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Local Scrutiny and Engagement Project Plans & Scrutiny Cheryl Smith Improvement Service.

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Presentation on theme: "Local Scrutiny and Engagement Project Plans & Scrutiny Cheryl Smith Improvement Service."— Presentation transcript:

1 Local Scrutiny and Engagement Project Plans & Scrutiny Cheryl Smith Improvement Service

2  To protect and improve local services, despite financial cuts; by stopping duplication without cutting the front line  To supply more equitable access across Scotland to specialist support and national capacity where and when it’s needed;  To strengthen connection between services and communities through engagement with many more local councillors and better integration with community planning Reform of the Services

3 Aims of the Act:  enabling framework for local scrutiny and engagement, providing: –flexibility for arrangements to be tailored to suit local needs –opportunities for increased local democratic scrutiny of police and fire and rescue services –better integration with community planning arrangements

4 Requirements of the Act:  Designation of Local Commander/ Senior Officer for each authority area, following consultation with local authority  Chief Constable/SFRS ensure adequate arrangements for policing/carrying out functions in each authority area  Publication of local plans for police & fire  Local authorities to be involved in setting local priorities and objectives  Local authorities to approve local plans and can request specific policing measures to go in the local plan  Local plans to be replaced at least every 3 years  Local authority to monitor and provide feedback to Local Commander/Senior Officer  Local authority can request reports and information as deemed reasonable  Responsibility for community planning lies with Chief Constable

5 What the act does not address:  Whether single Local Commander/Senior Officer covers more than 1 authority area  Whether single scrutiny committee covers more than 1 local authority area  Dispute resolution mechanism if local plan is not approved by local authority  Format for local plans, whether plans for police, fire and other matters are combined – for SPA/SFRS Board to define (service produced templates available/in development)  Provision of locally funded additional officers

6 LSE - Overview  Aims of project – Facilitate smooth transition & ensure the new arrangements strengthen the connection between services and communities  Project mandated – December 2011  Level of participation – All 32 local authorities (23 as Pathfinders, 9 as Networkers), all 16 police forces and fire and rescue services  Police & Fire Reform Act – Royal Assent granted 7 August, staged commencement

7 Developing & Draft Plans in: Aberdeen (Police & Fire) Midlothian (Police & Fire) Aberdeenshire (Police) Moray (Police & Fire) Argyll & Bute (Police) Edinburgh (Police & Fire) Shetland (Police & Fire)Dundee (Police and Fire) Dumfries & Galloway (Police) Angus (Police) East Lothian (Police & Fire)Perth & Kinross (Police) West Lothian (Police & Fire – Joint) Scottish Borders (Police & Fire)

8 Local Plan Development  A varied landscape of approaches, issues and timescales  Fire & Rescue & Police Service both intend:  Initial Plans in place for ‘Day 1’.  Corporate Identity applied to all the plans for ‘Day 1’ - Templates  General Layout - Introductions – Rationale – National Priorities & National Performance  Local Section will almost certainly have differences  Beyond April 1 st – A further year towards a 3 year planning cycle

9 Developing Scrutiny Arrangements: Actual Meeting, Committee Reports, Preparation and Training AberdeenMoray AberdeenshireOrkney EdinburghPerth & Kinross Dumfries & GallowayScottish Borders DundeeShetland East LothianWest Lothian East RenfrewshireMidlothian Glasgow Highland

10 Local Scrutiny Arrangements Scrutiny arrangements being tested – examples include:  Member only committee - Policy and Resources  Member led Committee - partners and officers as non voting advisers  Full Council  Partnership - Safer and Stronger or Community Safety Partnerships but with additional elected member representation

11 Local Scrutiny Development  Training, briefings ongoing – especially important for new members  Local discussions in most areas  Committee papers now common  Arrangements will need time to work, show good scrutiny  Support members and new service arrangements  All within the context of reform and community planning

12 Collaborative Statement Five Principles:  Focus on outcomes  Understand local conditions and reflect the community voice  Promote joint working to secure better outcomes and best value  Provide strategic leadership in order to influence service delivery  Support continuous improvement by providing constructive challenge

13 Practice Examples  Outcomes – Aberdeen City Fire Plan A very outcome focused plan, clear, linked to CPP/SOA with evidence of community engagement  Local Conditions and Community – Edinburgh Police Plan Innovative and thorough approach – 1500 street surveys, focus on place and people, member led  Joint Working – West Lothian Daily T&CG & Co-location Long term commitment to co-location, established daily, monthly and strategic tasking, delegated scrutiny  Strategic Leadership – Dundee P&R Full Council Scrutiny All members involved in shaping the pathfinder, reports to P&R with all members in attendance  Continuous Improvement – Highland Member led Bringing a range of Safer issues into a single scrutiny model. Members and invitees, advisors

14 Scrutiny of Local Plans  Establish clear line of sight between national and local priorities  Focus on outcomes and improvement – reduce inequality gaps  Ensure service delivery meeting needs  Ensure decisions being implemented

15 Effective Scrutiny - Skills and Knowledge  Effective communication, leadership, relationships  Understanding of resource allocation  Understand the evidence – tackling root causes  Knowledge of partnership structures; accountability mechanisms  Know where failure is happening – celebrate success  Performance Management frameworks  Ability to promote change through service improvement  Maintain balance between national and local priorities service delivery  Understand priority setting process, the use of data, evidence and analysis in decision-making  Build open and trusting relationships

16 Community Safety  Effective and embedded partnership structures  Use evidence and analysis to determine shared priorities  Partnership priority setting  Community engagement and consultation  Understand performance reporting / monitoring  Versed in Strategic Assessment production  Elected member involvement

17 Issues / Challenges  Time constraints – timing of scrutiny / training  Public perception i.e. prioritisation / investment public money  Local ward level scrutiny stronger  Is pooling of resources and budgets  Boundaries – not coterminous in some places – differing approaches  National versus local priorities  Scrutinisers expected to know everything?  Aligning the vision of local Safer and Stronger business and the SOA  EM scrutinised by voters  Focus on people vs focus on quality of decision and delivery

18 Beyond April 2013  The Local Scrutiny & Engagement Board  The Plans and Performance Reference Group  On-going direct advice, training and support to colleagues  Provide written guidance and detailed reports  Develop Assessment and Evaluation tools  National and Regional Events  Case Studies - work underway  Part of Safer Communities

19 Thank you 07774 765837

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