1. Priority Setting and the use of Strategic Assessments Mark McCall – Community Safety Operations Manager Gary Smith – Community Analyst Fife Community Safety Partnership

2. Partnership Strategic Assessments Business tool utilised by CSP’s in varying formats throughout the country Structure of CSP’s varies widely – impact on analytical resources Quality and use of strategic assessments inconsistent nationally SCSN guidance – priority within SCSN business plan for 2012 / 2013

3. Partnership Strategic Assessments Fife – using an area based tactical tasking model since 2007 – phased roll out throughout 2008/2009 Area workplans being developed in isolation – some conflicting with existing community safety strategy Requirement for a product to identify Fife wide priorities to support local workplans and enhance buy-in from partner services and organisations

4. Strategic Assessment production: Research and rationale Follow-on from tactical tasking process, making use of community analyst resources Identification of priority issues requiring medium to long- term action Analysis conducted against previously identified and emerging priority issues External factors considered – Demographic and social indicators - Deprivation Cross cutting issues identified – Drug and alcohol abuse fed into multiple sections

5. Strategic Assessment production: Writing Data collection – 3 year time period to establish trends – open source; charges; subject experts; etc. 3 main sections – Current picture; Future and emerging trends; Areas for development Conscious decision to list ‘areas for development’ instead of ‘recommendations’ PESTELO process – Assess physical, environmental, social, economic, legal, organisational and technological issues that will impact over next 3 years

6. Strategic Assessment production: Risk assessment 4 x 4 model chosen Probability – Trends/ Intelligence information / Number of perpetrators / Opportunity Impact – Threat of public disorder / Media / Resources / Social impact / Risk to life

7. Strategic Assessment production: Risk assessment Probability and impact of issues considered and scored by key partners and subject experts Issues graded as very high/high/medium/low Workshop group held to discuss risk assessment findings and grading. The priority grading arrived at often did not match the expectations of workshop participants.

8. Strategic Assessment production: Difficulties Cohesiveness – Document written by four people, all with different writing styles Service data collection – The form of information provided varied between services. E.g. fiscal year data or calendar year data Terminology - Multiple acronyms and service definitions. Needed to be clarified for a partnership audience Backlog in receiving data – e.g. road fatalities Data gaps

9. Partnership Strategic Assessments Does not detract from business as usual at area level – e.g. Community Engagement model Increased co-ordination of area activities to support delivery of community safety strategy Helped drive restructuring of strategic task groups Move towards monthly operational and quarterly strategic tasking at an area level

10. Partnership Strategic Assessments Where Next –Annual Review – identify changes in priorities and emerging issues –Re-design of frontline services – logic model approach National Direction –Impact of reform – local police / fire plans –Community Planning Strategic Assessments