< Previous | Contents | Next >

Strathclyde Police: Primary Inspection 2000

Table I - Staff Absences

3.56 When considered overall, a greater number of absences on sick leave and working days lost per staff member, can be attributed to support staff, than to police officers. While there is little or no indication of change in absences of sick leave per police officer, there is some sign of an upturn in the number of working days lost. More specifically, although days lost through self-certification have been declining, longer periods of sick leave ie. of over 28 days duration, have risen annually and currently exceed the average for Scottish forces as a whole. HMIC noted that although the days lost through assault per officer have increased over the longer term, there has been no change between the two most recent years.

3.57 The data available for support staff sick leave show an increase in absences, particularly so for self-certificated leave. However again it is with working days lost that annual increases are evident, with the longer periods of leave specifically on the increase. Support staff working days lost per member of staff like their police colleagues also exceed those for the Scottish forces combined.

3.58 Data on sickness absence is presented quarterly to the Strathclyde Joint Police Board and performance is measured on a year to date basis against the same period in the previous year. The target for 1999-2000 was to reduce the portion of time lost by 10%, when compared with the 1997-98 absence levels. Clearly the target was not met and HMIC suggests that remedial action is required in an effort to reverse the upward movement of working days lost.

Table J - Working Days lost

Occupational Health and Welfare

3.59 The occupational health and welfare unit is headed by the chief medical officer who is responsible for the overall management of the unit and for the promotion of the health and well being of all Force personnel. Since the last Primary Inspection when the chief medical officer reported directly to the deputy chief constable, executive control has changed and the unit is now under the direction of the assistant chief constable (personnel) within the integrated personnel functions of

• The Personnel Department
• Force Training
• Occupational Health and Welfare

3.60 The unit has been based for the past 5 years within a series of portacabins at the Caledonian University site and includes the 3 parts, namely occupational health, welfare and administrative support. HMIC was advised that a significant part of the unit budget is spent on psychological intervention. HMIC is aware that the recently published personnel function business plan for 2000-2003, has identified a range of service improvement audits, spread over a 3 year timescale. Included is an intention to conduct a clinical audit of occupational health services to maximise efficiency. Currently the unit does not have direct access to the Force personnel databases and the management information about medical referrals was not in a readily accessible form. While respecting individual confidentiality these records are an important source in managing sickness absence and the general health of the Force. There is a clear linkage to be made with the suggestion at paragraph 3.58 above.

3.61 HMIC noted that the Force had a role in the management of the city mortuary through the provision of a mortuary supervisor and 7 technicians and responsibility for the building. Much of their work was completed on behalf of the procurator fiscal, and they had responsibilities linked to the collection, handling, storage and documentation of specimens and productions. It is unusual for a force to retain this functionality and HMIC suggests that the Force open discussions with a view to removal of this non-core function.

Officer Safety

3.62 The research and evaluation section of Force strategic support is currently responsible for the progress of a range of projects, including a number concerned with officer safety. The section is established in 4 teams

• Research
• Organisational research
• Officer safety equipment
• Operational IT development

3.63 Each is responsible for progressing specific projects which are ultimately reported to the Force programme board. The teams comprise a total of 4 inspectors and 4 sergeants supervised by a chief inspector. The department's current structure is heavily reliant on experienced police officers with limited assistance being provided by civilian support staff. It is planned to introduce more support staff, skilled in research, but implementation had no specific timescale attached. There is an opportunity to release police officers for other duties if this process is accelerated.

3.64 As aspects of the work of the section is focused on issues surrounding officer safety the section is represented on the Force's working group on personal protection. HMIC particularly noted the Force's work on providing suitable body armour to all operational officers. The body armour project has been in existence for 6 years. At the time of the Inspection a quality standard had just been agreed and tenders were being invited for provision of equipment that is to be known as 'Strathclyde Police Concept Armour'. The Force anticipates equipping staff during the early part of 2001. It is apparent that there has been considerable development in this area and appreciable interest by other forces in the final product. While the development time has been lengthy the difficulties of creating a multi-functional, reliable and wearable body protection should not be under-estimated. Given the policing need in Strathclyde provision of the equipment and policy on usage is eagerly awaited by staff as further supportive equipment to increase their efficiency.

3.65 The Force has identified a specific police baton requirement, designed to meet the needs of both uniform and plain clothes officers. While the existing PR24 baton will continue to be used, introduction of the new baton is at an advanced stage and will be issued to officers in a phased programme.

3.66 The use of CS incapacitant spray has been a pilot project within selected divisional areas of the Force since 1997. In November 1999 the Chief Constable presented the findings of the use of this equipment to the Police Authority, at the same time announcing the operational decision to issue CS spray to the whole Force. It is anticipated that this will cost the Force in the region of £210,000 with an annual running cost set at approximately £17,000. HMIC notes that the roll-out scheduled for earlier this year has been delayed, pending the purchase of approved quality equipment. It is worth noting that CS spray has had relatively low use since its introduction to the Force with clear evidence of its preventative advantages in some confrontational situations. The use by forces of CS spray is an aspect of policing that HMIC will keep in view from an inspection perspective.

Health and Safety

3.67 Until February 1999 health and safety was under the direction of the assistant chief constable (personnel). At that time responsibility changed and was moved from headquarters to the nearby Strathclyde 8 building, under the direction of assistant chief constable (strategic support). This change of responsibility has been managed effectively, the Force believing that the wider cross-cutting responsibilities of health and safety are better suited to the strategic support portfolio. Line management of health and safety functions is carried out by the strategic support superintendent.

3.68 The Force health and safety policy statement is a one-page document signed by the Chief Constable and the Convenor of the Strathclyde Joint Police Board. The statement was revised in April 2000. The Force health and safety manual is distributed to each division and department. This document provides guidance on health and safety matters and copies of generic risk assessments. There is no annual health and safety plan based on the strategy or policy statement.

3.69 The health and safety unit exists to provide support and guidance on health and safety matters to the Force. Each division and department has a safety adviser and a safety committee. Divisions and departments have primacy with the health and safety unit acting as a consultancy.

3.70 Day to day management of the health and safety portfolio is by the senior safety officer who is assisted by the Force safety officer and an administration support officer. The senior safety officer is an ex-officio member of the Force health and safety committee which is chaired by the assistant chief constable (strategic support) and meets twice per year. Other members forming the committee include all divisional commanders, legal services, property services, supplies, head of training and the staff associations. The committee's purpose is to provide advice to the command team on policy, monitor trends of accidents, update risk assessments, update training courses, and assess the effects of legislation. HMIC noted that occupational health were not represented on the health and safety committee and suggests the Force consider such an appointment.

3.71 The health and safety unit has an accident recording computer database called "SHE" (Safety Health and Environment). All accidents are recorded on the database. Full use of the system's capability is precluded because of the Force's limited use of Windows NT. The unit keeps a paper file for each of the Force's offices and a general file for each division and department in which to store any reports on health and safety issues.

3.72 The senior safety officer attends the quarterly meetings of the Scottish forces' safety officers. He has a devolved budget to manage but, to date, has received no specific training and has no information technology to assist him manage his budget. Assistance is however, available and training is scheduled for later this year.

3.73 The health and safety unit and Force training department are involved in providing training inputs at in-force training. The Police Federation have trained 19 police officers to undertake safety inspections.

Complaints and Discipline

3.74 In April 2000 HMIC completed a thematic Inspection on the handling of complaints against the police across the whole of policing in Scotland. The Inspection involved a visit to all Scottish forces including the complaints and discipline branch of Strathclyde police. The discussions with senior management and staff were used to inform the content and recommendations of the thematic report. Thus, in this Inspection HMIC has limited the examination of the branch. However there are issues raised during the thematic Inspection that remain relevant and were considered during this Primary Inspection.

3.75 Previous HMIC Inspection reports have commented on the staffing structure of the complaints and discipline branch. The Force almost exclusively used to employ chief inspector ranks as 'investigating' officers in terms of the Police (Conduct)(Scotland) Regulations 1996. During the Primary Inspection HMIC found that the Force had reviewed this practice and had now introduced an equal ratio of chief inspector and inspector investigators. Although the thematic report further challenged staffing and best value, HMIC considers the Force to have progressed towards achieving a best value approach to complaint investigation.

3.76 The revised staffing structure of the complaints and discipline branch is reproduced in the following schematic.

Figure 4 - Complaints and Discipline Branch

3.77 The following tables represent the levels of recorded complaints against the police in the Strathclyde area during 1999/2000

Table K - Complaints Against the Police

(NB: Some of the larger percentage changes are the result of small base figures)

3.78 The figures require some qualification. Like a number of other Scottish forces, Strathclyde only records complaints that are subject to formal investigation. This point was highlighted by the thematic inspection. The Force policy specifically encourages conciliation of complaints towards resolution at the earliest possible stage. HMIC supports this approach, but suggests that the Force move towards implementing the recommendation of the thematic inspection report on complaints against the police in Scotland and record all complaints including those subsequently conciliated. This will provide the Force with enhanced management and statistical information and the public with a better understanding of the complaint picture.

Professional Standards

3.79 In April 2000 the Chief Constable introduced a new professional standards unit to the Force following publication of a corporate 'integrity strategy'. The unit has been created to tackle allegations of corrupt practice or behaviour within the Force. It currently sits within and forms part of the complaints and discipline branch. The superintendent unit commander is responsible to the chief superintendent head of complaints and discipline.

3.80 HMIC notes that the unit has a wide-ranging remit, including issues such as investigation, training and safeguarding the interests of the Force generally. The Chief Constable has been active in pursuing the introduction of the unit and has highlighted that its creation is concerned with safeguarding the integrity of the organisation, encouraging professionalism and providing an opportunity for staff to report action that falls below the standards required. HMIC noted that the Force have made clear that the introduction of the integrity strategy is not intended as a witchhunt or a means of blaming people who make honest mistakes. HMIC recognises that the professional standards unit is at the early stages of development and it will need time to have a positive impact. The introduction of an integrity strategy and professional standards unit is seen as good practice.

< Previous | Contents | Next >