 |  |
| Publications |
| Home | Press | Publications | What We Do | Who We Are | Search | Site Map | Contacts | Links | ||||
| | |||
| Publications > Crime, Law, Justice & Rights | ||||
< Previous | Contents | Next >
1. Her Majesty's Chief Inspector of Constabulary (HMCIC) Mr William Taylor undertook a primary inspection of the Scottish Criminal Records Office (SCRO) between 5 and 6 December 2000. HMCIC appreciates the constructive assistance provided throughout the inspection process by the Director of SCRO, Detective Chief Superintendent Harry Bell and all staff.
2. This inspection is the first primary inspection of a central service to be conducted after a review of the inspection process in Scotland. The result is a report structured on the "Business Excellence Model". This inspection was different in a number of ways from those previously conducted by Her Majesty's Inspectorate of Constabulary (HMIC). Under the new process, an informed assessment is applied to determine the focus of the inspection to ensure it is specifically focussed on areas deemed to be of greatest priority. This follows an assessment of SCRO plans and other documentation and took into consideration matters raised in the primary inspection of the Fingerprint Bureau published on 29 August 2000. The primary inspection of SCRO as a whole was scheduled to take place in December 2000. Following a request by the SCRO Executive Committee the inspection of the Fingerprint Bureau was brought forward and conducted on 22 and 23 May 2000. (That report is available on the HMIC website www.scotland.gov.uk/hmic). The last primary inspection of SCRO by HMIC took place in 1995.
3. In response to HMIC's findings from the
primary inspection of the Fingerprint Bureau the Association of Chief Police Officers
in Scotland (ACPOS) established a Presidential Review Group (APRG), comprising
Mr Rae (Dumfries and Galloway Constabulary),
Mr Robertson (Northern Constabulary),
Mr Hamilton (Fife Constabulary) and Sir Roy Cameron (Lothian and Borders Police)
to coordinate the Scottish Police Service's response. Part of the ACPOS response
was the creation of a Change Management Review Team (CMRT), led by Mr McInnes
(Deputy Chief Constable of Fife Constabulary) to undertake, between July and October
2000, a 90 day scrutiny of the SCRO fingerprint Bureau and the structure of the
Scottish Fingerprint Service.
On 6 October 2000 the CMRT presented a report
to the APRG, suggesting how to progress matters. In recognition of the need to
maintain a momentum the APRG approved the establishment of a full time ACPOS Project
Management Team. Following dissolution of the CMRT the ACPOS Project Management
Team was established with the remit to coordinate and progress the response to
the HMIC Inspection and the CMRT findings. The ACPOS Project Management Team report
to the Scottish Fingerprint Service Project Board, established under the auspices
of the APRG to provide overview management responsibility for the development
of the Scottish Fingerprint Service (see paragraph 6.1).
4. This structure and reporting mechanism can appear somewhat clumsy, particularly as the present authority for managing SCRO is the Executive Committee. However, HMIC recognises that it is an expedient temporary structure designed to facilitate quick decision making and implementation, with the authority of both the Executive Committee and ACPOS Council. Through this mechanism, it has been possible to take forward many of the key recommendations from HMIC and the CMRT without the need to revert to the full committee or Council. It is important that clarity of purpose, decisions and implementation is not slowed by the 'unwieldy' structures. The ACPOS President, who chairs the Executive Committee, is fully aware of the importance attached to making progress. The review of Common Police Services will cause changes to be made in representatives and structures to include the way in which the development of ISJCIS is changing functional responsibilities.
5. Part V of the Police Act 1997 provides for the extension of public access to criminal records. There will be 3 levels of checks: criminal conviction certificates available to individuals on payment of a fee; criminal record certificates for those being considered for positions which are exceptions to the Rehabilitation of Offenders Act 1974, e.g. solicitors, nurses and doctors. Enhanced criminal record certificates will be available for those being considered for positions which are exceptions under the 1974 Act and which will involve regularly caring for, training, supervising or being in sole charge of children (under the age of 18). Part V allows for regulations to be made to extend the enhanced certificates to those working with vulnerable adults. The scheme is to be self-financing with those requesting a certificate paying a fee. The certificates will be available throughout Britain. In England and Wales a Criminal Record Bureau has been set up in Merseyside and operated by the United Kingdom Passport Agency. In Scotland SCRO will assume responsibility for the provision of certificates. The accuracy of the data is a key issue.
6. Although SCRO is already recognised as a disclosure authority it was acknowledged that a project team would be necessary to implement the new Part V arrangements (see paragraphs 5.9 to 5.13) and that a full examination of the accommodation needs of SCRO would be required. This resulted in the identification of No. 1 Pacific Quay, Glasgow and lease for a 25 year period. SCRO relocated from Strathclyde Police Headquarters to Pacific Quay on 9 October 2000.
7. The inspection methodology included examination of a wide range of documents and responses by SCRO, to specific HMIC questions, followed by pre-inspection work by a staff officer using protocols and software covering the areas to be examined. The aim of the combined use of protocols and software is to achieve a more effective and focussed inspection, consistent in approach and with an emphasis on outcomes and performance.
8. During
the course of the inspection evidence was gathered from documentation provided
by SCRO, including specific plans. In addition to this, staff at all levels of
the organisation provided important contributions. Views on SCRO's performance
were also obtained from the 8 Scottish forces, the Scottish Drug Enforcement Agency,
the Scottish Prison Service, the Crown Office and the Scottish Executive.
9. As explained in other primary inspection reports on Scottish forces, the aggregation of items labelled 'good practice' into an appendix, as in previous reports has been under review. This review is not a reflection on the organisation under inspection. HMIC now records good practice which is defined as follows. The good practice can be a process or practice which HMIC regards as having made a contribution to continuous improvement. As such it is noted in order that other forces or police organisations can consider whether it is appropriate to adopt the practice. It is recognised by HMIC that not all good practice is transferrable. The good practice is a judgement made by HMIC and may not have included a full scale evaluation.
< Previous | Contents | Next >
The information contained on this WWW site is Crown Copyright but may be reproduced without formal permission or charge for personal or in-house use. Privacy and Content Disclaimer.
For general enquiries about this web site email ceu@scotland.gov.uk or fill out our online questionnaire.
