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Tayside Police Primary Inspection 2002

2. Policy & Strategy

Strategic Planning

2.1 In July 2001, the Corporate Development Department was created to combine responsibilities for force planning processes, monitoring performance, force policy, research and corporate communications. A Superintendent, who reports to the Deputy Chief Constable heads the Department.

Figure 4: Corporate Development Organisational Chart

2.2 Corporate Development defines four major areas of departmental activity:

1. the constitutional documents which provide a framework within which the force operates - the Strategic Plan, Policing Plan, Annual Report and force policies;
2. the identification of community expectation and priorities;
3. the setting of objectives in accordance with these expectations and the professional judgement of policing requirements; and
4. the measurement of actual performance against targets to inform the operational strategy.

2.3 The Policing Plan 2001-2002 represented the first policing plan under the direction of the new Chief Constable and set out 5 objectives directed at enhancing the quality of life for all who live in the force area. At the time of inspection, Tayside Police were in the process of publication of a new annual policing plan (2002-2003) and 3-year strategic plan (2002- 2005). The five force objectives are to remain unchanged and are as follows:

• to reduce crime and respond to the needs of victims;
• to tackle nuisance, disorder and vandalism in our communities;
• to reduce road casualties and increase safety on our roads;
• to tackle the illegal use of drugs;
• to provide leadership, training and support to colleagues.

2.4 HMIC notes that these objectives direct divisional and departmental plans. These plans are submitted to the Force Executive and processed through the Corporate Development Department to ensure they are complementary. It is understood that there is an intention to publish the divisional plans to inform local communities directly.

2.5 Supporting the objective setting process, consultation is undertaken at local level by various informal and formal mechanisms. This is exemplified by community consultation through Section Inspectors in their dealings with Community Councils; through divisional command teams with their own community presentations and links to elected members and a formalised involvement with local authorities and other emergency services through Community Safety Partnerships within each division. Within the Corporate Development Department reference is made to presentations to the Police Board, Members of Parliament, and the regular process of public satisfaction telephone surveys.

2.6 Internal staff consultation is undertaken through quarterly Senior Management Workshops and monthly breakfast meetings chaired by the Chief Constable. This combines with feedback from meetings held by the Chief Constable with members of the force, meetings held below senior management level and regular management meetings with staff associations to obtain a view of staff opinion.

2.7 The objectives within the force annual plan are further defined by giving the aims of each objective and the manner in which these aims will be achieved. Also presented are the statutory performance indicators with targets set out in respect of each and linked to 1997-2000 baseline averages. HMIC notes that the statutory performance indicators are not directly aligned to the force objectives (paragraph 6.7).

2.8 Performance is monitored by 'monthly performance reports' produced by the Performance Management Unit within Corporate Development. In addition to information relating to statutory performance indicators, the monthly performance report pulls together data from other departments in order to give senior management a view of a wider range of organisational activity. Data is collected from Finance, Forensic Laboratory, Human Resources, Staff Welfare and Occupational Health Departments, which is presented on a monthly basis in tabular form.

2.9 The monthly performance reports are designed using a colour coding system, which shows 'at a glance' the extent of deviation from target, thus allowing those responsible to divert resources to any particular area of concern. These are tabled at Force Executive meetings and Operational Commanders meetings.

2.10 HMIC was pleased to note the intention of the performance management unit to produce a performance booklet 'aligned' to ongoing force objectives and would urge that this is progressed in close consultation and collaboration with divisions and departments. Related to this, HMIC was interested in the work of the Detective Chief Inspector, Western Division in developing performance monitoring and target arrangements based on locally perceived needs.

2.11 Overall, the planning process is guided by a recently introduced planning schedule and cycle.

Figure 5: Planning Schedule April-March

Figure 6: Planning Cycle Strategic Plan

2.12 During the inspection process, the current and proposed force plans were examined and HMIC noted the intentions of staff responsible for the production and monitoring of the plans to develop and refine the process. All the staff involved were clearly committed to the task in hand. Based upon observations made across the force, it was however evident that a degree of slippage had occurred in the production of the planning documentation. HMIC acknowledges that a strategic plan for 2000-2003 is in place, the plan for 2002-2005 is in draft and that annual objectives are to remain unchanged. However, if the planning process is to retain credibility and drive activity, it is important that timescales are met.

2.13 The planning cycle does not specify the manner of consultation, those to be consulted ('especially hard to reach groups') nor define a reporting format which informs the plan makers. The current process of community consultation is not considered easily discerned or quantifiable. It was also noted that the post of survey assistant within Corporate Development remained unfilled though it is understood that telephone surveys continue to be done. HMIC learned that the force does not, as a matter of routine, consult with local communities by public survey and would encourage full consideration of a range of methodologies to gauge public opinion and use the results to inform policing strategy. It is acknowledged that the force are working to fill the post of survey assistant and that a Best Value review of community consultation is to be undertaken.

2.14 HMIC noted that local management teams had taken effective steps to develop their local plans, however, HMIC was concerned again with slippage and an apparent lack of more detailed corporate guidance as to plan preparation, format, content and publication.

2.15 Relevant to the overall planning process, HMIC notes the intention of senior managers to develop functional strategies, notably in Crime Management, Community Safety and Road Policing (paragraph 5.121). It is important that the force develops an integrated planning process with a logical flow through a hierarchy of plans and strategies.

Corporate Communications/Force Media Unit

2.16 The last Inspection Report made recommendation in relation to the need for a corporate communications strategy and an appointment of a corporate communications head. The force, in large part has addressed this issue by the responsibilities given to the newly created Corporate Development Department and the placement of Force Media as a unit of that department. A Force Media Services Strategy was provided for examination and it was noted that a formal communications strategy remained a matter for consideration following the Best Value review of community consultation.

2.17 The development of an editorial team for the production of the Force Annual Report, the internal staff magazine 'Copperplate' and other publications is seen as positive, as is the comprehensive newspaper monitoring undertaken by the media unit.

2.18 The force was, however, unsuccessful in an attempt to recruit a corporate communications manager as planned and the support staff Media Liaison Officer has since been awarded senior status. Elements of media related work has been out-sourced and the post of Corporate Communications Manager has been re-evaluated.

2.19 HMIC notes this current position and in light of experience during the inspection remains concerned that these relatively new arrangements would appear to have had varying degrees of success in communicating with and informing target audiences within and external to the force. This remains an area for consideration of a more structured and co-ordinated approach and will be subject to further examination at the Review Inspection.

Information Technology and Communications

2.20 The Director of Corporate Services, a member of the Force Executive has portfolio responsibility for Communications and IT. The Head of IT & Communications is currently a Superintendent, the Deputy a Chief Inspector and a police officer holds the post of Airwave Project Manager. There are four other police officers working within the IT Development Section.

Figure 7: IT & Communications Organisational Chart

2.21 Interpreting the business needs of the force in this area is the IS/IT Steering Group, which was established in 2000. The remit of the IS/IT Steering Group is to:

• Set the strategy for the delivery of IS/IT to the force
• Maintain an awareness of strategic developments in information systems and technology
• Monitor the progress of the strategy and all on going IT projects
• Monitor the deployment of resources within the Communications and IT Department
• Advise the Programme Board on technical matters influencing the portfolio of projects.

2.22 The force, as part of the planning process for the millennium, produced a three-year strategy. This plan was ratified by the IS/IT Steering Group on formation and has been reviewed annually since that time by that group. A new three-year plan has been drafted and is to be implemented in 2002-2003 and is structured into considerations in four areas:

• Radio
• Information Systems
• Telephony/Call Handling
• Infrastructure.

The plan includes the cost of maintaining the services provided by IT and communications.

2.23 During the inspection HMIC were impressed by the significant support in force for the level of IT development. The Corporate Database, referred to as INTEGRITY, the Command and Control application, CAPTOR, supplied and maintained externally by Securicor Information Systems (SIS) and particularly the internally developed FOCUS group of applications were positively commented upon as was the accessibility and ability of the IT and communications department to develop new ideas.

2.24 The development of the FOCUS suite of applications, which includes missing persons, elements of time-off monitoring and absence management and a briefing system (para 5.87) originated from the need to ensure that the force is ISCJIS compliant. In adopting this approach, significant IT skilled 'police officer' resources were directly engaged in IT developmental work and continue to be so employed. The applications which have been developed (see Figure 8) and their level of integration with the Corporate Database have made full use of the skills and knowledge, police and IT related, currently within the department. It is also understood that the applications have been developed by use of readily available 'open source' technology, where the main cost is the people cost of development staff applied to the various projects. While acknowledging the positive nature of this work, HMIC would caution the force to ensure that development is mindful of the need for future SPIS migration.

Figure 8: FOCUS: Modular Development

2.25 HMIC noted a number of issues arising from the current work of the department. It is recognised that certain IT applications within the force are not fully 'user friendly' or fail to meet the requirements of users. This was particularly noted in the areas of Firearms Licensing and Custody and the largely historical reasons for this were noted. Nevertheless, a SPIS developed application for Firearms Licensing will soon be available and may be an attractive consideration.

2.26 HMIC acknowledges the contribution of Tayside Police to the development of the Scottish Intelligence Database (SID) Project but notes the concerns expressed within the force over the user specification and the ability of the application to be interfaced to the force's Corporate Database.

2.27 A Tayside Police Human Resource application is currently in 'rapid application' development. This is an area central to SPIS development and it is suggested that this work and the route taken may prove complimentary. HMIC welcomed the information that the work undertaken by the development team is to be shown to the SPIS Team.

2.28 User Groups have been formed to ensure that best use is made of the INTEGRITY systems and to consider potential changes, particularly in the light of changes in legislation. The Corporate Database Liaison Officer monitors these groups, advises on best practice and provides a link between the force and the supplier, Securicor Information Systems to whom the force is committed for the maintenance of the corporate database for the next three years. User Groups have been put in place for the Warrants and Briefing applications and the remit of these Groups is to ensure that Force Policy and correct Guidance exists. HMIC is in accord with the force and views these practically-focused groups as a distinct benefit in ensuring the continuing efficient use of the system.

2.29 The force has recently recognised that the long-term sustainability of police officer posts within the IT and Communications Department is open to question and is moving towards a more appropriate balance of specialist expertise and police experience. HMIC is supportive of this direction and commends the need for a consistent professional approach to the development of IT, with the phasing out of senior police management and recruitment of appropriately qualified service professionals. HMIC recommends that the force critically examine the structure and all posts within the IT and Communications Department to ensure the correct balance.

2.30 Although not directly within the remit of IT and Communications, HMIC was surprised by the low level of IT training support available within the force. It was noted that there are two dedicated IT trainers and that IT Training was subject to a Best Value Review in 2001. During the inspection, users related that the IT training undertaken in certain areas was basic and confined to specific areas of system use. The true potential of computerised systems may not be fully achieved because the users are not adequately trained and the force should further consider what training shortfall exists and how it may be addressed. This is considered particularly pertinent at this time, as training will feature as a significant component in the development of a virtual contact centre.

Virtual Contact Centre

2.31 In common with other Scottish forces, Tayside Police have secured additional Scottish Executive funding made available for projects related to the roll out of the national digital radio service known as Airwave.

2.32 As the solution most appropriate to the demands placed upon and needs of Tayside Police, the force is developing a particularly innovative idea, described as a Virtual Contact Centre. Tayside Police view the development of the virtual contact centre as the final stage in achieving a call handling strategy, which aims to provide a high quality, best value, professional service that seeks to resolve matters, where possible, by means of the telephone, rather than by the automatic deployment of costly police resources.

2.33 The virtual contact centre will seek to integrate all key sites across the force and utilise existing staff who are presently employed within local stations to provide limited call handling. Through the innovative use of computer telephony integration and automated call distribution systems calls will be routed, where appropriate, to their nearest geographical police station. This approach retains local knowledge with no discernible difference to the public other than the use of a new single number.

2.34 Given the scope and potential operational impact of this project, HMIC would wish to highlight the many positive opportunities and benefits which can be delivered, ranging from improvements in response times, information from and to callers, public satisfaction measures, increased pro-activity and operational efficiency to reductions in associated costs such as telephony. Equally, key operational and management issues will require to be comprehensively progressed in concert with more technical matters within the relatively short timescale afforded the project.

2.35 HMIC notes the intention of the force to recruit a suitably qualified project manager and is supportive of the clear priority to be given to the sound and professional management of this project. Although at a relatively early stage of development there is an evident realisation of the scale of the tasks to be undertaken across, for example human resource issues, particularly in training, and in operations, such as the impact on crime management policy and procedures.

2.36 During the inspection HMIC learned of the announcement of success in the funding of the project. During interviews it was noted that limited information was available to staff at this early point of the project initiation. Communication and consultation throughout the life of the project and the planned transitional arrangements will be an important element in securing confidence in the development of the virtual contact centre.

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