Central Police and Central Scotland Joint Police Board Best Value Audit and Inspection

Prepared for the Accounts Commission and Scottish ministers July 2012 The Accounts Commission

The Accounts Commission is a statutory, independent body which, through the audit process, requests local authorities in Scotland to achieve the highest standards of financial stewardship and the economic, efficient and effective use of their resources. The Commission has four main responsibilities:

• securing the external audit, including the audit of Best Value and Community Planning

• following up issues of concern identified through the audit, to ensure satisfactory resolutions

• carrying out national performance studies to improve economy, efficiency and effectiveness in local government

• issuing an annual direction to local authorities which sets out the range of performance information they are required to publish.

The Commission secures the audit of 32 councils and 45 joint boards and committees (including police and fire and rescue services).

Her Majesty’s Inspectorate of Constabulary for Scotland

HMICS operates independently of police forces, police authorities and the and exists to monitor and improve the police service in Scotland. HMICS does this on behalf of the Scottish public by:

• monitoring, through self-assessment and inspection, how effectively the police service in Scotland is fulfilling its purpose and managing risk

• supporting improvement by identifying good practice, making recommendations and sharing our findings in order to achieve better outcomes for Scotland’s communities

• providing advice to Scottish ministers, and joint board members and police forces and services.

Even though HMICS is independent of the Scottish Government, ministers can call upon the Inspectorate to undertake particular pieces of work.

Audit Scotland is a statutory body set up in April 2000 under the Public Finance and Accountability (Scotland) Act 2000. It provides services to the Auditor General for Scotland and the Accounts Commission. Together they ensure that the Scottish Government and public sector bodies in Scotland are held to account for the proper, efficient and effective use of public funds. and Central Scotland Joint Police Board: Best Value Audit and Inspection 1 Contents

Commission findings Community leadership and Page 2 engagement Page 20 HM Inspector of Constabulary for Scotland findings Performance management and Page 3 improvement Page 21 Introduction Page 4 Use of resources Page 23 Summary Page 7 Equalities Page 25 Overall conclusions Page 8 Sustainability Page 26 Part 1. Context Page 9 Part 3. Central Scotland Police performance assessment The local context Page 28

Central Scotland Joint Police Board Public reassurance and community Page 10 safety Page 29 Central Scotland Police Page 11 Criminal justice and tackling crime Page 30 Part 2. Corporate assessment Page 13 Service response Page 31 Vision and strategic direction Page 14 Part 4. Improvement recommendations Governance and accountability Page 33 Page 15 Appendix 1. Expectations of police Partnership working and authorities community leadership Page 35 Page 19 2 Commission findings

1. This is the seventh audit and Commission further notes that Her inspection report on the performance Majesty’s Inspector of Constabulary by a police authority and force of their for Scotland is conducting an statutory duties on Best Value and independent review of the case. Community Planning. It has been produced jointly by the Controller of 5. The board receives good-quality Audit and Her Majesty’s Inspector performance information which has of Constabulary for Scotland. The helped the board provide effective Accounts Commission accepts the scrutiny of the force. This could report from the Controller of Audit on be improved further by having Central Scotland Police and Central implications of decisions – such as in Scotland Joint Police Board. In relation to finance and sustainability – accordance with the Commission’s better explained in reports considered statutory responsibilities, these by the board. The board needs to findings relate only to the Best Value get better at overseeing workforce audit of the police authority. planning; some specialist priorities such as serious organised crime 2. The Commission finds that and multi-agency public protection; Central Scotland Joint Police Board and equalities issues where the Lay fulfils its responsibilities well and Diversity Advisor scheme has the has demonstrated many of the key potential to be used more effectively. elements of best value. Better reporting by the board of its activities to the public is also needed. 3. The board has an effective relationship with Central Scotland 6. The Commission is encouraged Police that is based on a shared vision that the board recognises that with a strong focus on community partnership working can be enhanced policing. There is also clarity of through members engaging more respective roles and good working consistently in partnership activities. relationships. The Commission welcomes the board’s self-awareness; 7. The Commission gratefully it knows how it can improve further acknowledges the co-operation and and this can be seen in a strong assistance provided to the joint audit transitional workplan. and inspection team by the elected members of , and 4. This is a time of significant change Councils, the chief and the Commission urges the constable and officers of Central board to prioritise the improvements Scotland Police, and other officials and contained in its transitional workplan community planning partners. to ensure its full effectiveness. The board needs to assure itself that 8. The Commission welcomes the its support arrangements, including continued joint approach with Her analytical support, are sufficient to Majesty’s Inspector of Constabulary allow it to meet its responsibilities and for Scotland on these police audit and implement its transitional workplan. inspection reports, which is having a The Commission notes that the significant contribution to stimulating board has recently spent a significant more effective and streamlined amount of time dealing with an scrutiny and to driving commitment to ongoing conduct investigation. The securing best value. 3 HM Inspector of Constabulary for Scotland findings

1. As Her Majesty’s Inspector of is in the context of a force and 7. The joint audit and inspection Constabulary for Scotland, I hold a board that are performing well. For approach adopted in the preparation statutory responsibility to inspect both example, the improvements made of this report continues to develop Central Scotland Police and Central to the force strategic framework and is contributing towards a more Scotland Joint Police Board. I concur would benefit from the board having effective scrutiny regime that with the Accounts Commission access to them, in particular the demonstrates our commitment findings on the Best Value and Force Improvement Plan. I would to achieving best value in Scottish Community Planning performance also highlight that the force should policing. of Central Scotland Joint Police Board evaluate the effectiveness of its and offer the following comment on partnership working with a view the performance of Central Scotland to sharing good practice across Police. the police area and nationally. Similarly, the force should review its 2. My overall assessment of Central community policing model, Police is that its performance and Communities Together, to is good and that the force improve the quality and consistency demonstrates many of the elements of analysis, intelligence and sharing of best value. The force executive of good practice. And while the enjoys the confidence and support force can demonstrate a strong of the board, strategic partners and commitment to diverse communities staff, despite having gone through a within the police area, I would significant period of change and as it recommend that it revisits the lead prepares for the transition to a single arrangements for equality issues to police force in April 2013. ensure they are fit for purpose.

3. The force has made improvements 5. I look forward to receiving a plan to the way it manages strategy, from Central Scotland Police and change and performance and the Central Scotland Joint Police Board overall strategic framework is now which addresses the improvement more cohesive and enhanced through agenda set out in this joint audit and effective use of IT. The force has inspection report. worked with the board to ensure community policing remains a priority 6. I also wish to acknowledge my while at the same time building strong gratitude for the co-operation and alliances and partnerships across assistance afforded to the joint the Forth Valley. Public satisfaction audit and inspection team by the is improving and overall crime rates , officers and staff of continue to fall, detection rates remain Central Scotland Police, the convener high and the force continues to and elected members of Central show good stewardship in the way it Scotland Joint Police Board, the chief manages its resources. executives and staff providing support to the joint police board, and other 4. As is the nature of inspection officials and community planning work, there are areas identified partners. for further improvement, but this 4 Introduction Introduction 5

This joint report is made by the further guidance for police authorities how these are balanced with Controller of Audit to the Accounts and forces. This guidance includes meeting local needs Commission under section 102(1) of Justice Department Circular 11/2003 the Local Government (Scotland) Act Best Value Guidance and Guidance • the effectiveness of the board’s 1973 and by Her Majesty’s Inspector for Members of Police Authorities and governance arrangements and of Constabulary for Scotland (HMICS) Joint Authorities (June 2007). in particular the board’s links to under section 33 of the Police constituent authorities (Scotland) Act 1967. The scope of Best Value and Community Planning is broad and the • how the board demonstrates The Local Government in Scotland guidance and statute indicate that a community leadership for policing Act 2003 introduced statutory duties successful police authority will: matters and its wider partnership relating to Best Value and Community working role and engaging with its Planning. Its provisions apply to • work in tandem with the chief communities local authorities, including police constable to develop a clear set authorities, and require specifically of priorities that respond to the • the board’s arrangements and that: needs of the community in both effectiveness in scrutiny and the short and longer term challenge of force performance • councils and police authorities secure best value (defined as • be organised to support the • the board’s role in developing achieving continuous improvement delivery of these priorities strategies for the use of resources, in the performance of functions) and how the board plans to • meet, and clearly demonstrate manage the transition of these • police authorities and chief that it is meeting, the community’s resources to a single police force constables participate in the needs community planning process. • the board’s role in equalities and • operate in a way that drives delivering on its single equalities The Act also amended the audit continuous improvement in all scheme action plan arrangements set out in the Local its activities. Government (Scotland) Act 1973 to • the board’s role in pursuing a cover Best Value and gave powers Similarly, a successful police sustainability agenda. to the Accounts Commission force will: to examine Best Value in police As Best Value and Community authorities. HMICS has a statutory • work with its partners and the Planning encompass a wide variety of duty under section 33 of the Police police authority/police authorities activities, it is not realistic to audit or (Scotland) Act 1967 to inspect police to develop a clear set of priorities inspect everything in depth. For this forces and common police services, that respond to the needs of the reason we carried out our detailed and to report to ministers on their community in both the short and work in two ways: state and efficiency. The 2003 Act longer term extends this to include provision for • We considered the force structure HMICS to inquire into and report • be organised to deliver these in detail to ensure the audit and to Scottish ministers on whether priorities inspection took account of the a local authority is carrying out its different contexts and policing functions both as a police authority • meet, and clearly demonstrate demands. and in relation to a number of matters that it is meeting, the community’s including Best Value. needs • We selected certain aspects of the force’s and authority’s performance The 2003 Act is supported by more • operate in a way that drives for detailed investigation. We used detailed statutory guidance on Best continuous improvement in all its a wide range of sources, including Value and Community Planning, activities. the force’s and authority’s own and a series of advisory notes on assessment of their performance, specific topics such as elected The key objectives of this joint audit reports issued following external member leadership. This guidance and inspection were to focus on: audit and inspections and the is designed to be descriptive rather Scottish Policing Performance than prescriptive, defining the goals • the involvement the board has had Framework (SPPF) to assess risks that organisations should aim for but in setting the strategic direction for and scope our work to inform this allowing them local discretion on the the force and what consideration selection. methods and routes they use. The is given to national priorities and Scottish Government has issued 6

Our joint report reflects this The effect of these arrangements proportionate approach, with detailed is that the board and the chief commentary in some areas and constable, although they have more limited coverage in others. Our different roles, must work in tandem main audit and inspection work was to achieve best value. In this report, conducted in March 2012. The report we only make judgements on the includes a corporate assessment of authority and force, but all parties the board and the force, while the to the arrangement, including the performance assessment covers only Scottish ministers, have responsibility the force. for the overall performance of the police service. The audit and inspection team were aware of an ongoing conduct The existing guidance for policing investigation into the assistant chief (Circular 11/2003 and Guidance to constable. As this is the subject of Members, June 2007), sets out a separate and ongoing process no expectations of the Authority. More additional work was undertaken in details can be found at Appendix 1 of this area. this report.

We gratefully acknowledge the Police reform cooperation and assistance provided In January 2012, the Scottish to the team by Councillor George Government introduced to the Matchett, Convener of Central Scottish Parliament the Police and Scotland Joint Police Board; Derek Fire Reform (Scotland) Bill. Its purpose Penman, Chief Constable of Central is to create a single police service Scotland Police; Rose Mary Glackin, and a single fire and rescue service. clerk to the board; and all other The bill abolishes the existing unitary elected members, police officers and police and fire authorities in Dumfries staff involved. We are also grateful and Galloway and and the six to the community planning partners joint police and joint fire boards. It who participated in the audit and provides for the establishment of a inspection. new corporate body, the Scottish Police Authority (SPA). The national The tripartite arrangements and force will be established in April 2013. police authorities’ leadership role The force is governed through a Prior to the establishment of the tripartite arrangement between the SPA, constituent authorities will make chief constable, Central Scotland Joint appointments to the Central Scotland Police Board, and Scottish ministers. Joint Police Board. Following the local As the force covers more than one government elections of 3 May 2012, local authority area the joint police the new board will be responsible for board comprises members from seeing the force through the transition the three constituent authorities. to a single police force and for Scottish ministers have responsibility progressing any improvement agenda for national policy on law and order agreed as a consequence of this audit as well as the power to regulate on and inspection. various policing matters including pay and conditions. Central Scotland Joint Police Board is responsible for setting the police budget, holding the chief constable to account and ensuring that best value is achieved. The chief constable is responsible for the operational aspects of policing within the force area. 7 Summary 8

Overall conclusions by communities and is understood resource that could further support by staff. The force has improved the force in its diversity work. The 1. Central Scotland Joint Police Board processes to manage corporate force has made good progress in the (the board) and Central Scotland risk, organisational change and recruitment and retention of female Police (the force) work effectively both national and local priorities officers. together to deliver a shared vision but it needs to reinstate its internal for policing across the area which inspection activity. 10. The force has been proactive in is based on a strong focus on local preparing to move to a single national community policing. 6. The force can demonstrate good police service. This has required a practice in the way it has developed considerable investment of time 2. The board has many of the key partnership working which has the and as a result has not been without elements of Best Value in place. potential to be evaluated and shared some risk to the force. However, the Board members work well with the across the Central Police area and contribution of members of the force force in setting a vision and strategic nationally. The force continues to executive has helped the force prepare direction for policing in Central improve its approach to community for the transition to a single police Scotland. The board’s decision- engagement through Police and service for Scotland in April 2013. making structures support effective Communities Together (PACT). Both challenge and scrutiny by members. partnership working and community It receives good-quality information in policing has scope for sharing good many areas, including on the force’s practice. The force is well positioned performance on Single Outcome to sustain performance while Agreements (SOAs) and its work preparing for the transition to a on shared services. The board could single police force for Scotland by do more to engage directly with April 2013. communities and board members could have a more consistent 7. The force has a well-developed approach in relevant partnerships. approach to managing performance and improvement covering 3. The board has a good level of national, force and local priorities self awareness and has prepared a and organisational change. transitional workplan to take forward Performance statistics provided to improvement activity in the run-up the board are enhanced by up-to- to the national force being created. date contextual information. The The board needs to ensure that force is in the process of improving it continues to meet its statutory middle managers’ understanding of requirements in holding the force to how to use existing performance account during this transition period management arrangements to deliver towards a single force while also more effective and efficient services. considering the implications of the new arrangements on the force and 8. The force has managed its budget its staff. reduction well and continues to identify efficiencies together with 4. Force performance indicates partners. The force actively scrutinises some good achievements including all areas of spending and seeks to year-on-year reduction in crime, high improve efficiency by collaborating detection rates, a reduction in road with partners and other forces to traffic collisions and an improved use coordinate procurement and identify of alternatives to prosecution. Eight shared services opportunities. out of the nine user satisfaction and quality of service indicators have 9. The force is actively involved improved; however, complaints with its communities and can against police have increased. demonstrate a broad range of diversity initiatives and improvements 5. The force has an effective working in the management of equalities and relationship with the board and hate crime. The force is encouraged responds positively to scrutiny and to review the arrangements for the challenge. The force has developed lead for diversity in the force. The Lay a clear strategy which is informed Advisor Group is an excellent cultural 9 Part 1. Context 10

The local context Exhibit 1 Central Scotland Police area and command divisions 11. Central Scotland Joint Police Board and force cover the local authority areas of Falkirk, Stirling and Clackmannanshire which is spread over an area of 1,024 square miles (Exhibit 1). The total population is around 292,000. Falkirk Council is mainly urban and has the highest number of people (153,280) while Stirling Council covers the largest Northern area, most of which is predominately Grampian rural. Clackmannanshire Council is the smallest mainland council in Scotland. The diversity of the area presents its own challenges as well Tayside as opportunities for policing in central Scotland. Fife Central 12. The central Scotland area includes a number of distinct and unique Lothian and features: Borders

• is one of the largest Strathclyde petrochemical complexes in Europe and plays a significant role Dumfries and in the Scottish economy. Galloway

• Much of rural Stirling falls within the boundaries of Loch Lomond & The Trossachs National Park and the countryside and historic sites attract significant numbers of tourists and visitors to the area.

Crianlarich • Stirling University has a large Stirling and Clackmannanshire campus and around 10,000 area command students.

These features bring their own challenges to policing the area. Aberfoyle Central Scotland Joint Police Board Stirling 13. The main role of the police Grangemouth board is to ensure that Central Denny Scotland Police is accountable for Strathblane Falkirk Bo’ness the services it provides. The board has 11 elected members from the Falkirk area three constituent councils: six from command Falkirk, three from Stirling and two from Clackmannanshire. At the time of the audit the board was chaired by Councillor Matchett QPM from Source: HMICS/Audit Scotland Clackmannanshire Council. Part 1. Context 11

Exhibit 2 for use of resources and partnership Constituent council budget contributions 2012/13 activities. Central Scotland Police

16% Falkirk 18. The force executive is made up Stirling of the chief constable, deputy chief constable (DCC) and an assistant Clackmannanshire chief constable (ACC), the director of 52% finance and resources and the head of HR. The chief constable has overall 32% responsibility and is accountable to the board for the effective and efficient policing of Central Scotland. The DCC is responsible for a wide portfolio including human resources,

Source: Central Scotland Joint Police Board professional standards, media and corporate planning. The ACC is responsible for operational matters and has reporting to him a chief 14. The board is responsible for being informed of the manner in superintendent, specialist operations a revenue policing budget of which the chief constable deals and governance, and a chief approximately £49 million (2012/13). with complaints against the police. superintendent, community policing. It is funded through specific grant This subcommittee also considers The director of finance and resources funding (approximately £24 million) complaints made against chief reports directly to the chief constable. with the balance coming from its officers under the Police (Conduct) There are currently 869.75 full-time constituent authorities. In 2012/13 (Senior Officers) (Scotland) equivalent police officers working in this was: Falkirk £13 million, Stirling Regulations 1999. Central Scotland Police which £8 million and Clackmannanshire is slightly over the Scottish £4 million (Exhibit 2). • Physical resources subcommittee: Government target for police to review the effective officers of 868. During the financial 15. The board generally meets five management and utilisation of year 2010/11, the force accepted times a year; however, since October the physical resources available applications for 20 voluntary 2010 it has been meeting almost on to the chief constable. The redundancies with a further a monthly basis to deal solely with subcommittee meets twice a year 14 voluntary redundancies and an ongoing conduct investigation. It and its regular business includes seven compulsory redundancies has three main subcommittees which consideration of shared premises in 2011/12. Including the deletion report to the board: arrangements between the force of vacant positions, 56 posts have and other public sector partners. been removed from the force • Best value and audit establishment. subcommittee: to ensure that the 16. Falkirk Council provides activities of the joint board follow committee support to the board 19. Central Scotland Police has proper corporate governance through the joint board clerk and the made a considerable investment in principles and promote a sound assistant to the clerk. Stirling Council the police reform agenda. As the internal control framework in provides the Treasury function and president of the Association of Chief accordance with audit committee Internal Audit. Police Officers Scotland (ACPOS) principles. It also ensures that the Chief Constable Smith has taken essential elements of Best Value 17. In January 2012, the board carried overall charge of the programme. are adhered to with regard to out a self-assessment exercise which Acting Chief Constable Penman sound governance, performance was facilitated by force officers. is leading Central Scotland Police measurement and monitoring, The exercise was based on the through to the establishment of the continuous improvement and findings from published Best Value single force, while he and Temporary long-term planning. and Inspection reports on other Deputy Chief Constable Samson also boards. A transitional plan has been lead on significant strands of police • Complaints subcommittee: to prepared outlining seven high-level reform in respect of information discharge the board’s statutory priority areas covering key Best technology and criminal justice. function in terms of Section 40 of Value attributes including training and the Police (Scotland) Act 1967 by development, reporting arrangements 12

20. At the time of reporting, a temporary ACC is in charge of operational policing while an ACC is absent from duty as a result of an ongoing conduct investigation being considered by the board. These matters are therefore not subject to comment in this report, other than to place into context the interim arrangements for the police senior executive team and the additional pressures and resource implications for both the force and the board.

21. The force is divided into two area commands: Falkirk, and a combined command area covering Stirling and Clackmannanshire.

22. The Falkirk area command is headed by a superintendent and split into three sub-areas commands: Falkirk, Denny/Stenhousemuir and Grangemouth. There are two chief inspectors, one with responsibility for the first two areas and one with responsibility for the latter. They are responsible for community policing teams, tackling and preventing crime and ensuring public safety in their areas.

23. Stirling and Clackmannanshire area command covers the two council areas. The Stirling and Clackmannanshire Area Command is subdivided into three sub-area commands, namely Stirling, Dunblane and Clackmannanshire, providing policing services from a range of police stations, smaller offices and shared facilities from where the eight community policing teams serve the local communities. The area command is led by a superintendent who is supported by three chief inspectors who oversee community inspectors and community policing teams. 13 Part 2. Corporate assessment 14

Vision and strategic direction Plan. The board and the force working relationships could be developed their vision and strategy strengthened further by establishing Central Scotland Joint Police Board and this is encapsulated within a officer and member working groups ‘wheel’ configuration (Exhibit 3). or involving board members in some The board actively engages with of the force governance areas such the force to set the vision and 25. The board considers strategic as the Diversity Forum, the Force strategic direction for policing in policing issues at each of its Business Change Board or the Force Central Scotland. It shows good meetings. Board members have a Improvement Board. The board has awareness of, and provides strong focus on community policing identified that members could also direction for, what it wants to and road policing, however this can take on a ‘champions role’ in areas achieve for the area and has be at the expense of national and including equalities and improvement. a strong focus on community specialist policing matters such as This would increase the members’ policing. serious organised crime and multi- own knowledge and understanding agency public protection. The force is while enhancing the board’s oversight 24. The police board actively engages raising the awareness of the board in of these areas. with the force in setting its strategic strategic matters through updates and objectives and priorities. It has a overview reporting on issues such as 27. The board is proactively strong cohesive vision to deliver public protection and domestic abuse. considering its arrangements for policing services to its communities managing business during the and the board has worked well with 26. Board members, the chief transitional period prior to the the force to ensure this has been constable and senior police officers establishment of a national force. incorporated into the Force Strategic work well together. The strong It has a transitional workplan that

Exhibit 3 The wheel – vision and strategy

Community policing Road Acquisitive collisions & crime casualties Local Young drug drivers & dealing motorcyclists

Driver Violence behaviour Policing our communities

Trust, Information Vandalism confidence and management satisfaction

Improving Antisocial Protecting Workforce service delivery behaviour the public development & disorder

Public Organisational protection change Natural Serious hazards organised & major crime Counter terrorism events

Source: Central Scotland Police Part 2. Corporate assessment 15

considers how it will maintain 30. The outcome of ‘trust, confidence Governance and accountability business continuity during this period and satisfaction’ is at the centre of as well as how it will work with the the wheel. ‘Policing our communities’, Central Scotland Joint Police Board constituent councils to inform new ‘protecting the public’ and ‘improving governance arrangements. The service delivery’ are the force’s key The board’s decision-making board is also monitoring the force strategic themes and 16 strategic structures support effective executive’s role on police reform priorities sit on the outer ring scrutiny by members and activities and the impact this has of the wheel and are managed it manages its business on the management capacity within through programme management well. Members have a good the force. arrangements. understanding of their roles and responsibilities and this is Central Scotland Police 31. The strategy is understood by supported by effective learning and staff and the force executive has been development opportunities. The The force has developed a clear highly visible in promoting it. Staff are board should review its support and comprehensive strategic aware of how force priorities link to requirements to ensure it has framework which is informed by their role. They are briefed daily on sufficient resources to enable it to communities and understood by what the immediate priorities are and continue to conduct its business staff. The force and its strategic expected to develop trust, confidence effectively at a time of significant partners are confident that the and satisfaction in everything they do. change. force executive is able to sustain services while preparing for police 32. By taking a lead role in police 33. Board members have a good reform. Given this challenging reform the force executive is well understanding of their role and agenda, the force and board placed to understand the issues responsibilities and the board agreed should continue to manage the risk facing the force in preparation for role descriptions for members in May this places on the resilience and the transition to a single police 2010. These clearly articulate the capacity of senior managers. service for Scotland in April 2013. role and responsibilities of a board For example, the force restructured member, but more work needs to 28. In 2011, the force identified a lack in 2011 to strengthen and rationalise be done to ensure board members, of clarity surrounding its corporate community policing while preparing particularly new members incoming planning arrangements and set the rest of the force for a shift to this year, continue to develop their about developing and articulating a national structures. However, with the knowledge and understanding and new overarching model. It achieved board’s main priority remaining firmly the board should monitor whether this following consultation with that of local community policing, and these duties are being discharged communities, staff and partners with the force executive contributing effectively. and by using IT more effectively. In significantly to the national reform particular, the force responded to programme, there is potential for 34. Board members receive the board’s desire to see more of an the resilience and capacity of the effective learning and development emphasis on community policing. force executive to be over-stretched. opportunities which support Both the force and the board are them to undertake their role and 29. By updating their systems and alive to these concerns and have responsibilities. Following their processes the force has improved taken steps to mitigate the risk. For appointment to the board in August how it manages corporate risk, example, the interim arrangement of 2007, all members received induction organisational change and both having all ACPOS officers temporarily training and they have also had the national and local priorities. In so promoted is built upon strong existing opportunity to access a variety of doing, the force has improved relationships between the force, training and development events, accountability, ownership and how board and partners that provide but attendance has been variable it manages improvement activity. continuity during the year of transition. (Exhibit 4, overleaf). Members The board approved a new Strategic Nevertheless, the force and board have undertaken a training needs Performance and Planning Framework should continue to work closely analysis to identify personal priority in June 2011. The force developed its together to actively manage this areas for development. Joint budget vision and strategy with the board and ongoing risk. planning training was also held with this is encapsulated within a wheel the joint Valuation and Fire Boards configuration (Exhibit 3). during 2011. The board recognises that it can improve on its current arrangements. Its improvement plan identifies priorities including induction and continuous training for all members, consideration of mandatory 16

Exhibit 4 considering how all board members Board members training and attendance can influence meeting agendas. 36. Board papers are accessible and Training session Number of members the agendas, associated papers and attending minutes from previous meetings are Induction (August 2007) 12 publicly available through the joint board website. The quality of reports Equalities and diversity (February 2009) 5 (and 2 substitutes) is generally good with sufficient Scrutiny (September 2009) 5 (and 4 substitutes) information to enable members to make informed decisions. Equalities 3 (and 1 substitute) 37. The format of reports is improving Appointments (appointments committee 5 and reports include sections for only) information on the implications on Use of handcuffs (complaints 3 finance, personnel, diversity, shared subcommittee only – August 2009) services and sustainability. However, the information reported in these Threat to Communities (November 2009) 8 (and 1 substitute) sections is often limited and needs Modernisation Update (May 2010) 9 (and 1 substitute) to improve and be more consistent. Further improvements are needed to Contest – Prevent (August 2010) 8 (and 1 substitute) ensure the reports contain information that is up to date and complete Dip sampling (complaints subcommittee 4 particularly in relation to the financial only – October 2010) implications of decisions. A number Strategic Plan (February 2011) 5 of reports identify no explicit financial implications but at the same time Control Strategy Priorities (February 2011) 7 (and 2 substitute) refer to costs within the body of the Police Stop search powers and 4 (and 1 substitute) report, for example in reports on procedures (complaints subcommittee shared services and the rental only – August 2011) of premises.

Custody Enhancement Project (Best 4 (and 1 substitute) 38. A high number of reports are Value and audit subcommittee only – tabled for noting and this can limit September 2011) members’ opportunity to comment and effectively consider reports. The Force Improvement Plan (Best Value and 4 board should consider alternative audit subcommittee only – September ways of distributing reports for noting 2011) to ensure the time spent at board Best Value audit (January 2012) 7 (and 1 substitute) meetings is used more effectively.

Source: Central Scotland Joint Police Board 39. Following each meeting an action note is issued to the force. These notes record the decisions taken and any follow-up action required. training for certain functions and the meetings. The board has effective Although the notes are a good tool for development of a training scheme pre-agenda arrangements that ensure ensuring decisions are followed up by based on a further training needs it has a role in setting meeting the force they are not tabled at any analysis. agendas and a role in reviewing the subsequent board meetings to allow quality of the information in papers the board to ensure that appropriate 35. The board conducts its business being presented. These meetings action has been taken timeously. effectively and all full board meetings are held two weeks before the are held in public. The minutes main meetings and are attended by 40. The board’s decision-making and papers are made available to the convener and vice-conveners. structures and the way it manages members one week in advance of the The convener is mindful that these its business support effective meetings to ensure sufficient time is meetings are not open to the public scrutiny and challenge of the force available for them to become familiar and does not allow discussion on by members. Members ask relevant with their content before board the detail of papers. The board is questions of officers and ask for Part 2. Corporate assessment 17

further information or future action 43. The board receives good support receives an update report annually on where necessary. This is generally from the clerk and assistant clerk to the operation of the scheme. consistent across all areas of the board. Falkirk Council provides force business. However, further committee support to the board Central Scotland Police improvements are required to through the joint board clerk and hold the force to account on their the assistant to the clerk. There is The chief constable and force performance in relation to specialist no service level agreement in place executive have effective working policing priorities. between the board and Falkirk Council relationships with the board and for the level of work they undertake respond positively to scrutiny and 41. The board has good business and the council absorbs much of challenge. Internal governance arrangements in place to support the this cost. The board also receives arrangements, risk management scrutiny of police complaints. The support from Stirling Council. The and the communication of decision- complaints subcommittee is effective. council provides the Treasury function making have all improved, but there It considers reports on how the chief and internal audit. This is provided is a need for the force to reinstate constable deals with complaints through a service level agreement its internal inspection activity. In the against the force and complaints and costs the board approximately lead-up to the formation of a single made against chief officers. Members £100,000 per annum for these force, a greater level of scrutiny have taken part in specific training support services. The board does not and challenge by the board is and demonstrations of police have any dedicated policy support needed to support the force. working practices to develop a which means that it is reliant on the better understanding of the nature of force for this work and does not 45. The working relationship complaints. Members have also had have access to independent advice. between the force and board is training in ‘dip sampling’ by carrying While board members consider that professional and constructive and out a sample audit of complaints; they receive a good service from the force responds positively to however, this has only been used the support arrangements in place scrutiny and challenge by the board. once by a vice-convener and could be they have not evaluated whether For example, the board rejected used more systematically. or not there is sufficient capacity in proposals regarding changes to these arrangements to effectively terms and conditions of police staff 42. Board members’ role descriptions support members in undertaking members and requested further highlight that they should represent their role. For example, the clerk has reports to allay concerns about stop the interests and convey the views of recently spent a significant amount and search powers and procedures the board within their own constituent of time in supporting the board in and the use of force. In 2011, the councils and associated bodies. dealing with an ongoing conduct force and board were jointly involved Further work is needed to ensure this investigation while at the same time in workshops to review emerging role is being undertaken effectively. being responsible for the board’s issues, identify improvement themes Although each council has its own ongoing business and other council and to develop a strategic workplan informal approach there are no formal work. The board should review its for future governance, scrutiny reporting arrangements in place for support requirements and ensure it and accountability arrangements. members to report back to their has sufficient resources to allow it to The force has improved the public councils on the work of the board or conduct its business effectively. reporting of performance and police the force. In Stirling, members report activity. Reporting, through the ‘My any issues by exception, but as the 44. The board operates the Area’ web pages, is balanced, detailed force is performing well have not Independent Custody Visiting and relevant to local communities. felt the need to do so. In Falkirk, the Scheme. Custody visitors are minutes of joint board meetings are independent members of the 46. The force has recently improved made available publicly on its website. community who make regular and clarified its governance In Clackmannanshire, the agenda unannounced visits to persons structures (Exhibit 5, overleaf). Risk and minutes are made available via held in police stations to check on management, organisational change the members’ portal. There are more their welfare and on the conditions and decisions relating to performance formal partnership arrangements for in which they are held. They are are open and transparent and senior council officers to meet and volunteers and receive only travel communicated effectively. However, work with the force executive where and subsistence allowances from owing to staff absence, quality and matters such as budget issues, joint the board. The assistant clerk audit work was temporarily disrupted, working opportunities and police administers this scheme on behalf but the force is taking steps to reform are discussed. The board has of the board and is the Scottish reinstate regular inspection activity recognised the need to formalise Scheme Administrator on the national and has now identified resources to communication of board outcomes executive of the Independent Custody carry on the work around high-risk and impact to constituent councils. Visiting Association. The board areas that have the potential to impact 18

Exhibit 5 Central Scotland Police Strategic Governance Model

Force Strategic Plan Force Policy Group Leadership & Direc8on Policy Making & Review CC

Opera8onal & Corporate Performance Oversight

Force Performance Framework Force Strategic Assessment Corporate Priori8es Set Force Control Strategy Set Force Intelligence Requirement

Force Performance Force Improvement Finance & Physical & Strategic T&CG Board Resources Board CC DCC Director F+R

Opera8onal Priori8es Finance & Resources Business Change Programme Risk Management Capital Plan Monitoring Corporate Improvement Plan ICT Issues/SPSA BV Audit & Quality Informa8on Assurance Police Reform Property/Estates Force Tac8cal T&CG CC

Control Strategy Priori8es Opera8onal Performance Force Intelligence Requirement Emerging Trends Problem/Target Profiles Results Analysis Area Command Resource Bid Decisions T&CG

Source: Central Scotland Police

on public confidence, for example the and monitor the divisional and 48. Because of the limited resource internal audit of crime recording. departmental improvement plans. The available to the board, the force FIP has the potential to be resource works with the clerk and assistant 47. The introduction of the Force intensive to manage, but it is a clerk to ensure the efficient exchange Improvement Plan (FIP) and Force comprehensive method of capturing, of information, including detailed Risk Register ensures that all risk monitoring and managing decisions. performance reports, and the smooth management and improvement At present, the board does not have handling of policy and scrutiny. This decisions are electronically recorded direct access to the FIP because it joint arrangement works well but it is in one location, including actions is hosted on the force IT network. not clear how proactive the board is in from the board and from the force The force is encouraged to explore setting agenda items. executive. The FIP is monitored at the potential solutions to allow the board Force Improvement Board, which is access to the FIP, particularly for those 49. The force’s handling of complaints chaired by the deputy chief constable areas that involve decision-making by is sound and it takes a robust and reports to Force Policy Group. the board. approach to dealing with service The FIP also helps to coordinate complaints. The force actively Part 2. Corporate assessment 19

analyses performance information 51. The board receives good Central Scotland Police and the lessons learned are used information which helps it work to improve services and prevent with community planning partners. The force invests heavily in complaints. The board takes an active It receives quarterly reports from strategic and tactical partnerships role in monitoring performance with a the force on performance against aimed at improving community proportionate and appropriate level of the SOA priorities. The level of safety and public protection. The challenge. At present, learning arising information in these reports has force can demonstrate good from complaints is handled informally, improved and now provides details practice which has the potential being passed from the deputy chief on performance broken down by local to be shared across the police constable to area commanders and authority area, along with contextual area and nationally. The force and chief inspectors. Where there is a comment and recommended action. key strategic partners within the substantive change in practice arising Further improvements could be made Forth Valley area aim to retain the from learning outcomes a Force Order to these reports to clearly link the benefits of partnership working is compiled and disseminated through force performance with the police within a single police service in the force. resources committed to delivering Scotland. these priorities. Partnership working and 54. The force has been proactive in community leadership Shared services developing partnerships, for example 52. The board has good oversight the pan-Forth Valley Strategic Central Scotland Joint Police Board of the force’s approach to shared Coordination Group. There is good services. The physical resources evidence of continuous improvement Board members have a good subcommittee receives reports from in the reporting of partnership understanding of the policing the force on the board’s work to outcomes, access to services by issues affecting their local develop shared services, in particular all and the use of social media to communities and the board on the opportunities for shared promote partnership activity. monitors force performance using premises. The board has a good outcome indicators from the understanding of community issues 55. Strategic partners engage SOAs. It also scrutinises shared and uses this local knowledge when regularly and jointly on issues of services arrangements effectively. considering opportunities for shared efficiency and effectiveness and there However, there is no consistent resources between partners. This is is a strong and mature partnership approach in members’ involvement based on the shared premises agenda culture. For example, Central Scotland in partnerships and the board and is linked to a wider Forth Valley Police operates a scheme where recognises that it can do more consideration of rationalising public partner agencies work together to around partnership activities and offices. ensure that victims and witnesses has included this in its transitional receive appropriate, high-quality, workplan. 53. The force is a member of the professional and caring assistance. Forth Valley Public Sector Property The ‘Victims First’ objective aims to 50. Board members are involved Group which involves NHS Forth minimise the impact of a crime or in various aspects of partnership Valley, Central Scotland Fire and incident by providing an accessible activity including Community Planning Rescue, Scottish Ambulance Service and locally based response. Partnerships and the Criminal Justice and the three local authorities. Authority. However, this is in their The group is aiming to develop an 56. The force has also worked with role as elected members of their area-wide joint property and asset partners to rationalise services constituent authority and is not management strategy and produced and deliver value to communities. consistent across all councils. There is a report in June 2011 which, at the For example, the force recently no clear link between board members time of the audit and inspection, was took over ‘out of hours’ calls for and the three community safety out for consultation with partners. Clackmannanshire Council. This was partnerships covered by Central However, neither the joint board nor achieved within existing resources Scotland Police. Members could do its subcommittee has been involved and resulted in a saving to the council. more to further the interests of the in discussions and the implications of The force actively scrutinises all areas board by taking a more active and this wider strategy. The board would of spending to improve efficiency visible role in partnership activities benefit from accessing reports on by collaborating with other forces; and work with local organisations the property group in order to give for example, it has a service level and representative groups. The it a fuller insight into the strategic agreement with for board recognises that it can do more approach across Forth Valley for purchasing uniforms and procurement around its partnership activities and property and asset management. arrangements with the Forth Valley has included this in its transitional Property Group. workplan. 20

57. The force has pursued numerous with a broad range of stakeholders, delivered in the area. Board members other initiatives to improve partnership including community, charity and engage with their communities by working. For example, a partnership volunteer partners in the third sector. attending local events and community strategic assessment has been council meetings in their role as local introduced in the Falkirk area with the 60. The MASH initiative covers the councillors. Board members consider support of the community planning whole Forth Valley area but each that along with the attendance of and community safety partnerships local authority is at different stages local community police officers which forms the basis of a partnership in converging to the single hub and the presentation of People and tasking and coordination process. approach. The strategic partners are Communities Together priorities to This allows clear objectives to be set sure that the approach to improving these forums, they are in a position to for all partnership activity, with an social outcomes, particularly for understand, respond to and represent agreed set of measures and targets children and vulnerable persons, has local policing concerns. to track progress and demonstrate the potential to deliver best value and the impact of partnership working. consider that this is a model for public 63. The board is responsible for The assessment helps to make protection in Scotland. The project scrutinising the force’s approach to resource commitments clearer and is at an early stage and the partners engaging with local communities. helps to ensure that the skills mix of should carry out a formal evaluation However, the information provided to partnership groups is considered and as soon as practicable and share the it by the force is limited, particularly ensure that the appropriate people results with other forces and the on its performance against the are involved. Police Reform Team for consideration community engagement standard. while developing future structures. The board agreed the force’s 58. The Falkirk partnership tasking community engagement standard and coordination process is more Community leadership and in February 2010, but there does established than the arrangements engagement not appear to have been any further in Stirling and Clackmannanshire. reporting or follow-up work to An evaluation of the Falkirk strategic Central Scotland Joint Police Board demonstrate that the force is adhering assessment and tasking process to the agreed standard. Although should take place to identify Board members have a good the board receives quarterly reports strengths, areas for improvement and understanding of issues affecting from the force on its performance lessons learned which can then be their local communities. It needs against the strategic theme of ‘trust, shared as good practice elsewhere in to raise its awareness of the confidence and satisfaction’, including the force area. community engagement activity results on service-user satisfaction, carried out by the force. perception and trust in the police 59. A multi-agency screening there is limited data or analysis on hub (MASH) in has been 61. In May 2010, the board agreed its actual community engagement introduced to improve public role descriptions for its members. activity. protection through shared services, These included a key task for co-location, joint working and effective members to represent and act as 64. The board does not have its own information sharing and decision- an advocate for the interests of the arrangements for communicating making. Although in the early stages board, and liaise and work with local and engaging with its communities of implementation, the MASH brings organisations and representative and does not engage directly with together much of what is recognised groups to further the interest of the its communities through surveys or as good practice from across board. Members work well with other feedback mechanisms. The Scotland. Building on the concept that their local communities, although board recognises in its improvement public protection, community safety, this is not formally in their role as plan that it needs to develop a formal repeat victims, vulnerable adults and representatives of the joint board. method of recording community child issues can be best dealt with issues and views. through a single joined-up approach, 62. Members have a good the MASH acts as a conduit for understanding of the needs of their all public protection reports (some communities and use this knowledge 13,000 each year) and allows for fast- to influence the way policing is time multi-agency screening, decision- making, information sharing, case- conferencing and action. Partners achieve this by sharing intelligence and by making decisions together Part 2. Corporate assessment 21

Central Scotland Police reviewed following consultation and performance at a strategic level, on agreement with the police federation outcomes from the SOA and crime The force demonstrates a high and the planned changes to shift statistics, as well as performance level of commitment to policing patterns will improve overall capacity at an operational level, for example communities and is improving spread across 24/7 with community on road collision statistics. This is its approach to community officers working more days and a less supplemented by regular reports by engagement through PACT. compressed shift pattern. the force on the implementation of Community satisfaction is its Improvement Plan. The best value improving, and the force is well 68. Although the PACT process and audit subcommittee considers placed to sustain community is sound, there are variations in force performance against the engagement and deliver services the quality of PACT reporting and indicators contained in the SPPF and to communities while preparing for it could be more quantifiable in Force Performance Framework (FPF). transition to a single police force. terms of results and more specific around prevention, intelligence and 72. The force continues to explore 65. The force clearly articulates its enforcement activity. There is also innovative ways of presenting commitment to communities in its scope to improve the quality of information to board members such Strategic Plan 2011–15. The force analysis, and sharing of good practice as through live demonstrations of the executive is attuned to the fact that to improve community policing across FIP during board and subcommittee this area of policing attracts a lot the force area as a whole. meetings. The force has given of attention and challenge by the presentations to the board to explain board. The force has responded by 69. In 2011/12, the force achieved an in more detail the information increasing the number of community impressive turnaround in customer provided and the management police officers from 64 to 117 over the satisfaction rates relating to the system that the force uses. Although past five years, by improving the skills updating of victims and eight out of the board does not currently and enhancing the responsibilities of the nine user satisfaction and quality have direct access to the force’s community officers and by reducing of service indicators have improved. performance management system abstractions of officers from their these presentations have helped core role. Central Scotland Police is 70. The force can demonstrate a develop board members’ knowledge a relatively small force and senior strong commitment to community and understanding. This allows the managers are able to quickly identify policing and continues to work to board to work with the force to community risk and concerns of local ‘lock in localism’ to ensure that explore new ways of presenting partners and communities and ensure communities continue to receive information to improve how members that action is responsive. a high quality of service in the final can scrutinise performance. year of Central Scotland Police. The 66. The PACT process is operating force has restructured, strengthened 73. The board has influenced how well and there is clear evidence of and increased resources within the force reports performance, such community officers taking steps to community policing which remains a as the information on road injury understand the needs of communities key priority for 2012/13. collisions. This has improved the and setting local priorities. This understanding by board members is achieved through effective Performance management and and in turn the effectiveness of their consultation, planning and reporting improvement scrutiny. As a result of a challenge back to communities. The introduction by the board on how collision of PACT led to the development of Central Scotland Joint Police Board information was being reported, the Community Policing Forums that force improved the presentation of are involved in how priorities are The board has good arrangements information, in particular by mapping presented and how communities feed in place to scrutinise force of the locations of collisions across into this through a process of ‘You performance. It receives good- the force area so that board members said, we did’ reporting. quality reports and has influenced could relate this to council initiatives reporting arrangements. The board such as traffic calming. The board 67. The force is also using PACT to could do more to prioritise and needs to improve its understanding inform response teams and demand monitor force improvement activity. and scrutiny of specialist policing management. In Bannockburn, the performance such as serious force is testing an approach which 71. The board has good arrangements organised crime and public protection links demand management with PACT in place to scrutinise the force’s by exploring with the force how priorities so that response teams are performance and these are continuing information is presented. aware of the priorities in areas where to develop. Members consider a wide they are being deployed. Community range of performance on a quarterly 74. The best value and audit policing shifts have recently been basis at board meetings. This covers subcommittee effectively scrutinises 22

how the force conducts its business, Exhibit 6 but it could be more involved in Central Scotland Joint Police Board transitional workplan – March 2012 prioritising areas for review. The subcommittee approves the annual • Newly formulated Joint Police Board to maintain and build on the internal audit plan and receives existing high levels of scrutiny and challenge of the chief constable a regular position statement on and force during the period of transition to a national force. At the progress against the plan for noting. It same time, the board will work with partners and government to also considers reports on the force’s inform the establishment of the new governance arrangements and progress against recommendations following transition ensure that those Local Authority Police (or Blue made by HMICS and how the force Light) Committees are appropriately formed to afford the same level is progressing its Best Value Service of scrutiny and challenge to the Local Policing Commander. Review Programme. These reports, however, tend to focus on what • Induction and training programme to be fully developed to ensure that stage a review is at, rather than the all board members, including returning and substitute members, are actual findings of the reviews. There provided with approved induction and training to allow them to fulfil is little evidence to indicate that the their responsibilities. The training programme will include the following board itself initiates or prioritises areas: review work beyond that identified – Scrutiny; audit; resources; equalities; budget setting; police reform by the force. The board recognises agenda and awareness presentations from the force on operational this and has included an item on its aspects of policing. improvement plan to address this. • Joint Police Board and members to engage more proactively with 75. The board endorses the force’s constituent councils and Community Planning arrangements to further annual report in a foreword but it develop community planning activity in order to improve outcomes for does not produce information in its communities. own right. The board should consider how it publicly reports and accounts • Joint Police Board to ensure that Central Scotland Police provides for the work that it does in order to enhanced reports for workforce planning and asset management. demonstrate it is meeting its public Reports should include all relevant contextual information to allow performance reporting duties. members to conduct effective scrutiny and challenge. • Members to consider developing identified ‘Portfolio Champions’ 76. The board is aware of areas for specific areas, such as Equalities and Improvements. Such where it needs to improve. In January ‘Champions’ to undertake participatory roles within key Force 2012, the board, in conjunction with Governance Groups to allow them to fulfil their responsibilities. the force, undertook a self-evaluation Formal remits should be developed to allow appropriate scrutiny and using the Best Value characteristics feedback to the board. and the findings from previous Best Value and inspection reports. From • Central Scotland Police and Central Scotland Joint Police Board to this it identified improvement activity work collaboratively to maintain trust, confidence and satisfaction and at its meeting on 23 March 2012 within the communities of Clackmannanshire, Falkirk and Stirling agreed a transitional workplan (Exhibit during the transition of police reform. 6). The transitional workplan is still • Joint Police Board, in partnership with the force, to develop its under development and its contents strategic approach to sustainability and embed across all areas of are to be refreshed following the business. formation of a new board after the local government elections in May 2012. The board has also committed Source: Central Scotland Joint Police Board, March 2012 to incorporate improvement actions arising from this Best Value Audit and Inspection report and any emerging areas from the police reform work. Part 2. Corporate assessment 23

Central Scotland Police 79. The force has made ‘trust, Managing people confidence and satisfaction’ central 82. The board undertakes limited The force has a well-developed to its vision and it is well defined scrutiny of how the force manages approach to managing performance in terms of customer satisfaction, its workforce. Although it considers and improvement, covering quality of service, complaints and call regular update reports on human national, force and local priorities handling. The strategy is understood resource issues, as a standing item and also organisational change. by staff, but the force has identified on the board’s agenda the reports are Performance statistics provided to a skills gap in middle management subject to only limited scrutiny. Board the board are enhanced by up-to- and supervisors around how best to members consider a range of issues date contextual information and the access and use management and including attendance management, force continues to explore ways to performance information. The force recruitment, staff development and better inform stakeholders on how has recognised that middle managers health and safety. The board has been resources are being used to deliver need a better understanding of more challenging on other workforce performance. how to use existing performance issues. For example, the board management arrangements to deliver decided not to consider proposals 77. The FPF is comprehensive, more effective and efficient services. put forward by the force in a report outcome focused and includes to the board on police staff terms both operational and organisational Use of resources and conditions of service until a job assessments. The FPF effectively evaluation process was completed. integrates service planning and Central Scotland Joint Police Board delivery. Local (PACT) and national Managing assets and other (Scottish Police Performance The board has good arrangements resources Framework) indicators are included in place to oversee the use of 83. Board members effectively in the FPF and the board receives resources. However, the scrutiny scrutinise the force’s asset quarterly reports at the best value of some aspects of this can be management through the physical and audit subcommittee. The force inconsistent, such as workforce resources subcommittee. The produces performance reports planning. subcommittee approved the force’s which include information on SOAs Asset Management Strategy in and comparative information on Managing finance August 2010. It also approved the other Scottish forces. Performance 80. The board approves the revenue force’s approach to exploring future information provided to the board is budget and capital plan and effectively shared premises options with local of a good quality and better ways of oversees the financial management of public sector partners and it regularly presenting the information are being the force; however, it is not formally considers reports on the force’s Asset trialled, to include information on involved in developing the budget. Management Strategy, property impact. The introduction of quarterly It receives regular detailed budget options, carbon reduction plan and reviews of the strategic assessment monitoring reports on the force’s updates on shared premises. and reports to the board containing revenue budget and its capital plan at POA information has helped the board its full board meetings. 84. The best value and audit better understand where resources subcommittee oversees the force’s have been applied and policing 81. Members have a good risk management arrangements. In outcomes. understanding of the financial February 2010, it considered a report challenges the board faces. The board on the force’s risk management 78. All indicators are held on a has made progress in addressing arrangements and agreed to receive ‘Master’ Framework. Key managed these challenges by focusing on the future reports on a quarterly basis. indicators are considered by the Force implications of efficiency savings on At the meeting, it also requested Policy Group and the board. Useful police numbers and other staffing that the force develop an appropriate up-to-date contextual indicators are implications such as voluntary and mechanism to facilitate members’ included, for example in respect of compulsory severance. While the involvement in the development of underperformance and proposed Treasurer meets regularly with Risk Registers at an early stage and improvement plans, and these help the force director of finance the training for members. Despite this, to inform the monthly tactical tasking involvement of board members in there is no evidence to indicate that and coordination meetings and budget discussions is through the this has taken place. At its meeting quarterly strategic meetings. The FPF convener and vice-conveners at pre- in February 2012, the subcommittee provides reports across the force agenda meetings. was provided with an update along governance structures at tactical, with a presentation of the risk strategic, board and public levels. management system that sits within There is a clear link between the FPF the force’s improvement plan. The and the force strategy. board has identified the need for 24

the board to be more involved in the 88. In the lead-up to the 2011/12 90. As with the other Scottish management of risk. budget, the force identified that forces, the force is developing Police budget cuts were likely as a result Objective Analysis (POA) to enable 85. The board is considering of impending constraints in public the force and the board to better establishing a subcommittee to funding, and decided not to fill manage finances and resources. The oversee the use of all forms of vacancies as they occurred pending force is extending the use of POA resources and this has been included the 2011/12 budget settlement. to link cost and performance as the in its transitional plan. The voluntary redundancy and basis for a better understanding of early retirement scheme was also resource allocation within the force. Central Scotland Police introduced which created further vacancies. The majority of staff 91. The force has identified how The force has managed its savings were achieved through future developments might impact budget reduction well, worked management of these vacancies and on its financial management hard to minimise the impact on a programme of redeployment was arrangements and is proactively staff and continues to meet its identified as being achievable without managing the risk. In January 2012, efficiency targets. The force has a significant impact on front-line the force amended its operational been proactive in preparing to operational activities. The force also command structure to better support realign resources to national police carried out options appraisals on the the transition to a single force. Crime structures and functions. communities policing and crime and management and communities specialist operations where significant policing were brought together, while Financial management proportions of the savings identified the majority of specialist support 86. The force actively engages with relate directly to front-line roles that and corporate support functions some members of the board, chief would require being backfilled with were amalgamated under a single executives and chief financial officers police officers, an option considered specialist operations and governance of local authorities to discuss and to be both expensive and counter- command. The police reform agenda agree priorities and budgets for the productive. The force provides the has changed the mindset of the force force. The constituent authorities have board with regular detailed financial executive from one of workforce recognised the financial challenge update reports including an overview modernisation – increasing police faced by the force and supported of efficiencies made within the annual staff – to a new imperative of the 2011/12 budget approved by Revenue Budget Proposal Report maintaining police numbers, ‘locking the board. Although this required submitted to the board. This report in localism’ and preparing for transition a reduction in police staff of over also provides brief information on the to a single force. ten per cent, it enabled the force to efficiencies the force has made over maintain its front-line capability and the preceding year, although it does 92. In this final year of Central satisfy the Scottish Government not provide specific details in respect Scotland Police existing as a separate target in relation to police officer of these efficiencies. entity, the force has no significant numbers. This required a 2.17 per or exceptional capital expenditure cent increase in the contribution by 89. Like all forces in Scotland, Central planned. the constituent councils, even though Scotland Police has been working to their revenue support grant was being achieve efficiency savings. While it Workforce management reduced by 2.6 per cent on average. has exceeded its targets in the last 93. The force human resources three years (up to 2010/11), it has strategy is incorporated within the 87. The current police grant allocation consistently been among the lowest force strategic plan and is in line model still leaves the force nine per performers. For example, in 2010/11 with the ACPOS People Strategy. cent below the national average in the eight forces combined to achieve The Force Policy Group determines funding per head of population. The savings of more than 55 per cent over the strategy on any staff allocations force has maintained open face- the target; Central Scotland Police based on individual business cases, to-face communications with staff exceeded its target by a more modest or fluctuations in service demand. In as reductions have been made to 11.1 per cent. This level was achieved 2011, The Force Establishment the number of staff posts, but staff in the context of funding below the Group was formed to better remain extremely concerned about national average and the rate of police manage the officer and staff their future. In 2011/12, a 2.6 per cent officers and police staff per 10,000 complements against the budget reduction in grant funding was met population also being below the and the Scottish Government among other factors, through non- national average. Additional Capacity Target. staff savings of over £700,000 and staff reductions netting over £1 million 94. At the end of March 2011, Central savings. Scotland Police employed a total of 1,245 officers and staff. The force’s Part 2. Corporate assessment 25

rate of police officers per 10,000 for police staff payroll now sitting at Equalities population is below the average for 2.9 per cent. The force has suggested Scotland (30.1 compared to 33.6 for that this may be related in part to Central Scotland Joint Police Board Scotland). This is also case for police the reduction in salary costs as a staff (12.3 compared to 12.9 for result of the 2010 spending review, The board monitors the force’s Scotland). The force has one of the with a similar amount of overtime performance in relation to its Single lowest proportions of police support spend showing proportionately higher Equality Scheme (SES); however, staff in the country, and the latest half- against a reducing salary baseline. it could provide more leadership year figures show that numbers have in relation to its own activities. continued to reduce in 2011/12. 97. In contrast to the national trend, The board recognises that it the number of special constables per could strengthen its approach to 95. During the audit and inspection 10,000 head of population working equalities. we examined the impact that this with the force has fallen annually is having on the force. For example, over the last four years. Until last 100. The board could do more traditionally the force has been year, this reduction had been offset to provide leadership for, and to, very strong in making sure that its by sustaining the average number of promote equalities. The board has a pending cases are entered into the hours worked by these volunteers. To scrutiny role in monitoring the force’s electronic Criminal History System improve the situation, the force has performance in meeting its SES and (CHS) to within the national targets, recently reviewed this situation and receives annual reports. The board 70 per cent within 24 hours; 90 has recruited a number of new special last received a report on the force per cent within five days. In the constables, bringing its complement equalities duties in May 2011 and three years to 2010/11, the force in 2011/12 to 93. The anticipated noted the force’s performance against recorded the highest proportion rise in the number of hours worked its action plan. in Scotland for entries within five by these volunteers has yet to be days, at consistently over 98 per realised. However, the force has a 101. The board has published its own cent. It also had the highest rates new development programme and SES for the period 2010–12 and an for cases entered within one day liaison officer post in place. accompanying action plan. The SES for the previous two years. The should be reviewed annually but there force recognises that the conscious 98. In 2010/11, the force had the has been no reporting to the board decision made under the Strategic lowest uptake for courses held by since the establishment of the SES to Spending Review to reduce the the Scottish Police College (excluding advise on progress. number of staff in this function has non-territorial forces). The force took led to a reduction in performance up only 66.1 per cent of allocated 102. All members have undertaken previously achieved. However, even places, a reduction of a third on equality and diversity training, some though entries within 24 hours on to the previous year 16.7 percentage as part of the joint board training and CHS has reduced to 88 per cent, this points below the Scottish average for others as part of training provided by is still 18 percentage points above the 2010/11. The impact has been most their constituent councils. All reports national target of 70 per cent. acute on courses covering Crime to the board contain an equalities Management Division’s community subheading; however, the quality 96. In 2010/11, the force had the safety and detective courses, as well of information provided is often highest, albeit declining, proportion as the Leadership and Management limited. The board’s self-assessment of its police staff payroll that is Division’s continuous professional identified that there was a potential accounted for by overtime, 2.4 per development programme. benefit for a board member to be a cent compared to a Scottish average portfolio champion for equalities. It of 1.5 per cent. In December 2011, 99. Sickness absence among police considers that any member, in doing approximately 96 police officers officers has risen from 3.5 per cent so, would be expected to undertake (about 11 per cent) were sitting with working time lost in 2010/11 to 3.9 per a participatory role with relevant force over 40 hours each of time to be cent in 2011/12. This rise is mirrored governance groups. The board’s taken off which had accumulated for police staff, which has risen from transitional workplan identifies that through accepting such time off in 3.6 per cent to 3.9 per cent. However, formal remits should be developed lieu of financial payments. The force at the time of writing, comparative to allow appropriate scrutiny and has been active in trying to reduce data is not available to compare feedback to the board on these the police officer overtime budget and this performance with that of other arrangements. This should strengthen is projecting to achieve around a ten Scottish forces, but it is expected to the board’s links with the force’s per cent (up to £200,000) reduction in be in the order of 4.2 per cent. equality and diversity groups and spend. Nevertheless, data for 2011/12 increase accountability in this area. show an increase in police staff overtime, with the proportion 26

Central Scotland Police a range of community and minority Sustainability group issues have been discussed. The force is actively involved This group is an active cultural Central Scotland Joint Police Board with its communities and can resource and there is further scope to demonstrate a broad range develop how they support the force, The board has a good of diversity initiatives and for example within Gold Groups and understanding of the wider improvements in the management in reviewing hate crime processes economic and social aspects of of equalities and action on hate and procedures. sustainability and recognises that it crime. However, there is no needs to do further work to ensure executive level lead for diversity in 106. The force has made good this is embedded across all areas the force. The Lay Advisor Group is progress in the recruitment of of the force. an excellent cultural resource that female officers. In 2010, the force could further support to the force. became accredited to deliver the 108. The board has a good The force has made good progress international Springboard Women’s understanding of the wider economic in the recruitment, retention and Personal Development Programme. and social aspects of sustainability, in development of female officers The programme has been made particular how to sustain communities and staff. widely available to female officers policing. This is particularly evidenced and staff to ensure that the force in the discussions on shared premises 103. Central Scotland Police applies continues to provide female workers reports considered at the physical the principles of the ACPOS with the necessary personal skills and resources subcommittee. The board Diversity Strategy and is extending confidence to progress their career members also receive reports on the its existing SES through to 2013 to and improve their own performance. Force’s Carbon Management Plan ensure convergence with the reform The Springboard Programme is being and the debate at meetings shows programme. The SES and Action Plan championed across the force by the that the board understands its green are monitored by the force Diversity deputy chief constable. In a recent agenda. Forum and also by the board including promotion process to sergeant, while defined Equality Scheme outcomes. only 16 per cent of applicants were 109. The board’s self-assessment women, female officers constituted recognised, however, that it needs 104. The force takes a broad approach 50 per cent of those candidates who to strengthen its approach to to the recording and reporting of were successful in the final part of understanding social sustainability. It hate crime and has been one of the process. has identified that it should develop its the first police forces in Scotland to strategic approach to sustainability in capture information on transphobia, 107. In the process of better partnership with the force and embed homophobia and disability-related aligning the role with the community across all areas of business as part of discrimination. The force has also led policing function there have been its transitional workplan. on the development of a new website a number of recent changes to the which encourages the reporting of lead on diversity in the force which Central Scotland Police hate incidents. Moreover, through is now delegated from the DCC to the Multi-Agency Hate Response chief superintendents. The chief The force has made good progress Strategy (MAHRS) partnership across superintendents are members of in developing its approach to green the Central Scotland area it has the Force Policy Group ensuring a issues, but this can be improved built strong links over many years, continuing focus at executive level. further. The force has worked particularly in relation to tackling racist However, there is potential for the hard to ensure that ‘business incidents and harassment. It has focus to be lost across the policing as usual’ will continue during a developed a system that allows each functions and the force is encouraged period of transition, in particular agency to report, record and monitor to examine the effectiveness of this that community safety and public racist incidents and to hold multi- arrangement. protection will be sustained at a agency case conferences designed to local level. address repeat victimisation. 110. The force’s commitment to 105. The force has strong community sustaining community safety is representation on its Lay Advisor reflected in its vision, strategies and Group. The Lay Advisor Group is plans. Senior managers understand very active and includes a mix of the need to manage police reform race, faith, gender and disability and ‘business as usual’, by continuing representatives. The force has held a to deliver and improve on services to number of diversity evenings where communities. Part 2. Corporate assessment 27

111. The force is planning to take a partnership approach to delivering sustainability at the Community Planning level. To assist this development it intends to review all structures for participation in all threads of sustainability. It is anticipated that once that exercise is complete the force will be able to demonstrate various initiatives to reduce energy use, but these have not been fully explored at this time.

112. The force is improving sustainability through sharing services and rationalising assets with partners. The force’s strategic approach to energy management is yet to be published but a number of carbon management plans are already in place. The force has achieved a 23 per cent reduction in emissions from 2008 totals. Other areas that may have an indirect impact on sustainability will include their on-demand system of procurement (rather than stores) and the sharing of services and assets across local authorities and with partners.

113. The force’s performance management framework could be improved by incorporating a range of indicators that allow it to demonstrate its impact on sustainability. 28 Part 3. Central Scotland Police performance assessment Part 3. Central Scotland Police performance assessment 29

Force performance indicates some Exhibit 7 good achievements including Recorded crimes per 10,000 population 2007/08 – 2010/11 year-on-year reduction in crime, high detection rates, a reduction 700 2007/08 in road traffic collisions and an 600 2008/09 improved use of alternatives to prosecution. Eight out of the nine 500 2009/10

user satisfaction and quality of 400 service indicators have improved; 2010/11 however, complaints against police 300 have increased. 200

Public reassurance and community 100 ecorded crime per 10,000 populatio n

safety R 0 Fife Recorded and detected crime Central Tayside Northern Scotland 114. The recorded crime rate per Grampian Strathclyde 10,000 of population between Lothian and Borders 2007/08 and 2010/11 has fallen Dumfries and Galloway

15.6 per cent (Exhibit 7). Over the Source: HMICS same period of time the detection rates for crimes in groups 1-4 have also increased slightly (Exhibit 8). Exhibit 8 Detection rates 2007/08 – 2010/11 115. During 2011/12, the recorded crime rate in groups 1-4 decreased by 70 2007/08 a further 2.6 per cent; however, the 60 2008/09 detection rate decreased from 48 per cent to 45 per cent. 50 2009/10

40 116. During 2011/12, violent crime 2010/11 fell across the force with decreases 30 in the number of attempted murder Percentage charges, serious assaults and 20 robberies. There was also a slight 10 reduction in the number of offensive weapon charges. 0 Fife Central Tayside Northern Scotland 117. Central Scotland Police is the only Grampian Strathclyde force with detection rates for group 1 Lothian and Borders crimes of violence consistently above Dumfries and Galloway 95 per cent over the previous four Source: HMICS years (the Scottish average in 2010/11 was 71.6 per cent), although in 2011/12 it experienced a slight drop 119. Group 7 motor vehicle offences 120. The last three years have also to 92 per cent. per 10,000 population numbers reflect seen sizeable reductions in the rate positive and proactive efforts (Exhibit of road traffic collision casualties 118. Recent increases in group 2 9, overleaf). The force consistently per million vehicle kilometres. Road sexual crimes have been experienced records one of the highest rates of collisions and casualties, and within by most other Scottish forces. The group 7 crimes. That said, rates for that young drivers and motorcyclists, force has reviewed this aspect of some of its key managed indicators is a particular priority for the force its crime recording and will form the for driver behaviour, including and a number of prevention activities basis of any remedial action required. speeding offences, collisions and have been directed at speeding young For the most part, however, the force offences involving drink/drugs, and people and children. All four key tends to be at or below the Scottish seat belt and mobile phone offences indicators used by the force to assess average for crime rates per 10,000 are showing short and longer-term performance in this area are showing population recorded and at or above declines. short and longer-term reductions in average rates of detection. both collisions and casualties. 30

Crime subgroups Exhibit 9 121. Over the previous four years Road traffic offences the force has recorded the highest Group 7 offences per 10,000 per population. number of domestic abuse incidents per 10,000 population in Scotland, 1,400 2007/08 125.7 compared to a Scottish average of 106.1 in 2010/11 (Exhibit 1,200 2008/09 10). Furthermore, the figures for 1,000 2009/10 2011/12 show a further increase of 800 0.75 per cent. The force has a robust 2010/11 approach and takes positive action 600 in the recording of and responding to domestic violence issues. The 400 force has further improved the 200 management of all domestic abuse bail offenders by prioritising risk and 0 robustly managing bail conditions Fife imposed by the courts. A domestic Central Tayside Borders Northern Scotland abuse toolkit is available for all officers Galloway Grampian Strathclyde Lothian and to access. Dumfries and

122. The force also regularly records Source: HMICS one of the highest proportions of group 1 to 6 crimes committed by youths, defined here as young people Exhibit 10 between the ages of eight and 17, Domestic abuse incidents per 10,000 population though in 2010/11 the rate declined. 140 2007/08 This may be a consequence of a 120 national focus on early intervention 2008/09 programmes and the force’s large 100 increase in the number of restorative 2009/10 80 justice warnings issued and 2010/11 conferences held. Approximately a 60 quarter of the force’s detected group 4 crimes of vandalism and fire-raising 40 are committed by youths, 23.1 per cent in 2010/11. This is the highest 20 proportion of any crime group for the 0

force. Moreover, in 2010/11 the force Fife was second only to Strathclyde in Central Tayside Grampian Northern Scotland the rate of group 4 crimes recorded Strathclyde

per 10,000 population in total. The Lothian and Borders same is true, perhaps unsurprisingly, Dumfries and Galloway of its antisocial behaviour crimes and Source: HMICS offences of environmental damage. This is despite the fact that they have been declining over the last five years. years the force has remained above 124. However, the force also exhibits target in both cases. For reports to one of the highest percentages of Criminal justice and tackling crime the , it has submitted reports marked ‘no proceedings’ around 87 per cent within the target (Exhibit 11) at 13.9 per cent compared Submission of crime reports period. Despite a slight drop in to 12.6 per cent for Scotland in 123. A national target of 80 per those submitted to the Children’s 2010/11, and rising to 16 per cent in cent has been in place for a number Reporter, at 83 per cent it too remains 2011/12. The force has one of the of years now for the proportion comfortably within target. One reason highest and rising percentages of ‘no of crime reports submitted to the for the decline relates to delays in proceedings’ cases so called because procurator fiscal and the Children’s the final decision-making process of insufficient evidence, 7.1 per cent Reporter within 28 and 14 calendar introduced by the Early and Effective compared 5.3 per cent for Scotland in days respectively. Over the last five Intervention (EEI) scheme. 2010/11. The force is recommended Part 3. Central Scotland Police performance assessment 31

to review current arrangements and Exhibit 11 to take steps to improve performance ‘No proceedings’ cases in this area. 8 2008/09 Alternatives to prosecution 7 125. Forces can also deal with 2009/10 6 offences though direct measures, 2010/11 such as antisocial behaviour fixed- 5 penalty tickets, formal warnings 4 and restorative justice warnings and conferences. Despite some annual Percentage 3 declines, the force tends to issue a 2 higher than average rate per 10,000 1 population of formal and restorative justice warnings/conferences. The 0 force managed a large increase in the Fife Central Tayside Northern Scotland number of restorative justice warnings Grampian Strathclyde and conferences in particular in the first half of 2011/12. Lothian and Borders Dumfries and Galloway Source: HMICS Service response

User satisfaction 126. In comparison with other forces, Exhibit 12 Central Scotland Police recorded a User satisfaction 2007/08 – 2010/11 decline in satisfaction ratings during Percentage of respondents ‘satisfied’ or ‘fairly satisfied’ with the overall way the period 2008/09 to 2010/11 across in which their matter was dealt with. the range of interactions surveyed, 100 including initial contact and treatment 2007/08 90 and how the matter was dealt with 2008/09 overall (Exhibit 12). This was a matter 80 of concern for the force as ‘trust, 70 2009/10 60 confidence and satisfaction’ are central 2010/11 to its policing vision for the area. As 50

a result, the force prioritised action Percentage 40 to raise public trust, confidence and 30 satisfaction and has brought about a 20 dramatic rise of nearly 18 percentage 10 points in the proportion of Central 0 Scotland Police users saying that they Fife were kept adequately informed about Central Tayside Grampian their case (60 per cent) in 2011/12. Strathclyde Eight out of the nine user satisfaction Lothian and Borders and quality of service indicators have Dumfries and Galloway improved; however, complaints Source: HMICS against officers have increased.

Complaints 128. The force saw a drop in conduct issues to show one of the 127. Over the last four fiscal years the number of quality of service highest percentages of complaint to 2010/11 the force regularly had allegations in 2010/11 but this has allegations disposed of through some one of the lowest rates of complaint not been sustained in 2011/12 with action being taken, by giving advice, cases received per 10,000 population. a 40 per cent increase recorded misconduct procedures, criminal However, in 2011/12 the force against the three-year average. proceedings or convictions and has seen a marked increase in the The force rigorously analyses both alternatives to prosecution, number recorded by the force, from quality-service issues and complaints 28.1 per cent compared to a 211 to 285 with a relatively high against police, but there are no Scottish average of 17.3 per cent number of complaints from persons discernable trends identified. The in the first half of 2011/12. violently resisting arrest. force takes positive steps to address 32

Call handling Exhibit 13 129. The force’s performance on Abandoned calls call handling tends to mirror the Percentage of non-emergency calls abandoned. Scottish average (Exhibit 13). Figures for 2011/12 show that performance 8 2008/09 in this area is being sustained. 7 Nevertheless, the percentage of non- 2009/10 emergency calls abandoned by callers 6 2010/11 to Central Scotland Police is typically 5 among the highest in Scotland 4 and remains at around six per cent

for 2011/12. The force is currently Percentage 3 reviewing its performance to identify 2 areas for improvement. 1

0

Fife Central Tayside Northern Scotland Grampian Strathclyde

Lothian and Borders umfries and Galloway D

Source: HMICS 33 Part 4. Improvement recommendations 34

130. Scottish police services are going 131. The improvement areas set through a period of major change with out below focus on areas that are the government’s announcements of important to the operation of the their plan to create a single Scottish police board in the transition to a police force. We recognise that this is single force. now a prominent issue for all forces and have taken this into account in setting out the improvement agenda. Police boards and forces must continue to observe their duties under the Best Value legislation to ensure that police services remain effective, make the best use of resources allocated to them and are accountable to local communities.

Improvement agenda

Joint improvements 3. Scrutiny and challenge should be 3. The force should review and consistent across all areas and evaluate effectiveness in 1. The board needs to continue to board members should ensure partnership working, in particular work with the force to ensure this happens particularly in relation the strategic tasking and it delivers an effective policing to equalities, workforce planning coordination arrangements at service during the transition to a arrangements and specialist Falkirk and the MASH at Larbert single force. policing priorities such as serious and share good practice across the organised crime and multi-agency police area and nationally. Central Scotland Joint Police Board public protection. 4. The force should review its 1. The board should prioritise the 4. The board should put in place more operation of PACT with a view improvement activity identified active and visible arrangements to improving the quality and in its transitional workplan and for board members to further the consistency of analysis, intelligence implement this work timeously to interests of the board in partnership and sharing of good practice to ensure the board and its members activities. It should also assure improve community policing across obtain the full benefit of the itself that the links to constituent the force area. planned work during what will be councils are operating effectively. a very busy period in the run-up to 5. The force should review its the introduction of a single force. Central Scotland Police arrangements for an executive level lead for equality issues to ensure 2. The board should consider its 1. The force should facilitate the they are fit for purpose. own arrangements and ensure board in having access to the Force that it has sufficient capacity to Improvement Plan, particularly 6. The force needs to identify effectively support it through the those areas that involve decisions the issues and implement ongoing conduct investigation and made by the board. improvements in the quality of changes in arrangements through reports to the procurator fiscal, the transitional period until the 2. The force internal inspection particularly in relation to improving establishment of a single force. programme should be resourced the sufficiency of evidence. and fully reinstated as soon as possible. 35 Appendix 1. Expectations of police authorities

The Scottish Government has issued • It is a matter for each authority two main sources of guidance on the to determine how it fulfils these role of elected members and police roles. However, one option might authorities: be for the police authorities to contribute to and endorse the • Circular 11/2003, Implementing chief constable’s annual plan. Best Value in the Scottish Police Service, issued in December 2003. • Members of the police authorities should be able to demonstrate that • Guidance to Members, issued in they are making the best use of June 2007. public resources and demonstrate an approach to review that is Taken together, these two documents rigorous, robust and covers all set out six main areas of activity for aspects of their work. police authorities and their members: • Police authorities need to make • Police authorities need to pursue sure that the force collects and Best Value in tandem with chief reports good-quality performance constables who are responsible data to them. Police authorities for police operations in their force. should analyse the data and any Members of the police authorities accompanying commentary. They should take joint responsibility for may then want to investigate the overarching plan to achieve further by asking questions of Best Value and other duties in the chief constable as part of a the force, and work with the continuous discussion and review chief constable to ensure that it is of force performance. carried out effectively.

• Best Value requires elected members and senior managers to develop a vision of how Best Value will contribute to the corporate goals of the authorities, inform the direction of services and be communicated to staff.

• Police authorities are expected to demonstrate responsiveness to the needs of the public and other stakeholders. Plans, priorities and actions should be informed by an understanding of those needs. Police authorities may make clear publicly how they engage and work with chief constables, delivering and reporting on Best Value. They have a particular role to play in ensuring effective public consultation on aspects of policing. Central Scotland Police and Central Scotland Joint Police Board Best Value Audit and Inspection

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