SPA Corporate Strategy with Appendix
Renfrewshire Council · 17 January 2023
Back to Police and Fire and Rescue Scrutiny Sub-Committee — 17 January 2023 and its agenda
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To: Police and Fire & Rescue Scrutiny Sub-Committee On: 17 January 2023 ___________________________________________________________________ Report by: Director of Communities and Housing Services ___________________________________________________________________ Heading: Scottish Police Authority Corporate Strategy 2023-26 ___________________________________________________________________ 1. Summary 1.1. This report provides comments on the draft Scottish Police Authority Corporate Strategy 2023-26. The Strategy sets out the Scottish Police Authority’s vision, values and ambition, providing direction to the corporate organisation and supporting delivery of the overarching Strategic Police Plan, aligned to the Scottish Government Strategic Police Priorities. 1.2. At this moment the Scottish Police Authority are welcoming the views and observations from stakeholders including local authorities through open- ended responses which will help inform their final draft. It is the Authority’s intention once they have developed a final draft to consult in a wider and in a more structured manner. 1.3. The deadline for providing comments was Monday 16 January 2023, and as a result of this, the response on behalf of Renfrewshire Council was provided to the Scottish Police Authority within their timescales and this is detailed in section 4 of this report. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Police and Fire & Rescue Scrutiny Sub-Committee (i) note the comments on the draft Scottish Police Authority Corporate Strategy 2023-26, as outlined in section 4 of this report which were submitted in line with the timescales for conclusion of the consultation process on 16 January 2023; and (ii) agree that Renfrewshire Council’s response to the formal consultation on the final draft be brought to the Police and Fire & Rescue Scrutiny Sub-Committee. ___________________________________________________________________
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3. Background 3.1. The introduction of a new national police service in the Police and Fire Reform (Scotland) Act 2012 required new and robust accountability and support arrangements. As a result, the Scottish Police Authority came into being on 1 April 2013 and was designed to provide clear separation between Scottish Ministers and the police service. 3.2. The current Scottish Police Authority Corporate Plan covers the period 2020- 2023 and sets out the role and responsibilities of the Scottish Police Authority as the governance body for policing in Scotland, the outcomes they seek to achieve and the high level activities designed to achieve them. 3.3. The Authority have carried out a light touch review exercise, which suggested that their high level strategic outcomes within the 2020-23 document remained broadly suitable for current and future delivery. Following this review, the Authority wishes to test the conclusions of their review by requesting the views and observations of stakeholders, including local authorities. 3.4. The Authority have produced a draft plan on a page, which is attached as appendix 1 to this report, which highlights the five strategic outcomes within the draft Scottish Police Authority Corporate Strategy 2023-26. 4. Renfrewshire Council’s comments on the draft Scottish Police Authority Corporate Strategy 2023-26 4.1. Renfrewshire Council welcomed the opportunity to provide views and observations on the draft Scottish Police Authority Corporate Strategy 2023- 26 and the comments provided to the Authority within the deadline of 16 January 2023 are outlined below. 4.2. “Renfrewshire Council notes the 5 strategic outcomes contained within the draft Scottish Police Authority Corporate Strategy 2023 – 2026 and agree that they remain suitable for current and future delivery – with a clear focus on strengthening the Police and their partnerships with other organisations and the community which will support and strengthen the local Community Safety Partnership. The Council is committed to working closely with Police Scotland as part of the Renfrewshire Community Safety Partnership as they continue to deliver these outcomes at a Divisional level across Renfrewshire.” ___________________________________________________________________ Implications of this report 1. Financial - none 2. HR and Organisational Development - none 3. Community/Council Planning - none 4. Legal - none 5. Property/Assets - none
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6. Information Technology - none 7. Equality & Human Rights - The recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report because it is for noting only. 8. Health and Safety - none 9. Procurement - none 10. Risk - none 11. Privacy Impact - none 12. COSLA Policy Position - none 13. Climate Change - none List of Background Papers None
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OFFICIAL OFFICIAL Our Vision: Policing in the Public Interest Our Values: Respect, Integrity, Public Service Scottish Police Authority Corporate Strategy 2023-2026 Scottish Government Strategic Police Priorities: Crime and Security, Confidence, Partnerships, Sustainability, People, Evidence Strategic Outcome 5 We are a learning organisation, where decision making and scrutiny are evidence led Strategic Outcome 4 Our workforce is valued, engaged and skilled Strategic outcome 2 We have effective collaboration with partners Strategic outcome 3 Resourcing requirements are based on evidence, need and best value We will do this by: Strengthening relationships with communities and actively seeking to engage stakeholders in our work Communicating and engaging on the success of, and challenges faced by, policing in Scotland using an Outcomes based framework Ensuring transparency in the work of the Authority and Police Scotland We will do this by: Promoting Scottish policing in the UK and beyond; proactively identifying and engaging with all stakeholders on issues of significant public interest Taking an active and strategic role in understanding and defining the police role in service delivery across the public sector Actively engage with Police Scotland and Forensic Services to build strong partnerships across organisational boundaries. We will do this by: Maintaining adaptable, effective, efficient and sustainable police and forensic services Ensuring service transformation is based on robust evidence that demonstrates best value Maintaining a focus on equality and human rights considerations across the Authority’s work. We will do this by: Ensuring that an appropriately resourced, diverse and sustainable workforce is in place underpinned by a robust approach to employee engagement and wellbeing Ensuring that effective mechanisms are in place to engage with staff associations and trade unions as key organisational stakeholders Demonstrating responsible employment practice, with a focus on health, safety and welfare Strategic outcome 1 Communities are informed and confident that policing is accountable We will do this by: Ensuring that service delivery, resourcing and investment decisions across the policing system are based on robust evidence Analysing research and evidence sources to support horizon scanning, planning and policy development Developing the range of evidence used to inform the Authority’s decision making, and communicate with the public and stakeholders on the future of policing