Revised Model of Policing Oversight Group

MAIN ITEMS OF BUSINESS
Introduction and overview of the scope and scale of work to develop and deliver the revised model
Key areas of focus, and the structure supporting the programme
Additional support requirements
Budget commitments
Building the supporting narrative and the end-to-end engagement process
Developing the Vision
Developing and reporting on milestones
Developing an Operating Model, Business Benefits and Draft Transformation Road Map
Understanding demand, demand management and service capacity
Guiding Principles for the Authority’s Governance of the Revised Model
How the Authority can support the Revised Model

KEY ISSUES RAISED
At the Group’s initial meeting in April, Police Scotland set out their priorities and the scope of the programme and how these are being developed for delivery. The Chair set out the Authority’s priorities and early thinking on what Members will wish to consider at future meetings. These were further developed at the second meeting of the Group on 15 May, and key considerations will be incorporated into the Group’s programme of work for the year ahead.

DCC Connors, Police Scotland Executive Lead, briefed members that work on the Revised Model is a three-year programme, focused on developing capacity and capability. Existing transformation programmes will be brought together into one consistent change portfolio, which will be augmented by new programmes in support of delivery of the overall vision and objectives. The current suite of enabling strategies, developed over a number of years, will be simplified and aligned. Work in 2024/25 will lay the foundation for future years’ delivery of enhanced capabilities.

The Chair emphasised the importance of developing a narrative which clearly sets out the societal impact of the programme and its benefit to the public. This narrative should focus on public service, the impact on citizens and staff, and also support public and stakeholder confidence.

Work to support delivery of the Revised Model for Policing

Police Scotland presented on the range of supporting activities and their alignment with work already underway. A number of elements were covered, including finance, development of the vision and target operating model, workforce composition and capability, service design and engagement.

Members highlighted the critical importance of engaging external stakeholders including local government, which is facing many of the same challenges, and the need to focus on public benefit.

Developing the Vision

The overall vision for the revised model of policing, due to be delivered by the end of June, will set the parameters for the programme and guide the development of the target operating model, roadmap and change portfolio.

Police Scotland reported that the programme is currently engaging with officers and staff from various divisions and functions via focus groups to understand their perspectives on what a future Police Scotland could look like. In addition, there is a colleague engagement portal which allows the workforce to share views. Planning is now taking place for further partner engagement, and with the Authority.

Members welcomed the presentation and emphasised the importance of engagement with a wide range of external stakeholders, including local government and the public.

Service Design

Police Scotland’s Head of Service Design presented on progress in mapping resource and demand across the service. This exercise, once complete, will enable the service to see the potential impact of change and assist in strategic choices. The intention is to complete mapping for all service areas by October 2024. Work is also underway to include non-crime demand in the system.

Outputs will inform the developing model, help to shape the organisational narrative, and may identify priority areas where a shift to prevention can have the greatest impact.

Members welcomed this progress, and the Chair emphasised the importance of drawing in professional expertise from the staff team, including front line staff and officers, to build the evidence base.

The Authority’s Oversight Principles

The Chair shared a report on the Authority’s Guiding Principles for Oversight of the development of the revised model, supported by Oversight Group Members, and which are appended to this report.

Attendees also discussed how the Authority can best support Police Scotland in developing and delivering the new model. This included ensuring shared messaging and communication on the programme with Police Scotland, and across all of the Authority’s committees, being flexible and outcome focused on our combined approach to governance, providing advocacy for change, and sharing information on potential challenges.

CONCLUSIONS/ACTIONS REACHED

Members emphasised that the Authority’s red lines are a sustainable service and a balanced budget, and the Group will be focused on capability, capacity and culture. Also of critical importance is a coherent narrative which describes to all internal and external stakeholders the public benefit and purpose of the programme.

Future meetings will consider:
Further detail on the developing target operating model is scheduled for the 9 July 2024 meeting.
Progress in developing the draft vision will also be considered at the 9 July meeting.
Outcomes from Police Scotland’s review of formal programme governance.
The further development of the internal and external narrative and programme of communications and engagement.
The alignment and simplification of Police Scotland’s supporting strategies.
Developing milestones and progress on delivery across the wider range of activity will be considered as a regular part of the Group’s work programme.