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6. THEMATIC UPDATE
Safety First- Thematic Inspection of Personal Protective Equipment
All three force-specific recommendations have now been implemented and the summary of the action taken to address the recommendations is as follows.
The force has updated its standard operating procedures to document the process for the checking of personal protective equipment. All personal protective equipment, which consists of a baton, rigid cuffs, CS spray, body armour, Airwave radio terminal and the means of carrying it, are checked on a monthly basis by supervisors and these checks recorded locally.
All officers who are required to undertake operational duties are required to undergo appropriate training, irrespective of rank.
The policy followed by Tayside Police in respect of re-certification is to re-certify every officer, irrespective of rank, on a bi-annual basis.
Quality of Service - Review of the Investigation of Complaints Against the Police in Scotland
From the six recommendations made for forces, Tayside Police have fully implemented two recommendations and have decided not to implement two recommendations Implementation of the one remaining recommendation is in progress, as is the case for one suggestion. A summary of this progress follows:
A decision was made by the Deputy Chief Constable not to increase the size of the Professional Standards Department at this time. Whilst over 95% of all complaints progressing to full investigation are dealt with by full time investigating officers ( IOs), the force considers that there will always be circumstances in which the appointment of an IO from outside the Professional Standards Department may be required. Examples include the appointment of specialist officers with expertise in Road Policing, Child Protection and Major Crime Investigation.
The fact that the force can investigate 95% of those complaints requiring full investigation with dedicated officers means that it complies with the spirit of the recommendation in respect of reactive work. However, the force currently still does not have the capacity within the Professional Standards Department to conduct robust proactive investigations
HMIC appreciates that limited resources prevent the force from devoting a unit exclusively to tackling these enquiries, which could potentially include police corruption, substance misuse, inappropriate receipt of gifts and breach of confidence. HMIC is satisfied that procedures are currently in place to deal with such issues as the need arises but supports the development of proactive capability. It may be that ACPOS, which is currently looking at issues of capacity and capability in connection with other protective services, could include proactive professional standards work within that consideration.
Recommendation 12 states that Investigating Officers' reports to the APF should contain both the complainer's previous convictions and the complaints history, if any, of the subject officer(s). This recommendation will be implemented following the publication of new legislation on this matter.
The suggestion that there is a need to maintain contact with suspended officers is an area that is currently being reviewed by the force which will result in more explicit guidance for liaison officers being made avilable. HMIC points out that the line management of liaison officers also needs to be specified and appropriate guidance provided.
Local Connections - Thematic Inspection of Community Engagement
Of the 8 force-specific recommendation made, 2 are complete and 6 are in progress. Progress in the outstanding areas is a follows.
Recommendations 1 and 2 ( Public Perception Surveys and Consultative Arrangements)
A report has been produced showing the results for the force and divisions for the service satisfaction survey undertaken for year end 2004/05. Results were placed on the force intranet and an audit of consultation activity has been undertaken. . This provided an overview of the range and type of consultations and communications ongoing across the force.
Following the recent appointment of a new Consultation Analyst, the Consultation Plan has been re-visited in order to simplify it and it now forms an integral part of an overall Force Communications Strategy. In addition, a programme of consultation for the force has been prepared for 2006/07.
The Consultation Analyst has made initial contact with representatives from the three local councils with respect to joint working and inter-linking with their programmes of consultation as and when appropriate.
A draft consultation handbook has been prepared and circulated to provide a reference tool for members of staff. This outlines the ranges of consultation undertaken as well as the reasons for doing so and describes the ensuing benefits.
Future results will be placed on the force intranet and the force web-site as part of an overall performance-related section. Discussions are currently taking place with the Web Manager over the design and presentation of this information.
The priority for the force at present is to fulfil the statutory obligation with respect to quality of service surveys for 2005/06. Results will be audited by Audit Scotland early in 2006/07
Recommendation 4 (Review Community Planning Arrangements)
The Divisional Operating Procedures have been reviewed and are now on the force intranet. The information protocol on anti-social behaviour has been developed. A partnership audit was started by the previous consultation analyst who had carried out some work in this area. Due to the commitments of the G8 summit this was put on hold and will be picked up again and a decision made as to whether or not this piece of work will continue.
Recommendation 5 (Review Local Authority Liaison Officers)
The LALO review was planned in the work of the Business Change & Improvement Department, however other areas for review were given higher priority. This is now back on the programme and will be considered for 2006. The current position throughout the force is that Eastern Division has moved the LALO to work within Community Safety at Forfar but still maintaining the contact with the local authority. In Central Division the position is full time at the local authority and working closely with Community Safety and Crime Reduction Unit. In Western Division the LALO works between the Division and the council and is attached to Community Safety.
Recommendation 9 (Review of Community Policing Strategies)
A review of the Divisional Operating Procedures has been carried out. A review of partnership activity is on hold meantime. A review of the Community Liaison Officer was on the programme for the BCID however other work took priority. This will now be included in the programme for 2006.
Recommendation 12 (Volunteer Workforce)
The force will reconsider the value of carrying out this work during 2006.
Partners in Crime- Thematic Inspection of Crime Management in Scotland
From the 18 recommendations made by HMIC, 14 required to be addressed by individual forces. The remaining 4 recommendations required action by other organisations. Prior to the publication of the thematic inspection, Tayside Police had already made significant progress in many of the areas recommended and therefore no further action was considered appropriate. The reasons for no further action are recorded in the force action plan for this thematic inspection.
The force recognises the importance of continually improving performance and measuring the effectiveness of its procedures. However, the exceptional operational demands which were made on the force prior to the G8 summit resulted in the force being unable to deliver on some of the recommendations. The force is satisfied that current performance in this area does not suggest a need to carry out this work at this time.
A structural review of Headquarters Crime Management was undertaken in September 2005. This work is being carried out in order to meet the challenge of changes particularly in relation to community safety, child protection, anti-social behaviour and the management of sex offenders. It is envisaged that the revised structure will also enhance capability in the areas of crime strategy/monitoring/reduction, major crime review, scientific support management, covert policing resilience and transacting enquiries with the telecommunications industry.
The following is provided as a statement of action taken to address crime management:
Crime Management Units
Tayside Police established Crime Management Units within each Division of the force area following the HMIC Thematic Inspection in 1995. Recent changes at a local level with the introduction of generic workbaskets have apparently contributed to an overall improvement in performance and the professional investigation of crime.
Scenes of Crime
A best value review of the Identification Branch was undertaken in 2001, and examined the services and functions carried out by the branch to assess the effectiveness of service provision and to identify areas for improvement. The review made twenty recommendations for change, which have now all been comprehensively addressed. As a result of the review a number of additional scenes of crime officers ( SOCOs) have been employed and deployed evenly throughout the force area to address demand A business case has been submitted for the establishment of a Submissions Unit, which will act as a single point for lodging all productions for forensic examination. Trained professionals will staff the Unit and make an assessment, based on set criteria, of the best possible type of forensic examination in order to maximise the opportunity for detection.
Tayside SOCOs have direct access to the crime recording system, which allows them to update crime reports following their attendance at the crime scene. In addition, SOCOs can update or change the modus operandi comments field if they find that the details on the crime report do not agree with their findings at the scene. The force does not agree with the recommendation for a protocol on SOCO attendance at volume crime scenes. It argues that scenes of crime are part of the investigative process and must be intelligence led. Divisional Commanders and the Head of HQ Crime Management reportedly make decisions based on competing demands in line with the National Intelligence Model and policing priorities. What is appropriate in one area may not be appropriate or even possible elsewhere.
HMIC regognises that that police managers must prioritise investigations, based on a range of factors including crime type and specific policing priorities, supported by information and products contained within the NIM process. Within these parameters HMIC considers that the attendance by SOCOs at volume crime scenes is key to the succesful exploitation of forensic techniques and, as such, police managers must be mindful of this when requesting the services of SOCOs.
Analytical Staff
There is a career structure in place for Intelligence Analysts within Tayside Police. The analytical staffing structure in the force currently consists of Senior Analyst, Analysts, Community Intelligence Analysts and Researcher. There are plenty of opportunities for both career and lateral development within the force.
Tayside Police Analytical staff maintain good working relations and links with other forces on an informal basis through attendance at training courses and ad-hoc contact. The force considers the training provided by the Scottish Police College to be comprehensive and relevant.
National Intelligence Model
The force has implemented the National Intelligence Model throughout the force area and reviews its effectiveness on an ongoing basis to make improvements to its operational effectiveness. Comprehensive training on the NIM has been delivered to operational officers and selected members of support staff. A standard operating procedure is available on the Force Intranet for all staff to view, an aide-memoire card has been distributed to all officers and an online Distance Based Learning package has been developed by the Staff Development Unit and is available on the Police Information Network for Scotland ( PINS) site.
Predictive Analysis
Tayside Police analysts carry out some forms of predictive/trend analysis. The ANPR can be used to identify target vehicles using the same route on a regular basis to predict when they may use it again. In the longer term it is the force's desire to use this resource more frequently.
Victims of Crime
The Virtual Contact Centre ( CMA) has been developed and provides a caller history to allow the force to identify repeat victims at the start of an enquiry. Tayside Police has reviewed its policy and standard operating procedures in respect of repeat victims to incorporate the recommendations made within the Inspection Report.
Tayside Police has Victim Support standard operating procedures, which provide advice and guidance to operational officers on referrals etc. In addition, the force is running a pilot in partnership with Victim Support where VS volunteers will work with a Family Liaison Officer in murder enquiries. This is aimed at enabling the family of the victim to have direct and focused access to address their needs during a difficult period of time.
A protocol is in place with Victim Information and Advice ( VIA) Dundee to assist in providing updates to victims when cases are referred to theCrown Office and Procurator Fiscal Service.
All victims, with the exception of those who have been victims of crimes/offences in groups 5 & 6, are referred to Victim Support Scotland ( VSS). This is an opt-out scheme and victims are given 24-hours on receipt of a letter to opt-out. In 2004, 9,641 referrals were made through the automatic and opt-in categories representing an 18% increase in the previous year's figures.
Conclusion
HMIC acknowledges the assistance given by all members of Tayside Police during the review inspection. It commends the Force for its commitment to change during a very demanding period and looks forward to assessing progress at the next Primary Inspection.
HM Inspectorate of Constabulary
Feb 2006?
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