‘Value’ in Policing Bill Harkins Deputy Chief Constable Tayside Police

History Developing a Performance Assessment Model for ACPOS – 2005 Developing a Performance Assessment Model for ACPOS – 2005 Scottish Police Performance Framework /2008 Scottish Police Performance Framework /2008 Concordat - Single Outcome Agreements Concordat - Single Outcome Agreements Justice Committee Review of Police Resources – January 2008 Justice Committee Review of Police Resources – January 2008 Independent Review of Policing Independent Review of Policing

Independent Review of Policing “Within the lifetime of this Parliament the Scottish Government should initiate an independent review of the role and responsibilities of the police in Scotland, informed by the Committee’s report.” (Recommendation 4) “Within the lifetime of this Parliament the Scottish Government should initiate an independent review of the role and responsibilities of the police in Scotland, informed by the Committee’s report.” (Recommendation 4) Whether current police resources are adequate to allow forces to effectively meet all of their present commitments and the structure and means by which forces deploy their resources, to what effect and with what success. Whether current police resources are adequate to allow forces to effectively meet all of their present commitments and the structure and means by which forces deploy their resources, to what effect and with what success.

The Problem “The difficulty of considering joint outputs, environmental inputs, long-term issues and random variability suggests the need for very careful modelling before drawing any conclusions on the efficacy of a particular management team or programme. In practice, it is almost always impossible to measure all the relevant variables, and it must be accepted that the analysis is both incomplete and partisan, in the sense that a particular stakeholder’s set of values are being used. It is important that the limitations of an outcome measurement scheme are made explicit.” “The difficulty of considering joint outputs, environmental inputs, long-term issues and random variability suggests the need for very careful modelling before drawing any conclusions on the efficacy of a particular management team or programme. In practice, it is almost always impossible to measure all the relevant variables, and it must be accepted that the analysis is both incomplete and partisan, in the sense that a particular stakeholder’s set of values are being used. It is important that the limitations of an outcome measurement scheme are made explicit.” Smith, P., Measuring Outcomes in the Public Sector, 1996, Taylor & Francis Ltd, page 15.

Public Value - The Solution ? “…the notion of social outcomes, the achievements, changes or benefits that are delivered by public services for consumers, citizens and taxpayers – is central to the idea of delivering public value over time.” “…the notion of social outcomes, the achievements, changes or benefits that are delivered by public services for consumers, citizens and taxpayers – is central to the idea of delivering public value over time.”nstore.accenture.com/acn_com/PDF/2007LCSReport_DeliveringPromiseFinal.pdf

Public Value Demonstrate Public Value if you show delivery across four different stakeholder groups: Demonstrate Public Value if you show delivery across four different stakeholder groups: needs of the individual needs of the individual collective needs of society collective needs of society concerns of tax-payers concerns of tax-payers directives of political leaders directives of political leaders However: However: “…public measurement is not at all straightforward. The point is to maximise the direct benefit created for the service recipients, the wider community as the taxpayers who pay the bill.”

Suggested Model

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