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Tayside Police Primary Inspection 2002

1. Leadership

Background

1.1 Tayside Police is responsible for policing the three council areas of Angus, Dundee City and Perth and Kinross. The geographical area covered amounts to 1,853,482 acres and is populated by 393,600 people. The force is divided into three divisions the boundaries of which are aligned to those of the unitary authorities.

1.2 Eastern Division: covers the area of the Angus Council. The population is centred on the seven Burghs of Arbroath, Brechin, Carnoustie, Monifieth, Forfar, Kirriemuir and Montrose. Local government reform significantly added to Angus by extending the boundaries to include the peripheral area around Dundee. There is also a range of rural environments, from the mountains in the north to the stretch of North Sea coast to the south and east of the area. The current population totals 110,780.

1.3 Central Division: covers the area administered by Dundee City Council, an almost entirely urban environment and with the highest concentration of people in the force area. It has a resident population of approximately 150,250.

1.4 Western Division: covering the area administered by Perth and Kinross Council, the division centres on Perth with the other main towns being Blairgowrie, Crieff, Kinross and Pitlochry. The population is now 132,570 and increasing noticeably each year.

Figure 1: Map of Force Area

Senior Management

1.5 Mr John Vine, Chief Constable, was appointed on 20 November 2000. He is assisted by a Deputy Chief Constable, Mr Ian Gordon, an Assistant Chief Constable, Mr Willie Bald, a Director of Corporate Services, Mr Doug Cross and a Director of Human Resources, Mrs Moira Docherty. This executive structure is set out in Figure 2 which outlines the respective portfolio responsibilities at the time of inspection.

Figure 2: Force Executive Structure

1.6 HMIC was pleased to note that members of the Police Authority, representatives of the constituent unitary authorities and staff associations stated that access to the Chief Constable and his senior management team were excellent and working relationships positive. HMIC also noted that the Chief Constable has endeavoured to communicate a consistent message regarding force values and expectations and placed clear emphasis on the importance of front line policing, tackling nuisance and vandalism and ethical crime recording.

1.7 The Chief Constable's efforts have led to changes to posts, functions and meeting structures. This process will continue into 2002. Figure 3 is reproduced from the force review of the Meeting and Consultation Framework.

Figure 3: Meeting and Consultation Framework

1.8 Arising from the review, the current force meeting structure has, at the highest level, a weekly, informal Force Executive meeting with a formal meeting once every 4 weeks. Force performance is discussed at the Operational Commanders Meetings, held on a monthly basis, with additional formal visits by the ACC to the Divisions on a quarterly basis to discuss local performance and related issues. Force policy is progressed through the quarterly Force Policy Committee meetings. Informal and consultative quarterly meetings between the Chief Constable and local representatives of the Association of Scottish Police Superintendents (ASPS) and Police Federation were also introduced in January 2001.

1.9 HMIC acknowledges the breadth of actions taken to improve communication flows throughout the organisation. Exemplifying the Chief Constable's approach to improved internal communication, was a morning meeting, referred to as 'The Breakfast Meeting', held monthly and attended by all Executive members, Divisional Commanders, Departmental Heads and key members of support staff. This meeting is not minuted, has no fixed agenda and is designed to allow open discussion and the sharing of opinions on matters effecting policy development within the force.

1.10 The opportunity was taken during interviews and focus groups throughout the force to assess qualitatively knowledge or understanding of the many projects and initiatives underway. In large part the response was positive, with levels of consultation being very favourably commented upon. In some instances, however, there was an apparent confusion or lack of knowledge as to the changes planned or underway in the force, which evidently had not been fully or effectively cascaded. For example, and while acknowledging the force is following a national modernising agenda to provide information and services electronically, the expectation that all staff will or can diligently search the intranet for information is not matched in practice. HMIC would urge continuing careful attention to maintaining effective internal communication.

1.11 HMIC noted that the Force Programme Board, inaugurated in 1999, appeared to have lost its impetus and had been replaced by a more outcome orientated framework. Responsibilities for progressing individual projects now rest in large part with individual executive members who oversee projects within their portfolio. Projects are prioritised through the weekly and monthly force executive meetings, with decisions communicated to senior managers by the publication of an appropriate minute. There remains, however, an apparent absence of a defined and documented management process to assist executive members to track and prioritise force projects collectively and this needs to be further addressed. HMIC acknowledges that individual projects were being progressed and reviews actioned, but equally evidence of delay and deferment of decisions pending, for example in awaiting senior staff placement, were found. HMIC recommends that the force incorporate all major projects within an overall programme management framework, which is effectively communicated and monitored, with the objective of minimising delay in progressing prioritised projects. Building upon the experience of the use of a Force Change Manager, consideration might usefully be given to designation of a senior manager as 'change director' to ensure coherent progress.

1.12 The force is divided into three operational divisions aligned with the local Councils, Central (Dundee City), Eastern (Angus) and Western (Perth and Kinross). The divisions each have a Chief Superintendent rank as Commander with a management team encompassing responsibility for operational and support functions. Each division is further divided into sub-divisional sections, with a police inspector as the senior police officer in charge. Responsibilities for crime management, community safety and road policing are devolved to the three operational divisions.

1.13 Headquarter departments span a range of functions and include Professional Standards, Firearms Licensing, Corporate Development, Crime Management, Force Control Room, Road Policing, IT & Communications, Best Value, Finance, Human Resource Services, Staff Development and Occupational Health and Welfare. The report describes these functions in more detail.

1.14 The force strength on 31 March 2002 consisted of 1170 police officers, 612 civilian support staff and 122 special constables. Included in the police figure are 12 superintending posts, four of which are held by chief superintendents. In addition to divisional chief superintendents, Central Division has a deputy at superintendent rank and the remaining superintendent ranks are at headquarters, with two in Crime Management (chief superintendent and superintendent) and one each in Professional Standards, IT and Communications, Operational Support, Corporate Development, Best Value, and Change Management.

1.15 At the time of the inspection the force had just completed a selection process for vacant superintendent posts, appointing three (para 3.7). HMIC also learned of proposals for change to the current deployment of superintendent posts. In light of these developments, HMIC will be interested in reviewing the amended structure at the next review.

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