1. Devon & Cornwall Police Authority Strategic Review November 2010

2. Objectives To form an objective view of the impact of the Blueprint To identify areas of fit and divergence with PA business plan Identify key areas of risk To identify appropriate PA Governance Arrangements To put together a snapshot of overarching small picture within D & C Constabulary To inform the PA reorganisation in readiness for transition in May 2012 To inform PA budget setting in response to CSR10 To provide members with confidence regarding Force intentions and/or challenge

3. Method OGC gateway type review Small team Interviews Pre-reading Production of a short report

4. Strategic Plan Priorities- Key Findings Raising Public Confidence Improving Police Performance Achieving Value for Money Listening and Responding to Communities

5. Raising Public Confidence Integrated Assurance Support the Force in the Change Programme Integrated Risk Assurance Corporate Risk Awareness Raising

6. Improving Police Performance Set Critical Success Factors for the Change Programme Set Performance Indicators/measurement and tracking mechanisms for PA Members on Force Governance Boards Product Descriptions and defined outcomes for the Blueprint Support the Force in its Leadership Development Programme Support the Force in its staff and Officer reductions

7. Support the Force by Engaging with the Community Support the Force in the change programme Listening and Responding Communities

8. Be supportive in concentrating on quick wins e.g. collaborative working Performance framework Estates strategy to reflect community VFM Integrated assurance model Put benefits realisation plan in place Develop estates and IT strategies Achieving Value for Money

9. Recommendations 1. Actively support the Chief Constable in playing a co- ordinating role in the region harvesting quick wins but without diverting scarce resources to regional collaboration to the detriment of D&C's change imperatives 2. Establish and agree strategic priorities with the Force and set a performance framework which recognises the behaviours and outputs required of the new business model, not the old

10. Recommendations (2) 3. Establish performance KPIs for each PA committee and ensure those measures are included in the continuing performance appraisals of each member 4. Adopt an integrated model of assurance which could include embedding PA officers and/or members as appropriate on the various Force Governing Bodies in a non- executive capacity

11. Recommendations (3) 5. Establish a regular headline (e.g. 2 page ) members change update sourced from existing Force communications but headed by a Chairman's message 6. Members to create a network including through partnerships for more actively engaging with the public to ensure continuing focus on the strategic priorities and smooth the implementation of change by strengthening communications and feedback channels

12. Recommendations (4) 5. Guide and support the Force in delivering its change recognising the need for resources (including finance) to be deployed in a way which meets the agreed strategy together with the consequential impact on local communities 6. Identify threats to achieving strategic objectives through a better integrated risk and assurance management framework including closer working with the Force to strengthen corporate risk management linkages between the two organisations

13. Action Plan – a starter for 10 Rec 1 Identify further quick win opportunities for regional or national collaboration. Assess VFM of existing and proposed initiatives Rec 2 Map links between PA priorities and Force performance measures PA to review performance framework for the emergent business model to ensure congruence with PA plan.

14. Action Plan – a starter for 10 Rec 3 Complete re-mapping of risk registers and performance measures to the new committee structure. Embed the linkage of personal objectives for Members to the new structure. Rec 4 Identify opportunities to appoint officers and lead Members to governance positions.

15. Action Plan – a starter for 10 Rec 5 Establish the mechanisms and content to initiate regular comms update for the blueprint implementation. Rec 6 Local Policing & Confidence Committee to propose a network structure and mechanisms for two-way engagement. Finalise Partnership Strategy

16. Action Plan – a starter for 10 Rec 7 Ensure all Members have the latest news at their fingertips and that they are well placed to articulate it to the public in a supportive manner. Ensure PA priorities are communicated to the blueprint team. Rec 8 Build on the PA Risk Management and assurance framework and hold regular update workshops to maintain currency.

17. Corporate Governance Committee to draft an Action Plan in response to the above recommendations. The Action Plan will include an analysis of each recommendation, an assessment of their validity, justification for rejection/deferral or a series of actions (with timescales and owners) together with measures of achievement and implemented in a controlled and monitored fashion. Report Response and Detailed Action Plan