POLICE ANDFIRE COMMITTEE
PERFORMANCE PANEL
Objectives 2011/12 / Action / D & G / National / Reporting to or by / Progress ReportPERFORMANCE
Maintain and where possible improve overall Police performance, taking account of key indicators
- Public satisfaction
- Reducing crime
- Improving detection
Community Councils
PFC
Scottish Government
ACPOS / Performance and Reporting on track.
Group 1-4 Crimes down 21.4% against 3 year average (1,112 crimes less).
Detection rates Group 1-4 Crimes up 2.5% to 59.8% from 57.3% three year average.
These figures are accurate up to today’s date (19 March 2012).
Acknowledge good performance timeously and where appropriate in a structured way – performance review notes, media focus where appropriate and National events. / Engagement in Scottish Awards event. Significant number of Awards achieved by the Force.
Significant number of media reports highlighting the good performance of the Force.
Formal Awards Evening / Awards Evening held
with increased number of commendations from previous years.
Maintain the performance of the Force in the Upper Quartile of all Scottish Forces. / Analyse SPPF Report to identify best practice and where appropriate embrace within Force.
Make SPPF quarterly and Annual Reports available to PFC and explain, analyse and answer questions where appropriate. / D & G & National / PFC
Scottish Government / On track.
SPPF Quarterly Report to December 2011 issued on 7 March shows Dumfries & Galloway performing well in all categories. (Please refer to Police Performance Report presented to PFC on 27th March 2012.)
PERSONNEL/HR
Maintain policing numbers and staff numbers at optimum levels, taking account of budget and performance. / Provide RaBC with appropriate strategic direction and guidance.
Encourage service area reviews.
Consider implementation of further VRR process. / D & G / Policy Group
PFC / Policing numbers have increased over the year. A further VRR process has been implemented, which has resulted in a small adjustment to staff levels with a contribution to overall savings.
Reviews have taken place within key areas such as Corporate support.
Police Officer and Police Staff Numbers full-time equivalents as at 31 March 2012are 513.71 Police Officers and 226.8 Police Staff.
Ensure officers and staff are focussed and informed as regards objectives and purpose whilst also taking account of drive towards National Policing Reform. / Continue to implement a series of Police Officer and Staff briefings and Q & A sessions at regular intervals across the Force area.
Direct and encourage Force Executive and Senior Management to maintain a high and visible presence across the Force by way of station visits, engaging with presentations and attendance at public events. / D & G / Policy Group
PFC / Objective is on target.
Hold a Force Conference for Police Officers and Staff to review activity and performance for 2011/12 and consider the challenges for 2012/13. Present opportunities for officers and staff to engage directly with Force Executive. / D & G / Policy Group
PFC / Arrangements are in place.
Force Conference scheduled to take place on 28 March 2012.
Consider implementation of a Staff Survey at an appropriate time. / D & G / Policy Group
PFC / Plans are developing for a Staff Survey in early part of 2012/13 financial year.
Staff Survey complete (67.5% Police Staff and Officers responded). Broadly positive response. Results to be presented to Force Conference on 28 March 2012.
PROJECTS
SCG Facility
Develop a more appropriate facility for SCG members to operate from when responding to an emergency situation / Secure support of SCG members to the proposal.
Secure Scottish Government funding and appropriate partners commitment.
Develop and implement plans. / D & G & National / SCG / Facility established and currently working to finalise details in relation to floor plans and technical equipment requirements.
All physical work complete. Facilities tested in full blown exercise with positive outcome. Continuing to refine plans in relation to use. It should be noted the facilities are being used on a much wider and multi-agency basis.
Performance Platform Project
As Executive Lead for the project, re-work the project to reduce scope and ensure delivery in time to meet Single Force needs. / Invite independent review of the project.
Review scope of project in conjunction with Scottish Policing Reform lead for ICT to ensure alignment with future needs. / National / Business Change Programme Board
ACPOS
Scottish Government / All hardware in place and being used to develop and test models. Also being used to support other aspects of IT.
Currently challenging and at a critical stage.
First iterations on Roads Policing delivered and moving forward into User Acceptance Testing.
Very critical and sensitive stage with Legal teams on both sides “sparring” over Contract issues and way ahead.
Castle Douglas
Develop existing CD Police Station site to provide a “policing hub” for the Stewartry, which is sustainable and fit for purpose. / Establish a Project Team.
Secure support of PFC.
Develop a financial plan, which will support timeous delivery.
Develop plans which take account of future policing needs in the Stewartry and allow for rationalising / down-sizing of other locations if appropriate. / D & G / PFC
Policy & Resource Committee / On track. All plans developed and approved. Realistic funding secured. Work to commence in February with a six month date to completion.
Work commenced on track to complete September 2012.
Ports Policing
Ensure the development of a policing facility within the StenaPort at Cairnryan which is sustainable and fit for purpose. / Establish a Project team.
Ensure awareness and support of PFC.
Engage with and secure funding from Scottish Government.
Engage with Stena and develop plans which take account of the particular policing need at that location. / D & G & National / PFC
Scottish Government / On track.
Completed. Excellent facilities provided at minimum cost to Force.
PARTNERSHIPS
Give strategic leadership to key partnerships through engagement with the Chief Officer Group, but more directly as Chair of Alcohol and Drugs Partnership and Youth Justice Strategy Group, all with a view to delivering on objectives. / Engage in bi-monthly meetings with Chief Officers Group to hold partnerships to account.
Review the Committee make-up of those who form the Alcohol and Drugs Partnership.
Develop and refresh the ADP Strategy. / D & G / COG
Strategic Partnership / On track. New strategy completed for ADP. Increasing synergies developing across the partnerships. Make up of ADP reviewed and adjusted.
Youth Justice Strategy Group
As Chair of YJSG oversee the implementation of the Whole Systems Approach to further develop our plans to reduce re-offending amongst young people and also to prevent young people becoming involved in ASB. / Engage with Scottish Government re Whole Systems Approach. Establish a Sub Group of Youth Justice to develop this approach.
Host the launch of the national event for the Whole Systems Approach. / D & G & National / Chief Officers Group
Strategic Partnership
Scottish Government / Systems are in the early stage of implementation, but all is on track.
National Conference hosted with Cabinet Secretary present. Local Conference staged on 14 March 2012, focussing on Whole Systems Approach. Very good results being obtained across the whole area of Youth Justice.
BUDGET & RESOURCES
Seek to secure a realistic budget to deliver services (2011/12) and thereafter operate within it – maximising income and at all times providing and demonstrating Best Value. / Oversee an appropriate planning and budget process to reflect Force, PFC and Scottish Government requirement.
Ensure appropriate rigour re forecasting budget pressures and improving ‘business’ management in Force.
Ensure appropriate awareness / support and challenge within PFC
Regular and realistic budget management reports to be made available to Divisional and Business Heads to enable performance to be managed – devolving to the appropriate levels to ensure responsibility. / D & G / PFC / 2011/12 – Budget balance, detailed planning process developed. Greater awareness within senior team of financial planning. Detailed savings plans developed and implemented leading to a Reserve being carried forward.
Budget managed very positively. Savings made and good forward planning enabling sound budget for 2012/13.
Additional Ports Funding
Pursue all opportunities with both Scottish Government and UKBA to increase funding and resource at the Ports facility. / Engage with UKBA, Scottish Government and Westminster Government to explore all opportunities to develop a realistic resolution to the problem.
Submit a bid to Scottish Government Central Grant Funding for an additional four resources. / D & G & National / PFC
ACPOS
Scottish Government / Additional funding unlikely in the short term. Action Plan developed to mitigate Resourcing gap created by UKBA. Continuing political pressure necessary.
Funding secured for four additional officers from Scottish Government at the Port.
CHANGE MANAGEMENT
Positively engage and contribute at a strategic level to Police Reform. / Establish a Transitions Project Team in Force to cope with and respond to the demands of Police Reform. / D & G / ACPOS
PFC / Being progressed.
Heavy demand from Police Reform Team for resource and information. Being coped with currently.
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