 |  |
| Publications |
| Home | Press | Publications | What We Do | Who We Are | Search | Site Map | Contacts | Links | ||||
| | |||
| Publications > Crime, Law, Justice & Rights | ||||
< Previous | Contents | Next >
How the behaviour and actions of the executive team and all other leaders inspire, support and promote excellence as the best way to achieve the organisation's objectives.
Committee Structure
2.1 The committee structure existing prior to change in 1999 consisted of the SCRO Controlling Committee, the Development Standing Committee and the SCRO Fingerprint Standing Committee. The former comprised the chief constables of the 8 Scottish forces, representatives from SCRO and the Scottish Executive. By convention it was chaired by the chief constable holding office as President of the Association of Chief Police Officers in Scotland (ACPOS). It follows that the chair rotated each year with the Presidency. Chief officers, or deputies at a senior level, from the 8 Scottish forces attended the Fingerprint Standing Committee as did representatives from SCRO and the Scottish Executive. The Standing Committee was chaired by a chief constable.
2.2 The review by the independent management consultants conducted in 1998/99 resulted in ACPOS commissioning a Strategic Review Team who reported that both the head of SCRO and the service provided by SCRO, were inhibited by the reporting and decision making process existing at that time. The report recommended that the process be streamlined.
2.3 Two new committees were recommended. First, an Executive Committee to be chaired by the President of ACPOS and comprising the 8 chief constables, HMIC, the Director at SCRO and representatives from the Scottish Executive and COSLA. Second, a Management Committee to be chaired by the Scottish Executive comprising ACPOS representatives from the eight Scottish forces and the Director and Deputy Director of SCRO. These recommendations were agreed and implemented. Although the original proposal regarding the Management Committee anticipated representation of forces at Chief Officer level, this has been relaxed to allow representation at a senior level. In the Fingerprint Bureau Primary Inspection report HMIC expressed the view that the new SCRO Executive and Management Committees offer only limited improvement on the former committees in that they remain an unwieldy and top-heavy structure, which inhibits speed of response and fails to focus accountability. HMIC recommended that the SCRO management oversight structure be reformed as part of re positioning SCRO within a new Common Police Services arrangement. It follows that the recommendation is applicable for this report too. The Deputy First Minister and Minister for Justice announced (14 September 2000) that there would be a review of Common Police Services. At the point of reporting the detail and timing of that review is not known.
Role of the Scottish Executive
2.4 Because of the status of SCRO as a common police service, the Scottish Executive has a key role in relation to the funding and management of the organisation and for that reason has always been represented within the SCRO committee structure. Previously this involved representation on the (then) SCRO Controlling Committee, the Development Standing Committee and Fingerprint Standing Committee. Under the present structure, a senior official from the Justice Department represents the Scottish Executive on the SCRO Executive Committee. The same representative chairs the SCRO Management Committee.
2.5 Despite this key management role, SCRO is not required to provide management information to the Scottish Executive on a regular basis. Scottish Executive officials do not routinely visit SCRO beyond the meetings schedule and to date have mostly adopted a "hands off" approach to the organisation's management. The perception of the Scottish Executive as the "paymaster" as opposed to a key player in the management structure is detrimental to what could be a strong and supportive management influence. The review of Common Police Services will also address this issue.
Role of HMIC
2.6 HMIC had a seat at the former SCRO Controlling Committee in an advisory capacity and this role continued with the SCRO Executive Committee. The Assistant Inspector (a Deputy Chief Constable on secondment to HMIC) normally undertakes attendance from HMIC. The present Chief Inspector of Constabulary (HMCIC) does not support the continuation of the present arrangements involving HMIC. The principal advisory role undertaken by HMCIC is as an adviser to Scottish Ministers and while attendance in that capacity may be appropriate, it must, to preserve the independence of HMIC, exclude any appearance of direct management responsibility. This position will be addressed with the review of Common Police Services.
Relationship with Strathclyde Police
2.7 While Strathclyde Police has no more management responsibility for SCRO than any other force, the relationship between SCRO and Strathclyde Police has traditionally been a close one. This is due to a number of reasons including the past physical location of SCRO within Strathclyde Police Headquarters and the fact that the support staff working for SCRO are employees of Strathclyde Joint Police Board. However, the role of the Board is a facilitative one in respect of employment and personnel issues only. The Board has no day to day operational control. SCRO relocation to Number 1 Pacific Quay, Glasgow on 9 October 2000 will assist in more clearly identifying the independence of SCRO.
2.8 The
other main factor, which leads to close working relations with the force, is that
a high proportion of the fingerprint work undertaken by the SCRO Fingerprint Bureau
involves Strathclyde Police cases. De facto, SCRO acts as the fingerprint
bureau for Strathclyde Police, Northern Constabulary and Dumfries and Galloway
Constabulary. The ACPOS Project Management Team is addressing this issue following
the recommendation of HMIC that a national fingerprint service should be considered.
On 27 October 2000 the SCRO Executive Committee decided to move to a system
of centralised management for the fingerprint service in Scotland.
Senior Management Post
2.9 The most senior management posts within SCRO are currently held by police officers. The Director and Deputy Director are both seconded from Strathclyde Police holding the ranks of chief superintendent and superintendent respectively. Formerly the Director reported to the Assistant Chief Constable (Crime), Strathclyde Police, on a daily basis and that postholder completed the Director's annual performance review form. Now that daily contact with the Assistant Chief Constable (Crime) has been discontinued (following HMIC Inspection of the Fingerprint Bureau) there are no current arrangements in place for the completion of the Director's performance review form.
At the time of inspection the Executive Committee were in the process of drafting a scheme of delegation for the Director. The scheme of delegation will enable the Director direct access to the Strathclyde Joint Police Board in relation to personnel matters.
|
Recommendation 2 |
< 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.
