| Year | Force/
Organisation | Publication Date | Chapter
Page
Paragraph | BEM Heading | Recommendation/
Suggestions | Text | Directed to |
| 2000 | Central | 22-Aug-00 | 3, 18, 3.7.8 | People Management | Recommendation 1 | Early attention should be given to the introduction of turnkeys and thus enable the re-deployment of police officers to appropriate functions. | Force |
| 2000 | Central | 22-Aug-00 | 4, 26, 4.9.11 | People Management | Recommendation 2 | The force establishes and implements a clear force policy on health and safety based on current legislation and guidelines. The police should be endorsed by the chief constable and the joint police board to reflect the force's commitment to the principles of health and safety and its observance of the legislation. | Force |
| 2000 | Central | 22-Aug-00 | 6, 36, 6.3.14 | Processes | Recommendation 3 | The force appoints a Director of Intelligence and develops a strategy to direct and co-ordinate the acquisition and use of intelligence within the force in accordance with national guidelines. | Force |
| 2000 | Central | 22-Aug-00 | 6, 39, 6.6.5 | Processes | Recommendation 4 | Early action is taken to ensure that all reports of crime are properly recorded as a crime at the point of reporting and, following investigation, the appropriate disposal authorised. | Force |
| 2000 | Central | 22-Aug-00 | 6, 40, 6.7.8 | Processes | Recommendation 5 | The force Information Security Police (ISP) should be finalised and distributed as soon as possible. | Force |
| 2000 | Central | 22-Aug-00 | 7, 41, 6.7.9 | Processes | Recommendation 6 | The force carries out a formal risk assessment incorporating all data systems and applications and prepares a strategic audit plan as stated in the Data Protection Audit Manual. | Force |
| 2000 | Central | 22-Aug-00 | 7, 49, 7.8.19 | Processes | Recommendation 7 | The force reviews its handling of complaints against the police. Special regard should be paid to timescales and reporting targets and the introduction of an effective performance monitoring and measurement system to ensure such targets are met. | Force |
| 2000 | Central | 22-Aug-00 | 1, 6, 1.1.5 | Leadership | Suggestion | Given the size of the force, the respective roles of the force executive group and the force policy implementation team be subject to review to determine the efficiency and effectiveness of current structure. | Force |
| 2000 | Central | 22-Aug-00 | 1, 10, 1.7.5 | Leadership | Suggestion | Devolved resource management should be followed through on a more vigorous timescale. | Force |
| 2000 | Central | 22-Aug-00 | 2, 12, 2.2.4 | Policy and Strategy | Suggestion | Benefit might be gained from staff at the Policy, Strategy and Quality Unit having a more definitive role in the standard and content of local plans to achieve more effective co-ordination of results. | Force |
| 2000 | Central | 22-Aug-00 | 3, 15, 3.3.2 | People Management | Suggestion | The force might wish to consider a schedule for JNCC meetings with set dates throughout the year. | Force |
| 2000 | Central | 22-Aug-00 | 3, 16, 3.3.4 | People Management | Suggestion | The formation of a joint negotiating board involving both police and support staff be revisited as such a board can enhance corporacy and improve communication. | Force |
| 2000 | Central | 22-Aug-00 | 3, 17, 3.7.5 | Processes | Suggestion | Because of the potential risks, the force reconsider its approach regarding allowing prisoners to be supplied with food by friends. | Force |
| 2000 | Central | 22-Aug-00 | 3, 18, 3.7.6 | Processes | Suggestion | The force considers producing guidelines for officers regarding the provision of special diets or other religious needs of people in custody. | Force |
| 2000 | Central | 22-Aug-00 | 3, 18,3.7.7 | Processes | Suggestion | Although there is good CCTV coverage of cell blocks and passages in the main stations, consideration be given to the replacement of current video recording equipment with tamper-proof machines. This enables any allegation of tampering with the equipment to be refuted and ensures that prisoners and officers are protected at all times. | Force |
| 2000 | Central | 22-Aug-00 | 3, 18, 3.7.9 | Processes | Suggestion | The force should reconsider the documentation of such a plan relevant to each of the three main custody areas at Alloa, Falkirk and Stirling. | Force |
| 2000 | Central | 22-Aug-00 | 4, 21, 4.3.6 | People Management | Suggestion | The selection procedures for specialist departments are re-visited to ensure that openness, fairness and accountability are firmly rooted. | Force |
| 2000 | Central | 22-Aug-00 | 4, 22, 4.3.8 | People Management | Suggestion | In relation to the force's recruitment process, the need for a final interview with the deputy chief constable, be re-visited. | Force |
| 2000 | Central | 22-Aug-00 | 4, 31, 4.5.7 | People Management | Suggestion | Specific action is considered in respect of attracting ethnic minority members of the community into the force. | Force |
| 2000 | Central | 22-Aug-00 | 4, 23 4.5.8 | People Management | Suggestion | The force considers establishing a formal equal opportunities monitoring group. | Force |
| 2000 | Central | 22-Aug-00 | 4, 24 4.6.3 | People Management | Suggestion | There is value in the force regularly monitoring the service profiles of officers to ensure the appropriate balance is being achieved. HMIC has no single approach to tenure but emphasises the important of robust management of vacancies and proper attention to succession planning. | Force |
| 2000 | Central | 22-Aug-00 | 4, 24, 4.8.3 | People Management | Suggestion | Specific targets are set for managing down the level of sickness absence. | Force |
| 2000 | Central | 22-Aug-00 | 4, 26, 4.9.10 | People Management | Suggestion | The force might wish to consider the range of forms used in other Scottish forces which cover the whole gamut of exposure to violence and injury on duty. | Force |
| 2000 | Central | 22-Aug-00 | 4, 26, 4.10.2 | People Management | Suggestion | The force considers developments in respect of the use of CS incapacitate spray and adopt a policy about providing its officers with this equipment. | Force |
| 2000 | Central | 22-Aug-00 | 5, 27, 5.2.2 | Partnership and Resources | Suggestion | A formal review of the role of local authority liaison officer and arrangements would be valuable in demonstrating their worth and maintaining development of the secondment. | Force |
| 2000 | Central | 22-Aug-00 | 5, 28, 5.2.10 | Partnership and Resources | Suggestion | The force should consider joint monitoring and evaluation of the scheme with the education services of the three authorities. | Force |
| 2000 | Central | 22-Aug-00 | 5, 29, 5.3.3 | Partnership and Resources | Suggestion | The new drugs/surveillance unit considers agreeing formal protocols with other enforcement agencies such as the Scottish Crime Squad, National Criminal Intelligence Service and HM Customs and Excise | Force/SCS/NCIS/HMIC |
| 2000 | Central | 22-Aug-00 | 5, 30, 5.4.5 | Partnership and Resources | Suggestion | The force may wish to consider a system of "flagging" domestic violence incidents at a particular address or involving an individual in order that officers attending might be made aware of previous incidents. | Force |
| 2000 | Central | 22-Aug-00 | 6, 34, 6.1.2 | Processes | Suggestion | That activity analysis is routinely undertaken across force functions and is used to inform policy on deployment decisions. | Force |
| 2000 | Central | 22-Aug-00 | 6, 37, 6.4.3 | Processes | Suggestion | The force should consider formalising methods of: identifying criminal cases where asset confiscation might be appropriate, communication between the force and disclosing financial institutions, effective, pro-active utilisation of NCIS disclosures in investigations, incorporating financial investigation into the intelligence development process, deployment officers trained in Financial Investigation as part of major enquiry teams. | Force |
| 2000 | Central | 22-Aug-00 | 6, 41, 6.7.11 | Processes | Suggestion | Training facilities be regularly reviewed to ensure that adequate arrangements are in place. | Force |
| 2000 | Central | 22-Aug-00 | 6, 41, 6.7.12 | Processes | Suggestion | All PNC users should be required to have successfully passed a formal competency test before being allowed access to live PNC data. | Force |
| 2000 | Central | 22-Aug-00 | 6, 41, 6.7.13 | Processes | Suggestion | The standards in the (PNC) Code of Connections be used as a basis for logical access procedures. | Force |
| 2000 | Central | 22-Aug-00 | 7, 43, 7.1.2 | | Suggestion | HMIC noted the absence of reference to the force's policing responsibilities in relation to the petro-chemical industry located at Grangemouth from its business plan and suggests some specific inclusion of this crucially important area. | Force |
| 2000 | Central | 22-Aug-00 | 7, 43, 7.1.3 | | Suggestion | The force re-visits the issue of the clarity and robustness of the force major incident plan and MICC plan with particular reference to siting of the MICC. | Force |
| 2000 | Central | 22-Aug-00 | 7, 44, 7.2.4 | | Suggestion | The area of sex offender registration and related workload requires early attention. | Force |
| 2000 | Central | 22-Aug-00 | 7, 48, 7.8.5 | | Suggestion | The force should satisfy itself that an acting inspector used in such a role meets the requirements of the legislation. | Force |
| 2000 | Central | 22-Aug-00 | 7, 49, 7.8.13 | | Suggestion | All officers of superintendent rank should receive training in relation to misconduct hearings and the role of chairman in particular. | Force |
| 2000 | Central | 22-Aug-00 | 7, 50, 7.9.1 | | Suggestion | The force might wish to consider a more pro-active approach to the management of such claims. | Force |
| 2000 | Central | 22-Aug-00 | 5, 29, 5.3.4 | Partnership and Resources | Good Practice | The Detective Chief Inspector is involved in the co-ordination of drugs enforcement activity although day-to-day responsibility lies with the Drugs Action Co-ordinators (Constables) based within local command areas. The drugs action co-0rdinator is a pro-active, multi-faceted role reflecting force's commitment to partnership working in relation to drugs but with strong links to all enforcement activity taking place within the force. The detective chief inspector meets with the three drugs action co-0rdinators on a monthly basis to review trends and progress. In the future once the new drugs/surveillance unit is operational, it is intended that weekly tasking and co-ordinating meetings will take place between the detective chief inspector, detective inspector in charge of the new unit and the three area drugs co-ordinators. HMIC considers such tasking and co-ordinating meetings to be good practice and will review their implementation at the time of the next review inspection along with the policy and strategies still to be drafted for the operation of the new drugs/surveillance unit. | Force |
| 2000 | Central | 22-Aug-00 | 5, 33, 5.6.4 | Partnership and Resources | Good Practice | The head of management services and the force purchasing officer are both members of the Procurement Management Group, a national body which is seeking to minimise costs by encouraging forces to place joint force orders for supplies. For example in 1999, the purchasing officer ordered uniforms for Central Scotland Police officers in conjunction with a particularly large order placed by West Midlands Police. As a result the force was able to benefit from the cost reduction that the order attracted. HMIC recognises this as good practice. | Force |
| 2000 | Central | 22-Aug-00 | 6, 40, 6.7.6 | Processes | Good Practice | As part of the inspection, HMIC auditors conducted a PNC security compliance audit involving a wide range of data protection and information security issues. The audit revealed aspects of good practice in several areas. These included: Location of Data Protection Unit within Police, Strategy and Quality Unit with direct communication to deputy chief constable on data protection issues if necessary. Quarterly report outlining nature of quality errors is produced by Data Protection Officer and sent to Deputy Chief Constable and Area Commanders. Use of a semi-automated system by Data Protection officer to process subject access requests, ensuring efficient use of resources. Use of trained, dedicated operators within Force Records Bureau to create all PNC records including Phoenix records. Procedures in place to ensure that modus operandi keywords are recorded on Phoenix where relevant, ensuring optimum benefits from QUEST. Declaration by staff signed after data protection training and recorded on personal files. Restricted access and enquiry logging in respect of enquiries via downloaded PNC data. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 3, 15, 3.26 | People Management | Recommendation 1 | The force take the opportunity to consider a number of options for a promotion selection process including an assessment centre style approach. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 3, 16, 3.30 | People Management | Recommendation 2 | The force include the management of acting ranks in the review of the promotion police. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 3, 17, 3.45 | People Management | Recommendation 3 | The establishment of an equal opportunities monitoring group with a wide representation. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 4, 41, 4.74 | Partnership and Resources | Recommendation 4 | The force give further attention to confirming the accuracy of crime recording. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 4, 44, 4.95 | Partnership and Resources | Recommendation 5 | Consideration be given to the deployment of a greater number of support staff in the force control room, thus releasing police officers for other duties. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 4, 46, 4.109 | Partnership and Resources | Recommendation 6 | The force consider again the appropriateness of the internal audit function being under the control and direction of the Treasurer and the Head of Finance and Physical Resources. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 4, 47, 4.113 | Partnership and Resources | Recommendation 7 | Processes are developed and implemented to deliver medium to long term financial planning. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 5, 51, 5.4 | Processes | Recommendation 8 | The force in conjunction with ACPOS and other stakeholders, consider establishing a police and practice that will result in more effective management of the police response to false alarm evacuation. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 5, 55, 5.25 | Processes | Recommendation 9 | Development of the new intelligence system continues to receive a high priority. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 5, 57, 5.34 | Processes | Recommendation 10 | The creation of a dedicated IS/IT programme board reporting to the force programme board. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 5, 57, 5.39 | Processes | Recommendation 11 | The force review current budget arrangements for delivering the essential IS/IT requirements. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 5, 58, 5.40 | Processes | Recommendation 12 | The force consider the use of consultants to help advance the progress of IS/IT provision. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 5, 59, 5.44 | Processes | Recommendation 13 | The force give early consideration to the expansion of the duties of support staff in the management of those in custody to include the taking of impressions, such as fingerprints, photographs and DNA samples. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 5, 59, 5.48 | Processes | Recommendation 14 | The force develop an action plan for installation of CCTV to custody areas, detailing the type of equipment and agreed timescales for introduction. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 6, 62, 6.11 | Business Results | Recommendation 15 | The force act quickly to address issues concerning the quality of call management. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 1, 1, 1.3 | Leadership | Suggestion | Consideration is given to the wider circulation of agendas and minutes of policy group meetings. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 1, 1, 1.4 | Leadership | Suggestion | Consideration be given to a record of key issues and actions raised at the regular meeting of the assistant chief constable, crime, community safety and operations are maintained to assist with continuity and accountability. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 1, 1, 1.5 | Leadership | Suggestion | The force use the bi-monthly meeting of the assistant chief constable (operations) and divisional commanders as an opportunity to bring additional focus to the accountability of those commanders for performance against their policing plans. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 1, 3, 1.20 | Leadership | Suggestion | The force consider introducing a corporate product that will provide consistency of accounting procedures. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 2, 6, 2.8 | Policy and Strategy | Suggestion | The force may wish to consider further methods of communicating information concerning the performance manual. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 3, 14, 3.20 | People Management | Suggestion | The force consider whether trained support staff should be used to undertake recruitment paper sifts rather than sergeants. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 3, 14, 3.21 | People Management | Suggestion | Appropriate performance measures and costing be introduced to the recruitment process. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 3, 21, 3.58 | People Management | Suggestion | Remedial action is required in an effort to reverse the upward movement of working days lost due to sickness. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 3, 22, 3.61 | People Management | Suggestion | The force open discussions with a view to removal of the non-core functions associated with the management of the city mortuary. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 3, 23, 3.70 | People Management | Suggestion | Occupational health be represented on the force health and safety committee. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 3, 25, 3.78 | People Management | Suggestion | The force moves towards implementing the recommendation of the thematic inspection report on complaints against the police in Scotland and record all complaints including those subsequently conciliated. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 4, 28, 4.1.4 | Partnership and Resources | Suggestion | Force may wish to review the role and working practices of the LALO in the various councils, drawing on their new considerable experience of the attachments. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 4, 31, 4.28 | Partnership and Resources | Suggestion | The force considers the benefits of introducing an IT networking capability for domestic abuse recording. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 4, 33, 4.43 | Partnership and Resources | Suggestion | The force consider ways of ensuring their involvement and contribution to the DAT proceedings are recorded and circulated widely in such a way as to satisfy the need for openness, accountability and the effective management of the outputs. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 4, 35, 4.49 | Partnership and Resources | Suggestion | The force consider how best the performance of all the support departments can be measured. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 4, 40, 4.69 | Partnership and Resources | Suggestion | The force considers a cost benefit analysis to determine whether to encourage increased use of, or withdraw use of, the freephone access for crime reporting. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 4, 41, 4.76 | Partnership and Resources | Suggestion | The force should consider a more corporate approach to investigative crime desks and further consider the recommendations of the CID review. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 4, 42, 4,83 | Partnership and Resources | Suggestion | Financial investigation should be a mandatory part of the intelligence development process | Force |
| 2000 | Strathclyde | 02-Nov-00 | 4, 43, 4.90 | Partnership and Resources | Suggestion | The force consider moving towards the introduction of service standard targets for responses to incidents consistent with safety and the diverse nature of the force area. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 4, 45, 4.104 | Partnership and Resources | Suggestion | The contents of capital monitoring reports be reconsidered to include explanations of variances and the impact of present variations on the utilisation of future years' capital allocations. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 4, 48, 4.122 | Partnership and Resources | Suggestion | The issue of year-end flexibility arrangements be developed and incorporated into the devolved budgeting 'Rules and Procedures Manual'. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 5, 51, 5.2 | Processes | Suggestion | A framework for routine activity analysis is established. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 5, 53, 5.18 | Processes | Suggestion | It would be useful to undertake a comprehensive look at the roles which support staff may undertake. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 5, 55, 5.26 | Processes | Suggestion | The force establish arrangements in line with national standards for the training of officers concerned with informant handling. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 5, 58, 5.41 | Processes | Suggestion | There is a review of existing briefing formats and structures in order to provide a better quality and improve standards. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 5, 59, 5.47 | Processes | Suggestion | The force may wish to consider the additional safeguard of adopting a lay visitor scheme. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 6, 62, 6.7 | Business Results | Suggestion | Arrangements be made to have a process of accountability established that ensures compliance with recommendations made by the data protection section in the future. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 6, 62, 6.9 | Business Results | Suggestion | The force reconsider the current auditing practice with a view to undertaking audit over a greater range of applications, against a planned programme. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 2, 6, 2.10 | Policy and Strategy | Good Practice | During the course of the Inspection HMIC met a number of members of the board and was encouraged to learn of the positive way this approach to corporate planning has been received. The force believe that by co-ordinating all major projects in a single programme the board will be in a position to ensure alignment with strategic priorities and provide a knowledgeable and consistent approach across the full range of ongoing initiatives and projects. Although the board is in the early stages of development its contribution towards the vision of achieving better integration of operational, strategic and financial planning is one that HMIC supports and recognises as good practice. The real need and expectation is for this programme board to drive forward in areas that have not previously made sufficient progress, specifically IT development (see paragraph 5.34). | Force |
| 2000 | Strathclyde | 02-Nov-00 | 2, 7, 2.13 | Policy and Strategy | Good Practice | The findings of the survey are explored at the force's annual conference and processes through planning procedures to influence policing plans. HMIC supports this process as good practice. It is another tool to aid the consultative processes by which the force keeps in touch with public concerns. By repeating the survey annually the force measures progress and benchmarks against previous surveys. The force is considering widening the scope of the survey to include representative and priority groups. HMIC noted that the force, in the publication of the performance manual has targeted those areas of greatest concern identified by public perception monitoring. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 2, 9, 2.25 | Policy and Strategy | Good Practice | AFO's are all volunteers who are trained primarily in the use of handguns and principally deployed to provide containment at a firearms incident. Strathclyde currently has 203 AFOs, and 20 tactical firearm advisers. There are currently 2 female officers and one minority ethnic officer authorised to carry firearms. The low number of female officers was raised with the force equal opportunities officer. Issues concerning career profile and the type of weapons currently being used had been identified as key factors. Regular monitoring is important to ensure that no unintended disadvantages exist. HMIC noted that the force make use of a firearms action plan prepared as a booklet for completion by all officers involved in tactical and operational decision making. This is good practice. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 3, 25, 3.80 | People Management | Good Practice | HMIC notes that the unit has a wide-ranging remit, including issues such as investigation, training and safeguarding the interests of the force generally. The Chief Constable has been active in pursuing the introduction of the unit and has highlighted that its creation is concerned with safeguarding the integrity of the organisation, encouraging professionalism and providing an opportunity for staff to report action that falls below the standards required. HMIC noted that the force have made clear that the introduction of the integrity strategy is not intended as a witchhunt or a means of blaming people who make honest mistakes. HMIC recognises that the professional standards unit is at the early stages of development and it will need time to have a positive impact. The introduction of an integrity strategy and professional standards unit is seen as good practice. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 4, 27, 4.10 | Partnership and Resources | Good Practice | In addition to this HMIC was advised of a recent survey conducted by one local authority chief executive that identified in excess of 80 existing partnership arrangements. These involved local authority and police staff, at a variety of levels working together across a broad range of interests to improve the quality of life for those living, working or visiting the area. This is an example of effective partnership working which HMIC considers to be good practice | Force |
| 2000 | Strathclyde | 02-Nov-00 | 4, 34, 4.45 | Partnership and Resources | Good Practice | The force have established relationships with all their local authorities and other relevant organisations such as the University of Glasgow toxicology department and the Greater Glasgow Health Board. The links have proved beneficial and a recent example of working with the education departments of North and South Lanarkshire in the provision of the "What's the Score" package designed as an educational took for primary school children, is a further good practice example of effective partnership working. Similarly at the time of the inspection the force had just completed their involvement with the 'choices for life' programme involving 30,000 pupils under the age of 12 from local primary schools. (See paragraph 4.4.) | Force |
| 2000 | Strathclyde | 02-Nov-00 | 4, 36, 4.55 | Partnership and Resources | Good Practice | During the inspection HMIC visited a major incident room where the HOLMES computer system was being used to manage the highly publicised investigation into a pattern of related drug deaths. The adoption of a multi-agency approach to this particularly tragic and difficult enquiry was swift and effective and this joint approach represents good practice. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 4, 37, 4.58 | Partnership and Resources | Good Practice | The recorded crime figures show a marked reduction whereas crime in Scotland as a whole increased by 0.39%, for 1999-2000. The force report that much of their success in reducing crime during the past year has been achieved by a focused and targeted approach to crime and criminals. The use of tasking and co-ordinating at division as well as force level was identified as a significant factor. HMIC acknowledges the force's drive in this regard and supports the effective use of tasking and co-ordinating as good practice. The Spotlight philosophy and deployment methodology (see paragraph 2.14) is also a major feature in crime reduction and detection. Targeting of housebreaking contributed to the impressive - 11.4% reduction of group 3 crimes. While supportive of the force's achievement in the management of crime, HMIC comments on crime recording practices as paragraphs 4.72 to 4.74. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 4, 39, 4.64 | Partnership and Resources | Good Practice | The force makes use of a detailed impact analysis for major crime or incidents to determine the effect on divisional policing and now provides divisional commanders with a picture of potential problems that may be encountered in the wake of the particular occurrence. HMIC considers this to be good practice, allowing local command to prepare and proactively respond to sensitive, sometimes complex and possibly long running situations. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 4, 39, 4.66 | Partnership and Resources | Good Practice | HMIC is also aware that the force is currently conducting a 'cold case' review into all of the 24 outstanding unresolved major crime investigations dating back to 1975. These have been allocated to the area detective superintendents, although a detective chief inspector has a co-ordinating role. Given considerable advancement in tH102 he field of forensic science and other investigation techniques this approach represents good practice. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 4, 42, 4.82 | Partnership and Resources | Good Practice | HMIC also noted good practice, in relation to statutory financial disclosures, with formalisation of communications between the force and the disclosing financial institution and, an established process of investigation. HMIC also supports the force use of trained financial investigation officers to aid the investigation of major criminal enquiries such as murders. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 4, 44, 4.91 | Partnership and Resources | Good Practice | The development of tasking and co-ordinating at territorial divisions has focused support division resources and HMIC noted good practice in the nomination of selected senior officers to liaise with specific divisions. This is further complemented by the provision of a forward planning unit that is able to examine divisional demands and prioritise resources to match the needs and the requirements of force coals and Spotlight initiatives. Support services organise their own tasking and co-ordinating meeting weekly to discuss and agree priorities for the deployment of resources. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 4, 50, 4.137 | Partnership and Resources | Good Practice | The CCTV policy was well understood by operators and staff. They consider that the systems are being used to good effect and have an impactive role in daily policing. Divisions actively use CCTV footage to assist detection and prevention of crime. Most divisions deploy an officer to examine tapes against the previous day's reported crime in an attempt to establish evidential links. This is good practice and worthy of extension. The opportunity for intelligence gathering using CCTV was less well developed and is an area where the incoming director of intelligence should give attention. | Force |
| 2000 | Strathclyde | 02-Nov-00 | 5, 55, 5.28 | Processes | Good Practice | HQ CID Intelligence produces a regular newsletter 'The Informer' for the department staff that contains information about developments and changes in the intelligence field. This product is valued and is a useful means of improving communications in an ever changing specialist area of policing and represents good practice. | Force |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 2. 25, 2.7.5 | Leadership | Recommendation 1 | That the SCRO oversight management structure be reformed as part of re-positioning SCRO within a new Common Police Services arrangement. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 2, 26, 2.12.1 | Leadership | Recommendation 2 | The post and role of quality assurance officer and training officer be separated. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 2, 29, 2.15.11 | Leadership | Recommendation 3 | A centralised model for a national fingerprint service be considered. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 3, 30, 3.1.8 | Resources | Recommendation 4 | The APRT scope the demands now and into the near future to determine the staff levels required. This exercise should include maximising the value that fingerprint evidence has for the prevention and detection of crime and take full account of available and emerging technological advances. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 3, 32, 3.5.3 | Resources | Recommendation 5 | The move towards a competency-based standard for expert qualification and recommends early progress towards this goal. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 3, 33, 3.5.5 | Resources | Recommendation 6 | The concept of "authorisation" needs further consideration. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 3, 36, 3.10.1 | Resources | Recommendation 7 | A protocol is agreed between SCRO and forces to ensure that due consideration is given during the planning stages of operations and initiatives, to managing the impact these can have on SCRO. | SCRO/forces |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 3, 38, 3.12.2 | Resources | Recommendation 8 | A review of the current locations of AFR terminals in Scotland with a view to securing improved access. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 4, 47, 4.7.8 | People Management | Recommendation 9 | Action is taken to secure data which informs management of sickness absence levels in a manner which can be used to monitor trends, set targets and manage sickness absence. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 4, 47, 4.8.2 | People Management | Recommendation 10 | A strategy is introduced for staff within all fingerprint bureaux and identification branches to offer staff support and to assist in the detection and prevention of stress related illness resulting in absence from work. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 5, 55, 5.8.11 | Processes | Recommendation 11 | HMIC repeats the recommendation made by consultants in June 1999, that an improved automated system of case tacking should be introduced as part of a new office management system at SCRO. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 5, 57, 5.11.3 | Processes | Recommendation 12 | The production of a national Guidance Manual on Fingerprint Standards and Procedures to be issued to all fingerprint staff. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 5, 64, 5.20.4 | Processes | Recommendation 13 | The establishment of a national policy which encapsulates an independent review process to deal with all erroneous and disputed fingerprint identifications. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 6, 66, 6.5.3 | | Recommendation 14 | The external provision and management of competency testing for experts is an aspect that the APRT needs to pursue with vigour to seek an early, sustainable and defensible programme. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 6, 68, 6.8.9 | | Recommendation 15 | Managing the change to a non-numeric standard should be addressed at a very early point by the APRT. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 6, 69, 6.9.3 | | Recommendation 16 | The important area of court presentation skills be given a new impetus. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 7, 74, 7.5.4 | | Recommendation 17 | Regular refresher training should be incorporated into a national training standard for fingerprint experts to ensure that expertise is maintained at the highest level taking account of developments in theory and technology. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 8, 79, 8.4.2 | | Recommendation 18 | A specific effort be made to bring the weeding up to date. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 8, 81, 8.8.3 | | Recommendation 19 | All fingerprint experts within the SCRO Fingerprint Bureau should undergo competency testing provided and managed by an external provider as soon as possible. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 8, 81, 8.9.1 | | Recommendation 20 | A common procedure, subject to validation by an external body, be put in place in all fingerprint bureaux to deal with failure in the course of competency testing. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 8, 82, 8.11.5 | | Recommendation 21 | A review is undertaken of the current authorisation process with a view to establishing a competency based qualification for expert status. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 8, 83, 8.12.4 | | Recommendation 22 | The APRT give early attention to establishing a corporate identify for SCRO. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 8, 85, 8.15.2 | | Recommendation 23 | Practices be reviewed with a view to introducing a system which increases the independence within the identification/verification process. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 8, 86, 8.17.2 | | Recommendation 24 | The SCRO fingerprint bureau liaises with the ACPOS working group on ECHR particularly in relation to its development of a manual on standards and procedures. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 8, 87, 8.19.5 | | Recommendation 25 | The APRT look closely at the development of the National Council for Registration of Forensic Practitioners and give consideration as to how Scotland can capitalise on this new Council | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | Ex Sum, 4, xvi | Executive Summary | Suggestion | HMIC recognises that the recommendations and suggestions in this report go beyond the remit of SCRO Executive Committee and, if accepted, impact on all Police Forces, the Scottish Executive and other areas of the criminal justice system. It would be helpful if a single reference point had the responsibility to consider the issues in the first instance and as the APRT has been established HMIC, mindful of the responsibility of other stakeholders, suggests that this team is uniquely placed to undertake that role. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 2, 23, 2.5.7 | Leadership | Suggestion | In essence the job description (Director, SCRO) does not reflect the legal position and requires emendation and HMIC suggests this be done. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 2, 24, 2.6.6 | Leadership | Suggestion | The new service level agreements between SCRO and the eight Scottish forces are progressed by the APRT. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 2, 26, 2.12.1 | Leadership | Suggestion | The number of training staff required be addressed by the APRT, taking account of the structures and functionality put in place. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 2, 28, 2.15.6 | Leadership | Suggestion | There is a need to debate the appropriateness of the dual role of some fingerprint experts and HMIC suggests this issue should be part of the APRT review. As part of that review the issue of whether police officers, into the future, should be trained as fingerprint experts or the whole cadre of experts be comprised wholly from support staff should be addressed. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 3, 38, 3.12.2 | Resources | Suggestion | A resource audit is undertaken to determine the appropriate number of AFR terminals for Scotland. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 3, 40, 3.14.4 | Resources | Suggestion | The Crown Office guidance on who can take fingerprints receives renewed attention by all forces. | SCRO/forces |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 5, 51, 5.3.12 | Processes | Suggestion | Mark to mark searching on AFR is an issue that the APRT needs to consider in scoping the resources and equipment needed to provide an efficient and effective service. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 5, 52, 5.4.7 | Processes | Suggestion | The policy of taking fingerprints from all persons where the law allows be pursued with vigour as this offers a singular opportunity to prevent and detect crime. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 5, 59, 5.15.3 | Processes | Suggestion | HMIC would support SCRO in highlighting the importance of submitting elimination prints as a matter of routine and suggests that the setting of targets in this respect may assist. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 5, 61, 5.18.6 | Processes | Suggestion | All staff involved in fingerprinting in Scotland require greater awareness of Section 19 to eliminate the confusion which currently exists in this area. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 5, 64, 5.20.5 | Processes | Suggestion | The Council for the Registration of Forensic Practitioners may provide a suitable reference point for benchmarking the policy and the independent review process to deal with disputed and erroneous fingerprint identifications. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 6, 66, 6.3.4 | | Suggestion | All bureaux agree common Quality Assurance processes using the co-ordinating influence of the Council for the Registration of Forensic Practitioners. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 6, 67, 6.6.1 | | Suggestion | The 'blind trials' are another tool that is worthy of consideration. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 6, 67, 6.7.5 | | Suggestion | The APRT give the issue of gathering common statistical performance information early attention. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 7, 73, 7.2.8 | | Suggestion | A strategic re-assessment of how training is delivered is necessary and this should be undertaken by the APRT. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 8, 84, 8.13.4 | | Suggestion | Where the exigencies of workloads permit, liaison and networking with staff from other bureaux should be encouraged among all fingerprint staff. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 8, 84, 8.14.2 | | Suggestion | SCRO, in the development of its corporate identity, address the need for a more open and transparent culture within the organisation as a whole. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 8. 86, 8.18.1 | | Suggestion | The adoption of a code of ethics should be an integral part of the change proposed for SCRO. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 8. 87, 8.20.1 | | Suggestion | SCRO develops a general medial policy and appoints a media liaison officer as part of the corporate identity reject recommended in paragraph 8.12.4. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 3, 40, 3.14.5 | Resources | Good Practice | Many forces now have a policy of fingerprinting everyone taken into police custody. This is good practice. HMIC was aware however that such a policy is not always followed in reality with individual custody officers sometimes deciding which prisoners are fingerprinted. Documenting force policies and raising awareness among officers would assist in highlighting the value of such an approach, which increases the opportunity for detecting crimes that might otherwise remain unsolved. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 5, 56, 5.9.2 | Processes | Good Practice | The fingerprint bureau has recently introduced diary sheets in which experts record all their work in each case, including telephone calls and memos relating to it. These entries are all dated. This is good practice and needs to be developed. The introduction of a better Office Management System as previously recommended, along with these diary sheets, reduces the opportunity for the potentially contaminating influences referred to in paragraph 5.9.1 above. Furthermore, if all work between experts is recorded on diary sheets rather than the case envelopes and routed through the office administrator, the work could be logged and properly monitored and experts would be unaware of who had previously seen the cases, and the results. This would involve more work for the experts. It would however increase the independence and credibility of their opinions. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 8, 83, 8.13.1 | | Good Practice | HMIC notes that senior experts from the SCRO Fingerprint Bureau attend national conferences and meetings on a regular basis. Also, SCRO experts attend as observers at user group meetings of NAFIS and the AFR Consortium to keep abreast of the Automatic Fingerprint Identification Systems operating in England and Wales. A senior SCRO representative also attends the European Experts Group on Fingerprint Identification which is convened under the auspices of interpol. There was also evidence that leading experts from fingerprint bureaux in England and Wales and overseas are invited to address SCRO experts on a regular basis. HMIC considers this liaison to be good practice and necessary for maintaining awareness about current issues and developments. | SCRO |
| 2000 | SCRO - Fingerprint Bureau | 14-Sep-00 | 8, 84, 8.13.4 | | Good Practice | At a time when caseloads are so high, emphasis is rightly placed on managing the incoming work and clearing backlogs. It is noted however that most of the liaison which takes place by SCRO staff tends to be at senior level. This is understandable and it can prove effective in a hierarchical organisation providing there is good feedback provided to other staff. There was evidence of good internal communication. HMIC suggests however, that where the exigencies of workloads permit, liaison and networking with staff from other bureaux should be encouraged among all fingerprint staff. Most already have professional contacts of this nature but the suggestion is made with a view to increased openness and greater sharing of experiences and good practice. | SCRO |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 2, 17, 2.4.1 | Policy and Strategy | Recommendation 1 | The Scottish Area Commander undertakes a review of shift briefings with a view to securing more effective tasking in support of local, area and force objectives. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 2, 17, 2.4.2 | Policy and Strategy | Recommendation 2 | The policy and practice of officers being 'locked out' of the RAIL system be addressed as soon as possible. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 3, 21, 3.1.15 | Partnership and Resources | Recommendation 3 | Regular formalised consultation, where it does not already exist, takes place within the Scottish Area with the holders of Policing Services Agreements and, that such consultation complement those undertaken by Account Holders situated elsewhere. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 4, 33, 4.3.8 | People Management | Recommendation 4 | For all operational ranks the Area Commander, through the ACPOS General Policing forum, pursues a formal staff exchange programme, between BTP Scottish Area and Scottish forces. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 4, 39, 4.7.6 | People Management | Recommendation 5 | The Area Commander considers increasing the use of the Continuous Professional Development Programme as a means of ensuring any identified skills or knowledge gaps are addressed. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 6, 50, 6.1.2 | | Recommendation 6 | Current practice in relation to the management and storage of CCTV tapes within the area control room be the subject of an early review. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 6, 52, 6.2.2 | | Recommendation 7 | A comprehensive review of all custody and detention facilities be undertaken. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 1, 8, 1.2.3 | Leadership | Suggestion | At the regular meetings between the Superintendent (Operations), Chief Inspector (Support Services) and Detective Chief Inspector, consideration be given to maintaining a record of key issues and actions in order to assist with continuity and accountability. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 1, 9, 1.2.9 | Leadership | Suggestion | A structured programme of police station visits by Area based senior officers be undertaken. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 2, 14, 2.1.12 | Policy and Strategy | Suggestion | All partnership initiatives, which address specific local problems such as trespass and vandalism, be formalised in documented action plans, including the measurement of outcomes within given time scales. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 3, 19, 3.1.5 | Partnership and Resources | Suggestion | Consideration be given to keeping a record of meetings with the Zone Production Manager for Railtrack Scotland. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 3, 20, 3.1.9 | Partnership and Resources | Suggestion | Formal local liaison be established with retailers within the major railway stations at Glasgow and Edinburgh. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 3, 20, 3.1.10 | Partnership and Resources | Suggestion | Consideration be given to maintaining a record of key issues and actions arising from liaison with Railtrack and TOCs at local level. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 3, 23, 3.2.4 | Partnership and Resources | Suggestion | The structured evaluation of each Operation Safe Journey be undertaken, based on indicators such as patrol time, levels of crime and reported incidents (particularly trends). | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 3, 27, 3.4.7 | Partnership and Resources | Suggestion | Consideration be given to the crime prevention function and the proposed Community Safety Department being merged under the title of 'Community Safety' and placed under the umbrella of Crime Support | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 4, 38, 4.7.3 | People Management | Suggestion | The principle of 'trainer to trainee' be further examined, in an effort to reduce training abstractions at individual police stations. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 4, 39, 4.7.4 | People Management | Suggestion | A distance learning awareness initiative be undertaken. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 5, 41, 5.1.2 | Processes | Suggestion | The Area Commander reviews the question of supervision within the control room at an early opportunity. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 5, 42, 5.2.5 | Processes | Suggestion | The Area Commander may wish to review the current working practices of the Prosecutions Unit with the aim of ensuring that they benefit from the draft ACPOS guidance in relation to police reports and statements. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 5, 44, 5.4.5 | Processes | Suggestion | The current provisions for the recording of crime reports at the Crime Management Centre be reviewed. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 5, 47, 5.5.11 | Processes | Suggestion | The Area Commander may wish to review the low incidence of scenes of crime submissions. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 6, 50, 6.1.1 | | Suggestion | A comprehensive review be undertaken of the location and use of CCTV systems. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 6, 51, 6.1.5 | | Suggestion | Consideration be given to a formalised protocol between ScotRail, BTP and relevant Scottish forces in relation to the use of appropriate CCTV systems. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 6, 52, 6.2.3 | | Suggestion | The current practice in relation to the non reporting of some drunk and incapable cases be the subject of a critical review. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 6, 56, 6.7.6 | | Suggestion | Discussions with relevant agencies be pursued with a view to considering the involvement of HMIC in the examination of complaints from members of the public who are dissatisfied with the outcome of their complaint against the police. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 2, 13, 2.1.7 | Policy and Strategy | Good Practice | HMIC noted that at a minority of police stations with the Scottish Area, the officers in charge had set local objectives in support of the area policing plan and in one of these stations action plans had been formulated and allocated to individual officers to progress. In addition, performance in relation to these objectives was reviewed locally at regular police station meetings. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 2, 15, 2.2.3 | Policy and Strategy | Good Practice | Examination of the minutes of these meetings, demonstrated that they are used to facilitate communication between Area Headquarters and police stations on operational and administrative issues. Good practice was also shared at these forums in the shape of operational debriefing documents in relation to police station and area initiatives. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 3, 20, 3.1.11 | Partnership and Resources | Good Practice | During the 1996 inspection of BTP Scottish Area, the 'Help Us Help You' form was highlighted as an effective form of feedback from the railway industry. The form, administered by each railway company, is used to encourage staff to self report incidents at stations or on trains and contributes to the accuracy of incident and crime statistics as well as alerting the police to problems which require ongoing attention in pursuit of passenger and staff safety. Feedback is provided for every form submitted. Following the recommendation in the 1996 report, the scheme was evaluated and introduced throughout the Scottish Area, in addition to being highlighted to the whole force as good practice. In 2000 the form was re-launched and discussions are taking place with the remaining TOCs regarding its use. Consequently, the number of forms submitted for the calendar year at the time of inspection was 138, compared with 96 for the calendar year in 1999. Again, HMIC supports this initiative as an example of good practice. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 3, 22, 3.1.18 | Partnership and Resources | Good Practice | From examination of the surveys of railway staff conducted by force headquarters, HMIC noted that the Area Training Unit has recently formulated a conflict management training package which is now routinely delivered to railway staff. The aim of this training is to enable staff to identify potentially volatile situations prevent incidents from escalating and take action to avoid personal injury. HMIC found that this training has been the subject of much positive comment from railway companies and considers the initiative to be good practice. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 3, 23, 3.2.3 | Partnership and Resources | Good Practice | In response to the 1999 report and a number of similar issues identified by the Area Tasking and Co-ordination Group, an area led operation entitled 'Safe Journey' was launched in January 2000. This high profile operation seeks to deploy visible police resources on evening and late night services, particularly during the hours of darkness, with the aim of reducing the fear of crime in line with the Area Policing Plan. The operation targets routes with problems such as disorder and vandalism focussing on specific times and mainly at weekends. The line of route on which each operation will be targeted is identified by the Area Tasking and Co-ordination Group meeting and thereafter, an operation order is produced by the Operations Department at Area Headquarters. Area staff are often deployed in support of police stations during these operations. HMIC also noted that, on occasions, Operation Safe Journey was planned to coincide with local initiatives conducted by Scottish Forces which aimed to address similar problems, thus ensuring a co-ordinated police response on the railway network and beyond. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 3, 25, 3.3.3 | Partnership and Resources | Good Practice | Between 1996 and 1998, officers worked with Quality Scotland, the Education Business Partnership and pupils from two Glasgow Secondary Schools on the 'Q Project', which aims to provide the opportunity for secondary school pupils to become involved in quality projects in the workplace. This work saw the development of a workbook on crime and young people which focused particularly on the transport sector. This product has now been further developed and Railtrack has recently agreed to contribute £6,000 to develop the workbook into a CD format which will allow the central message to be incorporated into the 'Q Project' elsewhere in the UK. Another development within Scotland is the 'Travelling Classroom', a project jointly supported by Railtrack, ScotRail and BTP. The scheme operates on the West Highland line in February and November of each year where school children aged 10-12 receive inputs on history, wildlife, conservation and farming as well as rail safety all during their journey on the line. ScotRail and BTP provide staff to operate the service and Railtrack has provided financial support. During 1999/2000, almost 2000 children visited the Travelling Classroom. HMIC supports both projects as good practice. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 3, 27, 3.5.1 | Partnership and Resources | Good Practice | HMIC found a strong commitment to Victim Support within the Scottish Area and within the force as a whole. The force is signed up to the Victims' Charter and as such, ensures that Victim Support leaflets are included in the initial letters sent to the victims of crime. Referral to Victim Support is facilitated by means of the electronic crime reports generated on the crime recording system. At the time of reporting, complainers are asked if they wish to be referred to Victim Support and this information is noted on the electronic crime report. Each night the details of those wishing to be referred to Victim Support are electronically switched to the Force Headquarters where they are downloaded and transferred electronically to Victim Support. HMIC regards this as good practice. In addition, the Detective Sergeant within the Scottish Area Crime Management Centre is a member of Victim Support Scotland, Glasgow Area Management Committee and is able to highlight particular crimes and BTP initiatives, allowing Victim Support to tailor the service which they provide to the victims of crime. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 3, 28, 3.6.6 | Partnership and Resources | Good Practice | Operationally, BTP officers regularly utilise the cell facilities of Scottish forces when processing or detaining arrested persons. BTP officers also routinely access the radio channels of Scottish forces, particularly in the more remote areas, where BTP radio coverage is poor. At such stations BTP officers log on and off duty with force control rooms, ensuring awareness of their presence within the force area. HMIC noted with some interest that the Northern Constabulary 'IMPACT' Command and Control System is now located with BTP Inverness police station, allowing officers access to crime recording, incident logging and criminal intelligence. This also enables each force to be informed of incidents within their respective areas of jurisdiction and contributes towards an overall sharing of knowledge and information. A formalised agreement between both forces was signed in 1999 and HMIC believes this good practice to be a positive step and one which is worthy of similar consideration throughout Scotland. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 3, 30, 3.8.7 | Partnership and Resources | Good Practice | Although there is no statutory obligation for BTP to comply with the requirements of the Government's Best Value regime, HMIC noted the force was actively seeking to apply the principles of a Best Value regime wherever appropriate. HMIC regards this as good practice. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 4, 33, 4.3.7 | People Management | Good Practice | HMIC found that the Area Commander made use of secondments within the Scottish Area and the force as a whole for periods ranging from three to six months. Officers of constable and sergeant rank are regularly seconded to other areas within the force, such as London Underground. In addition, officers within the Scottish Area are also seconded to area headquarters for a series of developmental attachments. These attachments are open to all officers, even those at the more remote police stations, with appropriate allowances being paid to ensure that such officers are not in any way disadvantaged or precluded from applying. HMIC views the varied secondments as good practice. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 5, 43, 5.3.6 | Processes | Good Practice | HMIC found that local police station audits in respect of recorded crime were regularly carried out by detective inspectors. The structure and frequency of these audits is detailed in the Scottish Area Crime Management Strategy, however, these audits are a localised procedure introduced to ensure that reported crime is properly administered and investigated at local police station level. This is not a force wide practice and had been introduced, following the appointment of the Detective Chief Inspector. The results of these local audits are provided to the Detective Chief Inspector and the officer in charge of the police station concerned. Such local audits of reported crime are beneficial in ensuring that crime is effectively investigated at police station level and HMIC considers this good practice. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 5, 44, 5.4.4 | Processes | Good Practice | Within the CMC, a number of positive working practices were observed which are worthy of comment. 1. The robust local arrangements, ensuring that railway crimes were not inappropriately recorded by Scottish Forces and vice versa. 2. The temporary appointment of a civilian data imputer to assist in the input and coding of offence reports on to the Crime Recording System. This ensures a standardisation of recording practices and HMIC considers this good practice. The post, at present temporary, will be reviewed as part of the ongoing force restructuring. 3. Police station Crime Managers, who are Detective Sergeants with responsibility for overseeing crime investigation within their designated area, ensuring appropriate allocation and enquiry, particularly with regard to serious crime. | BTP |
| 2000 | BTP (Scottish Area) | 08-Mar-01 | 6, 51, 6.1.6 | | Good Practice | HMIC also noted the existence of a formalised CCTV protocol document, setting out the guidelines under which BTP monitor the CCTV systems from within the area control room on behalf of rail business in Scotland. HMIC recognises this as good practice. | BTP |
| 2000 | Northern | 24-Apr-01 | 2, 13, 2.9 | Leadership | Recommendation 1 | That Operational Performance Reports contain more statistical performance data. | Force |
| 2000 | Northern | 24-Apr-01 | 4, 21, 4.10 | People Management | Recommendation 2 | That the force complete job descriptions for all police posts as soon as possible. | Force |
| 2000 | Northern | 24-Apr-01 | 6, 45, 6.7 | Processes | Recommendation 3 | That the guidance manual on the care and custody of prisoners be progressed as a matter of priority. | Force |
| 2000 | Northern | 24-Apr-01 | 6, 47, 6.21 | Processes | Recommendation 4 | That the force reconsider its arrangements for the safe keeping and destruction of controlled drugs. | Force |
| 2000 | Northern | 24-Apr-01 | 6, 48. 6.31 | Processes | Recommendation 5 | That the force affords a priority to extending access to its computer systems to all staff. | Force |
| 2000 | Northern | 24-Apr-01 | 6, 50, 6.43 | Processes | Recommendation 6 | That the force prepare an action plan to address the late renewal of firearm and shotgun certificates. The action plan should include an analysis of the problem with details of how the force are going to tackle the problem and should include performance indicators. | Force |
| 2000 | Northern | 24-Apr-01 | 6, 51, 6.45 | Processes | Recommendation 7 | That the force develop robust guidelines relative to the security of firearms and this should include the process involved in relation to the storage of firearms in circumstances which, although satisfactory at the time of inspection, are not intended to continue or are likely to change during the course of the certificate. The guidelines should also specify the responsibility for follow up enquiries and should include a monitoring policy to ensure compliance with force procedures. | Force |
| 2000 | Northern | 24-Apr-01 | 4, 27, 4.43 | People Management | Suggestion | That consideration be given to providing the welfare officer with access to the force personnel system. | Force |
| 2000 | Northern | 24-Apr-01 | 5, 32, 5.11 | Partnership and Resources | Suggestion | Problem solving activity should be included in Operational Performance Reports and reported force wide in a standard format. | Force |
| 2000 | Northern | 24-Apr-01 | 5, 35, 5.23 | Partnership and Resources | Suggestion | That the force consider a comprehensive review of the proactive and investigative capacity to address child protection issues. | Force |
| 2000 | Northern | 24-Apr-01 | 5, 39, 5.46 | Partnership and Resources | Suggestion | That financial performance monitoring is an area to be developed. | Force |
| 2000 | Northern | 24-Apr-01 | 5, 40, 5,56 | Partnership and Resources | Suggestion | That further progress should be made in the development of Oracle budgetary management information. | Force |
| 2000 | Northern | 24-Apr-01 | 6, 47, 6.20 | Processes | Suggestion | The force consider the introduction of a 'Firearms Incident Monitoring Group' as a mechanism for identifying and promoting experience and good practice. | Force |
| 2000 | Northern | 24-Apr-01 | 6, 49, 6.34 | Processes | Suggestion | That some scope remains for review of the data protection function within the force. | Force |
| 2000 | Northern | 24-Apr-01 | 6, 49, 6.34 | Processes | Suggestion | That a new audit programme for force systems is now required. | Force |
| 2000 | Northern | 24-Apr-01 | 6, 50, 6.44 | Processes | Suggestion | That the force examine administrative processes in respect of the renewals of firearm/shotgun certificates and consider introducing a system of random audit. | Force |
| 2000 | Northern | 24-Apr-01 | 6, 54, 6.66 | Processes | Suggestion | That the force implement a quality control audit system to ensure that all incidents are recorded correctly. | Force |
| 2000 | Northern | 24-Apr-01 | 6, 55, 6.68 | Processes | Suggestion | An assessment is undertaken to establish the intelligence analysis requirement and that an action plan is put in place to secure the necessary improvement. | Force |
| 2000 | Northern | 24-Apr-01 | 6, 55, 6.72 | Processes | Suggestion | That the force actively consider the recommendations of the thematic inspection on asset confiscation as they might be applied to improve the present position. | Force |
| 2000 | Northern | 24-Apr-01 | 2, 12, 2.3 | Leadership | Good Practice | HMIC considers the inclusive nature of the Annual Strategy seminar where local councillors, members of the joint police board and members of the Scottish and Westminster Parliaments are invited to be good practice. | Force |
| 2000 | Northern | 24-Apr-01 | 2, 12, 2.4 | Leadership | Good Practice | HMIC considers the series of operational seminars and presentations to local councillors, members of the Northern Joint Police Board and Members of the Scottish Parliament to be good practice. | Force |
| 2000 | Northern | 24-Apr-01 | 2, 13, 2.8 | Leadership | Good Practice | HMIC considers the force's use of SLAs to be well developed and good practice. | Force |
| 2000 | Northern | 24-Apr-01 | 2, 14, 2.14 | Leadership | Good Practice | HMIC supports the force in its efforts to develop a professional and challenging performance culture and recognises this as good practice. | Force |
| 2000 | Northern | 24-Apr-01 | 3, 18, 3.9 | Policy and Strategy | Good Practice | HMIC recognises as good practice the contribution of practitioner groups to the policy making process. | Force |
| 2000 | Northern | 24-Apr-01 | 4, 21, 4.16 | People Management | Good Practice | The structured, regular contact and management of seconded staff is seen as good practice. | Force |
| 2000 | Northern | 24-Apr-01 | 4, 23, 4.22 | People Management | Good Practice | HMIC considers the use of assessment centres to identify officers for promotion as good practice and will monitor the force's development of assessment centres at the Review Inspection. | Force |
| 2000 | Northern | 24-Apr-01 | 6, 45, 6.6 | Processes | Good Practice | HMIC recognises the introduction of Lay Visitors as good practice and will monitor progress at subsequent inspections. | Force |
| 2000 | Northern | 24-Apr-01 | 6, 46, 6.16 | Processes | Good Practice | HMIC considers the procurement of firearms equipment direct from the manufacturer to be best value and good practice. | Force |
| 2000 | Northern | 24-Apr-01 | 6, 46, 6.18 | Processes | Good Practice | Use of a Firearms Action Plan in booklet format is recognised as good practice. | Force |
| 2000 | Northern | 24-Apr-01 | 6, 49, 6.33 | Processes | Good Practice | HMIC noted that the data protection manager has an input to the Operational Service Group and this is considered good practice. | Force |
| 2000 | Northern | 24-Apr-01 | 6, 53, 6.61 | Processes | Good Practice | HMIC considers the use of crime management audit forms by crime managers in command areas to be good practice. | Force |
| 2000 | SCRO | 24-May-01 | 2, 15, 2.9 | Leadership | Recommendation 1 | That the SCRO Executive Committee determine arrangements to ensure that the Director, Deputy Director and other senior staff of SCRO are subject to an annual performance review. | SCRO Executive Committee |
| 2000 | SCRO | 24-May-01 | 2, 15, 2.9 | Leadership | Recommendation 2 | That the Director of SCRO's scheme of delegation be considered as part of the re positioning of SCRO within a new Common Police Services arrangement. | SCRO |
| 2000 | SCRO | 24-May-01 | 3, 16, 3.3 | Policy and Strategy | Recommendation 3 | That the issues identified within the Corporate Plan are supported by detailed action plans, with SMART objectives, specific to these issues and designed to achieve the desired outcomes. | SCRO |
| 2000 | SCRO | 24-May-01 | 3, 16, 3.3 | Policy and Strategy | Recommendation 4 | That outcome performance measures be developed for each of the Bureaux to reflect activities within the Corporate Plan, the statements of intent and planning statements published in the Annual Report. | SCRO |
| 2000 | SCRO | 24-May-01 | 3, 16, 3.4 | Policy and Strategy | Recommendation 5 | That where possible benchmarking of processes be employed to gauge effectiveness and secure Best Value. | SCRO |
| 2000 | SCRO | 24-May-01 | 4, 20, 4.13 | People Management | Recommendation 6 | That SCRO develop an absence management policy detailing the effects employee absence has on SCRO, the function of return to work interviews, the consequences to the member of staff of repeated absence and put in place robust absence management monitoring arrangements. | SCRO |
| 2000 | SCRO | 24-May-01 | 5, 25, 5.14 | Partnership and Resources | Recommendation 7 | That the Financial Memorandum be completed and ratified as soon as possible. | SCRO |
| 2000 | SCRO | 24-May-01 | 5, 26, 5.16 | Partnership and Resources | Recommendation 8 | That SCRO in conjunction with the Scottish Executive review the account structure within the corporate accounting system in order to facilitate the direct extraction of meaningful monitoring information from the Scottish Office Accounting Package (SCOAP). | SCRO/SE |
| 2000 | SCRO | 24-May-01 | 5, 26, 5.17 | Partnership and Resources | Recommendation 9 | That another support staff member within SCRO is identified and trained as cover to maintain financial records in the absence of the designated post holder. | SCRO |
| 2000 | SCRO | 24-May-01 | 5, 27, 5.20 | Partnership and Resources | Recommendation 10 | That SCRO investigate, in conjunction with Justice Department Police Division, the resource and technical requirements to enable direct payment of creditors. | SCRO/JDPD |
| 2000 | SCRO | 24-May-01 | 5, 27, 5.21 | Partnership and Resources | Recommendation 11 | That a framework be established which identifies the nature and level of delegated responsibility for expenditure within SCRO. | SCRO |
| 2000 | SCRO | 24-May-01 | 5, 27, 5.22 | Partnership and Resources | Recommendation 12 | That the cost centre structure within SCOAP be revised to enable the direct identification of costs at bureau level. | SCRO/EO |
| 2000 | SCRO | 24-May-01 | 5, 27, 5.23 | Partnership and Resources | Recommendation 13 | A service level agreement be established between SCRO and Strathclyde Joint Police Board detailing the services to be provided, the costs of such services, the monitoring arrangements and payment mechanisms and that such an agreement should be subject to regular review. | SCRO/Strathclyde Joint Police Board |
| 2000 | SCRO | 24-May-01 | 5, 28, 5.24 | Partnership and Resources | Recommendation 14 | A bank account be established consistent with the procedures operated within the Scottish Executive for the operation of local bank accounts and that all receipts and payments be accounted for in accordance with Government Accounting. | SCRO/SE |
| 2000 | SCRO | 24-May-01 | 6, 31, 6.7 | Processes | Recommendation 15 | That ACPOS in consultation with SCRO take action to maximise the crime prevention and detection potential of the Criminal History System. | ACPOS/SCRO |
| 2000 | SCRO | 24-May-01 | 6, 32, 6.11 | Processes | Recommendation 16 | That ACPOS and SCRO (and where appropriate the Police National Computer (PNC) further develop standards, measures and management information in order to secure maximum efficiency of the Criminal History System. | ACPOS/SCRO |
| 2000 | SCRO | 24-May-01 | 6, 34, 6.16 | Processes | Recommendation 17 | That SCRO review and define their IT security policies to ensure that they encompass the requirements of the ISCJIS Data Protection & Security Baseline Security Requirements. | SCRO |
| 2000 | SCRO | 24-May-01 | 3, 17, 3.7 | Policy and Strategy | Suggestion | That SCRO develop and implement regular customer satisfaction surveys at the earliest opportunity. | SCRO |
| 2000 | SCRO | 24-May-01 | 5, 25, 5.13 | Partnership and Resources | Suggestion | That careful consideration is given to establishing a new date for the implementation of Part V of the Police Act 1997, given the work that remains to be done. Linking the start date with that of the parallel organisation in England and Wales remains a sensible approach, even if that means delaying the start date of the Scottish operation. | SCRO |
| 2000 | SCRO | 24-May-01 | 6, 32, 6.10 | Processes | Suggestion | That User Support Bureau personnel and all other staff be kept fully informed of likely changes to their employment status as a result of the implementation of Part V of the Police Act 1997. | User Support Bureau |
| 2000 | SCRO | 24-May-01 | 6, 34, 6.17 | Processes | Suggestion | That the IT Bureau make greater use of project management methodology (shortened versions where appropriate). | IT Bureau |
| 2000 | SCRO | 24-May-01 | 6, 34, 6.17 | Processes | Suggestion | That the IT Bureau implement a process to record and analyse the time devoted by personnel to work activities. | IT Bureau |
| 2001 | Fife | 30-Aug-01 | 2, 15, 2.8 | Leadership | Recommendation 1 | That the force review the methodology and impact of briefing and debriefing of personnel. | Force |
| 2001 | Fife | 30-Aug-01 | 3. 17, 3.5 | Policy and Strategy | Recommendation 2 | That force performance information be collated in a standardised, electronic format, published frequently and distributed throughout the force detailing analysis of performance against targets. | Force |
| 2001 | Fife | 30-Aug-01 | 3, 17, 3.5 | Policy and Strategy | Recommendation 3 | That a clearer performance accountability mechanism be developed to ensure the Chief Officer Group hold Divisional and Departmental Commanders to account for and focused on continuous performance improvement. | Force |
| 2001 | Fife | 30-Aug-01 | 4, 20, 4.10 | People Management | Recommendation 4 | That the force review the police officer promotion process. | Force |
| 2001 | Fife | 30-Aug-01 | 4, 21, 4.15 | People Management | Recommendation 5 | That the force introduce a formal methodology for the monitoring of equal opportunities. | Force |
| 2001 | Fife | 30-Aug-01 | 5, 30, 5.24 | Partnership and Resources | Recommendation 6 | That multi-year reports be produced to demonstrate the full impact of both committed and non-committed projects as changes in cost/timing occur. | Force |
| 2001 | Fife | 30-Aug-01 | 5, 31, 5.29 | Partnership and Resources | Recommendation 7 | That current finance function practice be further enhanced through the development and integration of the planning process and performance monitoring/measurement. | Force |
| 2001 | Fife | 30-Aug-01 | 5, 35, 5.64 | Partnership and Resources | Recommendation 8 | That the existing service planning process be developed further to incorporate service improvement targets. | Force |
| 2001 | Fife | 30-Aug-01 | 6, 39, 6.14 | Processes | Recommendation 9 | That the force as part of the project to introduce Airwave conduct a strategic review of the force's command and control requirements taking particular cognisance of the number of control rooms and the likely opportunities afforded by partnership working with other organisations to establish shared control rooms. | Force |
| 2001 | Fife | 30-Aug-01 | 6, 39, 6.15 | Processes | Recommendation 10 | That the force maximise the management information potential of the command and control system. | Force |
| 2001 | Fife | 30-Aug-01 | 6, 40, 6.18 | Processes | Recommendation 11 | That the force robustly enforce the force intruder alarm policy. | Force |
| 2001 | Fife | 30-Aug-01 | 6, 42, 6.20 | Processes | Recommendation 12 | That a regular independent audit process be developed to ensure that crimes and offences reported and recorded within the command and control system can be tracked through to the crime recording process. | Force |
| 2001 | Fife | 30-Aug-01 | 6, 46, 6.30 | Processes | Recommendation 13 | That the force review the role of Divisional Intelligence Officers, in particular their analytical capacity and clerical support in order to secure maximum benefit from the intelligence process. | Force |
| 2001 | Fife | 30-Aug-01 | 6, 46, 6.31 | Processes | Recommendation 14 | That the force develop an intelligence strategy with performance indicators. | Force |
| 2001 | Fife | 30-Aug-01 | 6, 49, 6.38 | Processes | Recommendation 15 | That a robust drug production audit methodology be developed which includes a review of the supervision and disposal of drug productions. | Force |
| 2001 | Fife | 30-Aug-01 | 6, 51, 6.45 | Processes | Recommendation 16 | That the force review the role of the Road Policing Intelligence Officer with the purpose of maximising effectiveness. | Force |
| 2001 | Fife | 30-Aug-01 | 6, 52, 6.50 | Processes | Recommendation 17 | That the force review the suitability and functionality of observation cells. | Force |
| 2001 | Fife | 30-Aug-01 | 6, 53, 6.55 | Processes | Recommendation 18 | That the force review urgently the security of custody areas. | Force |
| 2001 | Fife | 30-Aug-01 | 6, 54, 6.64 | Processes | Recommendation 19 | That the Chief Constable review the use of police officers in Court security and escort of prisoners, in conjunction with the appropriate partners. | Force |
| 2001 | Fife | 30-Aug-01 | 6, 55, 6.68 | Processes | Recommendation 20 | That the force accurately establish the backlog of work within the Force Criminal Records Office and develops an action plan to address the outstanding work. | Force |
| 2001 | Fife | 30-Aug-01 | 4, 20, 4.12 | People Management | Suggestion | That the force consider amore independent approach to the role of equal opportunities officer. | Force |
| 2001 | Fife | 30-Aug-01 | 4, 21, 4.17 | People Management | Suggestion | That the force develop a formal method of recording contact with members of staff on long-term sickness absence. | Force |
| 2001 | Fife | 30-Aug-01 | 5, 26, 5.8 | Partnership and Resources | Suggestion | That the force consider the advantage of adding a representative from Road Policing to the Force Community Safety Co-ordinating Group given the importance of road safety to the development of a Community Safety Policing Plan. | Force |
| 2001 | Fife | 30-Aug-01 | 5, 32, 5.42 | Partnership and Resources | Suggestion | That devolved arrangements for police officers should be considered further once the staffing formula review is completed. | Force |
| 2001 | Fife | 30-Aug-01 | 5, 34, 5.52 | Partnership and Resources | Suggestion | That Fife Council and the force develop control mechanisms to ensure the Chief Constable is fully able to exercise control over those additional items for which he will be responsible. | Force |
| 2001 | Fife | 30-Aug-01 | 5, 34, 5.55 | Partnership and Resources | Suggestion | That the force strengthen its financial planning arrangements by the development of medium term financial plans. | Force |
| 2001 | Fife | 30-Aug-01 | 5, 35, 5.60 | Partnership and Resources | Suggestion | That the Chief Constable be given control of the budget for building repairs and maintenance. | Force |
| 2001 | Fife | 30-Aug-01 | 6, 36, 6.2 | Processes | Suggestion | That the force review the manner in which Preliminary Investigations are reported to minimise bureaucracy and to secure early notification to the Deputy Chief Constable of the nature of the complaint in order that the appropriate regulations can be more promptly applied. | Force |
| 2001 | Fife | 30-Aug-01 | 6, 36, 6.3 | Processes | Suggestion | That the force review the procedure of acting inspectors undertaking conduct investigations. | Force |
| 2001 | Fife | 30-Aug-01 | 6, 36, 6.5 | Processes | Suggestion | That where different officers are chairing hearings, the outcomes of these hearings and the penalties applied should be reviewed regularly by the Deputy Chief Constable to ensure consistency. | Force |
| 2001 | Fife | 30-Aug-01 | 6, 40, 6.17 | Processes | Suggestion | That the command and control system be programmed to automatically generate details of false intruder alarm activations. | Force |
| 2001 | Fife | 30-Aug-01 | 6, 48, 6.35 | Processes | Suggestion | That the force actively consider the recommendations of the thematic inspection on asset confiscation as they might be applied to improve the present position. | Force |
| 2001 | Fife | 30-Aug-01 | 6, 48, 6.36 | Processes | Suggestion | That the force review the span of control within the Drug Squad. | |
| 2001 | Fife | 30-Aug-01 | 6, 51, 6.44 | Processes | Suggestion | That the force conduct a cost benefit evaluation of Incident Data Recorders. | Force |
| 2001 | Fife | 30-Aug-01 | 6, 52, 6.48 | Processes | Suggestion | That safety scissors for the removal of ligatures should be kept in a clearly identified position with other emergency first aid equipment. | Force |
| 2001 | Fife | 30-Aug-01 | 6, 52, 6.49 | Processes | Suggestion | That the force consider the installation of panic/attack alarms in all custody areas. | Force |
| 2001 | Fife | 30-Aug-01 | 6, 52, 6.52 | Processes | Suggestion | That the force ensure there are appropriate facilities within custody areas for the storage of sharps. | Force |
| 2001 | Fife | 30-Aug-01 | 6, 53, 6.54 | Processes | Suggestion | That the force consider the extension of coverage by the re-alignment of cameras or providing additional equipment. | Force |
| 2001 | Fife | 30-Aug-01 | 6, 54, 6.59 | Processes | Suggestion | That only sergeants who have received training relevant to their role are deployed in charge of custody areas. | Force |
| 2001 | Fife | 30-Aug-01 | 6, 55, 6.66 | Processes | Suggestion | That quantitative and qualitative performance measures be developed for the Information and Communications Technology Department. | Force |
| 2001 | Fife | 30-Aug-01 | 2, 14, 2.5 | Leadership | Good Practice | HMIC considers the publications of a Hospitality and Gifts Register and associated guidance as good practice. | Force |
| 2001 | Fife | 30-Aug-01 | 2, 14, 2.6 | Leadership | Good Practice | HMIC considers the publication of a Code of Ethics as good practice. | Force |
| 2001 | Fife | 30-Aug-01 | 4, 22, 4.19 | People Management | Good Practice | HMIC noted the prompt referral of staff who may be suffering from neurological illness to a psychologist as good practice. | Force |
| 2001 | Fife | 30-Aug-01 | 4, 22, 4.20 | People Management | Good Practice | HMIC considers the publication of sickness absence statistics in the force weekly information bulletin, highlighting improvement and thanking staff who had maintained a full attendance record over the year as good practice. | Force |
| 2001 | Fife | 30-Aug-01 | 6, 44, 6.26 | Processes | Good Practice | HMIC acknowledges the force's extensive use of DNA analysis in support of crime prevention and detection as good practice. | Force |
| 2001 | Fife | 30-Aug-01 | 6, 46, 6.29 | Processes | Good Practice | HMIC considers the employment of an analyst within the intelligence function as good practice. | Force |
| 2001 | Fife | 30-Aug-01 | 6, 46, 6.32 | Processes | Good Practice | HMIC recognises the creative use of screen savers to increase the profile and awareness of intelligence as good practice. | Force |
| 2001 | Fife | 30-Aug-01 | 6, 54, 6.60 | Processes | Good Practice | HMIC considers the introduction of Lay Visitors and their unannounced independent inspections of custody facilities to be good practice. | Force |
| 2001 | Grampian | 17-Apr-02 | 3, 36, 3.16 | People Management | Recommendation 1 | That the force act to reduce the backlog, and thereafter ensure the expeditious submission, of Staff Appraisals. Consideration should be given to this important element of staff management being made the subject of a specific performance indicator. | Force |
| 2001 | Grampian | 17-Apr-02 | 4, 50, 4.57 | Partnership and Resources | Recommendation 2 | That the force consider development of a project plan, with appropriate milestones, which will allow for the management of staff pay budgets by Departmental and Local Area Commanders. | Force |
| 2001 | Grampian | 17-Apr-02 | 5, 55, 5.10 | Processes | Recommendation 3 | That the force circulate to Superintendent ranks the decisions reached at misconduct hearings with a short précis of the incident. | Force |
| 2001 | Grampian | 17-Apr-02 | 5, 57, 5.19 | Processes | Recommendation 4 | That management and performance information in relation to STORM be reviewed. | Force |
| 2001 | Grampian | 17-Apr-02 | 5, 62, 5.46 | Processes | Recommendation 5 | That a regular independent audit process exists to ensure that crimes and offences reported and recorded within the command and control system can be tracked through to the crime recording process. | Force |
| 2001 | Grampian | 17-Apr-02 | 5, 74, 5. 89 | Processes | Recommendation 6 | HMIC repeats its recommendation that the practice of retaining drugs productions within the Forensic Science Laboratory be reviewed. | Force |
| 2001 | Grampian | 17-Apr-02 | 5, 76, 5.101 | Processes | Recommendation 7 | That the force vary their firearms administration procedures to ensure that Firearms Licensing Department is aware of the location of every firearm and, what specific action has been taken where certificates have lapsed. | Force |
| 2001 | Grampian | 17-Apr-02 | 5, 77, 5.105 | Processes | Recommendation 8 | An action plan of remedial work is drawn up to address identified Health and Safety issues. | Force |
| 2001 | Grampian | 17-Apr-02 | A, 100, A22 | Annex A | Recommendation 9 | That 'local policing plans' and their implementation by local commanders are reviewed to present a comparative level of standardisation in format and use of performance data targets and to include consideration of planned service reviews. | Force |
| 2001 | Grampian | 17-Apr-02 | A, 101, A29 | Annex A | Recommendation 10 | That consideration be given to the development of a selection process, encompassing determination of the required skills and competencies, for the staffing of teams engaged in Best Value service reviews. | Force |
| 2001 | Grampian | 17-Apr-02 | A, 106, A44 | Annex A | Recommendation 11 | That the force review the process for the selection of 'service' areas for Best Value review and their linkage to the 'strategic' priorities for the force. The Best Value service reviews selected should be encompassed within a programme which allows for monitoring of progress against given milestones. | Force |
| 2001 | Grampian | 17-Apr-02 | 1, 20, 1.15 | Leadership | Suggestion | That work on policy, decision making and projects is co-ordinated to ensure a logical and clear policy and decision-making structure is supported by a well-defined programme and project management structure. | Force |
| 2001 | Grampian | 17-Apr-02 | 2, 24, 2.5 | Policy and Strategy | Suggestion | That further consideration be given to the timetable and process, including consultation arrangements, through which service plans produced by headquarter departments support local plans. | Force |
| 2001 | Grampian | 17-Apr-02 | 2, 24, 2.7 | Policy and Strategy | Suggestion | That there is a need for further corporacy to be applied to the issue of guidance for staff on the forward planning process, thus ensuring clear and structured links between local priorities, strategic intentions and national performance measurement and target setting. | Force |
| 2001 | Grampian | 17-Apr-02 | 2, 24, 2.10 | Policy and Strategy | Suggestion | A more formalised and documented process of performance accountability within the planning cycle which builds upon the strengths of the Operational Commanders Meeting. | Force |
| 2001 | Grampian | 17-Apr-02 | 2, 28, 2.29 | Policy and Strategy | Suggestion | That the developing community consultation strategy encompass consideration of joint survey work with partner organisations particularly in the field of community planning. | Force |
| 2001 | Grampian | 17-Apr-02 | 2, 29, 2.33 | Policy and Strategy | Suggestion | That consideration be given to the Head of Public Affairs and Media attending Force Police Group Meetings. | Force |
| 2001 | Grampian | 17-Apr-02 | 2, 29, 2.34 | Policy and Strategy | Suggestion | The draft strategy and action plan for 'external communications' be revisited with a view to providing a clear and comprehensive force strategy for internal and external 'communications'. | Force |
| 2001 | Grampian | 17-Apr-02 | 2, 32, 2.54 | Policy and Strategy | Suggestion | That the review of the policing arrangements for royal residences consider the use of a written protocol or memoranda of understanding with local command areas and headquarters departments to more clearly define responsibilities and requirements in this important area. | Force |
| 2001 | Grampian | 17-Apr-02 | 2, 32, 2.56 | Policy and Strategy | Suggestion | The force consider the introduction of regular secondment to the operational planning department as part of the succession planning process in this vital area for Grampian Police. | Force |
| 2001 | Grampian | 17-Apr-02 | 3, 39, 3.34 | People Management | Suggestion | The force consider establishing an equal opportunities monitoring group involving the Staff Associations and the HR Department to encourage involvement and ownership across the force in managing diversity. | Force |
| 2001 | Grampian | 17-Apr-02 | 4, 42, 4.8 | Partnership and Resources | Suggestion | That the force draw up guidance as to when community beat officers can be withdrawn from their principal | |
| 2001 | Grampian | 17-Apr-02 | 4, 49, 4.52 | Partnership and Resources | Suggestion | That a trawl of financial guidance and procedures held by each budget holder and particularly the local area commanders be undertaken to determine what is in existence and what is required to ensure that support staff outwith headquarters have access to advice when required. | Force |
| 2001 | Grampian | 17-Apr-02 | 4, 51, 4.58 | Partnership and Resources | Suggestion | That an action plan be developed to progress costed service plans linked with multi-year budgeting. | Force |
| 2001 | Grampian | 17-Apr-02 | 4, 51, 4.63 | Partnership and Resources | Suggestion | That the Best Value Service Review and the production of a Business Plan for the Finance function be addressed within a short timescale. | Force |
| 2001 | Grampian | 17-Apr-02 | 4, 52, 4.64 | Partnership and Resources | Suggestion | That given the significance of the role of both the Director and the Treasurer, it would be appropriate for key issues arising from their meetings to be formally minuted and retained. | Force |
| 2001 | Grampian | 17-Apr-02 | 5, 53, 5.4 | Processes | Suggestion | That the Professional Standards and Conduct Department should be tasked with ensuring that there is greater consistency in the disposal of complaints and quality of service issues at local level. | Force |
| 2001 | Grampian | 17-Apr-02 | 5, 54, 5.7 | Processes | Suggestion | That an action plan for the Professional Standards and Conduct Department be established to address the key issues of people, guidance and consistency. | Force |
| 2001 | Grampian | 17-Apr-02 | 5, 56, 5.15 | Processes | Suggestion | That a protocol, which clarifies the principle of primacy between the central and local command area control rooms, defined accountability and responsibilities and collates and updates the existing orders be compiled and published by the force. | Force |
| 2001 | Grampian | 17-Apr-02 | 5, 57, 5.21 | Processes | Suggestion | That further consideration should be given to the overall scope of the content of the Working Practices Manual and to include representation from 'practitioners' outwith the Force Control Room on the Working Practices Group. | Force |
| 2001 | Grampian | 17-Apr-02 | 5, 59, 5.27 | Processes | Suggestion | The establishment of a suitable programme of training exercises in major incident handling within the Force Control Room, with a recording and evaluation procedure. | Force |
| 2001 | Grampian | 17-Apr-02 | 5, 62, 5.44 | Processes | Suggestion | That the force review the area of crime recording and reporting in order to firmly establish the appropriate timescales for submission of all reports, detected and undetected within one point of reference and easily accessible to all. This should also establish a mechanism by which all 'late' report lists are compiled and acted upon. | Force |
| 2001 | Grampian | 17-Apr-02 | 5, 65, 5.58 | Processes | Suggestion | That a further review of intelligence reports is undertaken to secure improvement in the time taken to complete the necessary supervisory assessment. | Force |
| 2001 | Grampian | 17-Apr-02 | 5, 68, 5.71 | Processes | Suggestion | That the CID use the vehicle of their 'Business Plan' to clarify operational expectations between CID, Operational Support and Local Command Areas and provide a clear framework for effective and efficient working arrangements between local area crime operations and headquarters crime support. | Force |
| 2001 | Grampian | 17-Apr-02 | 5, 74, 5.92 | Processes | Suggestion | That the force consider a more accountable system of corroborated audit prior to and at the point of destruction of seized drugs. | Force |
| 2001 | Grampian | 17-Apr-02 | 5, 77, 5.107 | Processes | Suggestion | The force review the extent of CCTV coverage in relation to custody areas and consider how this might be improved. | Force |
| 2001 | Grampian | 17-Apr-02 | 5, 78, 5.111 | Processes | Suggestion | The force consider the consolidation of custody facilities to serve the respective command areas and Sheriff's Courts. | Force |
| 2001 | Grampian | 17-Apr-02 | 5, 78, 5.112 | Processes | Suggestion | The force consider regularising the present position in the use of the terms 'traffic' and 'road' policing. | Force |
| 2001 | Grampian | 17-Apr-02 | 5, 81, 5.125 | Processes | Suggestion | That the Traffic Department review the issue of short-term secondments. | Force |
| 2001 | Grampian | 17-Apr-02 | A, 98, A10 | Annex A | Suggestion | That plans need to be developed to devolve responsibility for Best Value from the Strategic Development Department and invest an appropriate level of responsibility for progress in Best Value to local command areas and other Departments. | Force |
| 2001 | Grampian | 17-Apr-02 | A, 98, A11 | Annex A | Suggestion | That there is a need to increase awareness of the Best Value framework, beyond consideration of service reviews and involve the Joint Police Board in setting the criteria for determining the service review programme and ensure they have a role in monitoring the programme's progress. | Force |
| 2001 | Grampian | 17-Apr-02 | A, 99, A15 | Annex A | Suggestion | That in the context of considering the effectiveness of public meetings, further efforts be made to reach a wider range of members of the public. | Force |
| 2001 | Grampian | 17-Apr-02 | A, 101, A25 | Annex A | Suggestion | That in the context of considering alternatives to the Chief Constable's Annual Report, more specific, regular information for shareholders may be necessary in some cases. | Force |
| 2001 | Grampian | 17-Apr-02 | A, 101, A29 | Annex A | Suggestion | That the role of Best Value programme manager be considered with a view to the appointment of a suitably qualified and experienced support member of staff. | Force |
| 2001 | Grampian | 17-Apr-02 | A, 105, A44 | Annex A | Suggestion | That independent challenge should be provided by an external element both during and on completion of the review rather than being restricted to the reviewer answering the 'challenge' question. | Force |
| 2001 | Grampian | 17-Apr-02 | 2, 25, 2.13 | Policy and Strategy | Good Practice | HMIC considers the development of the Performance Booklet for the Operational Commanders Meeting to provide performance information and target setting on a more 'localised' dimension as good practice. | Force |
| 2001 | Grampian | 17-Apr-02 | 2, 26, 2.16 | Policy and Strategy | Good Practice | HMIC considers the development of a bespoke performance review methodology in the Local Command Areas and Departments, aligned with the HMIC protocol based inspection process as good practice. | Force |
| 2001 | Grampian | 17-Apr-02 | 2, 28, 2.27 | Policy and Strategy | Good Practice | HMIC considers the continuing development and direction of the Community Consultation Strategy, embracing consultation as an 'all year round process' as good practice. | Force |
| 2001 | Grampian | 17-Apr-02 | 2, 29, 2.35 | Policy and Strategy | Good Practice | HMIC considers the secondment of selected police officers to Media Services on a regular basis to be good practice. | Force |
| 2001 | Grampian | 17-Apr-02 | 2, 31, 2.48 | Policy and Strategy | Good Practice | HMIC considers the defined process for the annual review of all major incident plans as good practice. | Force |
| 2001 | Grampian | 17-Apr-02 | 2, 32, 2.52 | Policy and Strategy | Good Practice | HMIC considers the sound administrative control of amendments to Contingency Plans to be good practice. | Force |
| 2001 | Grampian | 17-Apr-02 | 2, 32, 2.53 | Policy and Strategy | Good Practice | HMIC considers the use of an 'Emergency Exercise Guide', to encourage 'partners' to organise and run their own exercises, as good practice. | Force |
| 2001 | Grampian | 17-Apr-02 | 2, 32, 2.55 | Policy and Strategy | Good Practice | HMIC considers the use of an interactive table-top exercise for the briefing of Grampian staff deployed when Her Majesty is in residence at Balmoral as good practice. | Force |
| 2001 | Grampian | 17-Apr-02 | 2, 33, 2.63 | Policy and Strategy | Good Practice | HMIC considers the use of the Court Officer Availability System (COAS) to reduce abstractions for operational officers as good practice. | Force |
| 2001 | Grampian | 17-Apr-02 | 3, 37, 3.20 | People Management | Good Practice | HMIC considers the use of an outside organisation to run promotion assessment centres as good practice. | Force |
| 2001 | Grampian | 17-Apr-02 | 3, 37, 3.22 | People Management | Good Practice | HMIC considers the force's commitment to the development of staff through higher education as good practice. | Force |
| 2001 | Grampian | 17-Apr-02 | 3, 38, 3.27 | People Management | Good Practice | HMIC considers involvement with the Two Ticks initiative, demonstrating a commitment to tackle all aspects of diversity, as good practice. | Force |
| 2001 | Grampian | 17-Apr-02 | 3, 38, 3.28 | People Management | Good Practice | HMIC considers the re-launch of the Maternity Network Scheme and training delivery to new volunteer |