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Strathclyde Police Primary Inspection 2004
2. Policy and Strategy
Strategic Planning
2.1 Departmental responsibility for the development of the force's Business Plan and Annual Public Performance Report lies with Corporate Planning and Development. The Business Plan is developed over a 3-year cycle and an annual planning cycle framework is in place.
Figure 4: Annual Planning Cycle
2.2 The force Business Plan is clear in stating what the force's priorities are and which structures are in place to support service delivery. Updated annually, the business plan identifies emerging issues and confirms priorities.
2.3 The force has undertaken a review of the planning process in order to develop a suitable mechanism to align divisional and departmental plans with the three operational strategies contained in the force Business Plan and the Joint Police Board priorities. Within the review, the force has recognised its statutory obligations under the Local Government in Scotland Act 2003, with particular emphasis on Community Planning. There is also recognition that the Community Planning process is in its infancy and that the force planning processes will be flexible and adapt as Community Planning develops.
2.4 The three operational strategies of Response Policing, Public Reassurance and Engaging Criminality are firmly embedded in corporate activity. Infrastructure for supporting the delivery of the core strategies is provided by way of Support and Co-ordination. During the fieldwork, HMIC was impressed with the way in which the operational strategies were frequently brought into discussions, highlighting clear awareness of where the force should be directing its activity.
2.5 Guidelines for divisional and departmental planning have been published and are used as the basis for a new 3-year divisional business planning cycle, with sub-divisions operating on an annual cycle. Work is currently in progress to integrate the National Intelligence Model (NIM) processes and timetables into the force annual planning cycle. The 'strategic assessment' is at the heart of the NIM process and is produced by force intelligence staff, with information being gathered from many sources. They may include, for example, the findings from staff and customer surveys, environmental scanning and PESTELO (Political, Economic, Social, Technological, Environmental, Legislative and Organisational) analysis. If the planning process is correctly aligned, then strategic assessment can provide the business planning process with intelligence to assist decision making in the setting of strategic goals and the identification of resources and appropriate performance measures. Planning guidelines have only recently been introduced to departments and there has, in some areas, been slippage in completing the plans within the business planning timetable. However, HMIC recognises the force's effort in improving corporacy in this area and looks forward to examining the planning process during the review inspection.
2.6 The force has produced an information leaflet for distribution to personnel, under the 'Engaging Criminality' operational strategy. It outlines how every individual can contribute to this area of activity by way of intelligence gathering, crime scene capture, financial investigation and disruption and prevention activities. Of particular significance is the integration of the Proceeds of Crime Act 2002 into this operational guidance leaflet and how the Financial Investigation Unit can assist operational officers. HMIC recognises this as good practice.
Programme Management
2.7 The comprehensive review of strategic management processes impacted upon the Programme Board and the Strategy Groups. The outcome is that policy is made by the force executive and implemented by the Programme Board. It is the remit of the Programme Board to assess the financial and organisational impact, including organisational capability, prior to any implementation.
Figure 5: Programme Management Structure
2.8 At the next level from the Programme Board, there are Strategy Groups for Public Reassurance, Response Policing and Engaging Criminality. There were, previously, a further three Support Strategy Groups but these have been amalgamated. As a result, Information Technology, Human Resources and Finance now form the Support Strategy Group. The other strand in support strategies is the Planning and Performance Strategy Group. Strategy groups are encouraged to operate with a high degree of autonomy to plan, monitor and manage the projects designed to deliver the strategic aims.
2.9 HMIC recognises that Strathclyde Police is developing Programme Management within the force. A Programme Manager was recruited in October 2002. The force has invested in project management training for both police and support staff and introduced project management software to improve planning and collaborative working. Processes exist to monitor progress against milestones on key force projects and relevant risks, flagging up issues for the force Programme Board. In view of the range of enabling projects currently ongoing within the force, HMIC considers that there is further scope to build on the investment, increasing experience in project management, developing the role of Programme Manager and Programme Support Officer. HMIC welcomes the recent appointment of the Force Programme Manager and the recruitment of professional project managers in this area and would anticipate quick progress towards a point where the Programme Manager is fulfilling this key role in a strategic context. HMIC will be interested to view the progress achieved in strategic programme management at the review inspection.
Performance Management
2.10 With the move away from singular targets and the setting of short-term annual targets, HMIC recognises that there is currently a gap in the force's measurement of organisational activity. Furthermore, no mechanism currently exists which permits a clear focus on delivery of planned activity, evaluation of success and assessment of overall performance at force level. The force has piloted a Performance Management Forum with a view to addressing the issue of accountability of divisional managers for performance within their divisions. An evaluation report is currently being prepared by the Quality Unit which will contain options and recommendations.
2.11 Current performance measurement is by way of statistical comparison against National Performance Indicators. The Public Performance Report 2002/2003 made it clear that the force would no longer continue to set short-term annual targets, but instead focus its attention on performance across a wider spectrum of activity. The performance of the force will, however, continue to be measured against the national key performance indicators and ACPOS priorities.
2.12 Within the framework of performance management, the force is now looking to move away from the focus of singular targets, to a more integrated measurement of activity using the Balanced Scorecard. The Balanced Scorecard is a recognised business model with an agreed set of measures which provide managers with a comprehensive view of an organisation's performance. The purpose of the scorecard approach is to enable the force to develop a set of performance indicators that provides a comprehensive view of overall performance, but which is visibly linked to key strategies and priorities. Although the Business Plan 2003/2006 suggests that the introduction will be phased in during the latter part of 2003, HMIC noted that the process has not, as yet, been introduced. The force is working towards introducing a 'Corporate Scorecard' in the period 2005/2006, which would set the strategic direction of the force, with divisions and departments supporting it.
2.13 Whilst the introduction of a Performance Management Forum and the development of a broad-based business analysis model is to be welcomed, it is essential that progress is made in this area within realistic timescales and with due cognisance of the work being carried out by ACPOS in respect of performance measurement. HMIC would expect this process to be firmly in place when the review inspection is carried out.
Corporate Communications
2.14 The Corporate Communications Department comprises 40 staff and the newly-appointed Head of Corporate Communications took up the post in June 2004. During the field inspection, HMIC noted that force staff were not fully conversant with certain key organisational issues, despite efforts by the force to promote awareness of ongoing projects in intranet features and special bulletins. Elsewhere in this report, HMIC identifies specific areas where a gap in awareness existed. It is therefore encouraging to note the recent appointment of the Internal Communications Officer and HMIC looks forward to assessing the impact made by the introduction of the post.
2.15 The Media Department, within Corporate Communications, facilitates attachments for divisional CID officers, who attend there for a week. This is a rolling programme and gives the officers an insight into the requirements of the press in relation to information appeals, major enquiries and general policing issues. HMIC considers this good practice.
Policy Management Unit
2.16 The recently introduced Policy Management Unit has commenced a 2-year programme with the aim of co-ordinating and reviewing policy and standard operating procedures in all areas of business. The Force Procedures Manual has been replaced by an electronic version, the intention being to reflect current force policy accurately in a more accessible form. Staffed by an inspector and sergeant, the Unit will deal with Heads of Department, with each Head being responsible for signing off any change in policy or standard operating procedure. Every policy will be signed off by the Chief Constable.
2.17 The Policy Management Unit has provided guidance manuals to ensure uniformity and the force is satisfied that the guidance is compliant with diversity issues, Freedom of Information and the European Convention on Human Rights. HMIC acknowledges the work being undertaken by the force in this area and recognises the potential for strengthening corporacy, whilst ensuring the force is prepared to meet any obligations under the Freedom of Information Act.
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