PURPOSE The purpose of this paper is to provide Members with the background and aims of the SPA Strategic Police Plan Delivery Review (Appendix A).

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1 Meeting SPA Board Meeting Date and Time 27 August 2015, Location Stirling Court Hotel, Stirling Title of Paper SPA Strategic Police Plan Delivery Review Item Number 5 Presented By Tom McMahon Recommendation to Members For Information Appendix Attached: YES: Appendix A Strategic Police Plan Delivery Review PURPOSE The purpose of this paper is to provide Members with the background and aims of the SPA Strategic Police Plan Delivery Review (Appendix A). 1 BACKGROUND 1.1 Strategic Objective 3.1 of the SPA Strategic Police Plan states the following aim; The Authority will develop and implement a performance framework to enable the monitoring and delivery of the Strategic and Annual Police Plans, and the Authority Business Plan with the Chief Constable. This will include the adoption of evidencebased standardised approaches to service delivery and the sharing of best practice. 2 CONTEXT 2.1 Since the establishment of Police Scotland and SPA in 2013, work has been undertaken to develop performance frameworks within both organisations. In line with this ongoing work Police Scotland and SPA share a specific performancerelated improvement action for 2015/16; Performance information will be reported to the Board in a single agreed format at regular intervals (and annually) reflecting agreed outcomes, benefits of reform, preventative activity, costs and associated measures. Performance reporting will align to both the strategic plan and the annual police plan and support assessment of progress and impact. The Board should also have an interest in Public Performance Reporting requirements. Deliverables - Standard format and reporting cycle in place; Information openly shared with SPA staff for assurance; Timetables established for future development. 2.2 From Quarter One 2015/16, operational policing performance will be reported to the SPA Board in August by Police Scotland through a quarterly performance report. SPA Forensic Services and corporate performance will be reported to the Board through the Chief Executive Report. Delivery of the SPA Strategic Police Plan is reported in the attached document at Appendix A. 1

2 3 AIM AND RATIONALE FOR THE STRATEGIC POLICE PLAN DELIVERY REVIEW 3.1 The delivery review s aim is to present a current assessment of policing performance, reflecting on the efficacy of the partnership between SPA and Police Scotland in continuously improving policing, delivering the overall benefits of police reform, thus enabling a current summary of delivery of the SPA Strategic Police Plan. 3.2 The evidence comes from operational policing performance from Police Scotland and SPA Forensic Services and corporate performance activity (as at 2.2 above). In addition relevant external evidence sources have been accessed, for example academic and government publications, to provide additional and wider information to supplement the existing evidence picture. 3.3 Conducting a regular evidence review reflects a similar approach taken by the Scottish Institute for Policing Research (SIPR), Scot Cen and What Works Scotland in their 4-year evaluation of Police and Fire Reform, commissioned by Scottish Government. 3.4 An Assessment Matrix contained within Appendix One has been used to evaluate the evidence collected by Police Scotland and SPA. The Matrix has been developed from assessment criteria previously used in the delivery of SPA s Annual Review of Policing, a statutory document delivered every year and laid before Parliament. Evidence from this and subsequent quarters will build to inform production of the next Annual Review of Policing for 2015/ The Matrix supports assessment as we ask the following questions; 1. How has this combined evidence from SPA and Police Scotland enhanced delivery against each strategic objective? 2. Does the new evidence meet a certain standard in terms of its quality, depth and coverage? 3. Is there consistency across Scotland and across each crime or harm grouping? 4 FINDINGS 4.1 The Review highlights that there is a wide range of qualitative and quantitative evidence to support delivery of the Strategic Police Plan. The evidence that has been collected and reported by both Police Scotland and SPA has been organised under each strategic policing authority. Alignment with Strategic Police Plan and Annual Police Plan priorities has also been undertaken. The review also includes areas where additional evidence is sought, taking account ongoing development and improvement activity that will facilitate a richer evidence picture as the year progresses. 5 NEXT STEPS This evidence review is the first time SPA has sought to systematically assess how well the current Strategic Police Plan is being delivered. As such both the format and content will be reviewed for appropriateness (format) and completeness (content). Feedback from external and internal stakeholders on the value and effectiveness of this approach will be welcomed. It is anticipated that this iterative process will provide a developing evidence review model, quarter on quarter. 2

3 RECOMMENDATIONS Members are requested to: 1. Note the contents of this explanatory report 2. Consider feedback on the format and content of Appendix A. SPA Strategy and Performance Team August

4 To provide the people of Scotland with the very best police service possible and to strive for excellence in everything that we do - SPA Vision STRATEGIC POLICE PLAN - DELIVERY REVIEW QUARTER ONE: APRIL TO JUNE

5 INTRODUCTION This review provides an assessment of performance evidence from Quarter One 2015/16, enabling a current summary of delivery of the SPA Strategic Police Plan. The evidence comes from operational policing performance from Police Scotland and SPA Forensic Services and corporate performance activity. In addition relevant external evidence sources have been accessed, for example academic and government publications, to provide additional and wider information to supplement the existing evidence picture. Conducting a regular evidence review reflects a similar approach taken by the Scottish Institute for Policing Research (SIPR), Scot Cen and What Works Scotland in their 4-year evaluation of Police and Fire Reform, commissioned by Scottish Government. The evidence review s aim is to present a current assessment of policing performance, reflecting on the efficacy of the partnership between SPA and Police Scotland in continuously improve policing and deliver the overall benefits of police reform. An Assessment Matrix (Appendix One) has been used to evaluate the evidence collected by Police Scotland and SPA. The Matrix has been developed from assessment criteria previously used SPA S Annual Review of Policing, a statutory document delivered every year and laid before Parliament. Evidence from this and subsequent quarters will build to inform production of the next Annual Review of Policing for 2015/16. The Matrix supports assessment as we ask the following questions; 1. How has this combined evidence from SPA and Police Scotland enhanced delivery against each strategic objective? 2. Does the new evidence meet a certain standard in terms of its quality, depth and coverage? 3. Is there consistency across Scotland and across each crime or harm grouping? This evidence review is the first time SPA has sought to systematically assess how well the current Strategic Police Plan is being delivered. As such both the format and content will be reviewed for appropriateness (format) and completeness (content). Feedback from external and internal stakeholders on the value and effectiveness of this approach will be welcomed. It is anticipated that this iterative process will provide a developing evidence review model, quarter on quarter. 2

6 POLICING PRIORITY ALIGNMENT SCOTTISH GOVERNMENT NATIONAL OUTCOMES National Outcome 5: Our children have the best start in life and are ready to succeed. National Outcome 7: We have tackled the significant inequalities in Scottish society. National Outcome 8: We have improved the life chances for children, young people and families at risk. National Outcome 9: We live our lives safe from crime, disorder and danger. National Outcome 11: We have strong, resilient and supportive communities where people take responsibility for their own actions and how they affect others. National Outcome 13: We take pride in strong, fair and inclusive national identity. National Outcome 16: Our public services are high quality, continually improving, efficient and responsive to local people's needs, young people and families at risk. SPA STRATEGIC POLICE PLAN STRATEGIC POLICING PRIORITY 1 - Make communities safer and reduce harm by tackling and investigating crime and demonstrating pioneering approaches to prevention and collaboration at a national and local level. SPA OBJECTIVES Work in partnership to improve safety for the citizens of Scotland and reduce crime 1.2 Ensure that all communities, including the most vulnerable, have access to the police service and are given the support they need to feel safe POLICE SCOTLAND ANNUAL POLICE PLAN STRATEGIC POLICING PRIORITY 2 - Strengthen Scotland s reputation as a successful and safe country by demonstrating excellence in effectively planning for and responding to major events and threats. SPA OBJECTIVES Enhance Scotland s global reputation as a safe place 2.2 Ensure that there is equitable access to services across all of Scotland s communities where and when needed STRATEGIC POLICING PRIORITY 3 - Provide an efficient, effective service focused on protecting frontline services, delivering the benefits of police reform and promoting continuous improvement. SPA OBJECTIVES Deliver the benefits of reform effectively and efficiently STRATEGIC POLICING PRIORITY 4 - Make communities stronger and improve wellbeing by increasing public confidence and reducing fear of crime, making the new Police Service of Scotland an exemplar of visible, ethical and responsive policing. SPA OBJECTIVES Increase public confidence in the police service by understanding and responding to the particular needs of Scotland s diverse communities 4.2 Promote a culture of excellence STRATEGIC POLICING PRIORITY 1 STRATEGIC POLICING PRIORITY 2 STRATEGIC POLICING PRIORITY 3 STRATEGIC POLICING PRIORITY 4 1. Violence, Disorder and Antisocial Behaviour 1. Road Safety and Road Crime 1. Serious Organised Crime 1. Violence, Disorder and Antisocial Behaviour 2. Road Safety and Road Crime 2. Serious Organised Crime 2. Continuous Improvement 2. Prevention and Engagement Mainstreaming 3. Protecting People at Risk of Harm 3. Counter Terrorism and Domestic Extremism 3. Prevention and Engagement Mainstreaming 3. Best Value 4. Serious Organised Crime 5. Counter Terrorism and Domestic Extremism 6. Prevention and Engagement Mainstreaming 7. Best Value 4. Major Events and Resilience 5. Prevention and Engagement Mainstreaming 6. Best Value 4. Best Value + Police Scotland Corporate Strategy including Transformation - Benefits Realisation 3

7 EXECUTIVE SUMMARY QUARTER ONE STRATEGIC ASSESSMENT OF EVIDENCE STRATEGIC POLICING PRIORITY ONE - FINDINGS: A range of operational evidence has been presented that demonstrates alignment with this strategic priority. Objectives and commitments within the Annual Police Plan have been demonstrated by Police Scotland. SPA has presented evidence of its operational support to policing as outlined in Strategic Police Plan Objective 1.1. DEVELOPMENT AREAS: To better support future evidence both organisations should seek to link planned activity with desired outcomes, including the evaluation methods to assess those outcomes. This is particularly relevant to preventative policing activity undertaken by Police Scotland, including assessment of the impact on crime data and how SPA Forensic Services can demonstrate the added-value of their support to operational policing. SPA should also include evidence of their increasing capacity to explore and assess local variations in policing under their community accountability function. STRATEGIC POLICING PRIORITY TWO - FINDINGS: Alignment to commitments in the Annual Police Plan has been demonstrated under this priority by Police Scotland in relation to major events planning and delivery. SPA has provided evidence of their developing approach to scrutinise local police Strategic Police Plan objective 2.2. DEVELOPMENT AREAS: In Quarter Two Police Scotland will provide qualitative reporting evidence on Counter Terrorism. Further evidence of SPA s scrutiny of the use and impact of specialist support services is required. STRATEGIC POLICING PRIORITY THREE - FINDINGS: Evidence of efficient and effective service delivery and continuous improvement will be reported by Police Scotland in Quarter Two. Police Scotland Intermediate Benefits realisation evidence and complementary SPA activity provides partial evidence of delivery of the three aims of police reform, with planned future quarterly benefit realisation reporting to come for remaining intermediate benefits. DEVELOPMENT AREAS: Additional evidence is sought from both Police Scotland and SPA of wider perspectives on reform benefits delivery by users of the service, as well as a focus on outcomes delivered from improvement activity (as highlighted at SPP1). STRATEGIC POLICING PRIORITY FOUR - FINDINGS: Police Scotland has provided aligned evidence on this Strategic priority under the Annual Police Plan objective of Working Together to Keep People Safe. There is evidence of engagement with diverse communities and a commitment to a consistent approach of service in relation to equality. SPA has provided evidence of engagement that confirms that the organisation hears regularly from partners and politicians on matters of key relevance, and that this is informing future engagement and work programmes, thus delivering on Strategic Police Plan Objective 4.1. DEVELOPMENT AREAS: Police Scotland will present evidence of continuous improvement during Quarter Two whilst SPA Forensic Services has presented evidence of Quarter One plans to consider benchmarking for process improvement as well as organising an innovation group event with Police Scotland and other partners. Quarter Two evidence on the outcomes from this activity is sought. Additional evidence from both organisations is sought in following quarters in relation to leadership development. 4

8 STRATEGIC POLICING PRIORITY 1 - Make communities safer and reduce harm by tackling and investigating crime and demonstrating pioneering approaches to prevention and collaboration at a national and local level Actively support a decisive shift towards prevention by promoting evidence based practice and effective partnerships to make the most of collective resource, knowledge and expertise, especially around reducing violence and reoffending, substance misuse, promoting better outcomes for young people who offend and protecting children, young people and vulnerable adults. SPA STRATEGIC POLICE PLAN OBJECTIVES 1.1 Work in partnership to improve safety for the citizens of Scotland and reduce crime The Authority will provide appropriate support to the Police Service of Scotland in its delivery of services and promote innovative, evidence-based, preventative approaches to policing tailored to local needs SUPPORTING EVIDENCE - QUARTER ONE Through Police Scotland s delivery of their Annual Police Plan objectives, at national and local level, there is a strong emphasis on partnership working and continuing development of relationships in order to keep people safe. Qualitative performance evidence includes a number of referenced collaborative approaches. Quantitative performance information from Police Scotland reveals that violent crimes have increased due in the main to an increase in serious assaults. A variety of preventative pilots/campaigns produced results during this first quarter and there is evidence of external validation within Police Scotland s operational policing report. Further pilots/campaigns were initiated during this quarter and SPA will review the results of these and assess the impact on outcomes and crime statistics in future performance reports. SPA Forensic Services operational delivery in Quarter One provides evidence of partnership working with Police Scotland and COPFS in support of criminal investigations and case submissions for prosecution. In addition there is ongoing evidence of improvement to collaborative working through the Joint National Forensic Gateway facilitated by the Forensic Partnership Forum. SPA s delivery of its statutory obligations including publication of 2014/15 performance on Independent Custody Visiting provides evidence of support for Scottish policing. SPA strategic development events and activity to highlight global preventative policing practice and commissioning of academic benchmarking research on the New Zealand national police force will support development of good practice and pioneering preventative policing in Scotland. EVIDENCE DEVELOPMENT AREAS In order to link planned activity to desired outcomes more clearly, both SPA and Police Scotland should include evidence that clearly articulates what the next steps and planned outcomes are, with reference to improvement actions where relevant. SPA Forensic Services should include additional performance evidence to reference the added-value of their support for operational policing. Initial findings from benchmarking research and how SPA will share them with Police Scotland to determine future improvements are also sought for future quarter reporting. In support of fuller evidence of the outcomes of preventative policing activity and the link to reductions in recorded crime, SPA will ask Police Scotland to highlight evidence of this nature within their quarterly performance report. 5

9 1.2 Ensure that all communities, including the most vulnerable, have access to the police service and are given the support they need to feel safe The Authority will hold the Chief Constable to account for the development and agreement, based on understanding local needs, of policing plans covering all 32 authorities. It will also hold the Chief Constable to account for the effective implementation of these plans through local and national partnership, and collaboration between the Police Service of Scotland and the public, private and third sectors. SUPPORTING EVIDENCE - QUARTER ONE Quantitative evidence is provided that road deaths and people seriously injured on the roads have both decreased compared to Quarter One last year. There is evidence that local road policing needs are being identified and managed responsively as a result of the creation of the national Road Safety Governance Board. A feature of local safety initiatives is close collaboration with many road safety partners including the Institute of Advanced Motorists, the Scottish Fire and Rescue Service and local authorities. Quantitative evidence is provided that the number of recorded Domestic Abuse incidents nationally has decreased and that the detection rate has increased. Evidence has been provided of a range of local policing initiatives within divisions in relation to domestic abuse. There is evidence of partnership and collaboration within these initiatives, for example with local Women s Aid groups and local authorities. Local pilot evaluation in Ayrshire and Aberdeen City divisions in relation to the Disclosure Scheme for Domestic Abuse has provided evidence from a range of partners to support a national rollout of this preventative tool. The detection rate for reported Hate crimes and offences has increased compared to Quarter One 2014/15, with a national awareness campaign launched during Quarter Two. Outcomes of the campaign and its impact, as well as evidence of partnership working to deliver key messages will provide evidence in subsequent quarters. SPA s community engagement activity with councils, elected members, and community planning partnerships, is establishing evidence of areas of good practice as well as a diverse picture of how local policing plans are delivered to meet local community needs. EVIDENCE DEVELOPMENT AREAS Through its Community Accountability function SPA is building its capacity to explore local variations in policing performance. This will provide assurance to Board members that local police plans are being effectively delivered and issues raised locally are dealt with effectively with an appropriate mechanism for sharing lessons learned and best practice. 6

10 STRATEGIC PRIORITY 2 - Strengthen Scotland s reputation as a successful and safe country by demonstrating excellence in effectively planning for and responding to major events and threats Work across national, international and organisational boundaries to ensure the Commonwealth Games and other important events are safe and secure; contribute effectively to multi agency arrangements to deal with emergencies; and minimise threats to our communities arising from extremism and serious organised crime. SPA STRATEGIC POLICE PLAN OBJECTIVES 2.1 Enhance Scotland s global reputation as a safe place The Authority will support the Police Service of Scotland in its work to prevent the most serious types of crimes from happening in Scotland and ensure that it is adequately equipped to deal with major events, emergencies and threats effectively. Where appropriate this experience and best practice will be shared with others. SUPPORTING EVIDENCE - QUARTER ONE There is qualitative evidence that Police Scotland is building on the learning points from the major events of 2014/15 to ensure public safety at both planned and unplanned events. Learning from delivery of the 2014 Scottish Referendum was reflected in national planning for delivery of the UK General Election (UKGE15) in May. Working with a number of partner agencies and informing resource deployment requirements and transport and logistic issues is in line with the commitments made by Police Scotland within their Annual Police Plan. Other examples of national and local planning activity are; T in the Park; The Open Championship at St Andrews; Royal Highland Show; Operation Arapya - planning for mass demonstrations at Her Majesty s Naval Base Clyde.. Along with partner agencies Police Scotland has taken part in CT planning and exercises across the country in this quarter in order to continually improve performance in this area. SPA briefed Board members on changes to Counter Terrorism legislation to be enacted from 1 st July. EVIDENCE DEVELOPMENT AREAS Police Scotland will provide qualitative reporting against Counter Terrorism in Quarter Two, as stated in the Annual Police Plan. 2.2 Ensure that there is equitable access to services across all of Scotland s communities where and when needed The Authority will scrutinise the implementation of local police plans and the use of specialist support services. SUPPORTING EVIDENCE - QUARTER ONE SPA activity on community engagement and supporting the local scrutiny process in Quarter One provides evidence of a developing assurance model that will provide a picture of local scrutiny across Scotland. EVIDENCE DEVELOPMENT AREAS SPA will provide further evidence of local police plan scrutiny in ongoing quarters. SPA will seek further evidence of specialist support service delivery at local and national level from Police Scotland. 7

11 STRATEGIC PRIORITY 3 - Provide an efficient, effective service focused on protecting frontline services, delivering the benefits of police reform and promoting continuous improvement - Deliver the three benefits of reform and work with others to ensure that the criminal justice system is fair and accessible, using science, technology and innovation to support the delivery of an effective and efficient police service. SPA STRATEGIC POLICE PLAN OBJECTIVES 3.1 Deliver the benefits of reform effectively and efficiently The Authority will develop and implement a performance framework to enable the monitoring and delivery of the Strategic and Annual Police Plans, and the Authority Business Plan with the Chief Constable. This will include the adoption of evidence-based standardised approaches to service delivery and the sharing of best practice. SUPPORTING EVIDENCE QUARTER ONE With guidance and support from Her Majesty s Inspectorate of Constabulary Scotland (HMICS) and in liaison with Police Scotland, SPA has developed a strategic performance framework that enables quarterly monitoring of delivery of both the Annual Police Plan (operational policing performance report) and the Strategic Police Plan (strategic evidence review). The Authority Business plan is also subject to quarterly monitoring and delivery through the SPA Chief Executive report containing performance information on delivery of SPA s statutory obligations and the work of its diverse directorates. Performance reporting for both Police Scotland and SPA focuses on both qualitative and quantitative evidence. Providing an efficient, effective service Police Scotland s Annual Police Plan objective regarding delivery of outcomes from the Corporate Strategy will be reported for the second and fourth quarters as detailed in the Delivery Roadmap within the Annual Police Plan. Police Scotland has provided quantitative corporate performance indicator evidence including workforce numbers; accidents at work; sick absence levels; Fleet fuel consumption and reform budget utilisation. There are a number of indicators where data is not yet available- for example Property and estates costs; carbon emissions. In relation to provision of meaningful HR statistics, during Quarter One SPA piloted a wider suite of statistics for management improvement purposes. Results and feasibility for wider reporting across Police Scotland will be reported in Quarter Two. The SPA Budget Action Plan provides evidence of oversight and governance of delivery and achievement of budget options as well as monitoring identification of further savings options progress and assurance has been reported to the relevant Finance committee in Quarter One. Police Scotland and SPA worked together in Quarter One to launch an employee opinion survey for all staff. Outcomes from the survey will be reported in Quarter 2 and will inform ongoing improvement to both Police Scotland and SPA. 8

12 Delivering the Three Aims of Police Reform - Building on the evidence presented in the recently published Annual Review of Policing further examples are provided to demonstrate continued progress on realising the intermediate benefits of reform, thus informing the strategic End Benefits owned by the Scottish Government. As documented in the annual review the journey to reform will continue throughout the third year of operation and beyond. SPA and Police Scotland are also part of the Research Advisory Group on Police and Fire Reform 1. Reform Aim 1. To protect and improve local services despite financial cuts, by stopping duplication of support services and not cutting the frontline. As part of their Benefits Realisation Milestone reporting included in the Annual Police Plan, Police Scotland has provided information in Quarter One on effective deployment of officers in departmental roles to supplement operational activities across Scotland as part of the evidence to deliver Intermediate Benefit 7 - Better Demand Management in relation to Police Officers. The Licensing and Violence Reduction Division has produced a report on the 2 nd annual review of the Campaign against Violence (CAV). During Quarter Two SPA will review this publication and seek views to externally validate the assessment that the CAV model has had a positive effect on front-line policing. A Staff Pay and Modernisation project is being conducted by Police Scotland on behalf of SPA as the employer of all staff. Police Scotland has provided evidence of progress to harmonise roles and responsibilities and introduce job evaluation to redress legacy terms and conditions as part of delivery on Intermediate Benefit 9 More Efficient Resource Utilisation and Reduced Duplication of Effort. Original timescales have been acknowledged as unrealistic and revised accordingly. Ongoing evidence oversight and assurance of this progress has been provided through the SPA Human Resources and Remuneration Committee. Reform Aim 2. To create more equal access to specialist support and national capacity - like murder investigation teams, firearms teams or flood rescue - where and when they are needed. Progress in this area of Intermediate Benefit realisation will be reported by Police Scotland in subsequent quarters as detailed in Benefit Milestones detailed in the Annual Police Plan Reform Aim 3. To strengthen the connection between services and communities, by creating a new formal relationship with each of the 32 local authorities, involving many more local councillors and better integrating with community planning partnerships. Police Scotland has provided information on involvement in community engagement as part of the evidence to deliver Intermediate Benefit 1 Clarity of Accountability and Improved Ability to Respond to Scrutiny. Identifying the right approach to assess Police Scotland s ability in this area is part of the Post Implementation Benefits Review recommendation C owned by SPA. 1 (Scottish Institute for Policing Research (SIPR), Scot Cen and What Works Scotland are delivering the 4-year evaluation of Police and Fire Reform, commissioned by Scottish Government. 9

13 Evidence has also been provided on progress made on policing plans at multi-member ward and local level - Intermediate Benefit 2 Greater Ability to Deliver Local Community and Policing Priorities. Initial scoping work to develop suitable measures to evidence the effectiveness of the Community Planning Partnership process as well as the effectiveness of Local Policing Plans has been carried out in partnership with SPA and Scottish Government. Work to develop these measures will continue into Quarter Two. Both these areas of evidence intersect and complement the growing body of evidence being collated by SPA s Community Accountability team and SPA Board Members as they engage with members and local authority partners. EVIDENCE DEVELOPMENT AREAs - Common to all three reform aims, the development areas below will provide a focus for evaluation of activity and should feed through to the performance arena with evidence in the form of case studies and examples of how reform-targeted action has resulted in one or more benefits of reform, validated by external evidence - e.g. survey results, local engagement evidence. Perspectives on Reform Realisation e.g. Protection and Improvement of local services - During Quarter One Police Scotland and SPA contributed to a specific question set within the national Social Attitudes Survey 2015 (go live in Quarter Two) to provide specific, current feedback on the impact of police reform (and, additionally, the impact of Stop and Search). Findings will be reported in Quarter Three and will provide a sample of views from survey respondents across Scotland on whether they perceive that the benefits of police reform are being realised. Focus on the outcomes - Now that a process is in place to enable equal access to specialist services and national teams have been established what has the impact been - in terms of public confidence and better service delivery - how do we know and who have we asked? Evidence on this is sought in future quarters. 10

14 STRATEGIC PRIORITY 4 -Make communities stronger and improve wellbeing by increasing public confidence and reducing fear of crime, making the new Police Service of Scotland an exemplar of visible, ethical and responsive policing SPA STRATEGIC POLICE PLAN OBJECTIVES 4.1 Increase public confidence in the police service by understanding and responding to the particular needs of Scotland s diverse communities - The Authority will have a clear understanding of policing issues and challenges from talking to communities, including communities of interest, listening to what they say about how their local policing plans are being implemented, how the Police Service of Scotland is performing, and by championing a culture where local police are open, visible and accessible. SUPPORTING EVIDENCE QUARTER ONE Police Scotland has provided Quarter One quantitative evidence with regard to regular monitoring of user satisfaction and public confidence in the police that shows a decrease in both figures compared to this time last year. (User satisfaction - 2.3% decrease; Public Confidence 0.9% decrease). Police Scotland s Annual Police Plan commitment to engage with diverse communities and support the work of the Scottish Government s Safer Communities Programme is evidenced during this quarter through the work of the Police Scotland National Safer Communities (NSC). The evidence references both national engagement and specific local engagement and the activity being undertaken. For example development of a Polish and East European network to help build trust and public confidence in policing. In the next quarterly reports evidence would be expected on the outcomes and results of this activity, including the results of the trial of the national Community Engagement Framework by NSC. Police Scotland has provided evidence of a commitment to ensuring a consistent approach to delivering a high quality service in relation to equality through the work under the Equally Safe Strategy. The strategy is designed to take action on all forms of violence against women and girls. Both national and local evidence is provided on the activity being undertaken through Operation ATLAS (Female Genital Mutilation) and the outcomes of this summer s campaign can be assessed in later reports. SPA has provided a range of Quarter One engagement evidence including attendance at formal scrutiny meetings and committees as well as community planning meetings, informing assurance that the SPA hears regularly from local partners and politicians on matters of key relevance, and that this informs our future engagement and work programmes. It also offers the chance for the SPA to provide supporting information and context around the reform programme, and foster good working relationships, best practice, and joined up approaches across the local and national arrangements for scrutiny and between local committees and community planning partnerships. EVIDENCE DEVELOPMENT AREAS Police Scotland trend analysis information in relation to user satisfaction and public confidence will be useful in establishing a wider picture of user satisfaction from users of Police Scotland. SPA s ongoing engagement and work programme will provide evidence of achievement and impact that will be reported in future quarters. 11

15 4.2 Promote a culture of excellence The Authority will promote this through the development of a culture of continuous improvement and by demonstrating and supporting development of leadership behaviours that reflect this aspiration. SUPPORTING EVIDENCE QUARTER ONE Police Scotland s Annual Police Plan objective regarding delivery of outcomes from the Corporate Strategy, including evidence of continuous improvement will be reported for the second and fourth quarters as detailed in the Delivery Roadmap. As part of the self-evaluation process adopted by the SPA a number of improvement actions have been developed under four key themes which mirror the Public Service Improvement Framework (PSIF): Leadership and Service Planning; People and Development; Processes and Services; and Partners and Relationships. The current improvement actions are being implemented over the course of financial year 2015/16 and tracked through the Authority s existing governance arrangements. Outcomes and impact of these improvement actions will be reported in future quarters. EVIDENCE DEVELOPMENT AREAS Outcomes of current scoping activity to consider benchmarking Lean Sigma methodology in the NHS for future Forensic Service process improvement will be reported, as well as outputs and next steps from the inaugural Forensic Innovation Group, comprising Police Scotland, SPA and COPFS. Future technologies and models for deployment from crime scene through to court that will support the strategic direction of Police Scotland and COPFS will be considered by the group. Additional evidence is sought from both SPA and Police Scotland in Quarter Two on the recent work to launch a joint Leadership Strategy for Scottish policing. From an external perspective our academic partners SIPR hosted an event - Leadership for Policing in Times of Change - in June at the Scottish Police College. Delegates came from policing as well as the public, private and third sectors. Evidence will be sought from SIPR to identify next steps and the way forward to develop leadership behaviours across policing and other public sector organisations. 12

16 APPENDIX ONE ASSESSMENT MATRIX 1. CONSIDER THE FOLLOWING QUESTIONS TO TEST THE EVIDENCE Is the evidence quantitative (hard data) or qualitative (judgement & perception? If combined does the data support the evidence? Is there enough evidence and is it accurate? Projects or pilot evidence what are the planned outcomes and evaluation strategy? If successful will it be rolled out across Force where appropriate what are the timescales for this? Is there additional external evidence - e.g. national survey publications or recorded data, to further support the evidence? 2. CONSIDER RELEVANT ANNUAL REVIEW OF POLICING CRITERIA Does the evidence align with the Strategic Priority and Strategic Objective and answer effectively the commitments made within the Strategic Police Plan? Does the evidence demonstrate the promotion of the policing principles, fit within the aims of reform, reflect best value? Does the evidence reflect the legislative functions of the Authority? 3. IDENTIFY STRATEGIC POLICE PLAN ALIGNMENT STRATEGIC POLICING PRIORITY 1 - Make communities safer and reduce harm by tackling and investigating crime and demonstrating pioneering approaches to prevention and collaboration at a national and local level. SPA OBJECTIVES Work in partnership to improve safety for the citizens of Scotland and reduce crime 1.2 Ensure that all communities, including the most vulnerable, have access to the police service and are given the support they need to feel safe 4. IDENTIFY ANNUAL POLICE PLAN ALIGNMENT Are the Christie principles explicit? Does the evidence demonstrate the delivery of continuous improvement by acting within corporate expectations? STRATEGIC POLICING PRIORITY 2 - Strengthen Scotland s reputation as a successful and safe country by demonstrating excellence in effectively planning for and responding to major events and threats. SPA OBJECTIVES Enhance Scotland s global reputation as a safe place 2.2 Ensure that there is equitable access to services across all of Scotland s communities where and when needed Does the evidence meet planned expectations? (See alignment below) Has the evidence been externally validated or benchmarked? e.g. HMICS/Audit Scotland/ Other forces? Does it have a balance of positive and negative and where negative what is the mitigating action? Does the evidence realise a benefit of reform? - Improved local service; access to specialists; strengthen connection between police and communities? Has the evidence taken into consideration the Authority s commitment to the Governance Policy Statement? Does the overall evidence content adequately demonstrate the Authority s responsibilities under the Equalities Act? STRATEGIC POLICING PRIORITY 3 - Provide an efficient, effective service focused on protecting frontline services, delivering the benefits of police reform and promoting continuous improvement. SPA OBJECTIVES Deliver the benefits of reform effectively and efficiently Does the evidence answer effectively the commitments made within the Annual Police Plan? Does the overall evidence content adequately demonstrate Police Scotland s responsibilities under the Equalities Act? STRATEGIC POLICING PRIORITY 4 - Make communities stronger and improve wellbeing by increasing public confidence and reducing fear of crime, making the new Police Service of Scotland an exemplar of visible, ethical and responsive policing. SPA OBJECTIVES Increase public confidence in the police service by understanding and responding to the particular needs of Scotland s diverse communities 4.2 Promote a culture of excellence STRATEGIC POLICING PRIORITY 1 STRATEGIC POLICING PRIORITY 2 STRATEGIC POLICING PRIORITY 3 STRATEGIC POLICING PRIORITY 4 1. Violence, Disorder and Antisocial Behaviour 1. Road Safety and Road Crime 1. Serious Organised Crime 1. Violence, Disorder and Antisocial Behaviour 2. Road Safety and Road Crime 2. Serious Organised Crime 2. Continuous Improvement 2. Prevention and Engagement Mainstreaming 3. Protecting People at Risk of Harm 3. Counter Terrorism and Domestic Extremism 3. Prevention and Engagement Mainstreaming 3. Best Value 4. Serious Organised Crime 5. Counter Terrorism and Domestic Extremism 6. Prevention and Engagement Mainstreaming 7. Best Value 4. Major Events and Resilience 5. Prevention and Engagement Mainstreaming 6. Best Value 4. Best Value + Police Scotland Corporate Strategy including Transformation - Benefits Realisation 13