Strathclyde Police and Strathclyde Police Authority 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 Scotland to achieve the highest standards of financial stewardship and the economic, efficient and effective use of their resources. The Commission has four main responsibilities: • securing the external audit, including the audit of Best Value and Community Planning • following up issues of concern identified through the audit, to ensure satisfactory resolutions • carrying out national performance studies to improve economy, efficiency and effectiveness in local government • issuing an annual direction to local authorities which sets out the range of performance information they are required to publish. The Commission secures the audit of 32 councils and 45 joint boards and committees (including police and fire and rescue services). Her Majesty’s Inspectorate of Constabulary for Scotland HMICS operates independently of police forces, police authorities and the 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. Strathclyde Police 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