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HM Inspectorate of Constabulary in Scotland

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Central Scotland Police: Primary Inspection 2000

4. People Management

The full potential of an organisation's people is best released through shared values and a culture of trust and empowerment which encourages the involvement of everyone. This chapter examines how the force manages and releases the full knowledge and potential of its people.

4.1 Investors in People

4.1.1 Staff throughout the human resources department expressed commitment to continuous improvement and this was reflected in the force's human resources strategy "Our People" which was largely complete but had still to be implemented at the time of the inspection.

4.1.2 The force was first accredited with the Investors in People award in May 1995. Re-accreditation was achieved in May 1998 and the next re-accreditation process is due in May 2001. It is the force's intention to apply for re-accreditation at this time although the Investors in People Standard is currently being revised and updated. The full process is expected to be made known to the force early next year.

4.1.3 The force's commitment to organisational development and continuous improvement is expressed in the human resources strategy and evidenced by the manner in which the strategy is being developed in conjunction with the business aims of the force. HMIC also noted that the force intends to seek a national training award for its staff development programme.

4.1.4 Succession planning is regarded as part of the purpose of the staff development programme and it was noted that the force's senior managers were soon to be involved in an appraisal day at the Scottish Police College. All senior staff were to be subject to 360 degree staff appraisal with a view to informing the force's succession planning programme.

4.1.5 It was noted that there is a small budget held for further education courses for staff. It is open to any member of staff to apply for financial assistance for this purpose. At least one officer was noted to be undertaking a higher research degree on a part time basis.

4.1.6 Although HMIC had some concern about the selection procedures for specialist departments, (see paragraph 4.3), human resources staff were found to be an energetic and innovative team who showed commitment to fairness and openness. It was also noted that supportive personnel practices including job-share, part-time working and career breaks are available to all staff.

4.1.7 A number of staff emphasised the culture of openness within the force where senior management engaged in consultation and junior staff felt free to make their views known. The philosophy of "treating people right" - the human resources mission statement, was said to have been driven from the top and that the force executive was seen as committed to having a culture where everyone in the organisation felt valued and encouraged to express a view.

4.1.8 Staff throughout the force were found to be frank and their measured expression of concerns was consistent with the culture described. Although many voiced serious concerns about the limited number of uniformed patrolling officers there was evidence of 9 strong team spirit and co-operation and a good working relationship between beat officers and colleagues in specialist departments. Middle managers, particularly inspectors, displayed a high level of awareness of the pressures under which their officers were working and recognised the importance of welfare considerations. At a more senior level, area commanders were aware of the stressful and potentially dangerous situations in which their officers were working. There was evidence of deployment adjustments being made to deal with periods of high demand and improve officer safety but there was an absence of routine activity analysis to inform a more strategic approach (see also chapter 6 paragraph 6.1).

4.1.9 HMIC noted concerns at the time of the review inspection in 1998 about the sufficiency of patrol cover. These concerns were repeated during this inspection, particularly by operational patrol officers and their immediate supervisors.

4.2 Police Cadets

4.2.1 The 1996 Primary Inspection had recommended that the policy of employing police cadets be reviewed (Primary Inspection Report 1996, Recommendation 3). A review was carried out following which the chief constable recommended to the joint police board that the cadet programme be retained. The joint police board accepted this.

4.2.2 In the 1998 review inspection of the force, HMIC again recommended that the force ended its policy of employing police cadets (Recommendation 1, Review Inspection 1998). This recommendation has not been accepted and the force had 10 cadets at 31.12.99, nine of whom were still cadets at the time of this Primary Inspection, the other having been appointed to the force as a constable. The retention of cadets is supported by the local branch of the police federation.

4.2.3 The force rationale for the maintenance of a cadet programme includes:

• Supporting local youth employment
• Encouraging good community links; and
• Evidence that the scheme attracts high quality individuals.

To evidence the case for the retention of cadets the force recently produced the following table demonstrating the achievements of former cadets.

4.2.4 At the Review Inspection in 1998 the salary costs of cadets was about £75,000pa and at this Inspection is about £54,000pa. HMIC recognises that the continuation of the Cadet programme is a matter for the force and the joint police board. A Best Value (BV) review of the programme is planned and HMIC believes this will test its relevance and value beyond the simple salary costs. HMIC will re-visit this issue at the next Review Inspection (2001), post the results of the BV review.

4.3 Recruitment and Selection

4.3.1 The last primary inspection in 1996 highlighted concerns among support staff about the recruitment of a disproportionate number of retired police officers to fill support staff vacancies and HMIC recommended that the recruitment practice for support staff be reviewed (Primary Inspection Report 1996, Recommendation 7). This had been addressed by the time of the Review Inspection in 1998 (Review Inspection Report 1998, paragraph 5.3-5.7).

4.3.2 However in the Review Inspection Report, HMIC again invited the force to emphasise its selection procedures to support staff to ensure that they are left in no doubt as to the equality of the system (paragraph 5.7).

4.3.3 During this inspection, HMIC found that the measures taken, including the commitment to advertise the majority of support staff posts internally, have largely resolved this issue. There are currently 240 support staff posts in the force. The only posts that are not advertised internally are those posts where the skills and specialist qualifications are not held by existing members of staff.

4.3.4 There are currently eleven retired police officers filling support staff posts.

Support Staff Posts Filled by retired Police Officers since 1996

4.3.5 Selection procedures for internal police posts vary depending on the nature of the post. HMIC noted that specialist CID posts were usually advertised but some, such as posts within the intelligence bureau were directly appointed from a 'short list of suitable officers'. This latter approach was also said to apply to constable posts within the CID and traffic department.

4.3.6 In the case of the CID, appointment as a detective constable was said to depend on the officer's performance as an 'aide to the CID'. Based on an assessment of the officer's aptitude in the role of acting detective constable, a short list is compiled from which detective inspectors, in conjunction with area commanders, select officers for appointment to the department. With the traffic department, officers have first to get into the department as an 'aide'. Success in this respect depends on the officer's performance on a driving course taken before the end of the officer's probation. It was said that promoted posts within departments are usually advertised but there were many examples of direct appointments. HMIC suggests that the processes are re-visited to ensure that openness, fairness and accountability are firmly rooted.

4.3.7 The force had 76 trained assessors at the time of the inspection including police officers and support staff. These assessors assess potential recruits and new support staff as well as people being considered for an advertised post or promotion. Assessment is competency based and founded on the Bramshill model.

4.3.8 The recruitment of Constables is undertaken by an assessment process which currently involves a final interview with the Deputy Chief Constable and HMI suggests that this latter dimension is re-visited.

4.4 Civilianisation

4.4.1 The Human Resources Department continues to be headed by a superintendent supported by two specialist support staff members, one responsible for personnel matters and the other for training and development. The training officer is an inspector.

4.4.2 At the time of the Review Inspection in 1998 the officer in charge of the IT unit was an inspector, the rank having been reduced from chief inspector as part of budgetary savings. The chief constable argued against SOHD Police Circular 9/1996 which identified computer support as an area which should be fully civilianised and saw the inspector's deployment in this role as good value for money. In light of other forces' progress in this respect however, HMIC considered this difficult to justify and recommended that the post of inspector within the information technology unit be civilianised as soon as practicable (Recommendation 4, (paragraph 4.10) Review Inspection Report 1998).

4.4.3 HMIC found that the IT department continues to be headed by the same police officer who was in post at the time of the Review Inspection. He has since been promoted to the rank of chief inspector. He continues to be supported by a team of specialist support staff. Since the above recommendation the officer's role has been widened to encompass responsibility for the force control room and communications as well as adopting a more strategic role in relation to IT following the appointment of a senior systems manager. HMIC makes no further observations at this time but will maintain an interest in the delivery of the IT function.

4.4.4 A further recommendation (Recommendation 6, (paragraph 6.18), Review Inspection 1998) that civilianisation of the police posts within custody suites be progressed quickly, has not been implemented.

4.4.5 The recommendation reflected particular concern about the duties of sergeants, whose responsibilities, it was said should be limited to a supervisory capacity. This inspection found that there has been no change in this respect. The designated custody officers in the force are sergeants (in Stirling and Falkirk), although in the sergeant's absence constables regularly undertake the role, or as in Alloa, the office clerk who is a constable. There are no civilian custody assistants or turnkeys in the force. The care and custody of prisoners is discussed at paragraph 3.7 where a specific recommendation and suggestions are made.

4.5 Equal Opportunities/Diversity

4.5.1 One of the personnel officers within the Human Resources Department has responsibility for equal opportunities matters within the force and represents the force at meetings of the national equal opportunities network. The force previously had an officer seconded to the Equal Opportunities Commission.

4.5.2 The same personnel officer was also a member of the National Equal Opportunities Training Strategy Group which recently met at the Scottish Police College. The group's report is due to be considered by the ACPOS Personnel and Training Standing Committee and it is envisaged that this may give rise to a further training package.

4.5.3 Currently, all staff have received training in equal opportunities and new staff receive a one day course covering gender, race and age discrimination. A staff survey which is about to be carried out contains questions on equal opportunities issues.

4.5.4 There is a workplace contact advisors scheme in the force which is advertised on the force web browser. HMIC noted that the staff involved, which includes police officers and support staff, had not met as a group for over two years and this may be an issue which the force would wish to consider. The number of contacts through the scheme was very low and this may also be worthy of some evaluation. It was noted that none of the grievances formally reported under the grievance scheme in the last year, again a small number, involved any allegation of harassment or discrimination.

4.5.5 Over the past five years there has been a 20% increase in the number of women officers recruited by the force. The ratio of male to female police officers is currently 7.3:1. This ratio has increased slightly from 6.6:1 in 1997/98 as the percentage of women officers in the force has decreased. There are currently 98 women officers in the force out of a total of 721 police officers. This equates to a percentage of 13.6% which is over 2% below the Scottish average and the second lowest percentage out of the eight Scottish forces. The highest ranking female officer in the force is an inspector who is in an operational post. Of the 95 sergeants in the force, 6 are women (6.3%), 3 of whom are in operational posts. There are 137 women support staff members out of a total of 238 support staff (57.6%).

4.5.6 There are two police officers and one support staff member of ethnic minority origin serving in the force. Of the 501 applicants for support staff vacancies in 1998, 2 were identified as of ethnic origin and of the 706 applications received in 1999, 7 were from applicants of ethnic origin. In respect of applications to become police officers, only 1 applicant out of 836 (1998) was of ethnic origin and in 1999 the figure was 1 out of 755.

4.5.7 The ethnic population in the force area is small (0.7%) and relations with the local racial equality council are good, but currently there are no access courses or other recruitment policies targeted specifically at attracting ethnic minority members of the community into the force. HMIC suggests that specific action is considered.

4.5.8 The Human Resources Department uses ORBIS, a personnel management system which is not yet fully operational but when it is management information to assist equal opportunities monitoring will be more readily available. At present there is no formal equal opportunities monitoring group or system in place. HMIC suggests such a step receives consideration. This issue will be re-visited at the next Review Inspection (2001).

4.6 Tenure Policy

4.6.1 The force does not have a formal tenure policy restricting the time spent by officers in a particular post but this is a conscious decision by the force executive and not an oversight.

4.6.2 In some areas there was said to be a "self-dictated" departmental tenure, usually three years. However, where officers wanted to stay longer and this was agreed, this period was frequently extended beyond the notional tenure of three years. In departments such as traffic and CID there were officers who had spent most of their service in these departments and some had over 20 years in the same department.

4.6.3 A tenure policy and programme is one of the mechanisms to help spread expertise, provide development opportunities for staff, and encourage fresh thinking for a particular police function. It has to be balanced against the real need for in-depth expertise and continuity in key functions. HMIC suggests 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.

4.7 Special Constabulary

4.7.1 The force has 60 special constables at the time of the inspection, 40 of whom were said to undertake duty on a regular basis. HMIC noted the diverse duties undertaken by members of the special constabulary and the fact that many have been authorised to drive police vehicles. It has also been agreed that, where appropriate, they could undertake administrative duties.

4.7.2 A training needs analysis survey had been sent out to special constables but this met with a poor response. While a full winter training programme was run last year, training at the time of the inspection was restricted to training for new recruits to the special constabulary and officer safety training. Appropriate and regular training is an important aspect of equipping Special Constables for their responsibilities and securing public confidence in their role.

4.7.3 Members of the special constabulary spoken to during the inspection, reported they were accepted and valued by the regular officers with whom they worked. They also spoke of the enthusiasm and commitment shown by members of the training department, both when undergoing training and in the contact maintained with them generally. Training staff expressed the same commitment to this aspect of their role. However the force intends to move the ownership of special constables away from the training department to area commanders. This is intended to give local unit commanders greater responsibility for the development of special constables and enhance their integration within the local command unit team. This approach is endorsed by HMIC.

4.8 Occupational Health and Welfare

4.8.1 In 98/99 the force recorded the highest sickness absence rate among police forces in Scotland at 15.4 days per officer compared to a Scottish average of 11.4. In 99/00 the force figure had reduced to an average of 12 days per officer. It was reported that officers were receiving more contact from the force when they were absent on sick leave. Officers were receiving more encouragement to return to duty and where ill-health was likely to preclude their return, then this was also being dealt with in a more expeditious manner.

4.8.2 While the force strategy on occupational health and welfare is still being developed as part of the human resources strategy, the force's sickness absence management policy is in place and is available to staff on the force web browser. However the policy is to be re-visited as part of the new strategy and bench-marking is intended.

4.8.3 The force is well aware of its high sickness levels and there was evidence during the inspection that this is being addressed. HMIC suggests that specific targets are set for managing down the level of sickness absence.

4.8.4 At the primary inspection in 1996, HMIC expressed concern about the force medical officer's location within the cells complex at police headquarters. As an alternative to visiting the doctor at this location, police officers could be seen at the doctor's own premises in Stenhousemuir. It was recommended however that more appropriate premises were found for staff to consult the force medical officer (Primary Inspection Report 1996, Recommendation 9).

4.8.5 At the time of the Review Inspection the force was actively pursuing alternative accommodation within and to the rear of headquarters (Review Inspection Report 1998, paragraph 5.16). In March 2000, HMIC found that the lodge house in front of the headquarters building at Randolphfield was undergoing extensive renovation to house the force occupational health and welfare unit. The building will also provide accommodation for the "Jago" suite, the force's sexual offences suite. It was intended at the time of the inspection that the building would be functional by April 2000.

4.9 Health and Safety

4.9.1 The force appointed a health and safety officer in 1997. An experienced health and safety specialist, this officer undertakes the role of adviser to the force on health and safety matters and is responsible for training within the force. The officer is currently located within Management Services but is about to be re-located within the Human Resources Department. HMIC considers health and safety to be a human resource issue.

4.9.2 The recent re-alignment of the health and safety adviser from management services to the human resources department is seen as a positive move and the setting up of a working group to encompass occupational health, safety and welfare within the force is supported.

4.9.3 While the inclusion of health and safety within the human resources strategy due to be implemented is acknowledged, HMIC found that the force is considerably behind other forces in terms of its health and safety policy and working practices.

4.9.4 HMIC was advised that health and safety manuals containing generic risk assessments are available at main police stations but due to technical reasons could not be made available on the force web browser. There had been no review at force level of generic risk assessments to adapt them for local use.

4.9.5 Operational officers expressed awareness of the need for health and safety considerations to be taken into account in operational situations and there was evidence that risk assessments are prepared for some pre-planned events and operations. However, concerns were raised by some operational supervisors about the level of training received by those now tasked with preparing risk assessments.

4.9.6 There are 44 officers in the force trained to carry out risk assessments but some of these officers seen by HMIC lacked the confidence in their ability to carry out detailed risk assessments. All training had been provided in-house and the force had not sent officers to the Scottish Police College for the training provided there. There were further training courses planned at the time of the inspection. Clarification is required as to when risk assessments are required and by whom they should be prepared.

4.9.7 HMIC noted that there was no health and safety inspection programme in place in respect of police premises and that only one such inspection had ever been carried out. An inspection programme for police premises should be put in place and local commanders should have their own structures and processes for ensuring appropriate and recorded checks of their own premises and equipment.

4.9.8 There are two health and safety groups within the force. One is a health and safety forum, the other is the force health and safety committee. The forum is the longest running of the two but was not considered to meet the standards of the committee envisaged by the legislation and the committee was established for this reason. The forum was said to meet about three times a year and recently met for the fourteenth time since its inception. It is the force health and safety committee, chaired by the deputy chief constable, which deals with policy matters.

4.9.9 Reports of accidents and injuries involving staff are forwarded to the health and safety officer. Details are recorded on a spreadsheet. The system is not searchable however and does not provide any statistical or management information. Annual figures could not be produced without adding the entries on the spreadsheet and there was no evidence of any analysis of accident or injury trends taking place.

4.9.10 HMIC suggests 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. These forms contain a high level of detail which provides forces with important statistics in respect of assaults upon officers in terms of numbers, severity, trends, patterns, the involvement of weapons, the utility of officer safety equipment and other facts. Significant data can be gleaned in this way and used to inform working practices and training. It also keeps the force informed of the levels of violence and other risks which staff are confronted with in the course of their duty and enables management action to be taken to minimise these risks.

4.9.11 There is a pressing need for an updated health and safety policy and health and safety needs to be given a higher profile within the force. HMIC recommends that the force establishes a clear force policy on health and safety based on current legislation and guidelines. The policy 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.

Recommendation 2
HMIC recommends that the force establishes and implements a clear force policy on health and safety based on current legislation and guidelines. The policy 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.

4.10 Officer Safety

4.10.1 The force uses the PR24 side handled baton. Difficulties have been experienced with retaining the baton in its ring holder on the officers' utility belts and these are to be replaced with friction lock holders to prevent batons being dropped. The force is also in the process of issuing stab resistant vests to officers up to and including the rank of inspector.

4.10.2 The use of CS incapacitant sprays has now been introduced in two other Scottish forces, Strathclyde and Tayside and HMIC suggests that Central Scotland Police should consider this development and adopt a policy about providing its officers with this equipment.

4.10.3 Such a policy should be based on evidence associated with perceived and actual risk to officers' safety. As highlighted at paragraph 4.9.10 above, good management information regarding the exposure to violence faced by officers in this force is not readily available at present. For this reason, the practice elsewhere, is drawn to the force's attention.

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