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Tayside Police Primary Inspection 2002

Crime Management (Crime Recording Practices)

5.66 It is a regular feature of HMIC inspections to audit processes and procedures used within forces to record crime. During the Inspection of Tayside Police HMIC examined incidents, recorded on the force command and control system, CAPTOR for two days, namely 14 and 18 January 2002. This resulted in a total of 1,008 being examined, of which 163 incidents were considered appropriately recorded as a crime and 57 were identified by HMIC as incidents that would appear to justify being recorded as a crime. Key to this determination was reference by HMIC to the new crime recording policy of the force, introduced in October 2001.

5.67 Nationally, the standardisation of crime recording is a matter under current consideration by ACPOS Crime Standing Committee through a short-life focus group, with the contribution of the Tayside model clearly being influential in determining a way forward. HMIC commends the force for grasping this issue by clearly defining the basis upon which crime will be recorded in Tayside Police.

5.68 The process of crime recording and the monitoring of adherence to the policy by the force is achieved through use and interrogation of the corporate database application known as INTEGRITY. It should also be noted that in conducting the audit HMIC considered the process of electronically reporting crimes (standard police reports) to the Procurator Fiscal, utilising the FOCUS (SMART) application. With the assistance of qualified officers within the force, HMIC examined and questioned the working practices relevant to the CAPTOR, INTEGRITY and FOCUS systems in undertaking this audit.

5.69 With the full co-operation of the force, further examination of the incidents identified by HMIC revealed two main concerns:

• Of 57 incidents where a crime had apparently been reported but no record was found, the force accepts that 27 of these should have been recorded as crimes. The recording shortfall, in relative terms, is primarily in the area of minor crime. The force is alert to this policy-practice gap, is working to address it and HMIC is content with the specific remedial action taken by the force arising from this finding and notes the submission of relevant crime reports.
• Working practices have allowed for the reporting of crimes to the Procurator Fiscal (detected cases), through the FOCUS application, which are not found within the crime recording INTEGRITY database. The implication of this, is a shortfall (not quantifiable from the sample) in the published level of crime and a potentially higher detection rate. It is unknown how significant the shortfall is.

5.70 HMIC acknowledges that the sample chosen, for statistical and practical reasons, is not fully representative of the way Tayside Police records crime. It is also true that the force, through the existing audit arrangements introduced by the new policy is aware of the former issue of recording shortfall and its level. It is equally understood that a Force Audit section is to be formed in the near future to assess standards and policy compliance. It is also fair to observe that there will be an intrinsic drift in the absolute statistical accuracy of data within the dynamic of incident management resulting from scene to scene. Nevertheless, HMIC found little evidence that the crime recording policy was currently being actively communicated and reinforced, particularly against a backdrop of significant apparent non-compliance. HMIC would encourage the force to take timely and positive steps to address this matter.

5.71 The latter issue is understood to have a relatively simple solution, the linkage by means of a crime reference number from the INTEGRITY system to the FOCUS report. The achievement of such a solution, either technically or by manual input, however, is recognised to have implications, not least of which may be impact on the workload of the crime input bureau. HMIC would encourage early consideration of an appropriate solution, which will continue to ensure the integrity of force crime statistics.

5.72 An area of tandem interest to HMIC was the review in respect of management of crime, which identified a need to involve line managers to a greater degree to ensure better quality assurance of crime enquiries. The impetus for this review was the comparatively poor performance of Tayside Police in respect of the detection of car crime and domestic theft by housebreaking. The review highlighted specific areas for improvement of crime management within Tayside Police, including time taken in the investigation of crimes, quality assurance and communication between units.

5.73 HMIC was pleased to note that the force had progressed changes to working practices to address these matters, learning from the experience of new methods of working in the Blairgowrie, Longhaugh and Perth sections of Western Division and to be extended to Downfield in Central Division. Process improvements are reported combined with notable localised improvements in detection rates. An issue, which was discerned during inspection was the apparent tension between the responsibilities of line managers and those of the divisional Crime Management Units (CMUs), though this was not considered insurmountable.

5.74 HMIC noted the recommendation within the review document to introduce a Best Value review of Crime Management functions as a priority, drawing together issues surrounding ethical crime recording and the crime management structures that deliver the process. The superintendent responsible for Best Value reviews is directing work in this area. In light of this, and the initiation of the virtual contact centre project (with its potential consideration of crime desk operations), it is considered appropriate to draw attention to the need for co-ordination of these key areas.

5.75 Overall HMIC acknowledges the improvements made in the adoption of an ethical crime recording policy and in the management of crime as progressed through changes to working practices in 'pilot' areas. HMIC recommends that the force review its current crime management strategy to take full advantage of the benefits provided by an integrated and co-ordinated approach.

Crime Management (Intelligence)

5.76 Commensurate with the Assistant Chief Constable's overall responsibility for crime management, performance in respect of intelligence is within his portfolio. In practice, this is delegated in the main to the Force Crime Co-ordinator, Divisional Commanders and a Director of Intelligence, a role undertaken at Detective Chief Inspector rank within the headquarters crime management structure.

Figure 13: Force Intelligence Branch Organisational Chart

5.77 The force also report that the following posts have key roles in the effective management of intelligence:

• Divisional Crime Officers
• Divisional Criminal Intelligence Officers
• Head of Force Intelligence Bureau
• Head of Special Branch
• Chairs of Divisional T&CG Meetings

5.78 Tayside Police utilises the National Intelligence Model (NIM) and was a pilot force for its introduction in Scotland. The model was first implemented in April 2001 following a review of intelligence instigated by the then Chief Constable in November 1999.

5.79 The NIM was piloted in Central Division for a six-month period and following a review and evaluation of performance it was concluded, on the basis of the criteria selected (see Figure 14) that the introduction of the NIM had a noticeable and positive effect.

Figure 14: National Intelligence Model (NIM) Pilot: Evaluation Criteria

5.80 The evaluation report exemplified improvement across a range of indicators over the pilot period of February to July 2001, noted as follows:

• Number of positive search warrants up 14.5%
• Number of positive target packages up 32.2%
• Although reported Domestic HBs went up 15.6% the detection rate improved by 0.2%
• Reported Take & Drive Away offences down 18.8%
• Reported OLPs (Theft by Opening Lockfast Places and includes cars) down 13.2%
• Complaints re Youths Causing Annoyance down 6.1%
• Although the number of Vandalisms reported is up 6.5% the overall trend since March has been downwards with June and July well below last year's figures
• Serious Assaults down by 8.7%.

5.81 The report also identified difficulties and key issues to be addressed in progressing the use of the model, such as the development of analytical skills, the use of the tasking & co-ordinating process and awareness training at operational level. The decision was later taken that the roll out of the use of the model throughout the force would follow the recruitment and training of additional analysts. HMIC noted that elements of NIM, such as the tactical tasking and co-ordinating group process, were in place throughout the force.

The purpose of intelligence within the force is reported as:

'To inform decision-making and direct operational activity to best effect as per NIM.'

5.82 HMIC notes, however, that no published strategy for intelligence exists that might more clearly define the aims and intentions of the force in setting its intelligence agenda. During the inspection, HMIC were made aware of the ongoing debate within the force regarding the complementary position of the use of the NIM and the current approach to problem solving policing. In some respects this exemplifies a question raised over the clarity and consistency of message present within the force.

5.83 The 'tasking and co-ordinating' process has been well accepted in the force and HMIC was impressed by the structures and practices adopted in support of the model's implementation. The Force Strategic Tasking & Co-ordinating Group (T&CG), which sets the control strategy and intelligence requirement and the Tactical T&C Groups form key forum at force and divisional level and during inspection were positively commented upon. HMIC noted that, divergent from the recommendation made by the NIM Implementation Project Team for Scotland, the divisional meeting, the Tactical T&CG, is chaired by the Chief Inspector (Operations).

5.84 The intelligence system is computerised and forms an integral part of the force corporate database, INTEGRITY, which includes the applications for Crime Recording, Custody, Warrants, Firearms & Shotguns & Vehicle Accidents. Immediate access is available on all desktops across the force. All officers can input intelligence reports and can interrogate the system, subject to certain controls in respect of sensitive intelligence. All data input is received in the Force or Divisional Intelligence Unit and is then processed and made available to researchers, analysts and intelligence officers to produce the key intelligence products.

5.85 Informing and driving the tasking and co-ordinating process are four key intelligence products, namely:

• Strategic Assessments
• Tactical Assessments
• Target Profiles
• Problem Profiles.

5.86 Analytical capability is critical in the creation of these intelligence products and the force, in common with other Scottish forces acknowledge a presently limited capability. HMIC was made aware of plans to introduce a further six analysts and upgrade one existing post to that of a Senior Analyst. It is also noted that the recognised training period for new analysts is considered to be two years. Initially, it is understood the analysts will be located within the Force Intelligence Bureau for training purposes before being allocated to divisions.

5.87 Routine dissemination of intelligence is further enhanced in the force by use of the FOCUS briefing application. The application allows FIB and Divisional intelligence officers to make assessed information immediately available to supervisors and individual officers for formal and/or self briefing. The briefing application draws on information from Command & Control, Custody, Warrants, Crime Recording, Missing Persons, Case Reporting (including Sudden Deaths) and the Force Operations Diary. HMIC observed the operation of the FOCUS briefing system, further enhanced by use of projection through a wall mounted plasma screen within the briefing room and considers its use good practice.

5.88 HMIC acknowledges the work done by the force in progressing the use of the NIM and promulgating its benefits in-force. The issue of the breadth and scope of the work to be done in force to further integrate the model and evaluate its impact was discussed with key individuals during the inspection. HMIC noted the consideration given and the planned intentions, but the absence of a structured plan for the project is an area of concern. HMIC are supportive of the use of a structured means of evaluation in determining the success or otherwise of adoption of structures and processes derived from the NIM and would commend the endeavours of the force in looking at the pilot phase. HMIC considers there to be benefit in the force re-visiting this area as part of the ongoing project.

5.89 HMIC recognises that Tayside Police is in many ways pioneering the implementation of the NIM and that matters identified during the inspection may well be replicated elsewhere during the roll out of the NIM in Scotland. Accordingly HMIC would wish ACPOS to recognise the need for a structured approach, with tight project discipline in an area which involves a substantial investment of resources.

5.90 HMIC recommends that the force, as part of its continuing approach to mainstream the National Intelligence Model within Tayside Police, further develop a project plan, with specific tasks, a timescale and evaluation criteria to support developments in this important area. HMIC further recommends that ACPOS recognise the importance of a structured approach and put in place tight project discipline for its introduction throughout Scotland.

Crime Management (Scientific Support)

5.91 In view of the force commitment to intelligence-led policing, HMIC took the opportunity during the inspection to examine issues pertinent to the contribution of scientific support to the investigative process. Though not a prime focus of the inspection, two key areas of interest emerged, firstly the use of Scenes of Crime Officers (SOCOs) within the force and secondly developments in the DNA Database held within the Police Forensic Science Laboratory at Dundee (PFSLD).

5.92 The Identification Branch of HQ Crime Management, recently subject to a Best Value service review, provides a crime scene examination service for the whole force at the level of serious crime with eight operational SOCOs. In terms of 'routine or volume' crimes, these officers provide a service to Central Division from 07.30 to 24.00 hours seven days per week. HQ Crime Management provides funding for this service.

5.93 Eastern Division has no dedicated SOCO while Western Division currently has one SOCO covering a substantial geographical area, working office hours, five days per week. Both divisions utilise trained detective and beat officers to provide a scene of crime service with divisional budgets funding therefore covering their own crime scene examination cover. At the time of the inspection, HMIC learned that Western Division were in the process of engaging a second divisional SOCO.

5.94 It is a fact that the Best Value review and the crime review highlight disparity in the provision of dedicated SOCOs and evidence the impact of this on the frequency and quality of evidence gathered at crime scenes. The logical progression of these are lost opportunities for crime detections.

5.95 In pursuit of its intelligence-led policing ethos and supportive of a growing performance culture, it is vital that the force maximises the efficient use of SOCO resources. There needs to be a more robust and rigorous comparison of performance across divisional boundaries to provide a greater clarity in terms of deployment. HMIC acknowledges the review work already undertaken and would encourage the force to consider the operation of the current structure, the method of monitoring and accountability of SOCOs and scene of crime work, the relationship between Headquarters scenes of crime and divisions and take this matter forward.

5.96 The force is actively involved in forensic science issues at a national level and a key stakeholder in the ongoing deliberations surrounding forensic science within the current 'common police services' review being progressed within the Scottish Executive. HMIC noted that Tayside Police have pioneered the introduction of a policy on 'officer supplied' DNA samples, addressing the issue of potential cross contamination at crime scenes by facilitating the availability of an elimination database. This is considered to be good practice. During the inspection HMIC visited the PFSLD and would record its support for the commitment and efforts of the staff, despite limited accommodation and for the salient work carried out within the Laboratory across a range of disciplines.

5.97 Worthy of highlight has been the substantial growth in the Dundee DNA database. The database commenced profiling DNA mouth swabs towards the end of 1996 undertaking work initially for Tayside, Central and Fife.

Table 6: Dundee DNA Database

5.98 All Scottish forces now send their Criminal Justice (CJ) mouth swabs to Dundee for profiling, Strathclyde Police changing to the PFSLD early in 2002 and increasing the Dundee Database to a total of 106,856 criminal justice DNA profiles.

5.99 HMIC was concerned to learn of a specific case where DNA evidence was held to be inadmissible. The problem lay in the 'corroboration of the evidence chain' in respect of the scientific process of DNA identification where in the past one scientist has generally given evidence about the collective process, in part undertaken by technicians. This has been successfully challenged in two Dundee cases. It is understood that this matter has been in large part resolved, with clarification of the Crown's position, which though subject to given caveats, expresses that there is no need to call technicians to give evidence. However, ACPOS should ensure that the matter is discussed with the Crown Agent in order that future cases are not impeded.

5.100 Issues impressed upon HMIC and in need of careful consideration by all forces are the targeting of the taking of DNA CJ mouth swabs, the greater recovery of crime scene stains and increased emphasis on volume crime scene profiling.

5.101 In essence as more 'convicted' criminal DNA profiles are recorded the requirement to mouth swab arrested or detained persons diminishes. A suggested approach covers a number of areas, namely:

• Reinforcement of the need to check the DNA status of the prisoner prior to mouth swabbing.
• Consideration of the nature of the crime, particularly in less serious crimes which attract arrest or detention status but frequently do not result in court convictions and therefore cannot be retained on the database.
• Consideration of a more robust use of Section 19 of the Criminal Procedure (Scotland) Act 1995, which allows the police to take samples from a convicted person (particularly juveniles) for a period of one month following the date of their conviction.

5.102 As increasing DNA samples are recovered from 'routine or volume' crime scenes there is of course a commensurate impact on the prioritised resources of the Forensic laboratory. HMIC acknowledges the contention that the police service could be losing opportunities to quickly solve many more crimes if resources could be devoted to volume crime scene profiling work. This is a complex issue, the key factors of which are encompassed within the current CPS review work. HMIC recommends that ACPOS review the current and future strategy for DNA sampling to assist maximum operational benefit from this facility.

Crime Management (Drugs)

5.103 The Assistant Chief Constable has overall responsibility in this area, which is delegated in the main to the Force Crime Co-ordinator. A Detective Inspector heads the drugs/surveillance branch and with the Force Drugs Co-ordinator both advise and report to the Force Crime Co-ordinator on the approach to the drug problem.

5.104 The force is committed to the Scottish Executive objectives in relation to drug seizures and prosecutions for supply offences and is on target to meet those in the current year. These are reported upon within the performance booklet produced in force, which supports the annual policing plan. This plan contains a specific objective to tackle the illegal use of drugs. There is no separate drugs strategy in place and the respective roles of divisions and headquarters in, for example, the areas of prevention, enforcement, resource management and performance measures relevant thereto are not so clearly documented. HMIC has made comment elsewhere in this report regarding the planning process (paragraph 2.15).

5.105 The force reports positive partnership work and consultation arrangements across a breadth of agencies, including:

• 3 x Drug Action Teams
• Scottish Drug Action Team Association
• 3 x Drugs and Alcohol Forums
• The Tayside Drug Action Teams Strategic Co-ordinator
• Drug Action Team Implementation Steering Group, Tayside Council on Alcohol
• Force Drugs Co-ordinators' Forum
• ACPOS Crime Standing Committee - Drugs Sub Committee
• SDEA
• Scottish Drug Forum
• UKHRA
• Release
• Scottish Executive CJU and EIU
• NCH Scotland
• The Tayside NHS Trust
• Tayside Drug Problem Service
• The Tayside Harm Reduction Service
• The Tayside Health Promotion Service
• The Scottish Police Federation
• Association of Scottish Police Superintendents
• UNISON
• CoSLA.

5.106 In 2000 the force formed a dedicated Surveillance Unit from the existing officers within the Drugs Surveillance Branch. This left three officers in the field of drugs enforcement. This was increased to eight and with the formation of the SDEA, funding was received for a further eight officers all being dedicated to the enforcement arena.

Figure 15: Drugs/Surveillance Branch Organisational Chart

5.107 The force now has a Drugs Branch of one Detective Inspector two Detective Sergeants 11 full-time Detective Constables and three Acting Detective Constables, referred to as aides (who gain experience and skills in drugs enforcement to take back to their divisional role). These aides rotate on a six-monthly basis.

5.108 Within this structure one of the officers is dedicated full time to the STOP Unit preparing and giving expert evidence. This is also shared with other full-time Drugs officers who have gained the necessary experience to prepare and give testimony in court. The officer in the STOP Unit also has responsibility for Chemist Inspections. The Unit is made up of two teams who work day/late shift pattern to give a better coverage to the force. HMIC notes that this unit was formed to ensure continuity in the provision of expert testimony.

5.109 HMIC has previously expressed support for ACPOS raising with Crown Office the consideration of change in the current arrangements for drugs storage. The system in Tayside Police and physical storage areas were examined by HMIC and not surprisingly large amounts of illegal substances, of high 'street' value were present. HMIC noted that the divisional property custodiers retain seized drugs in secure cabinets within secure, alarmed offices and after appropriate authorisation arrange for safe destruction. The security and audit procedures were examined. HMIC would encourage regular review of this area as a matter of course.

5.110 In undertaking this examination, HMIC visited the production areas in Dundee and Perth and was concerned with the pressures on available space being experienced due in large part to the failure to photograph, return or dispose of seized items as appropriate to their status. It is understood that a review of the policy on the retention, storage and disposal of all productions is to be undertaken in the near future.

5.111 Complementing the increased resources given to enforcement HMIC was impressed by the effort and initiative the force is directing toward combating drug abuse, notably in arrest referral, needle exchange and drugs education.

5.112 A commitment has been made to Arrest Referral Schemes (ARS), with planning and commissioning undertaken by the Drug Action Teams and using NCH Scotland as the service providers. The Arrest Referral Scheme has been operational in Perth and Kinross since July 2001. The force reports that the schemes will be almost 'cost neutral' to the force, their contribution being based on:

• An acceptance that Harm Reduction has a role in engaging drug users in interventions which can lead to a reduction in offending behaviour and thus reducing crime.
• An appropriate engagement in information sharing with external agencies to facilitate contemporary risk assessments of prisoners and pre and post intervention offending patterns.
• The provision of secure and confidential settings in custody suites for the interview and assessment of prisoners by drugs workers to inform disposals via the ARS.

5.113 Tayside Police has also progressed a Needle Exchange Scheme where, in simple terms, the police administer the externally available Tayside Harm Reduction Services needle exchange facility within police custody suites. This provides replacement 'clean works' to a high risk group and by so doing reduces the risk of use of contaminated needles and perhaps the need for prisoners to conceal such. The details of the scheme have been shared with the national Force Drugs Co-ordinators' Forum and is now a topic being considered by ACPOS Drugs Sub Committee.

5.114 In the area of education, an Angus Education Department/Tayside Police partnership has initiated a fresh approach to drugs education in schools, with school liaison officers being trained along with teachers to deliver an integrated, seamless service to schools in Angus. HMIC noted the positive contribution made by this initiative and the consideration of its extension to western division. The continuity of the initiative and the securing of appropriate long-term funding is, however, an issue under exploration and HMIC will be interested in the outcome.

Road Policing

5.115 In 2001 the road policing function within Tayside Police was the focus of an internal review carried out as part of the Best Value service review programme. This resulted in changes to the centralised structure, which had been introduced in 1999, and to headquarters and divisional working practices.

5.116 In essence, the delivery of routine patrol activity relevant to road policing within Tayside Police was again devolved to Divisions, making Divisional Commanders accountable in terms of line management. The newly formed Road Policing Units (RPUs) are aligned to each of the three divisions within the force. Accommodation is considered adequate to meet the needs of the Units.

5.117 A Headquarters Road Policing Department is retained, centralising specific support functions. A Chief Inspector heads the department and is accountable for policy and strategic matters relevant to road policing.

Figure 16: Road Policing Organisational Chart

5.118 The road policing function is stated by the force to exist within Tayside Police to ensure the availability of officers having very specialised knowledge, training and skills capable of addressing a complex and diverse area of policing in line with Government strategies and targets.

5.119 There is, however, currently no published Road Policing Strategy within the force and the activities of the Unit are considered to be aligned to the Force Strategic Plan, the ACPOS Road Policing Strategy and the Annual Policing Plan published by the force.

5.120 The primary objective pursued by the RPUs is detailed as Objective No. 3 on the published Annual Policing Plan:

'To reduce road casualties and increase safety on our roads.'

5.121 HMIC acknowledges the legitimacy of the above, however, noted that recommendations made in the force review, directed at developing the revised strategy and policy documentation for road policing, remained work in progress. That work requires to be undertaken as part of a co-ordinated planning framework. (paragraph 2.15). Within this area greater consideration can be given to the structure and reporting of performance measures concerning road policing, building upon the work of the review and knowledge and practice within the department.

5.122 HMIC observed that the overall staffing levels in road policing units had been increased following the review, though some concern was expressed with the length of time taken to provide all the recommended resources. This was tempered by a generally positive outlook at all levels in the force to the revised structure and the benefits being accrued from devolvement of road policing operations. This was particularly exemplified in the contribution of road policing to the tasking and co-ordinating structures within the force.

5.123 The Head of Road Policing attends Headquarters Tasking and Co-ordinating Group meetings to ensure national activities are incorporated into the planning process. Divisional RPU Inspectors attend local Tactical and Co-ordinating Group (TCG) meetings. Force initiatives are prioritised through these groups and are thereafter entered into the Force Operations Diary to promulgate the information and prevent dilution of available force resources.

5.124 The skills and knowledge of staff in any specialist area are a key success factor. HMIC notes that responsibilities for ensuring sufficient officers in the Unit have the required specialist skills rests with the head of department. This is assisted by a 'skills database' held in HQ RPU with input from the staff appraisal personal development plans. HMIC considers this good practice and notes that liaison has taken place with the IT development team to ensure this area is encompassed within the development of the HR application. As a point of interest, HMIC acknowledges that the force reports that all supervisors in the department have a sound background in road policing duties, having served as patrol constables previously and are also generally familiar with the sections in which they now work. HMIC would encourage consideration of the introduction of supervisors from a non-road policing background to facilitate greater cross fertilisation of skills and knowledge.

5.125 Tenure of post remains a feature in road policing only in respect of Headquarters personnel. It was noted that the use of formal secondments to road policing units was not in evidence. In terms of gaining short-term experience of a potential future career choice and attracting under represented groups this lack of opportunity is disappointing.

5.126 Civilian support staff are employed in the roles of Road Safety, Crash Investigation (one of whom is the Road Policing Intelligence Officer located within the Force Intelligence Bureau) and Vehicle Recovery Scheme (VRS) Administration. The VRS Administrator is a new post introduced to release a road policing sergeant back to operational patrol duties. The road policing intelligence officer has responsibility for:

• interrogating force systems and collating all aspects of road policing intelligence, which he can include, when appropriate, into the briefing application for all operational officers;
• the production of a weekly traffic intelligence bulletin detailing all items of intelligence in respect of suspected drink/drug drivers, disqualified drivers and any other information relevant to Road Policing;
• liaison with outside agencies, such as Customs and Excise, Benefits Agency and the Vehicle Inspectorate to ensure intelligence can be obtained and fed into the tasking process.

5.127 HMIC noted previous efforts by the department to secure an appropriately qualified support staff member for the purposes of driving instruction and the reasons for this area of potential civilianisation being held in abeyance. HMIC would encourage the force to continue to explore means of securing progress in this area.

5.128 The vehicle fleet manager is responsible for monitoring vehicle use and highlights concerns either to the Division/Department or more generally through the Vehicle User Group. The Vehicle Users and Supplies Group, with wide force representation, operates as a focal point for matters concerning the vehicle fleet, encompassing such matters as the type and location of equipment in vehicles within its remit. As an example, following a recommendation from the vehicle user group 'beat' vehicles in the force are to be marked in the 'half' battenburg livery which is now being rolled out across the force on new vehicles. Police vehicle accidents are also a standing item on the Vehicle User Group remit and the Force Safety Officer and Federation Safety Representative are members of the group. HMIC considers this forum to be good practice.

5.129 The department is actively involved in various partnerships including the Local Authority Roads Department, Scottish Executive, BEAR Scotland, DTLR Vehicle Inspectorate, Royal Society for the Prevention of Road Accidents, Automobile Association Development Limited and the Scottish Road Safety Campaign Offices.

5.130 The department reports excellent working arrangements with their partners, particularly the three unitary authorities where a monthly traffic co-ordination meetings is used to determine and examine issues identified as problematic or in need of improvement. Outwith this, common accident locations identified by either partner are investigated to determine improvements and the work undertaken at the A9 Ballinluig junction provided a good example where the local community was actively involved.

5.131 Traffic issues are also represented on community safety meeting agenda. The Community Safety Steering Group and Management Groups in each area are attended by appropriate members of Divisional Command who respond to any traffic issues raised and if necessary seek consultation and attendance of the RPU managers.

5.132 The post of Road Safety Co-ordinator within the Headquarters structure, which was vacant at the time of inspection, presented something of an anomaly to HMIC. Road Safety Officers co-ordinate delivery at divisional level, align with local authority responsibilities and are located within a community safety umbrella within Divisions. Community safety is the strategic province of the crime management department. This is a matter which would benefit from further clarity as a road policing and community safety strategy emerge.

5.133 HMIC was concerned to learn that the ability of the force to identify collision hotspots had been severely limited due to difficulties encountered with the Force Recording Systems. This issue is understood to be resolved and HMIC would commend the department for the efforts made to rectify this situation.

5.134 In targeting accident hotspots or notorious speeding locations the force employ the use of speed cameras. A Speed Camera Enforcement Unit forms part of HQ RPU and these are requested by divisional staff to undertake mobile camera deployments in areas of concern. The Camera Enforcement Unit can deploy cameras at 21 fixed locations in the force all of which are strategically located within the Western and Eastern Divisions on the main trunk roads. A mobile camera is also deployed when resourcing levels allow and in response to specific requests.

5.135 HMIC would take this opportunity to highlight opportunities presented by hypothecation (cost recovery) and the provision of powers to support staff in the areas of speed enforcement and escorting abnormal loads. This is particularly apposite as 'decriminalisation schemes' in respect of parking progress in the force area and the future use of traffic wardens is being considered. The force and the department were found to be alive to these issues, however, it would be considered beneficial for a more structured approach to be adopted in progressing matters.

5.136 It is understood that the force intends to evaluate the restructuring of road policing and other key recommendations made in the review report as part of a 'post implementation' programme. This has not yet been formally scheduled. HMIC will be interested to learn of the findings of the post implementation review at the Review inspection.

Firearms Licensing

5.137 The firearms licensing function is a separate department within the Headquarters structure of Tayside Police and is headed by a support staff member who reports to the Deputy Chief Constable.

Figure 17: Firearms Licensing Organisational Chart

5.138 The Firearms Licensing Department states its remit to be:

• the maintenance and management of records pertaining to applications and certificate holders and the production of authorisations under the Act; and
• the provision of a service to the public and force on a specialised subject.

5.139 Firearms licensing deal with the records of approximately 11,500 certificate holders, and issue approximately 3000 visitors permits each year.

5.140 The fully civilianised department consists of five members of support staff. Enquiries are conducted by five dedicated personnel referred to as Field Enquiry Officers (FEOs). Two of these officers are based in western Division, two in Eastern Division and one in Central Division. Police officers are also used as appropriate to the geographic area to be covered or workload demands. The administration of enquiries in each Division differs but not significantly.

5.141 HMIC view positively the initiative taken by staff in conducting their own bench-marking comparison with Grampian, Fife and Central Scotland Police in endeavouring to improve their own internal processes.

5.142 At the time of inspection, HMIC examined the process employed by the department to deal with the granting and renewal of shotgun and firearm certificates and was pleased to note that there were no extended delays in processing applications. HMIC did note, however, the limitations of the computer system to readily provide management information of this nature.

5.143 Failure to deal appropriately with any backlog can result in delays unacceptable to the public and potentially damaging to the image of Tayside Police or of greater concern, in terms of renewal, members of the public can be in possession of weapons without valid certification. To reduce the occurrence of late renewals the department send application forms three months in advance of the expiry date and follow this up with a telephone call at six weeks. HMIC commends this practice. Where no contact is made with a certificate holder, a letter and where necessary a follow up visit by police officers is actioned.

5.144 A random audit carried out by HMIC with the assistance of the department revealed 37 instances of lapsed certificates. In each case it was noted from the text extracts that appropriate action had been taken to address the delay. HMIC would encourage the force to continue to pay close attention to this area and seek ways of further minimising the time period from certificate lapse to ensure that weapons are not held illegally.

5.145 As referred to above, the department utilises computerised records, the database being maintained by the IT Department. It was evident that the benefits of the application forming part of the Corporate Database, with ready officer access to the firearm records, has had commensurate disadvantages in how the licensing department are able to efficiently utilise and query the system.

5.146 HMIC expressed an interest in the comments from the staff in the unit regarding the perceived difficulties with IT provision and support. This was considered particularly apposite in light of two national developments, namely the Scottish Police Information System (SPIS) development of a Scottish National Firearms computer system and the National Firearms Certificate Holders Register. The Head of the Department is a member of the User Team involved in the development of the SPIS application which is about to become available for roll out to forces.

5.147 A tandem area of development is the work to bring a National Firearms Certificate Holders Register on PNC to fruition. The design of the proposed register is for forces to populate and interrogate PNC direct from their own firearms licensing system using the PNN2 network. Implementation in England and Wales is now scheduled for 2003. For Scotland to be part of the planned design approach, there are many issues to be resolved, not least of which will be the position of SCRO, the existing marker facility and the ability of Scottish forces' licensing systems to suitably integrate. HMIC understands that this matter is being progressed at ACPOS level, with a recent meeting of key stakeholders.

5.148 HMIC would encourage full consideration by the force of these developments.

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