Strategic review of the Scottish Police Authority

Areas for development

Number

The SPA is considering how to enhance its self-evaluation process, in particular moving away from compliance-based assessment. Future iterations would benefit from: inviting wider participation; reviewing the assessment criteria to take account of all relevant guidance; and by more fully encompassing all of its roles, including its role in holding Police Scotland to account.

1

The SPA should reflect upon its self-evaluation as well as on the findings from this review to consider what further development work is needed to fully meet best value expectations.

2

The SPA should plan how it can best continue to support and challenge Police Scotland in both its continuous improvement and best value commitments.

3

The SPA should invest time in reflecting upon its current leadership, with the aim of capturing successes and good practice as well as any challenges. It should then translate these into learning to ensure that robust structures and processes are in place for any subsequent changes in personnel.

4

The SPA, both as an organisation and in its scrutiny of Police Scotland, should continue to develop performance and outcome measures to improve transparency and reporting against strategic aims.

5

The SPA should continue to develop its work to enhance scrutiny of Police Scotland’s development of a longer-term vision and sustainable model for policing. This should focus upon progress and should be developed with consideration of, and in alignment to, the joint strategy.

6

The SPA should consider streamlining its plans and subsequent reporting, ensuring that it effectively prioritises its work for most impact, with effective use of its resources.

7

The SPA should further develop its strategic partnership role, and its engagement strategy should clearly set out the levels and intended outcomes of engagement.

8

The SPA should review the agendas of its committees in line with their core purpose and consider reporting all committee effectiveness reviews in public, involving other stakeholders in the process.

9

The SPA should improve both the recording of decisions in minutes and the use of rolling action logs to ensure that acceptance of assurances, and any follow-up requests or agreed actions, are recorded and delivered.

10

The SPA should, in conjunction with Police Scotland, review the quantity and quality of reports going to board and committee meetings to ensure that they are clear and concise to support effective scrutiny, and do not over burden board members.

11

The SPA should improve its scrutiny, challenge and monitoring of Police Scotland’s risk reporting, risk register and mitigating actions.

12

The SPA needs to ensure that it is exercising effective scrutiny and oversight of Police Scotland’s change programme and associated benefits.

13

In conjunction with Police Scotland, the SPA should urgently refresh its medium-term financial strategy to reflect projected funding settlements from the Scottish Government.

14

In conjunction with Police Scotland, the SPA should urgently refresh its medium-term financial strategy to reflect projected funding settlements from the Scottish Government.

15

The SPA should consider how interdependencies and duplication across its committees could be better managed.

16

The SPA should consider how to ensure that seldom-heard voices are systematically and effectively engaged in its own and Police Scotland’s work.

17