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Strathclyde Police: Primary Inspection 2000

2. Policy and Strategy

Planning

2.1 Strathclyde Police have changed radically the planning framework used to set Force goals and targets since the last Review Inspection in 1998. The annual planning process starts in November each year but is now based upon a 3 year plan (currently 2000-2003). This fundamental change allows consistency and corporacy of approach, encouraging the Force to build on achievements by giving the time to address any under performance in the key areas identified.

2.2 The annual Force conference provides the opportunity for all senior police and Force support managers to meet together and discuss the future strategic direction of the Force and the activity needed to secure that progress (see also paragraph 6.1). Divisional commanders and heads of departments meetings, chaired by assistant chief constable (operations) and (strategic support) respectively, are held bi-monthly in order to promulgate Force policy.

2.3 The Force policy group considers representation from key operational and support functions before setting annual Force goals and target areas to meet the goals. The process revolves around the creation of objectives which are specific, measurable, achievable, realistic and timebound (SMART). The pyramidal approach to objective setting is used with Force goals being addressed at divisions by the creation of local action plans with targets.

Figure 1 - Pyramid Approach to Goal Setting

2.4 The Force performance manual has been prepared to ensure that divisions and departments are aware of the requirements placed upon them to provide information on their performance against Force goals and targets, departmental service standards and best value key performance indicators. HMIC noted that the Force has set the following Force goals for 2000-2001.

• To reduce crime, particularly those crimes of greatest public concern
• To promote safer communities, a high profile policing approach and reduce the fear of crime
• To influence the behaviour of all road users with a view to reducing deaths and injuries on the roads and improving the free flow of traffic
• To deliver a quality service by promoting the highest standards and the principles of best value

2.5 The goals are supported with detailed, ambitious but realistic targets. These are combined within the manual to produce a package that also includes authoritative information concerning definitions of the crime types to be targeted, sources of statistical recording measurement criteria, and where applicable, general points of note designed to assist in focusing activity. The Force has devised a performance reporting framework that requires divisions and departments to provide details of performance reports, within prescribed timescales. The manual provides a simple and clear way of communicating the Force goals and targets to all staff.

2.6 Divisional commanders are required to set specific targets to address the identified target areas (for Force goals) as well as additional targets focused on specific needs which reflect local priorities and circumstances. Divisional commanders were also required to identify issues that they considered should be addressed by the Force "Spotlight Initiative" (see paragraphs 2.14 to 2.21). These initiatives are used to enhance performance in areas that are identified as causing concern either force wide or within divisions.

2.7 Within the new performance plan central support departments are not required to set objectives directly linked to Force operational goals. They are required to deliver a service which support operational divisions and departments in pursuit of their goals. In this context the Force has recognised the need to establish standards of service, based on a clear understanding of the requirements of the divisions and departments they support. Support departments are therefore required to develop service standards in consultation with their customers. HMIC is aware that this is a new concept that has resulted in a project being undertaken by the Force quality co-ordinator to look specifically at how well departments provide support in meeting mutually agreed needs. (HMIC comments further on performance and the measurement of outcomes specifically in relation to departments, later in this report, see paragraph 6.4)

2.8 The Force performance manual has set in place interim reporting measures for all departments. HMIC found some lack of understanding about this process during visits to divisions and departments. There was no evidence at this stage, of any service level arrangements being in place. While acknowledging that this process is still in its infancy, HMIC suggests the Force may wish to consider further methods of communicating information concerning the performance manual.

Programme Board

2.9 In August 1999 the Chief Constable approved the introduction of a 'programme board' to co-ordinate the Force's key strategic projects, provide the executive with single door access to management information on strategic development and co-ordinate the Best Value Service Review Schedule. The board will also monitor the progress of the continuous improvement projects arising from the annual force-wide self-assessment process. The board is chaired by the deputy chief constable and has representation from various heads of departments and operations.

2.10 During the course of the Inspection HMIC met a number of members of the board and was encouraged to learn of the positive way this approach to corporate planning has been received. The Force believe that by co-ordinating all major projects in a single programme the board will be in a position to ensure alignment with strategic priorities and provide a knowledgeable and consistent approach across the full range of ongoing initiatives and projects. Although the board is in the early stages of development its contribution towards the vision of achieving better integration of operational, strategic and financial planning is one that HMIC supports and recognises as good practice. The real need and expectation is for this programme board to drive forward in areas that have not previously made sufficient progress, specifically IT development (see paragraph 5.34).

Public Perception Monitor

2.11 The Force recognises the need to evaluate public attitudes and satisfaction levels with the service it provides as essential components in forming and developing Force strategy. This has been achieved by the public perception monitor study first introduced to the Force in 1991 and revisited annually since 1995 with the latest research completed during 1999. The studies had been conducted by a market research company. The 1999 work involved home visits to over 1000 people in the region covered by Strathclyde Police. The research objectives were established under 6 broad headings.

• Current Issues
• Contact with Strathclyde Police
• The Spotlight Initiative
• Overall Service
• Communication
• General Public Image Appraisal

2.12 The 1999 report identified drug crime as the most serious issue in the Force area. This same issue was one where the public said the Force was providing the lowest level of service. The "Spotlight Initiative" had a high level of public awareness.

2.13 The findings of the survey are explored at the Force's annual conference and processed through planning procedures to influence policing plans. HMIC supports this process as good practice. It is another tool to aid the consultative processes by which the Force keeps in touch with public concerns. By repeating the survey annually the Force measures progress and benchmarks against previous surveys. The force is considering widening the scope of the survey to include representative and priority groups. HMIC noted that the Force, in the publication of the performance manual has targeted those areas of greatest concern identified by public perception monitoring.

Spotlight Consultancy Unit

2.14 The "Spotlight Initiative" was launched in 1996 with a clear mission statement to "dramatically reduce violent crime, disorder and the fear of crime". Since that date the Force have adopted the spotlight philosophy to underpin much of their operational policing strategy.

2.15 During 1999-2000 the Force spotlight initiatives focused on

• Housebreaking and Drugs
• Vehicle crime and Drugs
• Safer Streets (1999 and 2000)

2.16 The 'Safer Streets' initiative was designed to tackle crimes of violence, public disorder and the fear of crime by focusing, in an intelligence led way, on crime and disorder problems associated with licensed premises, public drinking, offensive weapons, robberies and public transport. At the time of Inspection the 'Safer Streets' initiative, which had started as a 3-month operation, had been extended and early indications were of a reduction in crimes of violence. The operational officers seen by HMIC, almost without exception, readily accepted the spotlight philosophy and understood the focus that was being brought to local policing by concentrated and co-ordinated action. HMIC found staff to be well motivated and committed towards achieving the clear objectives of the specific spotlight initiative.

2.17 At Force level the initiative is supported by the spotlight consultancy unit under the direction of a chief superintendent. The unit structure has 3 separate sections, that work together to bring about the most effective approach, namely operations, media and marketing as reflected in the diagram below.

Figure 2 - Spotlight Consultancy Unit

2.18 The unit has a responsibility for developing multi-agency co-operation and HMIC noted the integration of local authority and private sector organisations in current initiatives. The unit is also responsible for collating all force-wide spotlight performance indicators which involves maintaining a database of statistics, including those relating to murder and serious assault. HMIC noted that the unit receives much of this statistical information via a paper-based process and collation is achieved by manual manipulation of the data. This situation is a good example of where improvement in the IT infrastructure would enhance the capture of management information and by extension the efficiency of the unit.

2.19 Divisional spotlight co-ordinators are involved in planning of all major initiatives, and are partners in the regular meetings organised by the consultancy unit. Divisions have some flexibility in fitting initiatives to their particular needs. The Force remains committed to this style of policing, with the highest level of support clearly demonstrated by the direct involvement of the Chief Constable.

2.20 Now in its fifth year "Spotlight" has had a very significant role in raising the visibility and performance of the Force. The high profile and often 'intrusive' nature of the activity (such as stop and search) has received significant support from partner organisations and the wider community. As indicated earlier much of the philosophy and practice of "Spotlight" has been drawn in (consciously) to the working methods of the Force. Tasking and co-ordinating is the most obvious example.

2.21 Any initiative is likely to have its own life-cycle and is either absorbed into the mainstream activity of the Force, is launched in a different guise or discontinued. Discussion across divisions and departments with all levels of operational staff indicated such a point may not be far off. The Chief Constable and the leadership of the Force share this analysis. It is a fitting testimony to the contribution of the Spotlight initiative that the central tenets of the philosophy are now deeply embedded in the operating policy and practice of the Force. These include analysis, public responsiveness, visibility, focused action and active marketing of effort and results.

Firearms

Staffing and Resources

2.22 Firearms training is managed by an inspector, 3 sergeants and 6 constables from the Force training centre based at Oxford Street. The instructors also carry out additional duties as members of the tactical firearms unit, acting as tactical advisers. The deployment of firearms within the Force area is overseen by a firearms monitoring group, chaired by the assistant chief constable (operations). This group meets 4 times a year and includes incident commanders to allow learning points from past operations to be discussed. The Force use a computerised armoury management system developed by a large English force. The system provides an electronic inventory of all Force firearms, ammunition and equipment. HMIC noted the good quality of the management information available from the system, particularly that concerning weapons history and authorisation records.

2.23 Since 1998 the Force has maintained detailed records of all incidents attended by the armed response vehicles (ARV's). The number of recorded firearms incidents has reduced by almost a quarter over the previous year.

Table C - ARV Activity

Authorised Firearms Officers

2.24 Recruitment to the tactical firearms unit (TFU) which provides a specialist firearms resource to the Force, is by application and restricted to existing authorised firearms officers (AFO). Appointment to the TFU is confirmed after attendance on a demanding selection course, held over 5 days, designed to test skills about leadership, team-work and communication. TFU officers are trained to handle a wider range of firearms and their skills are deployed for specialist operations where intelligence has highlighted a specific risk to members of the public or police officers.

2.25 AFO's are all volunteers who are trained primarily in the use of handguns and principally deployed to provide containment at a firearms incident. Strathclyde currently has 203 AFOs, and 20 tactical firearm advisers. There are currently 2 female officers and one minority ethnic officer authorised to carry firearms. The low number of female officers was raised with the Force equal opportunities officer. Issues concerning career profile and the type of weapons currently being used had been identified as key factors. Regular monitoring is important to ensure that no unintended disadvantages exist. HMIC noted that the Force make use of a firearms action plan prepared as a booklet for completion by all officers involved in tactical and operational decision making. This is good practice.

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