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Strathclyde Police: Primary Inspection 2000

6. Results

Performance Management

6.1 HMIC has a particular interest in monitoring how forces evaluate and measure performance. Strathclyde Police as part of their planning process set goals and targets for specific priority areas. These are formulated at the Force conference held annually at a venue away from the Force. The conference allows the organisation to focus on information drawn from

• Service review schedules
• Department service standards
• Force conference
• Public performance reporting
• Divisional/departmental objectives
• Public perception monitor
• Quality of service and internal survey

6.2 This allows for analysis of performance against the major areas previously identified and gives the opportunity to identify emerging areas of concern.

6.3 The resultant Force goals and targets which are published in an annual performance manual, set the template for divisions who evaluate local factors, including previous achievement and current intelligence, inorder to set performance measures designed to achieve the corporate goals. HMIC found the setting of Force goals within a corporate atmosphere at the conference to be an innovative and effective process. However during visits to divisions HMIC found achievement of targets to be variable with failure often cited as a result of agreeing a target figure by local ad-hoc systems rather than by analytical means. Tasking and co-ordinating and development of an intelligent led approach to crime prevention and detection should permit the Force to employ a more sophisticated means of setting targets.

6.4 HMIC also examined the performance of a number of support departments located within headquarters and noted a lack of individual focused indicators. Departments are required to work within the overall corporate strategy in a supporting role but without specific measurable targets. When departmental heads and managers were asked to demonstrate the added value of their units there was no general consensus about how this should be done and some felt it was difficult to have specific measures. HMIC had no doubt that support departments were working hard to achieve the corporate goals of the organisation, but the lack of recognisable performance culture makes effectiveness difficult to evaluate. (see paragraph 4.49)

Police National Computer Audit

6.5 A feature of all Primary Inspections is the police national computer (PNC) compliance audit conducted by the Home Office Security compliance section on behalf of HMIC. It is practice for the results of the audit to be disseminated directly to the Force highlighting areas of potential weakness and with recommendations to assist the Force achieve greater levels of efficiency. It appeared to HMIC that the data protection section of the Force is currently accepting responsibility for ensuring the security of information stored on police computer systems. This is unusual in that security of information should in HMIC's view rest with the person responsible for the system in question. This is an issue that may benefit from some clarification.

6.6 The data protection officer (and supporting staff) operates as an agent for the Chief Constable by providing assurance that the data protection legislation is being adhered to by local management. HMIC noted some potential confusion about this role, with the data protection section apparently focusing their attention almost exclusively on quality issues. Much of the confusion appears to derive from identifying who is responsible for individual systems.

6.7 In this regard HMIC was advised that the data protection section has in the past made recommendations for improvement, some of which have been ignored by local management, even when there has been support and direction from senior management. HMIC considers it important to highlight this matter and suggests that arrangements be made to have a process of accountability established that ensures compliance with such recommendations in the future.

6.8 On a related matter HMIC established that the data protection section was currently providing a quality control service through data audit of certain PNC indices examined at a particular moment in time rather than with sample analysis, although the latter is regarded as a more effective means of informing system owners of areas of weakness. The provision of this service appears to be in conflict with the independence and objectivity of a traditional audit that would normally identify deficiencies leaving problem solving for management. The data protection section has stated its requirement to protect the interests of the Chief Constable, which it does by carrying out 100% audits.

6.9 This has the practical effect of limiting the scope and opportunity for the section to examine other systems use. There is a view that no form of audit can ever provide for 100% assurance and consequently a means of achieving a comprehensive and effective scrutiny of Force systems could be better provided by using a process of sampling data using an approved sampling methodology. HMIC suggests that the Force reconsider current auditing practice with a view to undertaking audit over a greater range of applications against a planned programme.

Call Management

6.10 Force response times to telephone calls from the public, in addition to being a key performance indicator in gauging the effectiveness of the organisation, is also an important component in the overall process of managing the contact between the police and the public they serve. The quality of that contact should recognise the importance placed on that initial contact between a citizen and a representative of the force. HMIC noted that analysis of the number of calls made to the force during the period between March and May 2000 revealed a concerning trend. Of those people attempting to contact police stations in the Force area, between 11% and 52% for the smaller stations and 8% and 18% for divisional headquarters or large stations, had abandoned their initial calls without access to an operator. Further information about these lost calls is not easily obtainable.

6.11 In pursuing this matter HMIC tested telephone access to the Force and found the system currently used to advise callers of a delay to be brief and less than informative. Indeed there is no indication that a connection has been made to Strathclyde Police, the pre-recorded message only indicating that the caller is held in a queue. This is a poor service, particularly at a time where many organisations are using technology to advise and update customers while they wait for their calls to be progressed. While the quality of contact once connected may be good the fact that so many calls are being abandoned indicates that telephone call management is in need of review. HMIC is aware that the Force has identified this issue within an ongoing public interface review. However at present there is no indication of when this review will be concluded and what course of action is intended to address this particular matter. HMIC considers the issue to be of such importance as to merit early resolution and recommends that the Force acts quickly to address issues concerning the quality of call management.

Best Value

6.12 The Scottish Executive's Best Value (BV) regime was introduced to the police service in Scotland in 1998 and Ministerial approval of forces' commitment documents and service review schedules followed in March 1999. Strathclyde Police is progressing its arrangements and linked to Best Value emerged the need to review its planning processes and align them further with the regime's guidance. (see paragraph 2.1)

6.13 The reviewing of the Force's activities to ensure effectiveness, efficiency, economy and continuous improvement is an integral part of Best Value and this is being carried out through a programme of service reviews over a 5-year timescale from implementation of the regime. While some review of activities was underway it was evident that, in common with other Scottish forces, some slippage in the schedule is being experienced. Such reviews are resource intensive and to assist in determining a more objective and strategic approach to their prioritisation the Force is developing a decision matrix to establish future direction.

6.14 Benchmarking between forces and external organisations is taking place as part of Best Value and Strathclyde is a member of the Scottish Police Benchmarking Club. This is a recently established forum established to ensure co-operation and the sharing of knowledge of service review activities. HMIC noted that the Club adopted a manual on benchmarking originally developed by Strathclyde.

6.15 At the time of this Inspection a thematic Inspection of Best Value was being carried out by HMIC and its findings will be reported on later in the year.

Liaison with Procurator Fiscal Service

6.16 There are a number of regular, programmed meetings at varying levels between Strathclyde police and the Fiscal service. The vast majority of the evidence gathered by HMIC pointed to a constructive relationship.

6.17 There was evidence of attempts to secure improvement in the service between the respective organisations for the benefit of the public. A striking feature is the absence of routine shared performance information and measures. HMIC has found a similar position in other forces.

6.18 The police (in this case Strathclyde) and the Fiscal service have different but complementary roles and an agreed set of performance measures would be a useful way of securing continuous improvement.

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