Tayside Police Primary Inspection 1999

13. Firearms Licensing

13.1. The Firearms Licensing Department is fully civilianised and comprises a manager, 3 administrative assistants and 3 field enquiry officers. All are based at force HQ except 2 field enquiry officers at Friockheim and Perth respectively.

13.2 The force has revised procedures in respect of grant/renewal and variation of certificates. The department manager has chaired a national group of practitioners who have accepted the desirability of a uniform approach across the country. There has been a recognition of the need to extend the lead times prior to renewal and the importance of placing the responsibility for timeous and accurate submission of the appropriate application forms firmly on the shoulders of the applicant/certificate holder. This is an encouraging development confirming the HMIC position in respect of renewals; namely that it is unacceptable to operate a system knowing it consistently fails to deliver in terms of successfully renewing certificates timeously.

13.3 HMIC found current procedures in force to be good. Applications are submitted direct to HQ and are processed there with an enquiry package being collated from available records/intelligence and Scottish Criminal Record Office checks. Enquiries are then carried out by a combination of field enquiry officers, uniform beat personnel and, in Central Division, by a licensing constable. The field enquiry officers have been in post for a little over a year. They provide a continuity of approach to enquiries, reporting to a consistently high standard and their experience allows them to deal with more complex work. The field enquiry officers are also the force explosive inspectors and carry out the licensing requirements in respect of firearms dealers.

Table 4: Firearms certificates

Table 5: Shotgun certificates

13.4 Once firearms/shotguns renewals recommence in September 1999 HMIC believes that the more testing procedures demanded by the new national enquiry forum and the strong emphasis on public safety will mean much more time will have to be spent across the force in processing enquiries. It can be anticipated that initial problems will be exacerbated by a higher level of rejections due to errors caused by unfamiliarity with forms and procedures. These issues will not be peculiar to Tayside Police and will affect all Scottish forces and contingency plans will be needed to address these difficulties.

13.5 The force sets a target of 12 weeks for processing renewals and 8 weeks for processing initial grants for certificates but HMIC noted there was no mechanism in place to monitor and measure results in order to confirm the force is meeting these and suggests this is remedied.

13.6 The administration work of the department is supported by a basic in-house computer system, which is not millennium compliant and is fast approaching obsolescence. The force has decided to replace this system with one currently being developed for Lothian and Borders Police, which is compatible with the new command and control system. HMIC believes the department will be faced with a considerable challenge to ensure the force copes with the workloads created in September when renewals start once more (see paragraph 13.4 above) while at the same time being asked to implement a new system. Coupled with training implications and back-record conversion it is clear that thought, effort and resources need to be applied if this is not to become a major problem area.

14 Officer Safety Training

14.1 The force safety programme began in 1994 and all officers up to and including inspector rank are now trained in the use of the ASP friction-lock baton and rigid handcuffs. Once trained officers receive refresher training every three years in order to continue their qualification to use the equipment. Some re-qualification is behind schedule.

14.2 Initially re-qualification was co-ordinated by divisional training officers (one in each division) who were baton and cuff instructors. They were assisted by a core of instructors spread throughout the divisions. With promotion and developmental moves many of the instructors are no longer available to assist with the re-certification programme. Of the 43 instructors initially trained none remain in the same working post as when they first trained as an instructor. The effective use of batons and handcuffs is important for officer safety and the correct usage is vital for public confidence and accountability. HMIC suggests that the re-certification period is kept under review and an action plan is created to complete the outstanding refresher training as soon as possible.

15. Policing Initiatives

15.1 Each of the 3 divisions - Eastern, Western and Central - provided many good examples of innovative policing and joint initiatives. Two examples are given. First, Carnoustie and Monifieth officers in dealing with alcohol abuse built up a local intelligence system of those individuals suspected of underage supply and helped construct an education programme involving licensees and schools. An extensive opinion survey of teenagers in Carnoustie and Monifieth provided challenging statistics on alcohol misuse. This "Dry Up" initiative was well researched, planned and implemented. Several weekend police operations were mounted with offenders being taken home and those involved on the periphery having letters sent to parents advising of their child's involvement. It also encouraged dialogue with police for further advice. Re-offenders are reported to the Childrens' Panel.

15.2 Second, during the summer a tourist liaison officer was appointed in Western Division. The role included a high profile police presence within tourist areas (on foot, car and bicycle patrol as appropriate) and liaison with other agencies. Many new informal partnerships were established with bodies such as Forest Rangers, National Trust Rangers, Tourist Boards, Estate Keepers and staff at visitor centres. Information was circulated throughout the division warning tourists of the risk of theft from vehicles and methods by which this could be prevented. These two basic but focussed example initiatives are tackling issues of real public concern.

16 Emergency Planning

16.1 The Emergency/Operational Planning Department based at Baluniefield carries out emergency planning. One inspector, a sergeant and an administrative assistant staff it. There is no dedicated force Major Incident Manual and Tayside Police make use of the ACPO Emergency Procedure Manual and this is supported by both site and type specific plans. While the plans themselves are satisfactory HMIC had some concerns over how the information of a more generic nature relating to various aspects of major incident might be seen by members of the force. The ACPO Manual is not distributed throughout the force and the computerised I-Drive, which contains various sources of information regarding force procedures, does not include any reference to response to major incidents.

16.2 It appears difficult for officers of inspector level and below to obtain an overview of expected police actions and functions at a major incident for example the role of the hospital team, casualty bureau, temporary mortuary etc. HMIC suggests senior management may wish to review this situation to ensure greater accessibility to relevant information on major incidents for all officers through the force consistent with the needs of their role.

16.3 The force had participated in a number of tabletop and live exercises in the 12 months period prior to the inspection. Learning points from these led to the revision of contingency plans and notification lists held on the force's command and control system, the updating of guidance manuals and the adjustment of future training packages. HMIC noted that debriefing played an important part in identifying the learning points and at the time of inspection plans were being made for a full multi-agency debrief in connection with a recent airport exercise within Dundee.

16.4 A number of specific policing functions relating to major incidents have been tested recently, some on a regular basis, but no temporary mortuary exercise has been carried out for several years. Proper validation of existing plans can best be carried out by challenging exercises.

17. Mobile Support Group (Principal function traffic)

17.1 Mobile Support Group (MSG) deals with all traffic matters within the force and is based at Baluniefield with units at Forfar and Perth. At the time of the inspection MSG had just undergone a restructuring which saw a centralisation under the umbrella of Force Support Group and the loss of a MSG inspector post in each of the 3 territorial divisions.

17.2 The unit at Forfar (MSG North) covers an area extending from Friarton Bridge outside Perth Northwards on the A90 to the force boundary with Grampian Police at Northwater Bridge, A92 Dundee to Montrose road and principal routes within Central Division (Dundee). From Perth (MSG South) the unit covers all trunk routes in Western Division and A90 North to Forfar. The overlap of these areas is intended to allow increased patrols on the A90, a primary trunk route with a relatively high incidence of serious accidents. The HQ unit based at Baluniefield provides additional specialist administrative support and comprises an accident unit, motor cycle section and accident investigation section. The unit also collates and co-ordinates road policing intelligence to inform and direct patrol functions.

17.3 The restructuring of MSG has a chief inspector and a single inspector within traffic management with roles which include an operational supervisory function across the whole force. The sergeants now located at each of the MSG units report to the inspector. HMIC queried whether the administrative workload for the principal supervisors would leave sufficient opportunity for operational supervisory activity. Designated sergeants in each of the units now take on a traffic management responsibility which had previously been carried out by the divisional MSG inspectors whose posts have been relinquished. This is intended to bring a level of consistency to the whole process. The changed functionality will require close monitoring in the coming months to ensure individual workloads are appropriate, supervision is adequate and the effectiveness of the service sustained. HMIC will return to these issues at the next inspection.

17.4 Until the change, divisional control over MSG resources had attracted positive comment, particularly from Divisional Commanders but within MSG there was a view that the pendulum had swung too far and that the primary role of road policing had been eroded by involvement in divisional initiatives. The new structure is intended to make best use of specialist road patrol officers in support of force priorities. More use of motor cycle patrols in the major urban areas of Dundee and Perth is intended and a new accident unit will provide a high visibility presence on trunk roads and an effective response to road accidents. Some concerns were expressed to HMIC about the policing of Dundee City by MSG given that traffic patrols will in the main cover primary trunk routes and it will be mainly motor cyclists working from Baluniefield that will cover the city area.

17.5 Clearly it is too early to identify if such general concerns will transform into issues of significance. HMIC noted a significant degree of criticism about the restructuring process, which centred on the lack of communication and consultation. (See chapter 1 paragraphs 2.1 and 5.5).

17.6 Speeding is known to be a critical ingredient in many road crashes and increasingly viewed by the public to be as unacceptable as drink driving. The use of hand-held radar in built-up areas requires a degree of training however it does not necessarily require specialist mobile support group staff to operate it effectively. A significant number of divisional personnel within the force have been trained in the use of the radar and HMIC regards this as good practice.

17.7 Good use is made of camera technology on trunk roads throughout the force area either through the use of a mobile unit or at fixed site locations such as those in place on the Forfar Bypass. The force, in conjunction with The Scottish Office, intends to install fixed-site cameras on the A9 North of Perth and a survey has already been completed to identify where the greatest impact on driver behaviour is required.

17.8 The total number of road accidents which occurred in 1998/99 (5895) was a 0.9% decrease over 1997/98 (5948), but within these figures fatalities increased by 8 and persons seriously injured by 9.9% (additional 43 persons). (See Table 6 below.)

Table 6: Table of comparisons - road accidents and casualties

Figure 4: Fatal Accident Pattern 1989-1998/99

Figure 5: Injury Accident Pattern 1989-1998/99

17.9 HMIC noted that a robust pro-active approach is not taken in respect of accident/crash analysis to inform enforcement priorities. During the inspection it appeared that analysis of road traffic accidents is very much dependent upon local knowledge as the official statistics held by traffic management and road safety units are several months old. The computer system currently used by the force for recording vehicle accident statistics is outdated and unable to cope with the demands placed upon it. The force are planning to introduce a new recording system on INTEGRITY (see chapter 5 paragraph 5.1) but how far this will go to assist in the proper analysis of statistics was not known to MSG management. HMIC would wish to see a more structured approach to accident analysis and accordingly suggests the force review this as part of increasing the effectiveness of management information (see chapter 2 paragraph 3.4).

17.10 In contrast however, better use appears to be made of computerised traffic intelligence and criminal intelligence in relation to the targeting of travelling criminals and persistent road traffic offenders. Speaking to MSG officers HMIC found them supportive of the new criminal intelligence system on INTEGRITY, which allowed for real time input and easier access to information.

17.11 As CAMIC breath testing equipment at police stations was not Year 2000 compliant it was necessary to replace the units and the force has now installed new Intoximeter Breath Analysis Machines. Where the force previously had 5 CAMIC units across its area 10 Intoximeters have been installed and HMIC notes the cost-effectiveness this will offer because officers will travel less distance throughout the force to attend at a station with one of the units. Again these gains should be quantified and used to enhance directed front line services. (See also chapter 5 paragraph 3.1)

18. Air Support

18.1 Tayside Police are at the forefront of discussions at a national level for the provision of air support to operational policing and it is the intention of the force to evaluate the use of a helicopter during July and August this year. HMIC will await with interest the outcome of both the evaluation and national deliberations.

19. Briefing and Debriefing

19.1 During the inspection period an opportunity was taken to observe the briefing and deployment of officers, usually for uniform patrol duties. Briefing and de-briefing was discussed with other staff on a wider front. It was clear that the greater use of technology, visual information and the clear direction of activity could improve the standard of briefing. HMIC recommends that briefing and de-briefing policy and practice is re-visited with a view to seeking significant improvement.

20. Wider Issues

20.1 During the inspection HMIC noted that there were three aspects of policy and procedure which had implications for policing beyond Tayside. The issues can be summarised as follows:

• That further consideration be given to the use of video recordings of child victims as a means of presenting evidence in court.
• That the policy of only detective officers undertaking taped interviews of suspects is re-visited to ensure best use of resources and the development of the interview skills of all officers.
• That the use of "video identification parades" is considered to ease the difficulty of forming, and to reduce the resource implications of the conventional, "live parades".

20.2 HMIC recognises that each of these issues has been address previously and that considerable work has been undertaken by a range of relevant parties. For the police service the lead is with the Association of Chief Police Officers in Scotland (ACPOS) Crime Standing Committee. HMIC has written to the Chairman of the Committee suggesting that the issues might receive further attention.