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The Operational Delivery Profession’s Strategy 2011 - 2014

The Operational Delivery Profession’s Strategy 2011 - 2014. Our vision is …. To be professional in all that we do To achieve a level of status similar to the more established professions

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The Operational Delivery Profession’s Strategy 2011 - 2014

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  1. The Operational Delivery Profession’s Strategy 2011 - 2014

  2. Our vision is … • To be professional in all that we do • To achieve a level of status similar to the more established professions • To ensure that everyone has transferable skills that are recognised and respected across the civil service and the wider economy

  3. Our aims in this strategy are… • To give recognition to our members for their professionalism • To develop a professional curriculum that supports our members in providing professional services to customers • To raise awareness of the profession and build a community of cross government professionals • To broaden career opportunities within the profession.

  4. 1. To give recognition to our members for their professionalism by: • Developing sustainable ways to recognise the work of operational delivery people across the Civil Service. • Exploring opportunities to gain recognition for members of the profession outside the Civil Service.

  5. 2. To develop a professional curriculum to support our members in providing a professional service to customers: • Developing a learning offer for the profession, including those in management and leadership roles. • Developing an offer for Continuing Professional Development. • Exploring the options for developing further qualifications and/or an apprenticeship framework. • Evaluating the professional curriculum from an individual, profession’s and business perspective.

  6. 3.To raise awareness of the profession and build a community of cross government professionals by: • Developing targeted and consistent communications. • Establishing roles in departments that better champion and raise awareness of the profession. • Base lining the current position of the profession to inform future benchmarking and monitor progress. • Creating networking opportunities both internally and externally which promotes the sharing of best professional practise. • Building on the embedding plans that each department is implementing. • Ensuring all HR products and processes support the development of the profession (e.g. succession planning, talent management, resourcing).

  7. 4. To broaden career opportunitieswithin the professionby: • Working with existing development programmes to enhance the offer for operational delivery professionals and consider the opportunity for extending these where no programmes currently exist. • Developing management capability by providing support to managers and expanding products to include SCS grades. • Developing transparent career paths for the profession with minimum standards across key roles. • Exploring the benefits of establishing a regional talent programme for our most talented. • Exploring the feasibility of establishing a secondment scheme for operational delivery.

  8. Our Priorities

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