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| HM Inspectorate of Constabulary in Scotland |
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HMIC suggests:
that, 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. (paragraph 1.1.5)
that devolved resource management should be followed through on a more vigorous timescale. (paragraph 1.7.5)
that 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. (paragraph 2.2.4)
that the force might wish to consider a schedule for JNCC meetings with set dates throughout the year. (paragraph 3.3.2)
that the formation of a joint negotiating board involving both police and support staff be re-visited as such a board can enhance corporacy and improve communication. (paragraph 3.3.4)
that because of the potential risks, the force reconsider its approach regarding allowing prisoners to be supplied with food by friends. (paragraph 3.7.5)
that the force considers producing guidelines for officers regarding the provision of special diets or other religious needs of people in custody. (paragraph 3.7.6)
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. (paragraph 3.7.7)
that the force should reconsider the documentation of such a plan relevant to each of the three main custody areas at Alloa, Falkirk and Stirling. (paragraph 3.7.9)
that the selection procedures for specialist departments are re-visited to ensure that openness, fairness and accountability are firmly rooted. (paragraph 4.3.6)
that in relation to the force's recruitment process, the need for a final interview with the deputy chief constable, be re-visited. (paragraph 4.3.8)
that specific action is considered in respect of attracting ethnic minority members of the community into the force. (paragraph 4.5.7)
that the force considers establishing a formal equal opportunities monitoring group. (paragraph 4.5.8)
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 importance of robust management of vacancies and proper attention to succession planning. (paragraph 4.6.3)
that specific targets are set for managing down the level of sickness absence. (paragraph 4.8.3)
that 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. (paragraph 4.9.10)
that the force considers developments in respect of the use of CS incapacitant spray and adopt a policy about providing its officers with this equipment. (paragraph 4.10.2)
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. (paragraph 5.2.2)
that the force should consider joint monitoring and evaluation of the scheme with the education services of the three authorities. (paragraph 5.2.10)
that 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. (paragraph 5.3.3)
that 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. (paragraph 5.4.5)
that activity analysis is routinely undertaken across force functions and is used to inform policy on deployment decisions. (paragraph 6.1.2)
that the force should consider formalising methods of:
that training facilities be regularly reviewed to ensure that adequate arrangements are in place. (paragraph 6.7.11)
that all PNC users should be required to have successfully passed a formal competency test before being allowed access to live PNC data. (paragraph 6.7.12)
that the standards in the (PNC) Code of Connections be used as a basis for logical access procedures. (paragraph 6.7.13)
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. (paragraph 7.1.2)
that 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. (paragraph 7.1.3)
that the area of sex offender registration and related workload requires early attention. (paragraph 7.2.4)
that the force should satisfy itself that an acting inspector used in such a role meets the requirements of the legislation. (paragraph 7.8.5)
that all officers of superintendent rank should receive training in relation to misconduct hearings and the role of chairman in particular. (paragraph 7.8.13)
that the force might wish to consider a more pro-active approach to the management of such claims. (paragraph 7.9.1)
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