Strathclyde Police and Best Value Audit and Inspection

Prepared for the Accounts Commission and Scottish ministers July 2011 The Accounts Commission

The Accounts Commission is a statutory, independent body which, through the audit process, requests local authorities in 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 Scottish Government 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, police authority 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 Strathclyde Police Authority 1 Contents

Commission findings Part 3. Strathclyde Police Page 2 performance assessment Page 26 HM Inspector of Constabulary for Scotland findings Performance outcomes Page 3 Page 27

Introduction Part 4. Improvement Page 4 recommendations Page 31 Summary Page 7 The improvement programme

Overall conclusions Improvement agenda Page 8 Page 32

Part 1. Context Appendix 1. Expectations of police Page 9 authorities Page 33 The local context Page 10

Part 2. Corporate assessment Page 14

Vision and strategic direction

Governance and accountability Page 15

Community leadership and engagement Page 18

Partnership working Page 19

Performance management and improvement Page 20

Use of resources Page 21

Equalities Page 24

Sustainability Page 25 2 Commission findings

1. This is the fourth audit and 4. Strathclyde Police Authority 8. The Commission gratefully inspection report on the performance decided to put in place substantial acknowledges the co-operation by a police authority and force of their resources and capacity to support and assistance provided to the joint statutory duties on Best Value and its work. However, it has not used audit and inspection team by the Community Planning. It has been that capacity to full effect and is not elected members of Strathclyde produced jointly by the Controller of yet getting sufficient value from this Police Authority, the chief constable Audit and Her Majesty’s Inspector of support function. This is because the and officers of Strathclyde Police Constabulary for Scotland (HMICS). authority needs to be clearer about and other officials and community The Accounts Commission accepts what professional support it expects planning partners. the report from the Controller of Audit in order to allow it to exercise its on the Strathclyde Police Authority. governance role more effectively In accordance with the Commission’s and to support scrutiny of the statutory responsibilities these performance of the police force. findings relate only to the Best Value audit of the authority, the statutorily 5. The authority is responsible for constituted joint police board. ensuring that the support function is effective and provides value for 2. The Commission welcomes the money. The authority should therefore conclusion from HMICS that the monitor the support function’s communities of Strathclyde receive progress and hold the chief executive a good police service. We recognise to account for the performance of the that Strathclyde Police Authority faces support function and for its delivery some challenges in relation to the of improvements within agreed scale, diversity and geography of the timescales. area it covers. 6. It is clear to the Commission that 3. However, the authority needs to there is a need for more effective become more involved in shaping joint working between the authority, the policing priorities for the area its support function and the force to and more proactive and consistent ensure they are delivering best value in its approach to scrutiny of the for people in the Strathclyde area. performance of the police force. There This, in particular, requires clarity is scope for the authority to strengthen about the roles and responsibilities of its governance of the police service the elected members of the authority and improve its leadership of the and the staff the authority employs in force’s continuous improvement its support function. agenda. Elected members of the authority need to be clearer about their 7. The authority should address the role and how it relates to the chief improvement agenda set out in the constable’s responsibility for directing joint audit and inspection report. policing operations. Improved training The Commission requests that the and skills development is key and will Controller of Audit provides a further give members greater confidence in report in around 12 months time, to holding the chief constable to account. enable the Commission to review the police authority’s progress in fulfilling its role more effectively and in getting better value from the resources it has available to it. 3 HM Inspector of Constabulary for Scotland findings

1. As Her Majesty’s Inspector of • a staff survey should be carried 6. The joint audit and inspection Constabulary for Scotland, I hold a out to provide their workforce approach adopted in the preparation statutory responsibility to inspect both with an opportunity to engage of this report continues to develop Strathclyde Police and Strathclyde and shape the future of policing and is contributing towards a more Police Authority. I concur with the in Strathclyde effective scrutiny regime that Accounts Commission findings on the demonstrates our commitment Best Value and Community Planning • the force should continue to to achieving best value in performance of Strathclyde Police develop its strategic approach Scottish policing. Authority and offer the following to change and the integration of comment on the performance of post implementation evaluation Strathclyde Police. measures into their processes, underpinned by an effective 2. My overall assessment of communication strategy Strathclyde Police is that it is performing well and that the force • the force should continue to demonstrates many of the elements develop its methodology to better of best value. The force executive understand the costs of policing provide strong leadership and have activity and link to resource created a strong performance culture deployment. within the organisation. They have embarked on a significant change 4. I look forward to receiving a programme to prepare the force for plan from Strathclyde Police and the challenges ahead. Overall, crime Strathclyde Police Authority which rates are falling and detection rates addresses the improvement agenda have increased. The introduction of set out in this joint audit and the Integrated Service Delivery Model inspection report. has further strengthened the force commitment to community policing 5. I also wish to acknowledge my by increasing the number of officers gratitude for the co-operation and working directly with and within their assistance afforded to the joint local communities, addressing the audit and inspection team by the issues most affecting their citizens. chief constable, officers and staff of Strathclyde Police, the convener 3. As with all organisations, there is and elected members of Strathclyde scope for continuous improvement. Police Authority, the chief executive In particular, I would highlight that: and staff of the police authority office and other officials and community • the force should improve planning partners. administrative procedures relevant to its management of complaints to ensure all relevant information is accurately recorded 4 Introduction Introduction 5

This joint report is made by the but allowing them local discretion The key objectives of this joint audit Controller of Audit to the Accounts on the methods and routes they and inspection were to: Commission under section 102(1) of use. The Scottish Government has the Local Government (Scotland) Act issued further guidance for police • assess the extent to which 1973 and by Her Majesty’s Inspector authorities and forces. This guidance Strathclyde Police Authority and of Constabulary for Scotland (HMICS) includes Justice Department Circular Force are meeting their duties under section 33 of the Police 11/2003 Best Value Guidance and under the Local Government in (Scotland) Act 1967. the Guidance for Members of Act 2003 and complying Authorities and Joint Boards (June with Scottish Government The Local Government in Scotland 2007). guidance Act 2003 introduced new statutory duties relating to Best Value and The scope of Best Value and • agree planned improvements with Community Planning. Its provisions Community Planning is broad and the the local authorities, force and the apply to local authorities, including guidance and statute indicate that a board, to be reviewed by external police authorities, and require successful police authority will: auditors and HMICS on an ongoing specifically that: basis. • work in tandem with the chief • councils and police authorities constable to develop a clear set As Best Value and Community secure best value (defined as of priorities that respond to the Planning encompass a wide variety of achieving continuous improvement needs of the community in both activities, it is not realistic to audit or in the performance of functions) the short and longer term inspect everything in depth. For this reason we planned our detailed work • police authorities and chief • be organised to support the in three ways: constables participate in the delivery of these priorities community planning process. • Where possible we drew on • meet, and clearly demonstrate the findings of other scrutiny The Act also amended the audit that it is meeting, the community’s processes, such as the work arrangements set out in the Local needs carried out by other inspectorates. Government (Scotland) Act 1973 to cover Best Value and gave powers to • operate in a way that drives • We considered four of the force’s the Accounts Commission to examine continuous improvement in all its divisions in more detail to ensure Best Value in police authorities. activities. the audit and inspection took HMICS has a statutory duty under account of the different contexts section 33 of the Police (Scotland) Similarly, a successful police force and policing demands. Act 1967 to inspect police forces will: and common police services, and • We selected certain aspects of the to report to ministers on their state • work with its partners and the force’s and board’s performance and efficiency. The 2003 Act extends police authority/police authorities for detailed investigation. We used this to include provision for HMICS to develop a clear set of priorities a wide range of sources, including to inquire into and report to Scottish that respond to the needs of the the force and board’s own ministers on whether a local authority community in both the short and assessment of their performance, is carrying out its functions both as a longer term reports issued following external police authority and in relation to audit and inspections and the a number of matters including • be organised to deliver these Scottish Policing Performance Best Value. priorities Framework (SPPF) to assess risks and scope our work to inform this The 2003 Act is supported by more • meet, and clearly demonstrate selection. detailed statutory guidance on Best that it is meeting, the community’s Value and Community Planning, needs Our joint report reflects this and a series of advisory notes on proportionate approach, with detailed specific topics such as elected • operate in a way that drives commentary in some areas and more member leadership. This guidance continuous improvement in all its limited coverage in others. It also is designed to be descriptive rather activities. presents the picture we found at the than prescriptive, defining the goals time our main audit and inspection that organisations should aim for work was conducted, in January 6

2011. The report includes a corporate Scottish ministers, have responsibility assessment of the authority,1 for the overall performance of the incorporating the police authority police service. office2 and the force,3 while the performance assessment covers only Constituent authorities are responsible the force. for appointing the members of a joint board and for allocating funding. The We gratefully acknowledge the board is a separate legal entity and co-operation and assistance provided councils have no separate residual to the team by Councillor Stephen responsibilities beyond appointing Curran, Convener of Strathclyde members and funding. Police Authority; Chief Constable , Strathclyde Police; The existing guidance for policing Authority Chief Executive Keith (Circular 11/2003 and Guidance for Mannings; and all other elected Members, June 2007), sets out members and staff involved. We are expectations of the board. This can be also grateful to the representatives found in Appendix 1 of this report. of the 12 councils and the force’s community partners who agreed to participate in the audit and inspection process.

The tripartite arrangements and police authorities’ leadership role The force is governed through a tripartite arrangement between the chief constable, Strathclyde Police Authority (‘the authority’), and Scottish ministers. As the force covers more than one local authority area, a joint police board comprising members from the 12 constituent authorities acts as the police authority. Scottish ministers have responsibility for national policy on law and order as well as the power to regulate on various policing matters including pay and conditions. Strathclyde Police Authority 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.

The effect of these arrangements is that the board and the chief constable, although they have different roles, must work in tandem to achieve best value. In this report, we only make judgements on the authority and force, but all parties to the arrangement, including the

1 Authority – the joint police board of Strathclyde Police, made up of 34 locally elected councillors representing the 12 councils that make up the Strathclyde area. 2 Police authority office – support function for authority, headed up by the chief executive. 3 Force – Strathclyde Police Force. 7 Summary 8

Overall conclusions establish arrangements for assuring Scottish forces, it needs to continue themselves that best use is being with its work to develop a better 1. Strathclyde Police (the force) has made of the support resources understanding of the cost of policing a clear and realistic vision for what it available to them, which are not yet activity through the development of wants to achieve for its communities. adding sufficient value. police objective analysis. It is delivering a good level of policing, addressing the issues which most 4. Strathclyde Police has a clear 8. Service performance is good. affect its citizens and their quality vision of what it wants to achieve The force is performing well against of life. The force and Strathclyde for the Strathclyde area. The vision its priorities. Between 2006 and Police Authority (the authority) should is informed by the views of those 2010, crime numbers have fallen develop a joint approach to the communities, as well as nationally and detection rates have increased. production and setting of policing agreed priorities, which take This improvement includes positive priorities and key strategies. There is account of available resources and progress on reducing antisocial a need to establish more effective organisational capacity to deliver behaviour, violent crime, acquisitive joint working between the authority, against them. This consultation is also crimes (eg, fraud and theft) and police authority office and the force used to develop local policing plans. vandalism. Despite violent crime to ensure that they are delivering being at its lowest recorded level best value. 5. The chief constable and the force and detection rates at their highest executive provide effective and visible level for seven years, the impact of 2. Authority members have a good leadership based on clearly articulated violent crime on the communities of understanding of local community strategic aims for policing in Strathclyde remains disproportionate. issues but they have not been active Strathclyde which are well understood In 2009/10, the Scottish average in developing policing priorities in throughout the force. A performance for violent crimes per 10,000 of partnership with the chief constable. management culture is embedded population was 21.7, whereas Scrutiny of the force is inconsistent. throughout the organisation, Strathclyde was 30.8 for the same The authority is kept well informed supported by a comprehensive period. This highlights the significant about finance, staffing and asset performance management framework societal and policing challenges for management and has provided which is well integrated with the Strathclyde. effective challenge on some key force’s service planning and delivery strategic decisions such as workforce arrangements. 9. The force has a well-developed modernisation. However, there is approach to equalities which reflects limited monitoring of the force’s 6. Since his appointment, the chief a good understanding of the issues approach to partnership working and constable has established a corporate affecting its diverse communities. community engagement activities change programme with a strong and the authority does not proactively focus on reducing cost and improving seek the information it needs to hold efficiency. This change has been the force to account for its use of aimed primarily at focusing resources resources and improvement activity around community policing and (including savings and efficiencies). has impacted on organisational and management structures within the 3. The authority has demonstrated force. The force needs to further good self-awareness and recognises develop its approach to the strategic that it needs to improve its management of change by ensuring approach to best value. Members that staff are fully engaged in the requested the chief executive, on his change process, critical success appointment, to carry out a review of factors are identified, and the impact authority governance to assess how of change is subsequently evaluated effectively the authority was fulfilling to ensure that it has delivered its its duties of Best Value. It has not intended outcomes. Overall resilience engaged effectively with the force in both police command structures over its planned changes following and police staff responsibilities needs the review. Improvements are needed to be considered as the force takes in the support provided to members. forward its change programme. Progress with implementing the review’s recommendations has 7. The force has effective financial been slow and improvements are controls and well-established needed in the management of processes for setting and monitoring authority business. Members need to budgets but, along with other 9 Part 1. Context 10

The local context Exhibit 1 Strathclyde Police area and force divisions 10. Strathclyde Police Authority and force covers 12 different councils spread over 5,370 square miles (Exhibit 1).The population is around 2.2 million people, accounting for 42.7 per cent of the Scottish population. The region includes both densely populated urban areas and Northern large areas of remote countryside Grampian and island communities. It also has significant social and demographic diversity and includes some of the most deprived areas in Scotland Tayside alongside some of the most affluent. This diversity presents specific Fife Central challenges for policing, including contrasting community needs, Lothian and competing priorities and demands Borders on resources. Strathclyde 11. Almost half of all crimes recorded in Scotland occur in the Strathclyde Dumfries and Galloway area. The economic and social context influences the policing priorities for the ‘A’ Division area: youth gangs, high levels of drug- Central & West related crime and violent behaviour are prevalent across many of the ‘B’ Division ‘L’ Division Glasgow North East and densely populated areas in the force. Argyll & Bute and The impact of high levels of alcohol consumption and dependency have ‘G’ Division a similar effect on all types of crime Glasgow South & and antisocial behaviour. The majority East of known serious and organised crime ‘N’ Division groups in Scotland operate in and from the Strathclyde area. ‘Q’ Division 12. As well as the area’s demographic ‘K’ Division and geographic diversity, there are a Renfrewshire & ‘U’ Division number of distinct features, which affect policing across Strathclyde. Glasgow is the largest city in Scotland Source: Strathclyde Police and Scottish Government and one of the largest in the UK. The city attracts significant numbers across much of the Strathclyde attracting fans and media attention of visitors and has a large transient area. It will host a number of football from all over the world. Unfortunately, population due to the number of fixtures as part of the 2012 London the sporting rivalry this generates has educational institutes. There are also Olympic Games. There are also historically been used as an excuse challenges provided by the transport numerous regular interest group for unacceptable sectarian behaviour links across Strathclyde, including two marches in and around the Glasgow by sections of fans from both clubs. international airports, substantial rail area, which present specific public This repeatedly occupies a significant and road networks, and a variety of order challenges. amount of time, effort and resources ferry services. This places significant by the force to deal with the direct demands on police resources. 14. Glasgow has a diverse cultural impact on match days themselves and leisure industry, including a and the wider societal problems 13. The city is set to host the number of major sporting venues, this generates, including issues Commonwealth Games in 2014, with including those of the two most such as domestic abuse and other training and event facilities located high-profile football clubs in Scotland violent crime. Part 1. Context 11

Strathclyde Police Authority Exhibit 2 15. Strathclyde Police Authority’s Constituent council budget contributions primary role is to ensure that Strathclyde Police is accountable 5% 4% 4% Argyll & Bute for the services it provides. It is the 3% 11% largest joint police board in Scotland 2% made up of 34 elected members 4% from 12 councils: East Dunbartonshire

7% • two each from Argyll & Bute, East Ayrshire, East Dunbartonshire, Glasgow East Renfrewshire, Inverclyde, 39% Inverclyde , Renfrewshire, 12% and West North Ayrshire Dunbartonshire 5% 4% North Lanarkshire

• four each from North Lanarkshire Renfrewshire and South Lanarkshire South Ayrshire • eight from Glasgow City. South Lanarkshire

16. The authority is responsible West Dunbartonshire for a revenue-policing budget of approximately £440 million. It is Source: Strathclyde Police Authority funded 51 per cent through specific grant funding from the Scottish Government and 49 per cent through Exhibit 3 agreed contributions from constituent Strathclyde Joint Police Board/Authority staffing structure: 2011 local authorities (Exhibit 2). Within this overall budget, £1.3 million is set aside for the authority’s own running Strathclyde Police Authority costs. It employs 11 staff in a range of managerial, policy support, committee Chief executive administration, communication and Treasurer administrative roles. The authority (Glasgow City Council) also provides the secretariat function Deputy chief executive to the Scottish Police Authority Convenors Forum. Its organisational chart is shown in (Exhibit 3). Policy and Communications Solicitor performance officer 17. Strathclyde Police Authority officer (previously known as Strathclyde Joint Police Board and still statutorily Communities/ICV ICV administrative constituted as a joint police board) officer officer has gone through a series of organisational and constitutional Committee Secretary/ Police conveners Administrative changes since 1996. These are administrative administrative secretary assistant summarised in Exhibit 4, overleaf. officer officer 18. The creation of the dedicated support function of staff directly Source: Audit Scotland employed by the joint board in 2007 was driven by the then clerk to the board, who considered that these new arrangements would improve the quality of support to board members. The 2008 re-grading exercise and creation of additional posts, was 12

Exhibit 4 Organisational and constitutional changes within Strathclyde Joint Police Board/Authority: 1996-2009

1996 2007 2008 2009

Rebranding exercise Eight members of staff undertaken by the board. Strathclyde Joint Police are transferred to the The joint board appoint Board constituted, at joint board from Glasgow Name changed to consultants to carry out time of local government City Council. Strathclyde Police a review. As a result reorganisation. Authority. The director of finance all staff are re-graded Glasgow City Council act at Glasgow City Council and four new posts are Clerk retired. as host local authority. retains her role as created. Chief executive treasurer1 to the recruited through open joint board. competition.

Note: 1. Glasgow City Council retained the Treasurer’s role as there were no staff with an appropriate accountancy qualification within the joint board who could exercise the statutory section 95 role. This is the role of ‘proper officer’ under section 95 of the Local Government (Scotland) Act 1973 with responsibility for ensuring the proper administration of financial affairs. This is generally not a full-time role in joint boards but is undertaken by a nominated council director of finance or equivalent professional. Source: Audit Scotland

based on consultants’ advice and 20. In 2009, the authority instructed 22. The force is led by the chief a report from the clerk identifying the chief executive to carry out constable, supported by a force a lack of resilience and capacity for a review into the governance, executive, comprising the deputy additional work within the support accountability, scrutiny and oversight chief constable, assistant chief arrangements at that time. by Strathclyde Police Authority for constables (ACCs) and directors Strathclyde Police. The review was (Exhibit 5). Members of the 19. The most recent changes in 2009, first reported to the authority in June executive each have specific areas of when the joint board rebranded itself 2010 and the improvement plan responsibility or portfolios for different as Strathclyde Police Authority and arising from the review was agreed business areas such as crime and appointed a chief executive, were in August 2010. The improvement operational policing or finance and driven by the previous convener. His plan contains 14 recommendations human resources (HR). ‘vision’ was of a modernised joint designed to improve performance board which was more effectively across a range of fronts (joint working 23. Policing in Strathclyde is divided discharging its obligations and making with the force, scrutiny, community into eight geographical areas (Exhibit fuller use of the powers available planning, member training and a 1) – known as divisions – each to it in areas such as community number of internal management covering a number of multi-member engagement and partnership working. matters such as the procurement council wards. In certain divisions Unfortunately, not all authority of treasury management services). they cover more than one council members were clear about the need This is discussed in more detail in the area, while the Glasgow City Council for the rebranding exercise or the governance and accountability section area spans three separate divisions. previous convener’s vision for the of this report. The force also has a number of authority. The convener has since left non-territorial, function-specific the authority and there were limited Strathclyde Police divisions and service groups such as discussions with the force around 21. Strathclyde Police is Scotland’s operational support, crime and HR. the changes. This has contributed largest police force, and one of the to difficulties in relation to elected biggest in the UK. It currently has members’ understanding of and around 8,000 police officers, around commitment to the ongoing change 2,600 members of police staff and the programme within the authority and services of approximately 570 special has led to missed opportunities in constables. relation to improving joint working with the force. Part 1. Context 13

Exhibit 5 Strathclyde Police Force organisational structure

Chief Constable

Deputy Chief Constable

ACC ACC Director Director of Director of Director of Operational Territorial ACC Crime of Human Finance and Corporate Legal Services Support Policing Resources Resources Communications

Operational Safer Operations Support Division Communities Chief Chief Chief Superintendent Superintendent Superintendent

Operations Intelligence Chief Chief Superintendent Superintendent

Divisional Commanders Eight territorial divisions

Source: HMICS 14 Part 2. Corporate assessment Part 2. Corporate assessment 15

Vision and strategic direction Strathclyde Police Force force upon his appointment in 2007 and the change programme, which Strathclyde Police Authority The chief constable and the the force is undertaking, has been force executive provide effective dramatic and has challenged the The authority endorses and and visible leadership based on traditional approach and structure supports the vision and strategic clearly articulated strategic aims of Strathclyde Police. The pace of direction established by the force for policing in Strathclyde. These change has been rapid and it is clear for policing across the Strathclyde aims are informed by consultation that the entire workforce has been area, but it has not been actively and strong engagement with considerably affected by the scale of involved in its development. partners and local communities. the transformation and reorganisation However, the force needs to adopt necessary to achieve savings and 24. The authority approves the a more collaborative approach efficiencies linked to the change force’s policing strategy. Authority with the authority to develop its programme. There was little evidence members endorse, and are supportive strategic direction for policing. The of a consultative approach to this of, the vision and strategic direction chief constable has led a major programme. for policing across the Strathclyde programme of change to deliver area. However, they have not been efficiencies and create a stronger Governance and accountability actively involved in working with performance culture based on a the force to identify an appropriate community-based policing ethos. Strathclyde Police Authority vision, objectives or policing priorities reflecting their understanding of local 27. The strategic aims of policing Scrutiny of the force is community needs and concerns. in Strathclyde focus operational inconsistent. While use of activity on the key issues affecting resources (finance, workforce, 25. Given the good links authority its communities: alcohol abuse, assets) is scrutinised effectively members have with local policing violence reduction, domestic abuse and authority members have area teams, and the evidence that and knife crime. There is clear demonstrated robust challenge on members have a good understanding evidence of strong leadership by the some key policy changes, there of issues affecting their local chief constable in developing and are important areas where scrutiny communities, this presents a missed delivering key strategies to address is limited. Members need better opportunity for the authority to add these issues. The force’s strategy training and improved information value and demonstrate its strategic demonstrates a good balance to strengthen their scrutiny role. influence on policing priorities for the between national and force priorities area. This is an essential element and is informed by, and reflects, Improvements are needed in of authority members’ duty of the views of partners and local the support provided to elected Best Value. communities. Reflecting the need members and the management to work in tandem to deliver best of authority business as there is 26. The authority is aware that it value, the force and authority should little evidence that the current needs to make improvements in this develop a more collaborative approach support arrangements are adding area. Working jointly with Strathclyde to priority setting and developing key value. Progress with improvement Police to develop a long-term vision plans and strategies. following the chief executive’s for policing for the area is an agreed review of authority governance improvement action arising from 28. The force has a well-integrated has been slow. Members need to the chief executive’s 2010 review planning process, with force priorities demonstrate clearer leadership of of the governance, accountability, clearly identified and supported by this improvement agenda. scrutiny and oversight by the robust planning and management authority of Strathclyde Police. The arrangements. There is a clear 30. The convener works productively introduction of the Strategic Planning alignment of performance reporting with the chief executive, the chief and Performance Committee with a with these priorities. The Force constable and authority members. focus on future visioning will provide a Strategic Assessment 2010–13 However, codes of conduct and forum for this to take place. outlines the threats and risks and protocols have not yet been prioritises them accordingly. This developed which would help clarify approach ensures that the force’s working arrangements and set out priorities are clearly articulated the specific roles that authority and available to all staff and other members, police authority office stakeholders. staff and officers from the force should play in the engagement 29. The chief constable set out between the authority and the force. his vision for modernisation of the The lack of clarity in this area is 16

illustrated by instances where the education framework for the authority structure is to enhance the authority’s chief executive has undertaken a was a recommendation arising from management of business to provide scrutiny role on aspects of the force the chief executive’s review. This authority members with the opportunity in relation to complaints and some is being progressed; however, it is to undertake more effective oversight policing operations. Developing these expected to be delayed pending and scrutiny of strategic policing and arrangements should lead to a better outcomes from national policing performance issues. understanding as to how the authority structures work. It is essential that and its police authority office can this work is taken forward quickly. 36. The introduction of the new work more effectively with the committees should provide a clear chief constable and his staff to 33. Authority meetings are open to the structure for authority members to improve the quality of support public and papers are readily accessible develop expertise and focus on key provided to the authority to allow it to via its website. However, there are areas, but training for members in effectively discharge its support and weaknesses in the management of their new roles will be needed if challenge role. authority business. Agendas can be the introduction of these is to be lengthy and their structure can change successful. The authority should 31. Scrutiny of the force is during meetings to ensure the correct evaluate the impact and effectiveness inconsistent. While use of resources ordering of decisions. of the new arrangements at (finance, workforce, assets) is an appropriate time after their scrutinised effectively and some 34. The force submits papers up to introduction. key policing strategies have been five weeks in advance of authority subject to rigorous challenge, there meetings. This provides time for the 37. While improvements are are important areas where scrutiny police authority office to ensure they being made to the governance is limited, such as partnership contain sufficient information and are arrangements in the authority working, community engagement in the correct format before being through changes to committee and improvement activity within considered at pre-agenda meetings. structures and updating standing the force. There is a need to The police authority office could do orders, overall progress with the clarify members’ roles at authority more during this period to provide improvement agenda arising from the level in relation to scrutinising and additional policy advice and analysis chief executive’s review has been challenging performance and key for authority members. The elapsed slow. Oversight and challenge of the strategic developments within the time between submission of the improvement agenda from members force. Some members reported that reports by the force and members has been weak. Members need to a lack of clarity in this area made receiving the papers (often less than demonstrate clearer leadership in them reluctant to actively challenge one week in advance of meetings) can this area and adopt a more robust on issues such as the introduction lead to information being out of date, approach to reviewing and challenging of the Integrated Service Delivery requiring update reports to be tabled the progress that is being made. Model (ISDM) which they felt risked at meetings. This limits authority straying into the area of operational members’ ability to effectively 38. Strengthened scrutiny and independence of the chief constable. scrutinise and challenge the content challenge of the authority’s of those update reports which they improvement agenda by authority 32. Key to making improvements are then reading for the first time. members is needed. We have in this area is the provision of The authority should discuss options identified important areas where improved training and support to for improving support arrangements progress is being reported to the members to help them gain a better for authority members, including authority by the chief executive as understanding of their roles and the timetabling for consideration of having been completed but where responsibilities. The police authority reports, with the force. we found no evidence that this is office has not provided authority the case: members with sufficient training and 35. The authority is committed to development opportunities to date, improving how it does business. • jointly working with Strathclyde nor have members shown sufficient Following the chief executive’s review Police to develop a long-term commitment to their own training and it is changing its committee structure vision for policing for the area development needs. While the force from June 2011. Two new committees offers training on key aspects of its are being established – strategic • developing joint delivery operational work, uptake by authority planning and performance, and strategies for supporting resource members has been poor. Reviewing community and citizen engagement. requirements and outcomes continuous professional development A new subcommittee for authority and training requirements for management (operation of the • scrutiny of force partnership members [and staff] to generate a police authority office) is also being working and community suitable training, development and introduced. The aim of the new engagement activity. Part 2. Corporate assessment 17

39. It is also important that the 41. The introduction of the Force of individual performance is clearly authority assures itself that it is Governance Structure in 2010, unsettling to a number of police making the best use of the support to manage business areas, was officers and police staff. In particular, resources it has available, which at designed to provide oversight of the the possibility of redundancy for present are not adding sufficient full range of work undertaken by the police staff or enforced retirement value. To do this it needs to establish force. However, some aspects of under Regulation A19,4 Police Pension arrangements for holding the business change remain disjointed Regulations 1987, and reduction in chief executive to account for the and would benefit from being brought numbers of managers/supervisors performance of the authority’s police together into a single strategy. have caused considerable uncertainty authority office. The establishment of for those potentially affected. The a subcommittee to consider authority 42. The chief constable’s major impact of the change programme management provides a forum for programme of change to deliver presents a significant challenge in this to take place. This is an important efficiencies and create a stronger terms of maintaining morale and area for development given the performance culture has included performance and is a potential weaknesses we have identified in a clear emphasis on streamlining area of vulnerability for the force aspects of the operational support management structures, with unless managed effectively, with a provided to the authority (eg, the fewer management layers and transparent and inclusive approach. administration of committee agendas) broader spans of control. This is and the need for improvement to reflected across all divisions and 44. The change programme has be made in areas such as policy departments where changes to challenged some individuals beyond and performance advice to authority command structures have altered their capacity requiring extra effort members. responsibilities and functions. The on their part to maintain levels restructuring of divisional command of performance. While this is 40. The authority operates an teams has meant superintendents manageable as a short-term measure Independent Custody Visiting Scheme taking portfolio leads and chief it may not be sustainable in the (ICVS). The scheme ensures the inspectors assuming the role of area longer term. Any further centralisation welfare of people in custody is commanders. This is working better of certain police staff functions maintained. Visitors call at police in some divisions than others due and resources, such as business stations unannounced and look at a to factors such as the number of management and human resources number of issues from the treatment local authorities covered, operational would create potential additional of detainees to the effectiveness of demand and volume of work. While workload pressures, as some aspects the custody process. Visitors report there appears to be a degree of of the centralised activity may still their findings to the authority so coordination to the overall review of need to be delivered at divisional any indications of problems can be structures, there was no evidence level. The force needs to continue explored and resolved. The authority of an overarching strategy outlining to monitor the impact of the change fully meets its specific obligations the desired aims and anticipated programme. This would enable the through the current ICVS scheme. benefits of the new approach. force to assure itself that changes The recent reduction from four to to roles and responsibilities have not Strathclyde Police Force three assistant chief constables has compromised its ability to deliver meant some realignment of portfolio against force priorities or created risks Internal force governance responsibilities and this will need time associated with capacity and staff structures are sound but the force’s to settle before the full impact can resilience. approach to managing change be assessed. could be better coordinated. 45. During the 2009 force self- The force’s major programme 43. We found evidence of differing assessment exercise, the issue of change and streamlining of views on the impact of the changes. of communication with staff management structures has Senior management are clear was highlighted as an area for created risks around capacity, about the imperative for change improvement, specifically the which need careful management in order to maintain performance communication of key messages moving forward. The force has a and continue to provide a high level to staff. The force acknowledges well-developed operational risk of service to the public at a time this as an area of concern and in an management process but needs to of significant reductions in police effort to improve communication further develop its overall approach budgets. However, the combination has increased the frequency of to corporate risk management. of uncertainty over job security and its meetings with unions in 2011 concern over higher expectation from monthly to weekly to discuss

4 Regulation A19 (Police Pension Regulation – Release of Police Officers under regulation A19, which allows the authority to compulsorily retire officers with over 30 years’ service). 18

developments and ensure staff Management SOP, which also Community leadership and are kept up to date with issues incorporates this methodology. Risk engagement affecting them. assessments are routinely carried out for operational activity and staff are Strathclyde Police Authority 46. The force is also seeking to briefed on the need to dynamically improve internal and external assess risk situations themselves. Authority members have a good communication with a clearer focus The risk register is presented at understanding of issues affecting on the impact of organisational authority meetings to provide updates their local communities developed change and the financial challenges to members on activity and plans to through regular meetings with facing the force. This has involved address the issues identified. local policing teams but the communicating specific information authority lacks a strategic approach to staff via local communication 49. The force has a significant to exercising its community champions, supported by seminars number of officers in various roles engagement role. and local events. It also introduced (predominantly associated with weekly meetings with police antisocial behaviour) throughout 51. Authority members have a good authority office staff to improve the force funded by central and understanding of issues affecting their the coordination of corporate local government. This has been a local communities and feed them into messages. However, it is difficult to successful approach to dedicating discussions with the force. Authority gauge the effectiveness of internal resources to a key area of business. members have good links with communication as the force has not It does, however, carry risks as the divisional policing teams. They meet undertaken a staff survey since 2007. long-term future of this funding may regularly with local area commanders come under pressure as further to discuss emerging issues. These 47. The force has an internal cuts are made to public sector meetings can provide a constructive communication process to facilitate budgets. There is scope to improve two-way dialogue and enhance both the flow of information to all officers the force’s approach to corporate parties’ understanding of local and and staff. This includes an extensive risk management as this risk is not neighbourhood issues. However, intranet which provides a platform reflected on either force or divisional there is no evidence that the authority for the dissemination of information risk registers. Plans do not currently is using this intelligence to inform the electronically. This is supported by exist to mitigate the effect of this risk shaping of policing priorities or when other briefing tools which include on service delivery, and outcomes holding the force to account for its email briefing ‘Nformer’, editorial for communities, should the funding performance. ‘Up Beat’ and SPtv highlight issues be reduced or withdrawn. The force affecting all levels of the organisation. needs to consider how it would deal 52. The authority considers the Video-conferencing is routinely used with any loss of funding and manage force’s annual outcome of its public to improve efficiency and engage with the re-integration of officers into consultation exercise. However, the staff throughout the force area. The mainstream roles within the force information provided is limited and this force has had difficult and challenging (including the impact this might have affects the ability of authority members messages to communicate to on the force’s budget and its capacity to scrutinise the force’s community staff due to the uncertainty and to deliver in targeted business areas). engagement activity effectively. The lack of clarity around the detail on authority does not consider how the matters such as redundancies and 50. In order that the authority can results of the consultation exercise retirements. be actively involved in all aspects of shape the force’s priorities and there force business, consideration should is no evidence that the authority is 48. The force has a well-developed be given to security vetting of certain assuring itself that the force’s activity approach to operational risk members or officers of the authority in this area is improving service management. The Corporate Risk in areas where sharing or providing performance and strengthening public Register is reviewed and updated information is problematic due to confidence in the force. on a quarterly basis. It is further security classifications. The current broken down into sub-risks. Each absence of arrangements in this area 53. The authority should consider high and medium risk has a named is a barrier to authority members how it can adopt a more strategic and owner at force executive level. Key playing an appropriate public systematic approach to understanding risk action plans are in place which reassurance role in partnership the needs of the various communities provide a record of controls and allow with the force when significant served by Strathclyde Police and monitoring of issues to take place. A incidents occur. using that to inform its approach to Risk Management Standard Operating contributing to strategy development Procedure (SOP) provides clear and informing scrutiny of force guidance on the force approach to risk performance. In doing so, it should and links to the Business Continuity consider the role that the police Part 2. Corporate assessment 19

authority office could play in providing 56. The force uses its local and effectiveness of the force’s approach good-quality information on the area-wide consultation activity to to this work across the Strathclyde communities served by the authority. help target its activity. There is clear area. It is not proactively seeking Consideration should also be given to evidence in strategic assessments, information on the force’s partnership any opportunities for joint community divisional plans and community plans work and using this information to engagement activity between the of partnership working targeted assure itself that partnership working authority and the force where this is at addressing local public policing is being effectively managed and appropriate. priorities in areas such as violence, contributing to the delivery of local alcohol abuse, drug dealing and policing outcomes. Strathclyde Police Force antisocial behaviour. 60. The authority does not actively Community engagement and 57. The force is piloting the use of request reports on the impact and consultation is an area of strength individual officer public satisfaction outcomes from local community within the force. The force surveys in four subdivisions across planning activity, such as progress has a systematic approach to the force as part of its commitment reports on local Single Outcome actively seeking the views of its to improving the level of service Agreements (SOAs) or community communities which are used to provided to the public. The aim of the safety partnership activity. Information develop policing plans which reflect six-month pilot is to provide members of this kind would enable it to hold areas of significant local public of the public with the opportunity the force to account for its concern. to comment on the performance involvement in local partnership of individual officers who initially activity alongside its oversight of 54. The force has 134 Community attend incidents, by means of a self- force-wide partnership work. Policing Teams (CPTs), each of completion survey. An evaluation of which produces a local community the project will be conducted at the 61. The authority’s review recognises policing plan, which identifies the conclusion of the pilot. that there is a need to enhance its local policing priorities that will be oversight and challenge of the force’s the focus of police activity for the 58. The force also gathers survey approach to partnership working, year ahead. The priorities identified feedback from the public on their but it has not defined how it will do in each plan are directly influenced experience of any recent contact this. In taking this agenda forward by the consultation and engagement with the force. It has now adopted it should consider the role that the processes that are carried out within a telephone-based methodology for police authority office could have in the local community. New policing this work which should give a more supporting elected members in this plans are produced annually and six- systematic evidence base than the area by providing timely analysis on monthly update reports describing the previous postal survey. The initial pilot the progress and performance of action taken to date to address local of the new approach from January community safety outcomes through priorities are also produced. These to March 2010 was extended into a SOA reports as well as highlighting plans are made available via the permanent feature in April 2010. examples of good practice in web pages of each CPT. Hard copy partnership working. plans are also made publicly available Partnership working to community groups or through Strathclyde Police Force public buildings such as libraries or Strathclyde Police Authority community centres. The policing The force engages effectively plans contain useful information to The authority is not providing with a range of partners across assist the public to contact the police strategic oversight and challenge to the Strathclyde Police area at both and raise any issues of concern. the force’s approach to partnership strategic and tactical level to deliver working. Authority members are better outcomes for communities. 55. The force has a well-established not assuring themselves that approach to carrying out consultation partnership activity is leading to 62. The chief constable meets chief across the Strathclyde Police area, improved policing outcomes. executives of all constituent councils and undertakes annual public twice a year to discuss and agree consultation exercises. The force 59. Partnership working is a key areas for joint work and issues uses the information obtained from focus for Strathclyde Police and there affecting the entire force. Chief this exercise to inform its approach to are many examples of joint working executives welcome this opportunity planning its service and in developing and shared resourcing for police and to jointly consider issues and priorities at multi-member ward level community safety activity but we challenges facing their communities. (for its community policing plans), found no evidence that the authority divisional level and at a strategic level is providing a strategic oversight (force-wide). of this activity and monitoring the 20

Exhibit 6 and prior year comparative figures Saltmarket/Clydeside Working Group but little narrative or explanation of variances is included in the report. The Saltmarket/Clydeside Working Group was established to examine a This is an area where police authority number of issues of concern within the Saltmarket and Clydeside area and office staff could add considerable assist in the progression of the regeneration. value in providing further analysis and advice to members in their challenge The group was chaired by a prominent local councillor and consisted of and scrutiny role. Strathclyde Police, Local Housing Associations, Glasgow Community and Safety Services, Land and Environmental Services, Salvation Army, Glasgow 66. There are two subcommittees City Council Addiction Services, Glasgow Street Services, British Transport with remits to scrutinise key aspects Police, Glasgow City Council Social Work Department, and the Development of the force’s work. The Resources and Regeneration Services. and Best Value subcommittee considers the use of all property Through focused and intelligence-led partnership working the group and assets, monitors revenue succeeded in impacting on a number of long-standing and difficult and capital budgets and has lead problems, such as removing the hoardings from the parapets of the responsibility for securing Best Value. Glasgow Union Bridge which had been identified as an area being used for The committee considers reports criminal behaviour. Joint policing operations have been carried out, which on resourcing and option appraisal successfully targeted those individuals responsible for drug dealing, drug reports for capital projects. The misuse and antisocial behaviour. Additional improvements included better Complaints subcommittee has a lighting and street furniture, close doors have been repaired and liaison with structured approach to monitoring the British Telecom has resulted in the removal of one of their phone boxes force’s management of complaints. It which was being used for drug dealing. considers a quarterly report prepared by the force, which provides details Positive outcomes from this work include: increases in detections for drugs of the number of complaints from the and antisocial behaviour offences, the environment visibly improved, and public. This report contains limited positive feedback received from members of the community who clearly data on areas of service complained benefited from this targeted partnership approach. about which limits members’ ability to effectively understand the issues and Source: Strathclyde Police/HMICS work with the force to recommend appropriate improvement activity in areas that will reduce the number 63. The force has a culture of Performance management and of complaints. The authority needs collaborative working with partners improvement to assure itself that the force’s at all levels of the organisation. systems and procedures are robust We found evidence of strong local Strathclyde Police Authority and that they are receiving a full and engagement with elected members, comprehensive analysis of complaints with good information-sharing The authority routinely considers received by the force. protocols in place to support work the force’s performance against with local authorities. Divisional policing priorities and has a 67. The authority does not have a officers and local partner agencies structured approach to monitoring clear role in influencing or monitoring were able to provide numerous the force’s management of the force’s continuous improvement examples of effective partnership complaints. However, it does activity. Instead, it relies on the force working in the area of community not actively seek out reports of to identify its areas for improvement safety, an example of which is set out improvement work undertaken and to keep it informed of ongoing in Exhibit 6. by the force and is not playing developments. While the authority’s an active part in identifying and chief executive attends the Force 64. The force has been effective prioritising improvement areas Improvement Board, updates or in working with some traditionally within the force. reports on the work of the board are hard to reach groups to reduce the not provided to authority members level of police resources involved in 65. The authority considers a and the authority does not have the parades and football matches. This performance report at each authority opportunity to consider or challenge has involved working with organisers meeting covering key policing the work of the board. Authority to encourage them to take more priorities. These reports provide members do not routinely receive responsibility for their event, ensuring the authority with much of the reports on improvement activity that the impact on the community information it needs to monitor the and as a result do not have the and policing resource is minimised. force’s performance including targets Part 2. Corporate assessment 21

opportunity to secure agreement with only force in Scotland to provide such allocation. This is intended to bridge the force for improvement actions. a user-friendly facility providing access the gap in performance management, to relevant and detailed information at enabling the force in future to Strathclyde Police Force subdivisional level. measure the efficient and effective use of resources. Once rates of Through strong leadership at force 71. The force has a well-developed performance are measured relative and divisional level, a performance framework for identifying operational to cost, police forces will be able management culture is embedded risk utilising the National Intelligence to measure value-for-money more throughout the organisation Model (NIM), which is embedded effectively. This process is already in supported by a comprehensive at all levels of the organisation. The use in England and Wales and has performance management force has linked NIM to the Scottish only recently been adopted by the framework which is well integrated Strategic Assessment and those Association of Chief Police Officers in with the force’s service planning areas identified within it as very high- Scotland (ACPOS). and delivery arrangements. priority risk areas (violence, drugs, serious and organised crime, child 74. The force recognises the need 68. Strathclyde Police has a strong protection and counter-terrorism) are to strengthen the coordination of its performance and accountability cascaded effectively throughout the improvement activity to complement culture. This is one of the force and are integrated in the force’s its strong performance and delivery organisational values which has been performance framework. culture. It is developing its approach clearly communicated throughout the to self-evaluation; however, the organisation with staff at all levels 72. Delivery of force priorities impact of its improvement board of the organisation aware of force and operational accountability is in driving a strategic approach to priorities and their role in supporting enhanced by the force’s performance continuous improvement throughout their delivery. management system OMIS the organisation is not yet evident. (Operational Management Information 69. Strathclyde Police management System). It was designed and built Use of resources style in relation to performance is in-house by Strathclyde Police in described by frontline officers as very partnership with the Scottish Police Strathclyde Police Authority outcome focused. The chief constable Services Authority, as an interim challenges traditional approaches measure pending the delivery of a The authority is kept well informed to policing and encourages staff to national performance management about finance, staffing and asset develop more efficient alternative system. OMIS provides a weekly management arrangements approaches to delivering policing snapshot of performance in key within the force and is providing services. Within Crime Division, for operational areas including violence, effective challenge on key example, traditional barriers between domestic violence, alcohol and stop strategic decisions such as the counter-terrorism and serious crime and search. By displaying historical implications of invoking regulation have been replaced with structures and current data together, the chief A19. However, authority members that promote capacity and capability constable and senior managers can are not involved in monitoring building through enhanced joined- assess performance relative to both the achievement of savings and up intelligence and investigation previous year’s outputs and direction efficiencies within the force. resources, with officers encouraged of travel trends. The use of historic and able to take less traditional (and trend data allows OMIS to predict 75. Authority members approve and less expensive) routes to dismantling snapshots of future spikes and monitor the force revenue budget organised crime activity. Through likely performance challenges that and capital programme. The force cost-effective innovative interventions managers can prepare for and build in prepares reports for each authority and involvement of strategic partners, to tasking and coordination processes. meeting highlighting variances. real value is being added to the fight Authority members’ scrutiny is greater against organised crime. 73. As with all other forces in here than in other areas and includes Scotland, Strathclyde does not consideration of the force’s medium- 70. The force provides regular capture resource and costs relative term financial strategy through the performance reports on its policing to performance levels. It is therefore budget-working group, an information- priorities and activities to Strathclyde difficult to assess to what extent sharing forum which all authority Police Authority and senior managers. resources are being deployed members are invited to attend. It demonstrates a strong commitment efficiently. In conjunction with other to public performance reporting and Scottish forces, Strathclyde Police 76. The authority also plays an active members of the public have access is introducing Police Objective role in force decisions relating to new to crime data via an interactive tool on Analysis as a framework for common capital investment proposals. Since the force website. Strathclyde is the definitions of functions and cost June 2009, members have made 22

decisions on the feasibility study, establishment of a subcommittee business manager functions into a business case and options appraisal to consider authority management single Financial Management Unit. for a new police headquarters. provides a forum for this to take place. This will provide support to local budget holders, who will retain 77. Authority members demonstrate Strathclyde Police Force some elements of devolved financial their understanding and scrutiny of control around minor issues such as staff issues at both the Personnel Since his appointment, the chief stationery and consumables. subcommittee and authority constable has established a meetings. The authority recently corporate change programme with 83. The cost of providing police considered a report from the a strong focus on reducing cost services continues to rise but with chief constable into the potential and improving efficiency. This is funding from central government impact of invoking regulation A19. supported by effective financial and councils set to fall, the force has Authority members gave this report controls and well-established significant levels of savings to make due consideration and effectively processes for setting and over the period 2011/12 to 2014/15. challenged the chief constable on monitoring budgets. The force has a medium-term its implications for police officers financial strategy covering this period and local policing in the Strathclyde Managing finance which aims to achieve reductions in area. The Personnel subcommittee 80. Strathclyde Police’s net revenue spending through the ongoing review considers reports relating to terms budget for 2010/11 was £443 million. of structures across the force and and conditions of service, decisions Once budgets have been adjusted other cost-cutting initiatives. The force on police staff posts and absence to reflect changes to the funding has a good track record of achieving management. arrangements for pensions, the its required levels of savings but 2010/11 budget is around the same given what it has already achieved, 78. Members do not actively level as the previous year. The force’s and that it is in the process of further seek or receive reports on, and capital budget for 2009/10 was implementing large-scale reductions are not involved in monitoring of, £38.37 million and for 2010/11, in management and support posts the achievement of savings and £8.36 million. across the force, this is likely to limit efficiencies within the force. This is its scope for making further significant a significant area for development 81. The force has strong financial savings in the future. given the authority’s Best Value duties controls in place and sound processes and the importance of savings and for setting and monitoring budgets. Managing people efficiencies for the force as funding This feeds the revenue monitoring 84. In recent years the force has seen reduces across the public sector. reports prepared for the police a steady increase in the number of The authority is not proactive in authority. Those reports include police officers. However, this has not determining what reports it needs to detailed information on significant continued during 2010 when there allow it to fulfil its responsibilities. budget variances which enables has been reductions in supervisory The authority’s ability to request members to scrutinise and challenge and management ranks as part of a reports from the force is the key the force on its financial position. deliberate strategy of reorganisation method by which it can assert its of structures with fewer managerial independence and it is important that 82. At divisional level, financial posts with broader spans of it uses this power to strengthen its management arrangements are in a responsibilities (Exhibit 7). role in this area. period of transition. Budgets were previously devolved to divisions and 85. While police officer numbers are 79. The authority’s police authority departments and managed locally by currently stable there is a potential office costs approximately £1.3 million a business manager in conjunction impact on their duties given the per annum. Given the significance of with the divisional commander or possibility of reductions in the number these costs it is important that the head of department. That is still the of police staff employed. Police authority establishes arrangements case, with the exception of staff officers may be required to cover for assuring itself that it is receiving costs, which are now managed roles previously undertaken by police value-for-money from these resources. directly by the directors of human staff in areas such as custody suites, At present, there is no financial resources and finance and resources enquiry offices and force control monitoring by the authority of the as a consequence of the degree rooms. This potential for ‘reverse cost of the police authority office of reorganisation and restructuring civilianisation’ could divert resources as the chief executive has only currently taking place across the away from front-line policing. Should recently started to receive detailed force. Consultation continues with such measures be necessary the information on the budget spend. The a view to further centralise all force and the authority should monitor Part 2. Corporate assessment 23

and evaluate the impact of these 87. The force actively manages its for both police officers and police changes, taking account of the effect workforce to ensure it achieves staff. In 2009/10, the absence rate on staff relations and considering the improvements and efficiencies for police officers was 4.5 per cent longer-term sustainability and cost- through effective resource compared to a Scottish average of effectiveness of this approach. deployment: 4.1 per cent, and the absence rate for police staff was 5.4 per cent 86. As a consequence of its • Office-based police officers are compared to a Scottish average implementation of a community- deployed in high-profile initiatives of 5.0 per cent. While higher than based policing model in 2009, and the for a minimum of 12 days per year. the national average, absence subsequent introduction of ISDM, the During 2010/11, this amounted to rates in Strathclyde for both police force has seen a significant increase 8,108 days worked by 673 officers. officers and staff during 2009/10 in the numbers of officers deployed have shown improvement when within communities. On 1 April 2008, • Minimising front-line police officers compared to the previous year. The there were 527 community police being diverted to police parades, force has moved to improve absence officers in the force area. This number events, football matches and court rates with the introduction of new had increased to 1,270 by 30 June buildings. attendance management operating 2009, more than double the original procedures and the proactive use of number employed in 2008. This • Centralising office-based functions absence costs data and analysis at increase has been achieved through through Divisional Coordination management meetings. the recruitment and deployment Units, realising efficiencies of additional officers funded by the equivalent to £4.2 million of non- 89. The force’s Professional Standards Scottish Government, local authorities cashable savings. Department (PSD) has made progress and other partner agencies and the in addressing the high numbers of redeployment of office-based staff at 88. The force performs less well officers previously suspended from force headquarters and divisions, with than the Scottish average in terms of duty. A review of policy has resulted minimal reductions in the number of sickness absence rates. In 2009/10, in a dramatic fall in the numbers of officers deployed in response teams. the proportion of working days lost officers suspended, from 21 officers due to absence in Strathclyde was in 2009 to seven officers in 2010. higher than the Scottish average This positive trend has been achieved

Exhibit 7 Strathclyde Police: staffing numbers 1975–2011

Officers/ Chief Chief ACPOS Superintendent Inspector Sergeant Constable Total Year Superintendent Inspector

1975 12 36 74 127 345 950 4862 6406

1985 8 32 73 117 355 961 5231 6777

1995 8 29 73 109 347 951 5624 7141

2001 7 19 72 86 365 941 5710 7200

2006 6 23 75 96 420 1011 5907 7538

2007 7 20 82 104 446 1051 5891 7601

2008 7 22 82 113 455 1060 5794 7533

2009 6 23 69 116 455 1143 6471 8283

2010 6 22 66 106 423 1178 6667 8468

20/10/2010 6 17 52 87 361 1074 6417 8014

14/3/2011 5 18 49 92 364 1067 6369 7964

Source: Strathclyde Police – The figures relate to full-time equivalent posts and do not include officers who are working outwith the force and are not directly deployable by the Chief Constable. 24

despite a reduction in establishment are finalised and the debate on the work undertaken by the force on of the PSD, which is now smaller restructuring of the Scottish Police diversity and equality, the authority than similar sized forces elsewhere Service concluded. In common needs to take a more proactive in the UK. with many other Scottish Police approach to enable it to demonstrate Forces, we found little evidence of a effective leadership in the area. Managing assets and other coordinated and proactive strategy for resources establishing shared accommodation Strathclyde Police Force 90. For some years, the force with other agencies. has sought to re-locate to a new The force has a well-developed headquarters building and the police Equalities approach to equalities and diversity authority has recently granted led by the deputy chief constable, approval to the force to develop a Strathclyde Police Authority which is promoted at all levels of full business case for a new building. the organisation. The Equality and Since then discussions between The authority does not provide Diversity Strategy 2009–2011 sets the force, authority and Scottish effective leadership of equalities out clearly the commitment of Government are ongoing to give and does not effectively scrutinise the force to address these issues fuller consideration to the propriety the force’s equality and diversity both as an employer and service of progressing this initiative in activity. provider. This acknowledges the context of the current debate legislative demands while regarding the restructuring of the 93. The authority does not provide setting out the aims of the force Scottish Police Service. good leadership of equalities. There in terms of their commitment is no spokesperson or portfolio holder to mainstreaming equality and 91. Beyond some shared for equalities within the authority and diversity into everyday business. accommodation in areas such as there is no elected member involved public protection units at divisional in the force’s Equality and Diversity 96. The equality and diversity strategy level, the force has made limited Steering Group, which coordinates was produced following consultation progress in sharing other functions the force’s activities in this area. The with stakeholders both internally such as procurement, payroll services authority’s own review found that and externally. It also facilitates the and fleet management with other it did not receive comprehensive development of locally produced public bodies. The force is involved updates from the force on its action plans specific to each division in a pan-Ayrshire group looking equalities activities and members and department tailored to meet at options for future joint service have a limited awareness and local needs. While managed locally, delivery. This group involves the opportunity to deliver their role in this central monitoring ensures actions leaders and chief executives of North area. The authority should consider are achieved. Ayrshire, South Ayrshire and East how the police authority office can Ayrshire councils, and representatives more effectively support it through 97. Strathclyde Police has launched from NHS Ayrshire and Arran, providing good-quality data analysis a public consultation programme to Strathclyde Police and Strathclyde Fire and information on the impact inform and develop its equality and and Rescue Service. No firm plan yet of equalities initiatives as well as diversity strategy for 2011–2014. exists in this area. providing examples of good practice They have already written to and from other organisations. met with a wide range of community 92. The force and the authority organisations seeking their views on have recently developed a new 94. The authority’s Personnel what Strathclyde Police’s equality and property strategy. The new strategy subcommittee is responsible for diversity priorities should be over the includes the creation of a Force considering equalities issues, next three years. Asset Management Board chaired however, there have been no by the deputy chief constable equalities reports submitted to the 98. The force publishes its diversity with Strathclyde Police Authority committee in the last two years. action plan on its website and is using represented by the chief executive. The force does report aspects of its this to reflect its current work, while This process has created a formal performance on equalities to the full asking participants in the consultation structure which allows the force to authority meeting; however, this is programme to consider if the content work with the authority to ensure that part of a wider performance report is still relevant. strategic business and operational and limits the effective scrutiny of need can be translated into future equality issues. 99. Examination of divisional action property requirements which are key plans confirmed they are active, to the continued delivery of frontline 95. Given the demographic specific to divisional issues and policing. Their strategy will be further and cultural diversity within the provide an audit of activity. As an informed once longer-term budgets Strathclyde area and the significant example, the North Lanarkshire Part 2. Corporate assessment 25

Division Equality and Diversity and those with a declared disability initiative will effectively address the Strategy Action Log provides a 1.4 per cent to 1.8 per cent. All these identified weakness. detailed account of actions with date- increases are above the Scottish specific evidence logs. It describes national average. Strathclyde Police Force linked activity with partners and provides lists of organisations and 103. The force works in partnership Sustainability is important contacts for each diversity strand. with the Independent Advisory Group to Strathclyde Police due to Its appendices outline internal and (IAG) which acts as a steering group a combination of legislative external communication strategies for the Force Community Advisors requirements and the operational and a public reassurance strategy. and can also be utilised to provide characteristics of the force. Their advice in the event of a major incident approach is developing; however, 100. The force has a Diversity Unit occurring within a local community. further work is required to reflect and its role is to advise the force The IAG has individual members who this is a composite action plan. on diversity issues, work together represent race, faith, lesbian, gay, with groups to help tackle all hate bisexual and transgender (LGBT); 106. The guiding principle of the incidents and crimes and promote and disability, but can expand this force’s sustainability policy, and the force as an organisation that further when required from the cadre supporting guidance, is to pre-empt can be trusted. The work of the of community advisers. The force environmental liability and the overall Diversity Unit includes preparing and the IAG also recognise the need reduction of the risk posed by information and briefings for the force to continue to develop the levels of environmental, social and economic and ACPOS, attending meetings representation from all its diverse accountability. with representative groups and the communities. agencies who work with them, 107. The force has signposted advising force policy and attending Sustainability on its website the areas where it the many cultural and community focuses activity around sustainability events that take place throughout the Strathclyde Police Authority including carbon management, Strathclyde Police Force area. buildings, procurement, transport and The authority does not have waste management. This provides 101. Through the work of the force’s systematic approach to considering information about the progress Equality and Diversity Steering Group sustainability issues. they are making in addressing led by the depute chief constable, such matters. all diversity and equalities activity 104. The authority receives limited is monitored and directed. The reporting on the force’s approach to 108. The force was the first police absence of direct involvement by sustainability. Reports do not clearly force in Scotland to sign up to Strathclyde Police Authority limits outline the sustainability implications the Carbon Trust’s Management their opportunity to contribute to of proposals. Reports tend to focus Programme in 2009. This was the development of strategies and on environmental sustainability, a voluntary undertaking, one in policies. The force should consider for example the force’s carbon which all local authorities and NHS how it can improve on the information management plan. The Budget Trusts participate. The aim of the it provides to the authority to expand Working Group considers issues programme is to provide a formal on the quantitative elements of the relating to financial sustainability and structure for organisations to identify performance data it supplies and members show a good awareness their carbon footprint and reduce reflect the more qualitative aspects of the current financial context. their CO2 emissions. This will assess of the work it does. This would give There is no clear evidence of social buildings’ energy consumption, more scope for the authority to sustainability issues being reported on transport, waste and procurement challenge and scrutinise the variety or monitored. and investigate ways of reducing the of activities undertaken by the force footprint over a five-year period. This when discharging its duties in relation 105. The authority has acknowledged will in turn provide financial savings to equalities. through its recent review that primarily through the implementation members are not as aware and active of property and services infrastructure 102. The composition of the in relation to sustainability as they upgrades with a greater emphasis workforce is gradually changing. should be. The recommendations being placed on projects with a During 2008/09 to 2009/10, the force of the review include establishing a ‘carbon bias’. The force conforms to recorded rises in the number of members’ special interest scheme, the legislation by displaying energy female officers from 25.8 per cent which includes ‘policing sustainability’ performance certificates on their to 27.3 per cent, police officers with as one theme. Due to the early stage website for their buildings. declared ethnicity as black and ethnic of developing this scheme, it is too minority 1.3 per cent to 1.4 per cent early to have assurance that this 26 Part 3. Strathclyde Police performance assessment Part 3. Strathclyde Police performance assessment 27

Performance outcomes Exhibit 8 Recorded crimes per 10,000 population 2006/07 – 2009/10 The force has a clear understanding 80 of the key policing issues, which 2006/07 affect its communities, with 70 a significant underlying factor 2007/08 being alcohol abuse. The focus 60 2008/09 of the majority of its activity is in 50 addressing violence, domestic 2009/10 40 abuse and knife crime, and performance in relation to these 30 themes is encouraging. It is 20 demonstrating improved outcomes for its citizens. Overall crime 10 trends show a positive direction of 0

travel. Between 2006 and 2010, Fife

Central crime numbers have fallen and Tayside Borders Scotland Scotland Northern Grampian Lothian & detection rates have increased. Galloway Dumfries & Strathclyde This improvement includes positive Source: HMICS progress on reducing antisocial behaviour, violent crime, acquisitive crimes and vandalism. Exhibit 9 Detection rates 2006/07 – 2009/10 Recorded and detected crime 70 109. The force’s priorities for 2006/07 2009/10 were violence, disorder 60 and antisocial behaviour, serious and 2007/08 50 organised crime, drugs, terrorism and 2008/09 child protection. Overall, the force 40 is performing well against these 2009/10 priorities and delivering reduced levels

Percentage 30 4-year of recorded crime and improved average detection rates. 20 10 110. In 2009/10, Strathclyde Police delivered a decrease in overall crime 0 recorded in groups 1-5 (violence, Fife

Central indecency, dishonesty, vandalism and Tayside Borders Northern Scotland Scotland Grampian Lothian & Galloway malicious misconduct and drugs) of Dumfries & Strathclyde 10.3 per cent (or 18,419 crimes) from Source: HMICS 2008/09. This reflects a downward trend in recorded crime which has decreased steadily over the last four with the Scottish average in groups 1, accounted for 60.8 per cent of all years from 193,669 in 2006/07 to 3 and 4, with a corresponding slight violent crimes in Scotland, and 160,835 in 2009/10 (Exhibit 8). This decrease in group 2. Strathclyde Police’s detection rate is is consistent with the fall in recorded slightly lower than the national figure crime throughout Scotland over the 112. Crimes of violence (group 1) of 66.9 per cent. same period. reduced in 2009/10 (6,813) by 670 from 2008/09 (7,483) while 113. In crimes of indecency (group 111. In 2009/10, the force has detection rates increased from 2), the force performance is less improved detection rates for crimes 54.4 per cent to 60.6 per cent for the clear with a relatively stable level of of violence, indecency, dishonesty, same period. This includes an offending, but a reducing detection fire raising, vandalism and reckless 11.6 per cent decrease in serious rate. The overall trend is one of conduct since 2006/07 (Exhibit 9), assaults, 14.3 per cent reduction in marginal decreases in the number reflecting an overall rise year on year robberies, 15.9 per cent reduction in of crimes in this category, mainly against a backdrop of decreasing levels offences related to knife carrying and by reductions in prostitution, but an of crime and disorder. In 2009/10, the 26.7 per cent fewer murders when increase of 17 per cent (52 rapes) and force detection rates increased in line compared with 2008/09. Strathclyde 6.5 per cent (45) indecent assaults for 28

2009/10. Of the 6,458 crimes by an aggregate of 10.3 per cent, and largest proportion of this type of crime of indecency recorded in Scotland in Strathclyde by 8.6 per cent. in Scotland and the force has made it in 2009/10, Strathclyde recorded an integral part of its strategy to tackle 2,502 (38.7 per cent). 117. The 10.5 per cent increase in and reduce violent behaviour. miscellaneous offences (group 6) 114. Since 2006/07, crimes of recorded can be attributed to the 121. Together with good dishonesty (group 3) have fallen from detection of consumption of alcohol arrangements for victim and offender 79,185 to 67,417 while the detection in public and urinating in public. Both management, the force has taken rate for the period has increased offences were targeted as part of the positive steps in impacting on a from 30.7 to 34.2 per cent. This is force’s control strategy for 2009/10. significant culture of violence in the against a backdrop of falls in this Again, this is a good indication home. In support of front-line officers crime category recorded by all forces of Strathclyde’s intelligence-led the force has developed a number in Scotland in 2009/10. The largest approach, targeting signal crimes and of ‘toolkits’ identifying performance reductions in Strathclyde have been achieving good performance returns. standards and best practice. The seen in attempted theft of a motor Strathclyde was the only force to Domestic Violence toolkit sets very vehicle (down 31.2 per cent), theft show an increase in reporting in this high standards for officers attending by opening (or attempting to open) area which contributed significantly to domestic violence incidents, setting a locked motor vehicle (down 27 a 1.4 per cent increase in the figure out extensive enquiries to be made per cent) and thefts by opening (or for Scotland. when responding, including door- attempting to open) other lock-fast to-door enquiries and listening to places (down 25 per cent). 118. The increase in miscellaneous recordings of 999 calls while at offences – road traffic offences (group the scene. 115. Vandalism and malicious conduct 7) – recorded can be attributed to (group 4) crimes have steadily fallen detections for seatbelt/mobile phone Antisocial behaviour since the introduction of the national offences. 122. A priority area for the force crime recording standard in 2004/05 is antisocial behaviour. The force as detection rates have steadily Violence recorded 131,278 antisocial behaviour increased. The force has prioritised 119. The force has performed well community crimes in 2009/10, which the reduction of vandalism and has in its efforts to reduce violent crime. represents 54.5 per cent of all crimes supported this in a number of ways, Offences are at their lowest recorded of this type in Scotland, but was a including a specific vandalism review level and detection rates are at their decrease in the force area of 13,498 team. This has been successful and highest for seven years. The number from the previous year. The detection the number of recorded vandalism of recorded crimes of violence fell rate of 72.7 per cent, for 2009/10 was crimes reduced by 7,221 (15.1 per by 19.6 per cent between 2006/07 5.6 per cent higher than the Scottish cent) during 2009/10 to 40,644. Over and 2009/10. In 2009/10, there was average. This reflects a considerable the same period, detection rates rose 30.8 violent crimes per 10,000 head effort by the force to address the slightly from 16.3 per cent to 16.9 per of population in Strathclyde, this is impact on quality-of-life issues in cent; however, this is an issue the significantly higher than the Scottish the community. force needs to continue to address average of 22. Sixty per cent of all with its partners in order to sustain violent crime in Scotland is committed 123. The force has also been very positive outcomes. in the Strathclyde area. Of the proactive in utilising social networking 11,201 violent crimes recorded in sites as sources of intelligence to 116. Tackling drugs (group 5) forms Scotland, 6,813 occurred in Strathclyde. disrupt and deter antisocial behaviour part of the force’s serious and Strathclyde Police detected 60.6 per and violent conduct. Enforcement organised crime strategy. Seizures cent of these crimes (group 1 offences) activity such as Operation Rose of drugs in Scotland fluctuate from against a whole of Scotland figure of targeted individuals carrying year to year and between forces; 66.9 per cent. knives or other weapons in public, it is arguably a poor indicator of while employing some innovative performance. Strathclyde was one of 120. The force’s commitment to technology, mobile metal detecting only two forces in Scotland to increase tackling domestic abuse is at the poles in a variety of locations drug seizures in 2009/10: 79,451 forefront of its drive to reduce throughout the force. This operation grams of class A drugs were seized, violence (Exhibit 10). In 2009/10, received positive feedback from a 24.5 per cent increase on 2008/09 the force had 113 domestic abuse the media, elected members and and by far the largest haul in Scotland. incidents per 10,000 of population, the public. The total weight of drugs seized in (compared to the Scottish average Scotland in 2009/10 fell by 14.3 per of 101) which was a decrease on Stop and search cent. The number of drug offences 2008/09, but higher than 2007/08. 124. The force considers that stop recorded fell in every force in Scotland Strathclyde continues to have the and search is an essential police tactic Part 3. Strathclyde Police performance assessment 29

to be deployed when circumstances Exhibit 10 merit its use and it is applied Domestic Abuse Task Force intelligently, targeting searches in the right areas, at the right time which will In 2008, the force committed to the creation of a Domestic Abuse Task lead to less violence and less knives Force, the first of its kind in the UK, designed to increase the visibility and being carried. This activity is directly accountability of perpetrators. Its declared objective: ‘to reduce the overall aligned to the priorities of violence, harm of domestic abuse, particularly in respect of victims who are of high disorder and antisocial behaviour. risk of serious violence and by these means ultimately reduce incidents of domestic abuse homicide in the Strathclyde Police Force area’. 125. Compared to 2008/09, there has been an increase of 35 per cent In 2009, the area Procurator Fiscal for Glasgow established the first (83,357) in the number of stop and Domestic Abuse Unit in Scotland to work in conjunction with the force search procedures conducted by unit. This approach was in conjunction with the Violence Reduction Strathclyde officers in 2009/10 (from Strategy and the force commitment to tackle domestic abuse and rape and 237,945 to 321,302) (Exhibit 11). serious sexual offences. The force established a Multi-Agency Tasking and Searches for drugs (37.8 per cent) and Coordinating process, which enables the group to effectively prioritise and offensive weapons (33.2 per cent) tackle the most problematic perpetrators of domestic abuse. continue to constitute the primary reasons for stopping and searching In its first year of operation, officers from the Domestic Abuse Task Force people. have arrested 105 dangerous offenders for a total of 370 crimes including attempted murder, rape, serious assault, breach of the peace and stalking 126. With regards to proportionality, cases. The task force works proactively to tackle offenders. Of those 370 there was a total of 7,707 searches crimes, 320 had previously never been made known to the police. This conducted with people who declared approach is innovative and engages at divisional level focusing on victims themselves as being from Black and force-wide targeting of high-risk offenders. and Minority Ethnic (BME) groups. This accounts for 2.4 per cent of all This is an area of best practice, which continues to evolve and develop the searches conducted last year, and is skills of practitioners in a high-risk area, which impacts on some of the most approximately the same as the BME vulnerable members of society. population of Strathclyde (2.4 per cent, at the 2001 population census). Source: Strathclyde Police/HMICS

127. The force highlights that it targets males aged 15–26 as a result of intelligence-led policing, Exhibit 11 particularly in relation to knives, Stop and search performance drugs and alcohol. There is 10 evidence of community support and 350 7.3% 9 understanding of the need to target 300 8 areas where antisocial behaviour or 7.2% 7.0% 6.5% knife carrying are prevalent. However, 250 7 there is always a danger that such 6 200 high levels of stop and search can 5

(000s) 150 have a negative impact on particular 4 sections of the community and Percentage 100 3 alienate individuals. The force should 2 continue to monitor the use of stop 50 and search to avoid adverse impact 1 0 0 on sections of the community, while 2006/07 2007/08 2008/09 2009/10 at the same time recognising the enormous gains made by intelligent Number of stop/searches use of the tactic in making Strathclyde Percentage of positive stop/searches communities safer.

Serious and organised crime Source: HMICS 128. In 2009, the force restructured its crime division to alter its approach to major crime enquiries and while 30

providing capacity to focus on serious Exhibit 12 and organised crime groups (OCGs). User satisfaction with service received, 2007/08 – 2009/10 The force’s Tasking and Interventions Unit was formed to target resources 100 93 93 2007/08 and disrupt the activities of these 82 82 groups and bring individuals to justice. 80 77 79 2008/09 The interventions toolkit is designed 68 70 2009/10 to provide officers with access to best 63 63 61 60 60 57 58 practice and a range of measures 48 available to them to engage locally with OCGs and to disrupt criminal 40 activities. In its first year of being formally measured, the Tasking 20

and Interventions Unit has been Percentage very or fairly satisfied responsible for diverting some 0 £26 million worth of business away from criminal groups and back into

the legitimate economy. the police

police officers Police action to informed (yes) Kept adequately resolve enquiry at initial contact 129. This approach is in line with Initial contact with Treatment by staff Overall way police dealt with incident Scottish Government strategy to Treatment by attending target the OCGs who pose the greatest threat with the intention Source: HMICS (Data from Strathclyde Police) of disrupting and dismantling each group, reducing the economic impact of this type of crime and increasing between forces should be treated Scottish average of 17.5. However, public reassurance. with caution. That said, direction of the force is aware of, and is currently travel or changing trends within a addressing, an issue of under Terrorism force can be compared year to year recording of complaints. In particular 130. The force continues to work (where data is available). some of those made electronically, with partners to review and develop which have not been identified, its contingency plans and approach 133. Exhibit 12 demonstrates how recorded and assessed centrally. to national security strategies. This well Strathclyde Police has performed response is based on the principles of in terms of user satisfaction between 136. This has affected the quality the national CONTEST strategy and 2007 and 2010. Satisfaction rates and accuracy of the data provided work has been carried out in each of have improved in all areas except for to the Police Authority Complaints the four strands, ‘Prevent, Pursue, one, where satisfaction rates have subcommittee, who are also not Protect and Prepare’. dropped in relation to the treatment provided with a breakdown of by officers who attend incidents. complaint type. This prevents them 131. The recent HMICS Thematic from effectively challenging and Inspection of CONTEST Strategy 134. Significant improvement in the holding the force to account. The ‘Prepare’, considers the force’s initial contact between public and force has identified the reasons Contest Board to be an example of police is recorded as are satisfaction for this shortfall and aims to good practice offering considerable rates with the overall way police dealt develop more robust processes potential for coordinating key with the incident. The reduction in capable of accurately capturing responders’ preparations to deal with how satisfied users were with the all relevant information reflecting a terrorist incident. The model is treatment by attending police officers public dissatisfaction with the police underpinned by a clear governance from 68 per cent to 60 per cent is and improving the quality of the structure and recently introduced a concerning. However, the introduction information it provides to the police range of key performance indicators. of individual officer public satisfaction authority. An initial submission surveys will address this directly and outlining the position has been sent Force reputation, standards and provide the force with specific data on to the authority to propose changes community focus officer performance. to existing practices to address the 132. All forces carry out surveys to deficiencies in recording processes. establish public satisfaction with Complaints about the police policing services. However, due to the 135. In 2009/10, there were differences in survey methodologies 12.2 complaints per 10,000 incidents, comparisons of user satisfaction this was significantly lower than the 31 Part 4. Improvement recommendations 32

The improvement programme 138. Strathclyde Police and the authority are aware of the key areas 137. Continuous improvement in where improvements are needed and public services and local governance are addressing them. are central to the Best Value and Community Planning policy 139. Strathclyde Police Authority and framework. In striving to achieve Strathclyde Police must work together the highest possible standards of and take shared responsibility in service, members of the joint board order to deliver best value to its local must focus on key policy objectives communities. The table below sets and the needs of service users and out the key areas where the force and communities. This requires a culture the authority need to improve. where areas in need of improvement are identified and openly discussed and in which service performance is constructively challenged.

Improvement agenda

Joint improvements 2. The authority should identify Strathclyde Police Force opportunities for increased 1. The authority and the force should involvement in equality and 1. The force should further establish more effective joint diversity activity. develop its strategic approach working arrangements to allow to change, ensuring that them to better discharge their 3. The authority should strengthen robust options appraisal, risk shared duty of Best Value. This member training and identification/mitigation and should include clarifying the role of development, with a focus on post-implementation evaluation the police authority office. improving member understanding measures are fully integrated into of their roles and responsibilities. the change process and that an 2. They should work jointly to effective communications strategy develop a shared vision for policing 4. The authority should adopt a more underpins this. across the Strathclyde area. robust approach to the monitoring of the authority’s improvement 2. Acknowledging the scale and Strathclyde Police Authority agenda arising from the chief complexity of the change over executive’s review of authority recent years, the force should 1. The authority should adopt a more governance. undertake a staff survey as a proactive approach to gathering matter of priority to provide their performance and improvement 5. The authority should establish workforce with an opportunity to information from the force to arrangements for monitoring engage and shape the future of enable it to more effectively the cost and effectiveness of its policing in Strathclyde. exercise its oversight and scrutiny support function to ensure that it role. Key areas for development is sufficiently adding value. 3. The force should continue to include: develop its methodology to understand the cost of policing • force partnership working activity and its link to resource deployment. • community engagement 4. The force should review the • force improvement activity process of recording complaints to ensure all relevant information • the monitoring of savings and is accurately recorded and efficiencies. effectively scrutinised by the force and authority to improve service delivery. 33 Appendix 1. Expectations of police authorities

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

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