|
|
|
|
HMIC suggests:
1. Need to reconsider arrangements for policy making
to produce sharper lines of authority and accountability.
(Chapter 1, paragraph 2.1)
2. Policy group agendas and papers be seen in advance
by staff representative groups.
(Chapter 1, paragraph 5.5)
3. Consideration to be given to reworking the format
of the Policing Plan for 2000/1.
(Chapter 2, paragraph 2.1)
4. Need to consider divisional approach with regards
to audit compliance of force inspection reports in respect of departments.
(Chapter 2, paragraph 7.2)
5. Consideration to be given to a timescale for
further financial devolvement of specified areas.
(Chapter 3, paragraph 1.12)
6. Need to review the manner and quality of service
delivery at the public counter at Central Division Headquarters in Dundee.
(Chapter 3, paragraph 5.4)
7. Consideration is given to the introduction of
a vehicle user group.
(Chapter 3, paragraph 6.5)
8. Need for a more clearly defined accountability
between the Head of Human Resource Services Department and the Force Executive.
(Chapter 4, paragraph 2.2)
9. That, in relation to absence management, opportunities
are taken to ensure that more robust recording procedures and information is
provided and that reduction targets are set.
(Chapter 4, paragraph 4.1)
10. Consideration is given on how best to gather,
publish and use relevant data from the Welfare Services Department.
(Chapter 4, paragraph 6.4)
11. Consideration be given to providing welfare
officers' access to the force personnel computer system.
(Chapter 4, paragraph 6.5)
12. Evaluation of equal opportunities training
is undertaken.
(Chapter 4, paragraph 7.1)
13. That more robust management support be given
to Harassment Contact Officers.
(Chapter 4, paragraph 8.2)
14. It may be an appropriate time for a joint re-evaluation
of the Beacon Initiative.
(Chapter 5, paragraph 8.5)
15. Need to consider the early involvement of other
agencies in the development of community project proposals.
(Chapter 5, paragraph 8.10)
16. The issues of communication, supervision and
morale of community constables be considered.
(Chapter 5, paragraph 9.2)
17. That the Domestic Violence Liaison Officers
post at force headquarters be reviewed.
(Chapter 5, paragraph 12.4)
18. A monitoring mechanism be put in place to measure
the results of the processing of renewals and initial grants of firearm and
shotgun certificates.
(Chapter 5, paragraph 13.5)
19. That in respect of officer safety training,
the re-certification period is kept under review and an action plan is created
to complete the outstanding refresher training as soon as possible.
(Chapter 5, paragraph 14.2)
20. Senior management may wish to review accessibility
to relevant information on major incidents for all officers.
(Chapter 5, paragraph 16.2)
21. Need for more structured approach to vehicular
accident analysis.
(Chapter 5, paragraph 17.9)
22. The force considers a quick review of the mobile
data system within vehicles.
(Chapter 6, paragraph 9.1)
23. The force considers locating the management
of IT trainers within the training department.
(Chapter 6, paragraph 10.2)
24. Consideration be given to the principle of
avoiding local inspectors having any role in taking formal statements in local
complaints and revisit the procedure for central recording of complaints.
(Chapter 7, paragraph 3.2)
25. Consideration be given to the timescale set
by the force for the reporting of complaints to the Regional Procurator Fiscal
be used as a performance measure for the Professional Standards Department.
(Chapter 7, paragraph 3.4)
26. The force reconsiders the requirement for the
inclusion of certain antecedent information within complaint files.
(Chapter 7, paragraph 3.5)
27. Consideration is given to providing a more
secure system to provide loss of CCTV Video Evidence.
(Chapter 7, paragraph 4.2)
|
|
|