Review of Tayside Police Primary Inspection of 2002

4. AREAS TO BE REVIEWED FOLLOWING THE 2002 INSPECTION

4.1 Review Area 1 - the outcome of proposals for change in the deployment of superintendent posts.

(paragraph 1.15)

During the last review inspection HMIC noted that, on 1 April 2004, the force appointed superintendents to take specific responsibility for operational activity in territorial divisions. The rationale behind the change was a desire to ensure there was high-level ownership of divisional performance. It was also deemed essential for there to be sufficient capacity to allow divisional commanders (chief superintendents) to engage with community planning partnerships on important local issues such as the development of antisocial behaviour strategies. A further driver was a need to alleviate the burden of 'on call' being experienced by divisional commanders.

The force has reported an increase in detected crime since the reorganisation of superintending ranks was effected in 2004. It may be that this structural change has resulted in superintending ranks responding well to the desire to spread the performance culture deeper in force and results relating to both cases solved and crime reduced remain very encouraging. However, force performance is a complex matter and HMIC was interested to note a new regime for performance management within Tayside Police.

From a community planning perspective all divisional commanders continue to engage actively with partners and antisocial behaviour strategies have been produced covering the three local authority areas. There is active police involvement in these partnerships, with various high-level multi-agency meetings chaired by chief superintendents. The force response to this issue is discussed further in para 5.4 where partnership activity is examined.

The issue of senior officer resilience in force has also been addressed by the changes with divisional commanders being able to hand over 'on call' responsibility at more regular intervals to deputies. The introduction of an additional detective superintendent has alleviated the 'on call' burden when dealing with the full range of crime related matters, whether they be linked to major incidents or ongoing serious crime operations.

One negative aspect of change may have been a reduced opportunity for chief inspectors to develop experience and skills in an operational role. The only chief inspector (Operations) is in Central Division. However, chief inspectors who perform a 'support' role in other divisions and in Headquarters posts are exposed to operational matters at various times through on call arrangements or by being tasked directly with taking charge of planned and spontaneous events. Chief inspectors (Support) are also active participants in the Tasking and Co-ordinating process so they are in touch with key operational issues.

HMIC had the opportunity to discuss these matters with a range of staff in key positions. The commitment to performance and community planning was evident in all these discussions and it is clear the force is alert to the need to ensure all staff are given exposure to the full range of policing activity relevant to their developmental needs. HMIC is satisified that the force will continue to monitor this important area in the future.

4.2 Review Area 2 - the new arrangements in respect of Corporate Communications.

(paragraph 2.19)

At the last review inspection HMIC noted that a new Force Communications Strategy had been endorsed by the Police Committee at the end of 2003 and undertook to examine the practical application of this work and the work of the Force Marketing Group.

The Communication Strategy is considered by the force to be a living document that will evolve over time and will be updated to meet changing circumstances. However, underpinning the strategy is the recognised need to get the right information to the right people at the right time.

The Force Marketing Group had not met for some time but it had been re-formed and was chaired by the Deputy Chief Constable, demonstrating clear executive commitment to this area of work. A review of the remit and membership was discussed at the first meeting of the reconstituted Group in August 2005, placing it on a firm footing to take forward key issues. Matters to be addressed include a more pro-active media strategy, improved use of e-mail and the internet/intranet and other relevant areas where communication needs to be refined or rationalised.

A consultation plan had been completed and circulated to the Force. This document sets out expectations in terms of community engagement and is a key part of the overall communications strategy. The plan contains a detailed consultation calendar that is easy to follow and monitor.

A programme for consultation during 2006/7 has been prepared and public satisfaction surveys will be undertaken on a rolling monthly basis throughout 2006/7. Outputs from consultation exercises will be reported in a Performance Assessment Report tabled at the new Policy & Performance meetings every three months along with relevant quantitative performance data and information.

HMIC had the opportunity to discuss the many aspects of the force consultation arrangements with key staff and noted a clear commitment to effective community engagement. The force is still working on the problematic area of capturing as much information as possible from consultation and community engagement. Three Divisional Community Intelligence Units have been formed to address this matter. Part of the role of these groups will be to provide the interface between divisional staff and those staff who have responsibility for central collation of information from communities.

The force has also expended some effort on the development of its Internet and Intranet sites. A review conducted of the Force Intranet by Abertay University made several helpful recommendations for development. The Force Internet site was recently ranked fifth in police UK websites in terms of function and performance.

HMIC notes the positive developments in respect of corporate communications.

4.3 Review Area 3 - the developing HR database, which will link to other IT applications.

(paragraph 3.12)

This area was discharged during the Review Inspection in 2004

4.4 Review Area 4 - the outcome of the Best Value review on staff development.

(paragraph 3.31)

The Best Value review of Succession Planning has reached draft report stage. This challenging review was undertaken primarily in an effort to ensure the force had a process in place to have the right people in the right positions to fill the right posts at the right time. Due to G8 commitments the work of the BV team was temporarily suspended. However, a draft report containing seventeen recommendations has now been presented to the Force Executive.

At present there is no formal succession planning in force and the review concluded that there are opportunities for staff appraisal procedures and staff development work to be better linked to meet personal and organisational aspirations. A number of succession planning models have been researched and a 'Tayside model' has been proposed. This model will seek to identify those posts which are considered to be strategically or operationally 'critical' in terms of achieving force objectives. To apply proposed procedures beyond 'critical' posts was considered to be unachievable in terms of administrative burden and cost. The review recommends that, through an annual formal process, posts assessed as being critical should be confirmed by a force-level moderating panel and short/medium/long term candidates identified.

HMIC notes progress in the completion of the review and recognises the constraints placed on the Best Value Review Programme due to G8 commitments. HMIC is interested in the outcome of the review in terms of organsational response to implementing the recommendations and will retain such an interest at the next inspection.

4.5 Review Area 5 - the issue of attendance management and levels of working days lost.

(paragraph 3.39)

Sickness absence levels in the force have reduced for both police officers and support staff since the introduction of Cigna in 2003 as the occupational health provider. Figures last year (2004/2005) saw a reduction of 524 working days lost by police officers and 898 by support staff compared to the previous year. (2003/2004)

At the end of 2004/05 the percentage figures for working days lost, of 4.6% and 4.84% for police and support staff respectively, compare well against those reported by other forces and public sector organisations (see also paragraphs 3.6 and 5.16).

A review of CIGNA has been carried out by the Business Change & Improvement Department, as detailed in the response to Recommendation 6 (see pageX).

The service provided by CIGNA has produced significant benefits to the force in terms of immediate contact and follow-up for staff, better availability to services to enable staff to return to work quicker and a more structured approach to modified duties with consistent monitoring.

HMIC is satisfied that the force has continued to make good progress in this area and this concludes HMIC's interest in this area for the review inspection.

4.6 Review Area 6 - the outcome of the review of the Local Authority Liaison Officer ( LALO) role.

(paragraph 4.4)