Introduction

The Scottish Police Authority (the Authority) (or, in Gaelic, Ùghdarras Poilis na h-Alba) is a body corporate established by the Police and Fire Reform (Scotland) Act 2012 (the Act). It came into operation on 1 April 2013, along with the Police Service of Scotland, and its core functions are defined by the Act.

The Act sets out a legislative framework to ensure effective governance for policing services across Scotland with the Authority responsible for providing strong national governance arrangements and accountability.

This document describes how the Authority works to deliver good corporate
governance. In carrying out its functions the Authority has specific regard to:

• the terms of the Act
• Governance and Accountability Framework Document of the Scottish Police
  Authority, drawn up by Scottish Government in consultation with the Authority
  and which describes the context within which the Authority operates and sets
  out key roles and responsibilities (Annex A)
• the Public Finance and Accountability (Scotland) Act 2000, as amended
• the Scottish Public Finance Manual (SPFM)
• the Memorandum to Accountable Officers for Other Public Bodies
• On Board: A Guide for Members of Statutory Boards published by the Scottish
  Government
• the Ethical Standards in Public Life etc. (Scotland) Act 2000.

The Authority must try to carry out its functions in a way which is proportionate,
accountable and transparent and which is consistent with any principle of good
governance which appears to it to constitute best practice (section2(3) of the Act).

Good governance enables the Authority to achieve its vision and corporate objectives as well as underpin these with mechanisms for the control and management of risk which it reports through its committee structures and processes, and the method of decision-making.

Our governance principles are:

• being clear about, and having a strong focus on, our purpose and on outcomes
  for citizens and service users
• being clear about our functions and responsibilities and performing effectively in
  carrying them out
• promoting values for the whole organisation and demonstrating the values of
  good governance through behaviour
• developing our capacity and capability to be effective in both non-executive and
  executive roles
• managing risks and performance through robust internal control systems and
  strong public financial management
• implementing good practices in transparency, reporting and audit to deliver
  effective accountability.