Draft Annual Police Plan 2023-24 PFRS 16 05 23
Renfrewshire Council · 16 May 2023
Back to Police and Fire and Rescue Scrutiny Sub-Committee — 16 May 2023 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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___________________________________________________________________ To: Police and Fire & Rescue Scrutiny Sub Committee On: 16th May 2023 ___________________________________________________________________ Report by: Director of Environment, Housing & Infrastructure ___________________________________________________________________ Heading: Draft Annual Police Plan 2023/2024 ___________________________________________________________________ 1. Summary 1.1 Strategic planning arrangements for policing in Scotland are set out in the Police and Fire Reform (Scotland) Act 2012. The Scottish Police Authority (SPA) is responsible for developing a strategic police plan for policing that reflects the Scottish Government’s national outcomes, strategic police priorities and justice strategy. 1.2 Police Scotland is responsible for producing an annual police plan that sets out the arrangements to deliver against the strategic police plan in the year ahead. Delivery against the annual plan is described in the quarterly performance reports submitted to SPA and based on a performance framework. Similar legislative arrangements exist at local level, with Police Scotland responsible for producing local police plans for each local authority and reporting performance via this scrutiny sub-committee. 1.3 Police Scotland is currently preparing an Annual Police Plan setting out the proposed arrangements for policing in the year ahead. Police Scotland reached out to COSLA in March 2023, seeking feedback on the draft document. Given the strategic importance of the Plan, COLSA took a paper to the COSLA Community Wellbeing Board meeting on 21 April 2023 to review the document in more detail and formally consider COSLA’s position on the plan. Police Scotland have advised that COSLA’s submission will be a key consideration as the plan is implemented throughout the year. They will ensure that the submission is highlighted through their internal governance to
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enable them to continue to work closely with COSLA and local authority partners. 1.4 Prior to publication, the plan is laid before the Scottish Parliament and made visible to the SPA. Upon publication, activities related to the outcomes and objectives are monitored through Police Scotland’s quarterly performance reports, informed by our performance framework. These reports are presented to the SPA. A biannual report, specific to the progress of the Annual Police Plan is presented to the SPA and made available to the public online. 1.5 The draft Police Scotland Annual Plan 2023/24 is attached to this document as Appendix 1. Strong partnership working is already well established in Renfrewshire which will help support Police priorities which are aligned to the Local Policing Plan 2023-2026 published on 1st April 2023 and Renfrewshire Community Plan. ___________________________________________________________________ 2. Recommendations It is recommended that the Police and Fire & Rescue Scrutiny Sub Committee: 2.1 Notes the content of the draft annual Police Plan 2023/24 attached as Appendix 1 to this report. 2.2 Support the Chief Executives response to COSLA (as detailed in Section 3.10 – 3.13) welcoming the opportunity to comment on the draft Plan, and that this Sub Committee agrees with the priorities and objectives set out in the proposed draft Annual Plan 2023/24. _________________________________________________________ 3. Background 3.1 Police Scotland’s priorities are influenced by several factors including ongoing engagement with the public and communities of Scotland; the Scottish Government’s Strategic Police Priorities; and the five strategic outcomes in the plan are directly aligned with the Joint Strategy for Policing (2020). 3.2 Your View Counts survey (a year-round survey that allows anyone to comment) provides useful feedback, along with Police Scotland’s analysis of the risks and emerging threats likely to impact on Scotland’s communities, to establish and reinforce Police Scotland priorities.
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3.3 The draft annual plan attached as Appendix 1 clearly highlights the challenges faced by Police Scotland and communities in the face of the pandemic over the past couple of years and that recovery, for everyone, will be important. 3.4 It seeks to set a clear direction for the service, taking into account the significant business as usual demands on policing, the ongoing pandemic, leadership of high-profile UK events and continued focus on enabling policing for the future. 3.5 The draft Annual Police Plan sets out what Police Scotland will do in the coming year to make progress against their strategic outcomes and objectives; and address their priorities for policing. 3.6 The 5 strategic outcomes in the 2023/24 draft Annual Plan are based around the Joint Strategy for Policing with 3 objectives lying under each: Threats to public safety and wellbeing are resolved by a proactive and responsive police service o We keep people safe in the physical and digital world # o Design services jointly to tackle complex public safety and wellbeing challenges o We support policing through proactive prevention The needs of local communities are addressed through effective service delivery o Understand our communities and deliver the right mix of services to meet their needs o Support our communities through a blend of local and national expertise o Support the changing nature of communities The public, communities and partners are engaged, involved and have confidence in policing o Embed the ethical and privacy considerations that are integral to policing and protection into every aspect of the service o Protect the public and promote wellbeing across Scotland by providing services that are relevant, accessible and effective o Work with local groups and public, third and private sector organisations to support communities Our people are supported through a positive working environment, enabling them to serve the public o Prioritise wellbeing and keep our people safe, well equipped and protected
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o Support our people to be confident leaders, innovative, active contributors and influencers o Support our people to identify with and demonstrate Police Scotland values and have a strong sense of belonging Police Scotland is sustainable, adaptable and prepared for future challenges o Use innovative approaches to accelerate our capacity and capability for effective service delivery o Commit to making a positive impact through outstanding environmental sustainability o Support operational policing through the appropriate digital tools and delivery of best value 3.7 The plan is fully aligned to the revised outcomes focused performance framework, with impact measures identified for each outcome and objective. 3.8 The draft Annual Plan breaks down each strategic outcome, the objective, how Police Scotland plan to achieve this objective and how they will measure this. 3.9 The content and focus of the draft plan reflect the issues and challenges faced locally and are in line with and support the objectives of the Community Safety Partnership. There is a strong track record of partnership working within Renfrewshire and this collaborative approach ensures early intervention and resolution. It supports the Council response to the draft, welcoming the opportunity to comment and supporting the priorities and objectives set out in the draft Plan. 3.10 With the strong partnership working already well established within Renfrewshire (K Division), it will help support the Police priorities which are closely aligned with those in the Renfrewshire Community Plan. Police Scotland are active partners in the protection of vulnerable adults, children, and the management of offenders within Renfrewshire. The local division contribute effectively to planning and responding to these agendas by their active membership of the Renfrewshire Adult and Child Protection Committees and the Senior Officer Group for the Management of Offenders. 3.11 Also, as members of the CONTEST strategic Groups which helps drive the safeguarding and public protection agenda collaboratively. It is welcome to see the plan highlight the cost-of-living crisis and monitoring potential protests given that this would not have been a major part of previous plans. In the same vein, consideration should be given to discussing and monitoring the safety of refugee movement in Scotland as the landscape has changed
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massively in the past year given Ukrainian refugee integration into Scotland that wasn’t part of the 2022/23 Annual Police Plan. 3.12 Police Scotland have ably assisted local authorities with the challenges faced with the Sponsorship programme and re-housing of Ukrainians. Locally, Renfrewshire (and other local authorities) faced protests with regards to the re-housing of refugees (non-Ukrainians) and we believe that the Annual Plan should reflect the on-going work being done by Police Scotland in this regard. 3.13 With legislation due on the new PROTECT duty (Martyn’s Law), the work being done by Police Scotland alongside local authorities should be referenced as a key priority in the coming year/s. Renfrewshire Council will continue to develop sharing of information intelligence and data to support the existing effective partnership working to help ensure that priorities locally are met. ___________________________________________________________________ Implications of the Report 1. Financial - None 2. HR & Organisational Development – None. 3. Community/Council Planning – Our Renfrewshire is safe - By focusing on key areas of policing, Renfrewshire should be a safer place to live, work and visit 4. Legal - None 5. Property/Assets - None 6. Information Technology - None 7. Equality & Human Rights (a) 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. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website.
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8. Health & Safety – None. 9. Procurement - None 10. Risk - None 11. Privacy Impact - None. 12. COSLA Policy Position – Not Applicable 13. Climate Risk – Climate positive as an aspect of the Police Plan for the year _________________________________________________________ List of Background Papers a) Consultation on the Joint Strategy for Policing (2020) – Police and Fire & Rescue Scrutiny Sub Committee, 16th May 2023. The foregoing background papers will be retained within Environment, Housing and Infrastructure for inspection by the public for the prescribed period of four years from the date of the meeting. The contact officer within the service is the Resilience and Deployment Manager _________________________________________________________ Author: Maxine Hendry Resilience and Deployment Manager Email: Maxine.hendry@renfrewshire.gov.uk
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OFFICIAL OFFICIAL Police Scotland Annual Police Plan 2023/24 - DRAFT Appendix 1
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OFFICIAL OFFICIAL 2 Police Scotland: keeping people safe The roles and responsibilities of Police Scotland and the Scottish Police Authority (SPA) are set out in the Police and Fire Reform (Scotland) Act 2012. Police Scotland works with the SPA who provide scrutiny, support and challenge to policing, having an integral role in maintaining and improving the service. The Scottish Government has overarching responsibility for communities, public safety and justice in Scotland. Police Scotland provides evidence to the Scottish Parliament Criminal Justice Committee at regular hearings with regards to law enforcement and public safety. The alignment of our strategic direction, priorities for policing, planning and performance framework are as follows: Scottish Government (SG) National Outcomes & Strategic Police Priorities SG’s Programme for Government and National Performance Framework sets out what it wants to achieve for Scotland’s people and communities, brought together by describing what the “outcome” will be. All public services have a role to play, including policing. The Justice Vision outlines the contribution Police Scotland and a range of partners will play in transforming the way justice is served in Scotland. The Strategic Police Priorities (SPPs) set the high level strategic direction for the policing of Scotland and the carrying out of the Scottish Police Authority’s (SPA) functions. The SPPs are set by Scottish Ministers and the legal framework for their development was established in the Police and Fire Reform (Scotland) Act 2012 (“the Act”). The SPPs are Crime and Security, Confidence, Partnerships, Sustainability, People and Evidence. Scottish Police Authority – Strategic Police Plan Under the Police and Fire Reform (Scotland) Act 2012 the SPA is responsible for producing a strategic police plan, in line with these outcomes and priorities. The Joint Strategy for Policing (2023), Policing for a safe, protected and resilient Scotland fulfils that requirement. Policing in Scotland: our vision, values and purpose Our Vision: Policing for a safe protected and resilient Scotland. Our values are fairness, integrity, respect and human rights. They are fundamental to everything we do as they underpin our policing approach, engagement and activities.
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OFFICIAL OFFICIAL 3 Our purpose as set out in the Act is to improve the safety and wellbeing of people, places and communities in Scotland Police Scotland’s National Strategic Assessment Police Scotland’s Strategic Assessment provides a high level assessment of a range of strategic issues and potential threats relevant to Police Scotland, both externally and internally to Police Scotland. From this, we decide how to prioritise our services to meet current and future challenges. Police Scotland’s priorities for policing Our priorities for policing are the key areas we need to focus on to address the greatest threats and risk of harm to people and communities. We decide what these are for the year ahead using our strategic assessment and the knowledge and experience of leaders in the service. They are also informed by public opinion. Our strategic outcomes We use five strategic outcomes to describe the results Police Scotland is working towards for the people of Scotland. This helps us to show how we will make a positive impact through what we are doing across the service. Our outcomes contribute to the Scottish Government’s outcomes and policing priorities. The Annual Police Plan Under the Police and Fire Reform (Scotland) Act 2012 Police Scotland is responsible for producing this Annual Police Plan, which aligns to our Strategic Outcomes and sets out a policing approach and strategic-level activities for policing during the year. Prior to publication, the plan is laid before the Scottish Parliament and made visible to the SPA. Deputy Chief Constable / Deputy Chief Officer (DCC/DCO) Portfolio Delivery Plans Supporting the Annual Police Plan are four 3 year Delivery Plans for; Local Policing; Corporate Support; Professionalism, Strategy and Engagement; and Crime and Operational Support.
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OFFICIAL OFFICIAL 4 Local Policing Plans / Local Outcome Improvement Plans Local policing divisions prepare Local Police Plans (LPPs) which describe the local priorities and policing arrangements aligning with Scotland’s local authority areas and community planning arrangements, based on local engagement with local partners. The latest versions of LPPs for 2023-26 have been published alongside this plan. Enabler Strategies An ever-changing and challenging world in terms of environmental impact, evolving technology, emerging risks and financial constraints has an impact on all public services, not least policing. In order to ensure Police Scotland is providing a forward-looking, flexible policing response, we have “enabler” strategies to guide the organisation. These are our Fleet, Environment, Cyber, Estates, People, Public Contact and Engagement, Enabling Policing for the Future, Digital Data Information and Communication (DDICT), Violence against Women and Girls (VAWG), Equality, Diversity and Inclusion (EDI) and Procurement Strategies. Performance Framework Linked to our plans, our outcomes-focused performance framework describes how we will monitor and measure progress on our priorities for policing, outcomes and objectives to evidence the impact of our policing approach for the public and communities in Scotland.
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OFFICIAL OFFICIAL 5 Contents Chief Constable’s Foreword ............................................................................................................. 6 Our plan on a page .......................................................................................................................... 7 Context ............................................................................................................................................ 8 Priorities for policing ....................................................................................................................... 11 Outcome 1. .................................................................................................................................... 18 Outcome 2. .................................................................................................................................... 34 Outcome 3. .................................................................................................................................... 39 Outcome 4. .................................................................................................................................... 42 Outcome 5. .................................................................................................................................... 48 A sustainable service ..................................................................................................................... 53 Equality, Diversity and Inclusion .................................................................................................... 54 Governance and Performance ....................................................................................................... 55 Accountability ................................................................................................................................. 56 Engaging with us ............................................................................................................................ 58
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OFFICIAL OFFICIAL 6 Chief Constable’s Foreword This section will be updated and reviewed by Chief Constable and Corporate Communications prior to publication.
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OFFICIAL OFFICIAL Our plan on a page
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OFFICIAL OFFICIAL Context The changing nature of crime, society and the role of policing Throughout 2022/23 Police Scotland has continued to support our local communites through the challenging times that we currently face. Continued pandemic recovery, a rising cost of living alongside security issues, nationally and internationally, continue to shape demand and inform service provision. We were honoured to play our part in ceremonial events following the death of Her Majesty Queen Elizabeth, with officers and staff across the organisation playing a vital role in demonstrating the professional nature of policing in Scotland. Our commitment to a level of service that the public can have confidence in remains a priority, as does collaborating and coordinating with partner agencies in order to best serve the communities of Scotland. We continue to focus on maintaining and building levels of trust and confidence in policing. We will continue to work and develop our engagement in order to reach and build confidence with those in our Seldom Heard Communities. As a service we must continue to evolve and develop our means of communication and contact to ensure that we are visible and available for all of the different communities that we serve and protect. Through extensive consultation with stakeholders and partners, Police Scotland has published a Violence Against Women and Girls (VAWG) strategy and implementatin plan to work towards ourvision of a society where women and girls can live free from all forms of violence, abuse, exploitation and harassment. The Vision for Justice in Scotland 2022 sets out to transform the justice sector and outlines the role of public services in achieving this. We have also committed to delivering our Policing Together strategy. Through our “Policing Together” initiative we will focus on our values, behaviours and standards, ensuring that Police Scotland is a welcoming and inclusive organisation which reflects, represents and serves all of our communities. Demands on policing continue to evolve, becoming more complex and rising to unprecedented levels. The digital capacity and capability of criminal behaviour is increasing, whist our officers continue to attend a high number of incidents associated with vulnerability; this not only presents challenges but opportunities to put in place innovative partnerships to provide the right response at the right time to those most in need. 8
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OFFICIAL OFFICIAL 9 Violence against women and girls – “That Guy” campaign video and website viewed over 4m times including 2.3m engagements on social media worldwide Equality, Diversity & Inclusion – increased our staff profile to reflect our communities in Scotland Drug seizures – there has been a general upwards trend in drug supply detections since February 2022 Vulnerability – Over 185,000 calls received regarding vulnerable people in our communities Public Satisfaction / User Experience – 85% of people contacted in recent survey, were satisfied with our service. Our User Experience Survey engages with around 2,500 people monthly Your Police survey – Over 70,000 people have helped shape our local and national services in the past year Cybercrime – detection rates for cyber related fraud have increased in the past year. Recorded fraud increased nearly 80% in a year- the cyber investigation team had an increase in demand of 2000% from 2019 (16) to 2022 (220) Caithness Project – Successful pilot scheme of participatory budgeting. The initial budget of £32,000 has been allocated to all projects which received the strongest support from residents Professionalism – introduced new continuous integrity screening programme to protect colleagues and the public [infographic in development – above is indicative]
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OFFICIAL OFFICIAL 10 Policing in 2023/24 2023/24 will continue to be challenging for Police Scotland with anticipated continued rise in demand for the support of public services requiring us to respond to a range of challenges and events. This Annual Police Plan sets out the activities we will undertake over the coming year to support our strategic outcomes and objectives. At a time when public finances are under pressure, Police Scotland will proactively look to update our operating model so we remain an effective and efficient service for our communities in a more digital and socially diverse environment. We will work tirelessly to ensure that we protect our policing services and response for the public and communities across Scotland. Through public and stakeholder engagement we will work to design our estate to be the right size and to be able to fully support operational policing. Innovative approaches will be utilised to make sure that we continue to be accessible, visible and supporting all of the public and communities we serve. Cyber-enabled and cyber-dependent threats will continue to both increase and evolve. It is important that we tackle these directly. We will continue to improve our specialist capabilities and strengthen local, national and international partnerships to combat this area of criminality. This plan sets a clear direction for the service, taking into account the significant demands on policing, and a continued focus on transformation, collaboration and partnership working that will enable us to build a sustainable service for the future. We will continue to focus on local policing response, Contact Command and Control, and public protection work to address our policing priorities and contribute to better outcomes across all of our communities. As we reach ten years since the creation of Police Scotland, we will recognise this as significant milestone for the service. We will continue to develop and deliver key changes over the duration of this plan based on our strategic direction, which will benefit the communities of Scotland and support continued trust and confidence in policing. The Annual Police plan sets out the key areas of focus for the service at strategic level. The development of the APP has included consideration and prioritisation of the needs of the public and communities we serve along with the wider operating environment. The activities set out within this plan will be kept under review in an open and transparent manner. Police Scotland has a clear strategic direction and is ready to focus on the implementation and delivery of key changes to support the public and communities.
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OFFICIAL OFFICIAL 11 Priorities for policing To respond effectively to emerging threats, risk and harm our policing priorities are reviewed and set annually through Police Scotland’s National Strategic Assessment. The following sets out how we identify our priorities for policing: We also complete impact assessments to ensure we take action on any elements of our planning which could impact on equalities, communities or provisions within the Islands (Scotland) Act 2018.
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OFFICIAL OFFICIAL 12 The national strategic assessment has been refreshed for 2023. The following priorities for policing have been identified for this plan’s duration.
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OFFICIAL OFFICIAL 13 Local assessments are also refreshed annually and our Local Police Plans 2023-26 are aligned with our strategic direction but focused on local priorities and needs. We continue to provide a national policing response, delivered locally.
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OFFICIAL OFFICIAL 14 User Experience and Your Police insights Police Scotland has built and maintains a range of high-quality activity that involves the public, communities and our partners in shaping and assessing our services. Strong response rates to our national surveys were maintained throughout 2022 making Police Scotland’s public engagement activity robust and representative. We now have over 100,000 responses gathered through our sector-leading surveys like ‘Your Police’ focusing on public confidence in local policing, on user experience and on the experiences of victim-survivors of violence against women and girls. A further 85 surveys were designed for internal business areas on specific themes and areas which influence service delivery. We have continued to enhance our approaches to ensure our research public engagement activities are inclusive and non-stigmatising. All of our public surveys are available in British Sign Language and Easy Read and we are working towards availability of further languages. A series of focus groups, interviews and workshops were carried out to understand the lived experiences and perceptions of diverse communities of different age groups for informing our Violence against Women and Girls Strategy and connected approaches in public protection and local policing. Going forwards, we seek to expand the approaches we use in order to create more opportunities to listen, understand and respond to the challenges affecting communities. Our independently led, User Experience Survey has over 48,000 responses from people who have directly used our services since it was launched in 2020, with over 15,000 people providing us with feedback to inform our service design in 2022. The Your Police open survey has been published each year since 2019, with over 71,000 people taking time to tell us their views on policing. Our largest continuous surveys (Your Police and User Experience) continue to be broadly representative of the population by age, gender, disability, and geography. A range of research is supporting policing in Scotland to understand and work collectively with people and communities often marginalised. It is vital that policing understands the lived experience of people who are seldom-heard and this informs our evidence-led approach to policing in Scotland.
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OFFICIAL OFFICIAL 15 Annual Police Plan 2023/24 The Annual Police Plan sets out what we will do in the coming year to make progress against our strategic outcomes and objectives; and address our priorities for policing. Strategic outcomes Our strategic outcomes describe the impact Police Scotland strives to achieve in the lives of people in Scotland; they represent our priorities for policing in the year ahead. Our five strategic outcomes are directly aligned with the Joint Strategy for Policing (2023).
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OFFICIAL OFFICIAL 16 Strategic Alignment Our strategic outcomes provide a clear route from the Scottish Government’s outcomes and priorities, including the Justice Strategy, through Police Scotland’s strategies, plans and performance reporting, enabling us to demonstrate alignment and clearly articulate our ambitions and progress. Joint Strategy for Policing (2023) – Policing for a safe, protected and resilient Scotland The Scottish Police Authority and Police Scotland set out the strategic direction and associated outcomes for policing in this document. This drives Police Scotland’s approach to all other strategies and implementation plans, ensuring a consistent cascade of purpose for policing in Scotland. Annual Police Plan This plan summarises what we will do in the coming year to make progress against our strategic outcomes and priorities for policing. The Annual Police Plan is underpinned by more detailed plans at Deputy Chief Constable and Deputy Chief Officer level.
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OFFICIAL OFFICIAL 17 Performance Framework Our outcomes focused performance framework is linked to our plans and describes how we will monitor and measure progress on our priorities for policing and strategic outcomes. This is developed alongside the Annual Police Plan. Enabler Strategies Police Scotland is constantly working towards making the service sustainable, environmentally responsible, more efficient and continually relevant in a world of innovation and developing technologies. Our enabler strategies give direction and commitment to key areas such as People, Fleet, Cyber, Estates, Public Contact and Engagement, Environment, Procurement, Enabling Policing for the Future, DDICT, EDI, and VAWG. These are reviewed every three years or before if required to ensure they remain fit for purpose. Local Police Plans In addition to the Annual Police Plan, Police Scotland’s 13 local policing divisions produce Local Police Plans. The content and character of Local Police Plans are determined by Local Area and Divisional Commanders engaging with local authorities, who are each responsible for approving their respective Local Police Plan through local authority scrutiny boards. These local plans reference distinct priorities, objectives, outcomes and performance measures aimed at improving the lives of people in our communities. They link to wider community planning arrangements, with Local Outcome Improvement Plans taken into account in their development. Our Local Police Plans have been refreshed for 2023.
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OFFICIAL OFFICIAL Outcome 1. Threats to public safety and wellbeing are resolved by a proactive and responsive police service To protect people effectively, Police Scotland will continue to focus on keeping the public and communities in Scotland safe from harm, whilst exploring innovative technologies and partnerships. We find ourselves moving at an ever-increasing pace from the physical to the digital world; a move that creates opportunities for new and complex crime types. This shift also affects traditional crime, much of which now has a digital element. Police Scotland will continue to be a key contributor to local joint planning and delivery, as well as to national cross-sectoral partnerships, helping drive a shift to prevention and early intervention across services. Key Operational activity Change activity
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OFFICIAL OFFICIAL 19 Objective To achieve this objective Lead Key milestones Update expected Performance measures and insights We keep people safe in the physical and digital world Co-ordinate delivery of our Violence Against Women and Girls strategy and respond to the introduction of any new legislation by the Scottish Government DCC Crime and Operational Support Deliver training and guidance to inform and improve the local and national response to domestic abuse, stalking and harassment, Forced Marriage and HBA Develop a cohesive strategy to address and prevent sexual misconduct and abuse of position for a sexual purpose within Police Scotland (PSD) Work with PIRC and Crown Office regarding best practice and organisational learning to inform the prevention programme on sexual misconduct (PSD) Engage with partners to build on our relationships with communities and reduce barriers to reporting (Public Protection) Quarterly Q1, Q3 Quarterly Does continued sexual misconduct review demonstrate increased confidence in reporting incidents of Abuse of Position for a Sexual Purpose (APSP) and sexual misconduct? Has awareness been raised of what constitutes APSP and sexual misconduct? How effectively have we worked with partners to reduce barriers to reporting and increase shared learning? What is the increase in the volume of reports which include elements of APSP and sexual misconduct? How many cases complete the full criminal justice process to plea or trial and what are the outcomes? How effective have national and local media campaigns been in raising awareness of VAWG? Are victims, witnesses and subject officers involved in APSP and sexual misconduct
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OFFICIAL OFFICIAL 20 Objective To achieve this objective Lead Key milestones Update expected Performance measures and insights Enhance collaborative work with partners to educate the public using platforms such as ThatGuy2, 16 days of Activism and the annual Domestic Abuse Campaign (Public Protection) Raise awareness and understanding of intersectionality, where all individuals including women and girls may be at risk (Public Protection) Improve the local and national response to domestic abuse and sexual crime through training, guidance and organisational learning (Public Protection) Improve access to support services for all victims and witnesses by increasing internal awareness of services available and investigations being better supported from a welfare perspective?
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OFFICIAL OFFICIAL 21 Objective To achieve this objective Lead Key milestones Update expected Performance measures and insights through continued partnership working Implement recommendations of the Public Protection Development Programme Review DCC Crime and Operational Support Examine our protocols and processes and coordinate them with those of our key partner agencies and commit to delivering an improved witness and victim journey Collaborate across policing teams/departments and with partner agencies to develop integrated models and facilitate communication and decision making Continue to embed evidence led approaches to improve our knowledge, improve upon our internal data and how we use it to better understand the nature and degree of particular issues Quarterly What progress has been made in implementing the recommendations of the Public Protection Development Programme Review?
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OFFICIAL OFFICIAL 22 Objective To achieve this objective Lead Key milestones Update expected Performance measures and insights and determine what services are required in response Work with strategic partners to implement Bairns' Hoose in Scotland DCC Crime and Operational Support Participate within the national Bairns’ Hoose Governance Group Finalise the Scottish standards for Bairns’ Hoose Collaboratively design and deliver services locally, harnessing national expertise to support local policing partnerships Q1, Q2, Q4 What progress has been made in implementing Bairns' Hoose in Scotland? Develop our skills mix to facilitate future protest demand in line with a human rights-based approach DCC Crime and Operational Support Conduct and finalise a scoping exercise to identify the necessary skills profile Develop and implement a plan to improve our skills mix Q1 Q3 How successfully have we developed our public order capability to facilitate protest?
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OFFICIAL OFFICIAL 23 Objective To achieve this objective Lead Key milestones Update expected Performance measures and insights Delivery of the Cyber Strategy and Transformation Programme, Policing in the Digital World, to design and deliver new services and approaches to policing in an increasing online and digital world DCC Crime and Operational Support / DCO Corporate Support Deliver rights based approach to the implementation of new technology. Pilot rights based approach with CAID. Assess approach to implementation. Implement new technology pipeline to enable effective policing and investigation of crime. Build partnership approaches to prevention, investigation and detection. Q2, Q4 What is the impact on new technology on our investigation of crime? Has the rights based approach to implementation of new and emerging technology maintained trust and confidence in policing?
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OFFICIAL OFFICIAL 24 Objective To achieve this objective Lead Key milestones Update expected Performance measures and insights Deliver increased capability and capacity for investigative, intelligence and seizure opportunities across all crypto assets to both specialist and local policing areas DCC Crime and Operational Support Increase Police Scotland’s progressive multi-agency and partnership collaboration through intelligence sharing to disrupt, enforce and prevent digital assets from funding SOCG activities Implement training delivery plan, software and licences for specialist areas and local policing divisions to add value across the 4 Ps of Prevent, Protect, Prepare & Pursue Quarterly Effective allocation of available licences to both specialist and local policing divisions Frequency and delivery of meaningful and actionable intelligence products that can be shared across different levels within and outwith law enforcement. How effective is Police Scotland working with partner agencies to disrupt SOCG digital financial activities? Design and implement Cyber Choices approaches to divert persons away from criminal behaviour DCC Local Policing Initiate pilot engagements with target audience and raise awareness with select partners Q1, Q3 What impact has the Cyber Choices Strategy had on criminal behaviour? Quantify engagements and number of potential referrals through select partners/pathways
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OFFICIAL OFFICIAL 25 Objective To achieve this objective Lead Key milestones Update expected Performance measures and insights Improve our response and capacity to effectively tackle fraud DCC Crime and Operational Support Disseminate fraud prevention advice and educational inputs to individuals and organisations Implementation of the Fraud Strategic Governance Group to provide an oversight of emerging fraud trends, threats and risks that impact the communities of Scotland Development of a multi- agency financial crime triage hub to streamline and improve the assessment, allocation and investigation of financial crime across Police Scotland and partner agencies Quarterly How effectively are we tackling fraud? How effectively is Police Scotland working with partner agencies to strengthen the protections of individuals, communities and infrastructure against fraud? How effectively is Police Scotland working with partner agencies to increase the identification of individuals and organised crime groups engaged in financial crime? How effectively is Police Scotland working with partner agencies to reduce the impact of fraud, ensuring a victim centred approach?
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OFFICIAL OFFICIAL 26 Objective To achieve this objective Lead Key milestones Update expected Performance measures and insights Develop partnership approaches to tackle drug-related deaths, drug-related harm and improve community wellbeing, including the impact of safer consumption facilities on policing DCC Local Policing Use public health principles to identify, support and develop innovative ways to reduce the harm associated with problematic drug use Q1, Q3 How is Police Scotland helping reduce the harm caused by controlled substances in our communities? How effective is the introduction of new measures in reducing drugs harms? Lead on development of a violence prevention approach to work concurrently with that of the Scottish Government DCC Local Policing Review collaborative approach with Scottish Government and other stakeholders Support development of the Scottish Government Violence Prevention Framework Design and deliver a violence prevention approach Consider outcome of repeat victimisation research commissioned by Scottish Q2, Q4 How effective is Police Scotland at tackling serious violent crime?
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OFFICIAL OFFICIAL 27 Objective To achieve this objective Lead Key milestones Update expected Performance measures and insights Government and the Scottish Crime and Justice Survey results Overview of progress, further engagement with stakeholders, develop and implement a collaborative strategy Understand, measure and evidence demand to influence decision making at strategic, operational and tactical levels through the development of demand data dashboards and methodologies DCC Professionalism, Strategy and Engagement Development of a missing persons dashboard Development of a criminal justice dashboard Development of a crime dashboard Q1, Q3 How effective has our use of dashboards been in addressing Police Scotland’s strategic priorities?
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OFFICIAL OFFICIAL 28 Objective To achieve this objective Lead Key milestones Update expected Performance measures and insights Increase the capability and capacity of Counter Terrorist Specialist Firearms Officers across the country DCC Crime and Operational Support Introduce a new recruitment process and refreshed approach to succession planning Develop our indoor and outdoor technological capability Q3, Q4 How has our approach affected the number of armed officers on the CTSFO pathway? Has our approach improved succession planning? How have we improved our technological capacity? Design services jointly to tackle complex public safety and wellbeing challenges Continue to work with agencies to explore the risks around the post- pandemic recovery, the cost of living crisis and resilience, including winter resilience and to develop strategies to mitigate these risks DCC Crime and Operational Support Daily, weekly and monthly monitoring of absence levels Monitor the emergence of cost of living based protest Develop regional resilience partnerships via regional work plans to mitigate risks identified through Scottish Risk Assessment Process Quarterly How do our absence levels affect our ability to work in partnership at 7.5%, 10% and 15%? Number of cost of living based protests. Review of the plans tested, exercised, utilised in response and lessons learned and developed.
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OFFICIAL OFFICIAL 29 Objective To achieve this objective Lead Key milestones Update expected Performance measures and insights Continue to evaluate the implementation of the Naloxone Programme, share best practice with other police services and engage with key partners to continue to assist in reducing drug deaths DCC Local Policing Completion of national Naloxone roll out Evaluation of contribution towards drugs-related deaths figures in Scotland Q2, Q3 How is Police Scotland working to reduce the harm caused by drug related deaths? Design and develop participatory approaches to engage and involve the public and communities in policing services and challenges. DCC Professionalism, Strategy and Engagement DCC Local Policing Design and development of projects with local divisions including: Dundee – Listening Forum Edinburgh – Your Police: Your Decide Q2, Q4 Evaluation and insights from participants.
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OFFICIAL OFFICIAL 30 Objective To achieve this objective Lead Key milestones Update expected Performance measures and insights Through the increased use of intelligence led policing and proactive engagement with all road users, reduce death and serious injury on Scotland’s road network DCC Crime and Operational Support Review of engagement and enforcement undertaken in support of National Calendar of Road Safety Activity Use proactive enforcement, including speed enforcement and the targeting of impaired driving, to protect all road users, and in particular vulnerable road users Utilise flexible deployments of Safety Camera Unit resources to address emerging casualty trends Optimise understanding and maximise learning through an in-depth roads fatality study Q2, Q4 How effective are Police Scotland’s activities to improve road safety in Scotland?
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OFFICIAL OFFICIAL 31 Objective To achieve this objective Lead Key milestones Update expected Performance measures and insights We support policing through proactive prevention Design, develop and implement a Public Health Strategy for policing in Scotland DCC Professionalism, Strategy and Engagement Design and agree approach to develop the strategy Engage with the public, communities, colleagues and key stakeholders to shape the direction and approach Design and develop measures to enable oversight of progress Publish and implement the strategy Quarterly Q4 Have we successfully delivered a Public Health Strategy? How effective has the implementation of the strategy been, and what benefits have been seen?
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OFFICIAL OFFICIAL 32 Objective To achieve this objective Lead Key milestones Update expected Performance measures and insights Enhance intelligence capture and development to identify vulnerable children who are being exploited for the purpose of County Lines drug supply DCC Crime and Operational Support Delivery of education to increase awareness and ensure intelligence that is captured and developed Recruit in order to participate in the National County Lines Coordination Centre Quarterly How does Police Scotland support Scotland’s Serious Organised Crime Strategy? Enhance intelligence capture and development to identify vulnerable children who are being sexually exploited and targeted DCC Crime and Operational Support Utilise Child Sexual Exploitation (CSE) Threat Desk to best effect to ensure Divisional Intelligence and PPU are reporting on all known CSE matters Q2, Q4 How effectively are we supporting vulnerable children at risk of sexual exploitation?
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OFFICIAL OFFICIAL 33 Objective To achieve this objective Lead Key milestones Update expected Performance measures and insights Develop and implement a communications strategy that will encourage all colleagues to be more vigilant and proactive in challenging, reporting and combating, breach of professional boundaries, infiltration and other corrupt activity DCC Professionalism, Strategy and Engagement Abuse of Position for a Sexual Purpose (APSP) to feature within the Preventions and Professionalism Programme Publish media to raise awareness of APSP and sexual misconduct Instigate proactive, intelligence led measures to identify and combat APSP and sexual misconduct matters Q2, Q4 Does the continued sexual misconduct review demonstrate increased confidence in reporting incidents of APSP and sexual misconduct? Is there raised awareness of what constitutes APSP and sexual misconduct? Are victims, witnesses and subject officers involved in APSP and sexual misconduct investigations being better supported from a welfare perspective Are intelligence assets contributing successfully towards the identification of APSP and sexual misconduct?
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OFFICIAL OFFICIAL 34 Outcome 2. The needs of local communities are addressed through effective service delivery The role of policing is to keep people safe, wherever they live. We will continue to improve the services we provide as society evolves, ensuring we embed accessibility and inclusivity into all our services. For policing to meet the needs of our local communities we must work closely with individuals, their representatives and other service providers to ensure we have a shared understanding of the environment and the role of policing within it. We continue to benefit from being a national service, with all areas being able to call upon additional operational support and specialist services to assist with incidents and investigations, large planned and unplanned events, and other situations where these resources are needed. We recognise that different areas of the country differ in their requirements from Police Scotland. The organisation works closely with the Scottish Government in line with provisions made in the Islands (Scotland) Act 2018 to ensure that the specific needs of rural and island communities are considered in wider policy.
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OFFICIAL OFFICIAL 35 Objective To achieve this objective Lead Key milestones Update expected Performance measures and insights Understand our communities and deliver the right mix of services to meet their needs Implement Strategic Efficiency and Redesign Review (SERR) across the organisation DCO Corporate Support Procure external services to support wider roll-out Begin phased roll out of discovery phase Final report and recommendations for each discovery phase Implementation of proposals and monitoring Q1 Quarterly How well is Police Scotland maintaining financial sustainability for policing and providing evidence of best value? Deliver Contact Engagement and Resolution Project (CERP) DCO Corporate Support Implement refreshed THRIVE programme 2023/24 Deliver revised C3 Target Operating Model (TOM) 2023/24 Quarterly How successfully have we been in delivering the Contact Engagement and Resolution Project? What are the benefits of the revised C3 TOM?
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OFFICIAL OFFICIAL 36 Objective To achieve this objective Lead Key milestones Update expected Performance measures and insights Implement enhanced direct crime recording Continue to review and recalibrate the model for delivery of policing services in Scotland for the public and communities DCC Local Policing Complete the Resource prioritisation exercise and work programme. Monitor the approach and effectiveness Quarterly What is the impact of our recalibrated model of delivery for operational policing? Support our communities through a blend of local and national expertise Continue to transform our existing custody estate to modern, safe places and gateways for the delivery of wellbeing, diversion and transformation services DCC Local Policing Publish the Criminal Justice Plan to enhance alternatives to prosecution within the CJ outcomes framework Q1, Q3 Number of persons in police custody who are referred to partners Number of times people in custody seen one or more times by NHS partners within custody suites
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OFFICIAL OFFICIAL 37 Objective To achieve this objective Lead Key milestones Update expected Performance measures and insights Build on Mental Health Pathways to support people in custody Develop Criminal Justice Hubs to maximise benefits Complete the upgrade of custody suites as a result of HMICS recommendations Develop and implement improvement plan for C3 based on HMICS recommendations and findings of short life working group DCC Local Policing Colleague engagement Development of Plan Implementation of planning objectives Report on progress and final evaluation Quarterly HMICS recommendations completed and discharged Colleague engagement
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OFFICIAL OFFICIAL 38 Objective To achieve this objective Lead Key milestones Update expected Performance measures and insights Support the changing nature of communities Embed Police Scotland’s updated Equality Outcomes for service delivery across the service DCC Local Policing Develop understanding of the accessibility barriers to improve victims’ confidence to report hate crime, with approaches in place to proactively address them Develop the availability of methods and approaches used by the public Q1, Q4 Is Police Scotland embedding the Equality outcomes into all areas of the service? Implement the plan to deliver the HMICS Hate Crime Recommendations DCC Local Policing Delivery of the recommendations within an implementation plan Quarterly How successfully have we delivered against the Hate Crime Recommendations? What is the impact on lived experience?
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OFFICIAL OFFICIAL 39 Outcome 3. The public, communities and partners are engaged, involved and have confidence in policing Our values are at the heart of everything we do. Our human rights based approach to policing along with ethical and privacy considerations are of the utmost importance to the service we provide. Public confidence in policing impacts how safe individuals feel. The communities we serve should feel confident that we will always police in a way that is fully underpinned by our values of fairness, integrity, respect and human rights. The safety and wellbeing of the people we serve are enhanced by providing services that work efficiently. We will listen and seek to understand the changing needs of diverse communities, bringing both professionalism and empathy to our interactions. Engaging with people strengthens relevance, responsiveness and accountability and builds trust. It helps us learn about people and create services that meet their needs. We will improve and refocus our engagement activities to ensure that we are reaching diverse communities.
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OFFICIAL OFFICIAL 40 Objective To achieve this objective Lead Key milestones Update expected Performance measures and insights Embed the ethical and privacy considerations that are integral to policing and protection into every aspect of the service Continue to lead and embed our engagement approach and framework to provide assurance that all appropriate matters are considered with the public and communities which could impact on policing legitimacy and consent, enabling key elements of democratic innovation DCC Professionalism, Strategy and Engagement Delivery of Police Scotland public and stakeholder engagement plan Quarterly What public and stakeholder engagement has Police Scotland undertaken to gather insights and test considerations? Protect the public and promote wellbeing across Scotland by providing services that are relevant, accessible and effective Provide communications services to support policing priorities DCC Professionalism, Strategy and Engagement Continue to develop and roll-out a message calendar Provide professional guidance to colleagues when communicating on official channels Quarterly How effective have our media campaigns been in contributing to local and national initiatives? How effective has the professional guidance been in assisting officers and staff in the delivery of operational policing? Continue implementation of a new Unified Communications and Contact Platform (UCCP) DCO Corporate Support Implementation in line with milestones in final schedule Quarterly How successfully have we implemented UCCP?
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OFFICIAL OFFICIAL 41 Objective To achieve this objective Lead Key milestones Update expected Performance measures and insights Work with local groups and public, third and private sector organisations to support communities Work with the NHS and local authorities to improve partnership working and ensure data protection is prioritised whilst continuing to protect the public DCC Crime and Operational Support Develop resilience partnership structures to encourage and facilitate the sharing of relevant information Q4 What improvements have we made to our partnership working structures?
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OFFICIAL OFFICIAL 42 Outcome 4. Our people are supported through a positive working environment, enabling them to serve the public The safety and wellbeing of our officers and staff are at the heart of Police Scotland’s commitments. The challenges for policing have never been as significant as experienced throughout the ongoing Coronavirus pandemic. Crime is evolving in line with wider societal change and there is increasing scrutiny and pressure in relation to police actions. We will create the environment for our staff to be able to work effectively and equip them to make decisions, ensuring they are trusted and empowered to do so.
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OFFICIAL OFFICIAL 43 Objective To achieve this objective Lead Key milestones Update expected Performance measures and insights Prioritise wellbeing and keep our people safe, well equipped and protected Maximise capacity through implementation of a range of smarter working arrangements protecting our staff and organisation DCO Corporate Support Support capacity, capability and innovative improvements across Police Scotland Q3 How have we supported Police Scotland in designing new services? Design, develop and implement a new People Strategy DCO Corporate Support Design and develop strategy for approval. Design and develop an implementation plan for approval Design and develop measures and a people/cultural dashboard to demonstrate impact Evaluation and learning Q2, Q4 How is Police Scotland using results from Your Voice Matters survey to shape future developments on staff wellbeing? How effective is Police Scotland’s workforce development? How is Police Scotland enhancing leadership training? How does Police Scotland proactively promote and support equality and diversity initiatives?
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OFFICIAL OFFICIAL 44 Objective To achieve this objective Lead Key milestones Update expected Performance measures and insights Deliver a refreshed Strategic Workforce Plan DCO Corporate Support Revised SWP proposed and agreed Work towards a balanced ratio of skilled/professional staff to officers Quarterly How has the capacity been optimised? Implementation of the refreshed Preventative Wellbeing (PW) approach DCO Corporate Support Develop a schedule of implementation Preventative Wellbeing training is in place Internal media updates on progression of the PW approach Q2, Q4 What is the impact of the new approach being implemented? Is there a decrease in staff absence within the force? Establish an Organisational Design function and embed approach and best practice throughout the service DCO Corporate Support Agree the scope, activities and principles of the function Implement the approach and embed the service Q2, Q3, Q4 What have been the positive outcomes of the Organised Design function being implemented?
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OFFICIAL OFFICIAL 45 Objective To achieve this objective Lead Key milestones Update expected Performance measures and insights within Police Scotland Support our people to be confident leaders, innovative, active contributors and influencers Deliver the Equality, Diversity and Inclusion training programme DCC Professionalism, Strategy and Engagement Implement the commitments and milestones outlined in the Policing Together implementation plan Provide enhanced leadership training to provide our people with the confidence, skills and knowledge to address issues arising and challenge discrimination Quarterly How has this programme improved public confidence? How does Police Scotland proactively promote, support and mainstream equality and diversity initiatives? How effective is Police Scotland’s workforce development? What are our Staff Associations, Unions and Diversity Network Chairs telling us?
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OFFICIAL OFFICIAL 46 Objective To achieve this objective Lead Key milestones Update expected Performance measures and insights Support our people to identify with and demonstrate Police Scotland Values and have a strong sense of belonging. Embed Policing Together across the service and enable an inclusive environment where all colleagues can thrive DCC Professionalism, Strategy and Engagement Coordinate service- wide progress against key deliverables of the Policing Together Strategy Implementation Plan Work with the Policing Together Independent Review Group to support its remit to critically review our approach to equality, diversity, inclusion and human rights Report to the Policing Together Strategic Oversight Board on progress Quarterly What impact has Policing Together had on the culture of Police Scotland? Do colleagues have increased confidence when it comes to handling and being aware of equality, diversity and inclusion issues? Insights from the Policing Together Colleague Panel
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OFFICIAL OFFICIAL 47 Objective To achieve this objective Lead Key milestones Update expected Performance measures and insights Continue to ensure our vetting function enables the service to be assured all new applicants behave in accordance with and uphold the values of the organisation DCC Professionalism, Strategy and Engagement Benchmark with policing partners across the UK and internal colleagues within PSD to share best practice and organisational learning Continually review our processes and risk management framework to keep abreast of developments and emerging trends and threats Promote and ensure compliance with Police Scotland's Standards of Professional behaviour, values and ethics during our interactions with vetting applicants Q2, Q4 What steps is Police Scotland taking to ensure that vetting is fit for purpose? How well does the vetting process identify and stop individuals who are unsuitable to work in policing from entering the organisation? How well does the vetting process identify and manage risks of officers and staff already employed?
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OFFICIAL OFFICIAL 48 Outcome 5. Police Scotland is sustainable, adaptable and prepared for future challenges Ongoing political, technological, economic and societal changes as well as unforeseeable emergencies on a local and global scale require the police service to adapt and respond to future challenges in order to maximise the benefits of future opportunities. This includes working to reduce the impact of our activity, estates and fleet on the environment. Police Scotland aims to make a significant contribution to the Scottish Government’s 2040 carbon neutral target and 2045 zero greenhouse gas emissions target. Everyone has a role to play in improving financial sustainability, making efficient use of resources and eliminating waste to deliver best value. Procurement of and demand for goods and services will remain under scrutiny, ensuring resources are used in the most efficient way possible to meet the greatest need.
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OFFICIAL OFFICIAL 49 Objective To achieve this objective Lead Key milestones Update expected Performance measures and insights We use innovative approaches to accelerate our capacity and capability for effective service delivery Deliver the Police Scotland Housing Strategy DCO Corporate Support Continue delivery of upgrades, new leases and disposals Quarterly Evidence of delivery of the implementation plan at each phase, i.e. Gairloch, Strontian, Shetland Review and refresh the Police Scotland enabler strategies including Estates, Fleet and Public Contact and Engagement following approval of the updated Joint Strategy for Policing 2023-2026. DCC Professionalism, Strategy and Engagement Design and agree review approach Complete evidence review Delivery of refreshed enabler strategy products Q4 Publication of Strategy documents Finalise and deliver an Air Capability Strategy to enhance support and service delivery across operational policing DCC Crime and Operational Support Design strategy devleopment approach Engage and consult with key stakeholders Agree the Air Capabilty Strategy Q2 Have we enhanced and increased our air capability?
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OFFICIAL OFFICIAL 50 Objective To achieve this objective Lead Key milestones Update expected Performance measures and insights Publication of strategy and implementation plan Develop and implement innovative and sustainable methods to ensure Police Scotland is a sustainable organisation DCO Corporate Support Continue implementation of Environmental Strategy Publication of statutory Adaptation Strategy Continue implementation of Fleet strategy Implementation of Estates Transformation Strategy Q4 Q2 Q2 & Q4 Q4 What progress is Police Scotland making in the delivery of its Fleet, Estates and Environmental strategies? Average age of fleet Vehicle availability (Percentage of fleet) Proportion of vehicles that are ULEV (Percentage of fleet) Percentage footprint of the estate which is co-located / shared with our partners Percentage footprint of the estate that is in good or better condition Total carbon emissions per m2 of estate Reduction in Co2 emissions
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OFFICIAL OFFICIAL 51 Objective To achieve this objective Lead Key milestones Update expected Performance measures and insights Commit to making a positive impact through outstanding environmental sustainability Finalisation of a refreshed digital strategy for policing, and new operating model for Digital Division DCO Corporate Support Publication of new Digital Strategy Finalised Strategic Outline Business Case Progress proposed operating model through required governance processes Q1 Q1, Q3 Q1, Q3 tbc Support operational policing through the appropriate digital tools and delivery of best value Refresh of Joint Police Scotland and Scottish Police Authority Procurement Strategy for 2024 DCO Corporate Support Review of current procurement strategy and legislative requirements Design and agree approach to refresh the strategy Engage with key stakeholders Agree the refreshed procurement strategy Q4 Delivery of the strategy
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OFFICIAL OFFICIAL 52 Objective To achieve this objective Lead Key milestones Update expected Performance measures and insights Lead, design, develop and deliver a longer term Policing Plan and Portfolio plans. DCC Professionalism, Strategy and Engagement Agree the approach to design and develop the plan Engage with key stakeholders, the public, communities and colleagues Delivery of a longer term plan for policing capturing resource and financial implications Q4 Delivery of the plan
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OFFICIAL OFFICIAL A sustainable service Resource [To be supplied by Finance post 23/24 budget] Investment [To be supplied by Finance post 23/24 budget]
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OFFICIAL OFFICIAL 54 Equality, Diversity and Inclusion The work of Police Scotland is underpinned by our commitment to equality, diversity and inclusion in our interactions with the communities we serve as well as our own staff. We are committed to developing and promoting best practice in the refresh of our Equality outcomes for 2023. These can be found along with our commitment and duties to equality, diversity & inclusion at: https://www.scotland.police.uk/about-us/how-we-do-it/equality-and- diversity/ This plan was subject to an Equalities and Human Rights Impact Assessment (EqHRIA) in compliance with the Scottish Public Sector Equality Duty. This document can be found at: https://www.scotland.police.uk/about-us/police-scotland/strategic-planning/ [note – this will be completed prior to publication] Separate EqHRIAs will be undertaken for the activities described in this plan as required.
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OFFICIAL OFFICIAL 55 Governance and Performance Effective scrutiny and oversight are key elements to ensure that policing retains the trust and confidence of the communities of Scotland. We pride ourselves on transparency and accountability and as such, have created comprehensive and robust arrangements for the governance of this plan and monitoring our performance. Prior to publication, the plan is laid before the Scottish Parliament and made visible to the SPA. Upon publication, activities related to the outcomes and objectives are monitored through Police Scotland’s quarterly performance reports, informed by our performance framework. These reports are presented to the SPA. A biannual report, specific to the progress of the APP is presented to the SPA and made available to the public online.
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OFFICIAL OFFICIAL 56 Accountability Accountability The governance structures outlined are designed to ensure that Police Scotland provides a service that is relevant, legitimate and consistent with the principle of ‘policing by consent’. Scottish Police Authority Police Scotland present information and reports on a frequent basis to the SPA. All board and committee meetings are available online. Please visit this site for further details: https://www.spa.police.uk/meetings/ Justice Sub-Committee on Policing Key policing issues are discussed by the Scottish Parliament's Justice Sub-Committee on Policing. Please visit this site for further details: http://www.parliament.scot/parliamentarybusiness/CurrentCommittees/policing-sub- committee.aspx Crime and Justice Statistics are published by Scottish Government. Please visit this site for further details: http://www.gov.scot/Topics/Statistics/Browse/Crime-Justice Local scrutiny Each of Scotland’s local authorities also has scrutiny arrangements in place to allow them to influence policing at a local level. This successful partnership between local authorities and local Police Scotland divisions is evident in close working relationship within Community Planning Partnerships and other local planning arrangements. His Majesty’s Inspectorate of Constabulary in Scotland (HMICS) HMICS provides independent scrutiny of both Police Scotland and the SPA to deliver services that are high quality, continually improving, effective and responsive to local needs. Police Investigation and Review Commissioner (PIRC)
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OFFICIAL OFFICIAL 57 The PIRC undertakes independent investigations into the most serious incidents involving the police and provides independent scrutiny of the way police bodies operating in Scotland respond to complaints from the public.
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OFFICIAL OFFICIAL 58 Engaging with us We want to hear from you Meaningful and effective engagement involves genuine dialogue, respect, integrity, transparency and accountability. It provides an opportunity for people to shape our services and influence decisions made. Insight from effective engagement helps identify practical solutions and determine changes required to meet the needs of the communities we serve. Police Scotland is committed to continuous improvement in all that we do. If you have something to tell us about the Annual Police Plan or our service, please contact us at: https://www.scotland.police.uk/contact‐ us/ Public engagement and insight As part of the development of the Annual Police Plan we have undertaken a period of engagement in early 2023 to allow the public and our partners to provide feedback regarding our strategic direction. Questions on our Annual Police Plan and priorities have been included in Police Scotland’s Your Police Survey from 6 February 2023 to 23 March 2023. The results of the engagement showed support for the outcomes, objectives and direction set out. This feedback was captured and used to shape the final version of this Plan. Further information about this and our wider engagement can be found on our consultation and engagement hub at: https://consult.scotland.police.uk/ Social media Police Scotland has a number of active social media channels that provide a range of information and insight into policing, both nationally and in your local area. A full list of our social media accounts can be found on our website. Our main national channels can be found at: Twitter: @policescotland Facebook: https://www.facebook.com/PoliceScotland Please note that our social media channels are not monitored 24/7 and should not be used for reporting crime. Please dial 999 in an emergency, and 101 in a non‐emergency situation. Inclusive and accessible engagement We aim to embed accessibility and inclusivity into our services to make them work for everyone.
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OFFICIAL OFFICIAL 59 This Annual Police Plan was subject to an Equality and Human Rights Impact Assessment (EqHRIA). A summary of the EqHRIA has been published alongside this document on the Police Scotland website: TO BE UPDATED This Annual Police Plan can be made available in various alternative formats. For more information, please contact us via our online form: https://www.scotland.police.uk/contact‐us/. Deaf, deafened, hard of hearing or speech‐impaired callers can contact us via Text Relay on 18001101.