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1. Corporate Plan
1.1 The current corporate plan covers the period 1995-2000 and sets out the corporate objectives for the force as a whole. These are:
1.2 The force has moved forward since the introduction of the corporate plan in 1995 and a review is currently underway with the intention of publishing a new plan mid-1999. It is anticipated that the new plan, on a 3-year time scale, will be more dynamic and reviewed annually. This approach is supported by HMIC as the linkage between a corporate plan and the annual policing plan needs to be strengthened.
2. Policing Plan
2.1 The annual policing plan operates from 1 April to 31 March thus linking with the financial year. It contains the force objectives that have been set following consultation with others. The intention of divisions on a variety of policing issues is also included. The 1999-2000 policing plan sets out to be comprehensive but is at risk of being too complex and wordy. Generally effective communication comes from simplicity and clarity. HMIC suggests consideration be given to re-working the format of the document for 2000/1. (It was noted that some Force documentation had been granted the Plain English Campaign Crystal Mark which is a valued recognition of good communication with the reader.)
2.2 Several processes have been involved in the development of the policing plan including direction from the Chief Constable, environmental scanning, consultation with elected members, public consultation and management days with the Association of Scottish Police Superintendents, now held twice a year. The Chief Constable held road shows at Perth, Dundee and Forfar at which other members of the Executive and the local divisional commander were also present. Although not open to the public elected members, representatives from local Chambers of Commerce, Rotary, Community Councils and other established groups were involved. Consultation could be improved by a more direct approach to all members of the Force and "road shows" could be opened to the public as well as invited groups. Special efforts to attract youth and minority interests is important and action to this effect had occurred in the Eastern and Western Divisions.
3. Objectives/Performance Measurement
3.1 Divisional/departmental commanders set 'local' objectives in support of the force objectives and quarterly monitoring should take place. During the inspection it was clear that some areas of the force lacked a clear understanding of the monitoring process and reporting system in respect of annual objectives that would enable performance information to be fed into the centre on a regular basis.
3.2 Progress on objectives are monitored at operational commanders meetings which are chaired by the Assistant Chief Constable, but it is not a standing item on the agenda. While divisions are attuned to the objective setting and monitoring process, generally departments are less so.
3.3 Divisions did have routine management information in concise form but it was not as comprehensive as it might be or regularly shared between divisions. Departments had less structured data to aid monitoring and evaluation. Management information was not brought together at a Force level for regular publication, say monthly, with supporting commentary and a clear presentation style which could quickly give a "health check" on the key performance measures for the Force. Information is available to all staff in a variety of formats on the "I" drive of the Force computer network but visible and eye catching performance information was not a feature often found in key communal areas, such as parade rooms, intelligence offices or other operational environments.
3.4 HMIC recommends that the collection, analysis and presentation of management information be improved to encourage a performance culture and foster accountability.
| Recommendation 2
HMIC recommends that the collection, analysis and presentation of management information be improved to encourage a performance culture and foster accountability. |
4. Quality of Service/Justice Charter
4.1 Awarded the Charter Mark in 1993 and 1996 Tayside Police continue to demonstrate a commitment to excellence in the provision of public service by a further application in 1999. The force is to be congratulated in reaching this benchmark of public service. To test and evaluate the impact of the service the force has an on-going programme of surveys to gauge public opinion. These are carried out by the performance review section, part of force consultancy. HMIC observes that additional credence is given to this activity if the survey is undertaken by an independent source but there is the cost to weigh in this option.
4.2 A major postal survey was undertaken in 1997 and the results compared to a similar survey carried out in 1994 to gauge movements in public opinions and perceptions. By March 1999 1,000 members of the public who telephoned the police during the period April 1998 to March 1999 were contacted and asked their opinions on the service given. Survey forms for completion and return were also made available at police station public counters and libraries. However the low level of the number of forms returned led performance review staff to undertake face to face interviews with those calling at police stations and of those who responded 96% expressed satisfaction with their contact with the force.
4.3 Results of surveys are circulated and tabled at force management days to assist in the decision-making process where objectives are being formulated. Feedback to the public is given in the local media, through elected representatives and in the Chief Constable's Annual Report.
5. Reports to the Procurator Fiscal
5.1 Police reports are submitted to the Procurator Fiscal through the divisional case management units based at Perth, Dundee and Forfar. These arrangements ensure that a system of quality control is maintained. Police reports are normally submitted to the Procurator Fiscal within 28 days of sufficient evidence being available against an accused person and the case management units are instrumental in monitoring occurrences of late submission. The benefits of such units are clear. In Eastern Division for example the average time for submitting a police report to the divisional unit has reduced from 21 days to 16 days. Like Eastern Division, Western Division also falls within target for submission of reports to the Procurator Fiscal, although Central Division, due to the volume of reports, has occasional lapses in meeting the target.
5.2 HMIC noted a good liaison with the Procurators Fiscal at all levels. In 1998 the Procurator Fiscal at Forfar approached Eastern Division with a proposal for a training programme to improve awareness of mutual needs. The programme led by the Fiscal and the local Sheriff covered statement preparation, the giving of evidence in court and the reporting standards expected by both the Fiscal and Sheriff. The process also enabled concerns to be raised by the police officers. This style of development exchange is seen as good practice.
6. Activity Analysis
6.1 As a means of recording operational beat activity across all three divisions hand-held PSION computers were piloted in 1993. These are no longer in use and it is the intention of the force to introduce a computerised analyses packages called 'FORMIC III' and 'APRAISE' which is designed to help in the preparation of activity costing of policing plans. These packages are used by Humberside Police and attract favourable comment in the HMIC (England and Wales) Report "What Price Policing". These packages will also allow for local analysis of incidents and initiatives to assist the force in ensuring the effective and efficient operational deployment of police officers.
6.2 During the past year activity analysis has been undertaken in several areas of the force albeit on a manual system. Examples include, to inform senior management on the work of inspectors throughout the force, to help the records department prepare for the introduction of a telephone input bureau and on drugs related work to establish the time spent on such activity forcewide. HMIC emphasises the importance of being able to establish the cost of activities to effectively manage resource use and will be interested to learn of the development of this system at the next inspection.
7. Force Consultancy
7.1 Force Consultancy carries out the inspectorate function within the force and is currently staffed by an inspector who reports directly to the chief superintendent in command of strategic management services. The force consultancy functions are:
7.2 Divisional Commanders and Heads of Department are invited to suggest areas of inspection and if accepted by the Force Executive are timetabled into a programme. Each divisional commander has appointed an officer with a remit to carry out internal inspections at divisional level and the trigger for these may be a local issue or to gauge compliance with recommendations in an earlier inspection report. By contrast departments rely on Force Consultancy to audit compliance with recommendations of inspection reports and HMIC suggests that the divisional approach should be considered.
7.3 HMIC noted the variety of topics subject to inspection. In particular it is good practice for reviews to be carried out six months later to gauge implementation levels for the recommendations and whether improvement has been achieved. The publication of a 'good practice guide', which is circulated, to all divisions and departments provides the opportunity for the adoption of practices which have been identified as being effective and efficient and this step is itself regarded as good practice.
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