Scottish Government

July 2005

ISBN 0 7559 1198 9 (Web only publication)

This document is also available in pdf format (276k)

Contents

1 INTRODUCTION
2. SUMMARY OF FINDINGS
3. RECOMMENDATIONS OF THE 2002 PRIMARY INSPECTION
4. AREAS FOR REVIEW
5. NATIONAL AND FORCE ISSUES
5.1 Force arrangements for Special Constables
5.2 Force response to the Race Relations (Amendment) Act 2000
5.3 Action taken in relation to Community Planning
5.4 Disability and property management strategy
5.5 Force approach to Information and Communication Technology
5.6 Implementation the Freedom of Information Act
5.7 Force approach to cross border working
5.8 Force approach to management and execution of warrants
5.9 Force approach to dealing with people with mental illness or learning difficulties
5.10 Force approach to anti social behaviour
5.11 Force performance in relation to crime reduction
5.12 Force performance in relation to crime detection
5.13 Force Performance in relation to Road Traffic Collision Casualties
5.14 Force performance in relation to sickness absence
Multigraph No 1
Multigraph No 2
6. THEMATIC UPDATE

1. INTRODUCTION

1.1 Her Majesty's Inspectorate of Constabulary ( HMIC) has a statutory duty under section 33(3) of the Police (Scotland) Act 1967 to report to the Scottish Ministers on the effectiveness and efficiency of the police service in Scotland. It discharges this duty through an inspection programme that involves primary and review inspections of forces and common police services and through conducting thematic inspections on areas of particular interest or concern.

1.2 Inspections are carried out as part of a five yearly inspection cycle. The primary inspection, which initiates the process, comprises a comprehensive examination of all aspects of force activity at a more strategic level with subsequent field work focusing on areas of business which attract particular attention due to performance levels, variations from common practice or concerns identified about the approaches followed. The process also seeks to identify good practice from which other forces or common services could learn. The primary inspection is followed by two review inspections at 18-month intervals. These focus on:

• progress against the recommendations made in the preceding primary inspection
• progress against suggestions in the preceding primary inspection
• progress against the recommendations made in recent thematic inspections
• items nominated by the force regarding their current position and issues seen by the force as representing significant challenges in the future
• national developments in policing
• events or developments relevant to the particular force as identified through the environmental scanning process by HMIC Knowledge Management Unit
• outcomes of the force's self-assessment and internal inspection work
• outcomes of other external scrutiny, for example Police National Computer ( PNC) Audit, Health and Safety Executive ( HSE) Inspections, Audit Scotland studies and audits, and Commission for Racial Equality ( CRE) reports
• review of performance information - leading to a risk assessment led focus on any area seen as under-performing.

1.3 HMIC methodology for review inspections involves the preparation of an appropriate set of questions to address the issues selected from the list shown in paragraph 1.2. This facilitates a structured and relevant examination of the organisation and ensures the inspection is evidence based.

1.4 This Review Inspection includes the force's response to the recommendations and suggestions in its Primary Inspection. In an 18 month review in 2004, 5 recommendations were discharged. The remainder have been re-visited and progress is reported on. HMIC recognises that the recommendations require to be carefully considered by the force, often have resource implications and may need to be approached in a phased and prioritised way.

1.5 A force may choose not to follow or adopt an HMIC recommendation and set out an argued case for not doing so. In turn, HMIC may comment on this but the debate is a public one for the police authority, Scottish Ministers and the wider public to take a view.

1.6 This review, which is made public through the police authority and the HMIC website, contributes to the transparency and accountability of a police force.

2. SUMMARY OF FINDINGS

2.1 The Primary Inspection of Dumfries and Galloway Constabulary in 2002 identified a total of 15 HMIC recommendations and 2 HMIC / Audit Scotland recommendations. The 2004 review found that progress had been made by the force in addressing these and HMIC was able to discharge 5 recommendations. During the course of this review, HMIC found that almost all the remainder of the recommendations had been successfully addressed by the force and HMIC is able to discharge 11 of the remaining 12 recommendations. One recommendation remains that the force is still addressing and HMIC will revisit this at the next Primary Inspection in 2006. The overall status of recommendations is illustrated in the table at paragraph 2.4.

2.2 As part of this Review Inspection, HMIC asked for the force to provide information on a number of topics, which were identified through the process described at paragraph 1.2. This resulted in the inspection protocol extending to a detailed examination of

• Development of the Special Constabulary
• Race Relations (Amendment) Act 2000 in relation to Race Equality Schemes
• Local Government in Scotland Act 2003 in relation to Community Planning
• force approach to managing its estate and improving disabled access
• force approach to the introduction of Airwave communication technology
• force approach to the introduction of Freedom of Information
• force approach to cross border working
• force approach to the management and execution of warrants
• force approach to dealing with people with mental illness or learning difficulties
• force approach in working with partners to address anti social behaviour.

While a more detailed analysis can be found later in this report, HMIC found that Dumfries and Galloway Constabulary is actively addressing each of these areas and demonstrating clear progress.

2.3 HMIC also sought an update on progress made against the recommendations of certain thematic inspections conducted since the Primary Inspection of Dumfries and Galloway Constabulary:

• "Safety First" (July 2004)
• "Quality of Service" (June 2004)
• "Local Connections" (March 2004)
• "Pride and Prejudice" (June 2003).

HMIC found that the force has a robust system in operation to ensure compliance with the recommendations within thematic inspection reports. As a result, the force has made very positive progress in tackling areas where it was not already compliant with recommendations.

2.4 Summary of Recommendations

2.5 HMIC acknowledges the very positive progress made in a number of areas which ultimately enhances the service being provided to the communities within Dumfries and Galloway. These include the Special Constabulary, involvement in and contribution to the development of community planning and tackling anti social behaviour, the introduction of the new digital radio system (Airwave) and the development of the Force Communications Centre. In respect of the outstanding recommendation, HMIC acknowledges that the force has attempted to address the issue of a service level agreement with the local authority and, with Audit Scotland, will be interested to see further progress is made.

3. RECOMMENDATIONS OF THE 2001 PRIMARY INSPECTION

Recommendation 1 - HMIC recommends that the force develop more specific and measurable targets within the policing plan

(paragraph 2.2)

Force Position 2004

The policing plan for 2004/2007 will be further refined by ensuring that during the consultation exercise carried out, prior to the strategy day, portfolio holders complete a template. This template will not only report on the priorities, setting targets and measurements, but will also assess the risks and capabilities of meeting these targets.

The use of this template will ensure that the policing plan formulated for 2004/2007 will also be brought in line with the Corporate Strategy format presently used by the local council. This along with a variety of internal performance management reports should ensure that the actions, targets and measurements within the policing plan are not only sharply focused, but also continually monitored and measured.

In line with the recommendation, the force has endeavoured to develop more specific and measurable targets within the policing plan

Supporting Evidence:

• 3-year action plan
• community promise
• strategy day consultation template

HMIC Response

The force has undertaken development work to ensure that actions taken in pursuit of the 5 identified priorities meet the ' SMART' criteria; Specific, Measurable, Achievable, Realistic and Time-limited. HMIC recognises that it is important and appropriate for forces to pursue a range of priorities and that in some cases these lend themselves to straightforward evaluation, for example crime reduction and detection, road casualty reduction and pursuit of drug dealers. Other areas, although also important, are not so easily quantified such as promoting partnership working, identifying and meeting community needs and providing a high quality service. The force has, within the three year plan, set out actions, measurements and targets by which it can be held to account and this is laudable. Some of the actions are being given further consideration by the force, as are the means by which they are measured. HMIC will continue to monitor developments at the next review inspection.

Force Position 2005

In furtherance of this recommendation the force has taken due cognizance of the need to ensure targets and actions were both meaningful and suitably defined in order that they could be realistically measured. In the lead up to the Force Strategy Day in February 2005 focus groups heads were specifically tasked with ensuring their recommended targets for the coming year met the criteria outlined above.

In reducing targets from the 2004/5 baseline of 30 down to 15 in the current year and specific measurements down from 59 to 37 the force feels it is able to focus on addressing the key issues which affect the general public in Dumfries and Galloway. Similarly the actions and measurements attached to these targets are geared to be achievable while allowing meaningful evidence to be gathered from which reasoned decisions on performance can be reached.

HMIC Comment 2005

HMIC notes the new three year policing plan and welcomes the reduction of targets and associated measurements contained therein. Reporting on performance in relation to the plan occurs on a regular basis in various formats both externally and internally. For example the force publishes quarterly a public performance report 'Quadrant' which provides news on force developments and initiatives as well as a resume of performance against selected force targets. HMIC considers the recommendation discharged.

Recommendation 2 - HMIC recommends the development of a human resources strategy which is fully reconciled with force goals and is supported by unit action plans and performance indicators

(paragraph 3.5)

Force Position 2004

The ACPOS [Association of Chief Police Officers in Scotland] HR [Human Resources] Strategy was circulated in October 2003 and the relevant parts discussed at Personnel Sub Committee on 29 November 2003 and programmed for further rationalisation at the February 2004 meeting. An initial meeting with IIP [Investors in People] took place in September 2003 with a further programmed for early 2004 to ensure the Force prepares for Assessment in line with their updated objectives. Assessment programmed for late 2004. Force HR Strategy can be drawn from these two bases and internal requirements in early 2004.

Performance Indicators existed in respect of CDU [Career Development Unit] issues - "100% of development requests to be met" a couple of years ago but were unrealistic and measurement criteria not reliable. However, with the implementation and progression of the HRIT system - SCOPE - throughout 2004, performance measurements will be incorporated into the system in respect of equality of development, promotions and personal development requirement.

HMIC Response

The relevance of the ACPOSHR Strategy is acknowledged, but there has been little progress on the issue at force level. While the SCOPEHR computer system can facilitate greater functionality, this should be harnessed in support of pre-defined strategic objectives. HMIC acknowledges that the force is conscious of the need for progress in this area and the recommendation will be revisited at the next review inspection.

Force Position 2005

Utilising the balanced scorecard the force has now fully developed a HR strategy to encompass the period 2005 - 2008. The attached document details the format of this strategy and outlines performance targets and measurements.

HMIC Comment 2005

The force HR policy was approved by the Force Executive during fieldwork for this review inspection. HMIC has examined the document and welcomes the emphasis on it being developed by staff themselves. This led to the creation of a group comprising staff association representatives assisted by the force's key HR personnel. HMIC notes that use was made of the balanced scorecard approach to ensure that "in all key areas of business a strategic and accountable approach is taken." While it will be some time before the impact of the implementation of the strategy can be assessed, HMIC considers the recommendation discharged. It will, however, examine the impact at the next primary inspection.

Recommendation 3 - HMIC recommends that policy in respect of acting ranks be rationalised, with long term periods of acting kept to a minimum

(paragraph 3.18)

Force Position 2004

The monitoring and management of Acting periods continues through the career development structure. This will become more highly tuned throughout 2004 with the implementation of SCOPE the HRIT system, which will enable Force managers a more accessible view of postings and management structures and access to more comprehensive staffing reports.

HMIC Response

The force is currently considering the formalisation of policy on acting ranks, and anticipates that this can be completed in early course. HMIC will revisit this issue at the next review inspection.

Force Position 2005

The anticipated benefits with regard to overseeing acting ranks as a result of the implementation of the HR system, SCOPE have not been realised and the Career Development Unit continue to monitor acting ranks in conjunction with the Personnel and Training Department.

Specific reference to Policy and Acting ranks can be found in the Force's Transfer and Rotation Policy which was recently approved by the Force Policy Group.

In the period of 01.01.03 to the current date (27.04.05), there have been 71 separate acting ranks in the force. Of these only twice has the period of 1 year been exceeded; once in the case of an Acting Inspector on a long-term project, namely Freedom of Information (16 months) and the other an Acting Sergeant who had back to back secondments to separate operational stations and maintained the acting rank throughout (13 months). The vast majority are in keeping with the force policy of 6 months, indeed this is reflected in the transfer memorandum generated by the force Personnel Department advising that the acting period will be for an indeterminate period not exceeding 6 months. If the period does exceed 6 months then the matter is reviewed by the relevant Head of Service and the Head of Corporate Services and on occasions by Force Policy Group in respect of specialist posts.

The breakdown of the acting ranks shows that in 50 cases the period was 6 months or under, in 19 cases the length was between 6 months and one year and the two cases mentioned above exceeded one year. The duration of acting ranks is therefore consistently lower that in 2001 when the primary inspection took place.

Looking at the current position, (as at 27.04.05) the force has the following acting ranks in place:-

No Acting Chief Superintendents from a total of 1
1 Acting Superintendent from a total of 5 (due to secondment to Lockerbie enquiry)
No Acting Chief Inspectors from a total of 9
3 Acting Inspectors from a total of 27 (2 of them due to secondments out with force, SPIS and Op. Bracknell, Tsunami enquiry)
10 Acting Sergeants from a total of 77

Compared with the 2001 position of:-

1 Acting Chief Superintendent from a total of 2
2 Acting Superintendents from a total of 4
3 Acting Chief Inspectors from a total of 5
6 Acting Inspectors from a total of 20
10 Acting Sergeants from a total of 68.

HMIC Comment 2005

HMIC is satisfied that the force is proactively monitoring acting ranks and that this has been reinforced through the development of policy in relation to transfer and rotation. This policy is considered in more detail at Recommendation 4. HMIC considers the recommendation discharged.

Recommendation 4 - HMIC recommends that the force review the current method of selection for specialist posts in order to ensure consistency

(paragraph 3.21)

Force Position 2004

The Career Development Unit [ CDU] works very pro-actively to ensure the majority if not all specialist posts are now advertised and recruited as with other vacancies. As stated in Recommendation 3 the implementation of SCOPEHR will enable postings and vacancies to become more accessible to managers and therefore highlight the point, with CDU's assistance more strongly.

HMIC Response

During the review inspection the force was able to demonstrate examples of specialist posts which had been advertised, and filled, through a transparent selection process. The force acknowledges that scope exists to apply this process to other posts, and this should be a key aspect of the HR strategy advocated in Recommendation 2. HMIC will revisit this issue at the next review inspection.

Force Position 2005

In line with the force Human Resources Strategy a transfer and rotation policy (as outlined at rec. 3 above) has been developed and approved by the Force Policy Group. It carefully outlines the considerations to be made in respect of transfers including the selection of staff for specialised posts.

HMIC Comment 2005

HMIC has examined the policy and considers it fit for purpose. The policy makes it quite clear that as a general rule specialist posts will be advertised and HMIC notes, that within the last 12 months, 12 such posts have been advertised. HMIC considers this recommendation discharged

Recommendation 5 - HMIC recommends that Dumfries and Galloway Constabulary continue to work with Dumfries and Galloway Council in order to establish a funded plan for early upgrading of the CCTV system

(paragraph 4.34)

Discharged (First Review)

Recommendation 6 - HMIC recommends that the budgetary control system should highlight material variances which impact on budgetary performance

(paragraph 4.75)

Discharged (First Review)

Recommendation 7 - HMIC recommends that the Force Executive review formally the scope for extending the range of devolved budgeting to include staffing costs

(paragraph 4.77)

Discharged (First Review)

Recommendation 8 - HMIC recommends that the force pursue service level agreements with service providers which quantify services to be provided

(paragraph 4.78)

Force Position 2004

The Finance Officer has held discussions with the Council to progress SLAs. All charges with the exception of Personnel charges, are fully detailed, which is an improvement compared with previous charging. The charge for Personnel is based on a proportion of total headcount of all 'Council' employees, and, although there is a recognition that this is not a fair charge, the problem is that a reduced charge to police means a greater charge to another department. Negotiations to secure a reduction continue.

HMIC Response

HMIC welcomes the progress that has been made to identify and cost services provided by the council and recognises that the compilation of a Service Level Agreement requires participation and effort by both parties. HMIC would encourage the force to aid the process, as far as possible, for example by preparing draft SLAs for consideration by the Council. It is important that a clear accounting mechanism is applied for payment for services provided and HMIC will review the position at the next inspection.

Force Position 2005

While the force recognises the benefit in having service level agreements in place and extensive discussions have taken place with the Council to secure this facility, there is a general reluctance within the Council to progress down this avenue at this time. It is however an area that remains live on the force agenda and should the Council have a change of stance then appropriate steps will be taken towards establishing SLA's.

Negotiation has progressed in other areas of charging to the force and through constructive debate Council costs have been reduced from £175k to £138K for 2004/05 with only inflationary increases thereafter

HMIC Comment 2005

HMIC notes the efforts of the force's head of financial services to secure cost effective services from the Council and his success in securing a significant reduction in those costs as they relate to personnel and payroll services. Discussions are still ongoing around property services. If anything, the head of financial services' success in achieving reductions reemphasises the importance of having an SLA in place detailing the services provided and the cost of same. HMIC is aware that the Council has been involved in internal restructuring and this may not have been a priority. HMIC also notes that Audit Scotland continues to be supportive of this recommendation, has discussed the issue with the Council as part of the final accounts process and will continue to pursue this issue with the Council. HMIC therefore, while noting the efforts made by the force, cannot discharge this recommendation and will examine progress at the next primary inspection.

Recommendation 9 - HMIC recommends that the Financial Services Section should prepare a business plan setting out its objectives, priorities and targets for the coming year in order that progress can be measured

(paragraph 4.82)

Force Position 2004

This document has been drafted with input from Property Management Fleet and Procurement but it is not complete. The current proposals for restructure of Financial Services will require further work to be undertaken for any section which is added and a business plan is not present. It is anticipated that this will be complete by 31 March 2004.

HMIC Response

HMIC notes that progress has been made to compile a draft business plan for the financial services section, and looks forward to reviewing the completed product at the next review inspection.

Force Position 2005

A Business Plan for 2003/04 to 2006/07 was completed and includes the following contents:

• Introduction and background
• Current position
• Action Plans
• Key Performance Indicators
• Service Improvement Projects
• Development Projects
• Conclusion & Appendices

Within the section 'Action Plans' the restructure as of 1 August 2004 was explained and listed the main benefits it will provide to the Force.

The original Business Plan has now been updated for financial years 2005/06 to 2007/08 which details the services provided under the restructure. The Key Performance Indicators have been condensed to focus on the department's priorities.

HMIC Comment 2005

HMIC has examined the updated business plan and notes the associated SWOT analysis which it considers to be good practice. The plan contains a range of service standards to allow measurement and assessment during the financial year. The force may wish to develop the plan further and HMIC suggests benchmarking against other force's business plans. Audit Scotland is also pleased to note the progress made and HMIC is, therefore, able to discharge the recommendation.

Recommendation 10 - HMIC recommends that ACPOS evaluate the development and publication of open and accessible arrangements for recording complaints against the police in addition to the traditional method of direct communication with the force concerned

(paragraph 5.19)

While this recommendation is addressed to ACPOS, the force was invited to provide any information which it considered of relevance.

Force Position 2004

• Availability of internal and external leaflets at police offices.
• Local Protocols with Citizen's Advice Service and the Peoples Advocacy and Support Service.
• On line reporting via the Force Website
• Via e mail
• Confidential Reporting Line

The above systems have been in place for the past 2 years and have been made use of by members of the public to report their concerns.

These processes are currently under review following the Force Strategy Day and the necessary arrangements will be made to improve current systems.

ACPOS Position 2004

A 'Complaints Against the Police' leaflet which addresses this recommendation is currently being developed by the Professional Standards Standing Committee and is scheduled to be completed by April 2004.

HMIC Response

HMIC notes the significant effort made by the force to facilitate complaint reporting. It also notes progress made by ACPOS on a national basis. HMIC will review progress as part of its current review of the thematic inspection report 'A Fair Cop?', and at subsequent inspections.

ACPOS Response 2005

Work on a draft updated 'Complaints Against the Police' leaflet was concluded in April 2004. The document was not moved to print at that time pending the June 2004 publication of the HMIC Quality of Service Report - 'A Review of the Investigation of Complaints Against the Police in Scotland', as it was anticipated that the Report would make recommendations in this area. The Report extended the existing recommendation to include the Scottish Executive and Crown Office as partners in the publication of a suitable police complaints leaflet regarding the recording of a complaint. The report also led to a Justice Ministers Working Group, which has subsequently made a number of recommendations, which would directly affect any proposed leaflet.

Members are cautious regarding the publication of a leaflet at this time. The cost would be substantial and must be balanced against a changing backdrop and some uncertainty as to the future shape of police complaints systems. Notwithstanding such caution, contact has been made with the COPFS who have indicated a desire to progress the most recent recommendation.

In addition, forces have continued to develop other areas where the options on how to make a complaint against the police are open and accessible. In particular, the establishment of force websites allow publication of arrangements with independent agencies and electronic links. For example, the Dumfries and Galloway website contains the following advice;

"If you decide to make a complaint you can:

• Go into any police station where you will be seen by the senior officer on duty, probably an inspector or sergeant;
• Visit your local Citizens' Advice Bureau, in Annan, Castle Douglas, Dumfries, Newton Stewart and Stranraer or PASS Direct (People's Advocacy and Support Service) Office, in Dumfries or Stranraer, who can give you advice;
• Contact your solicitor, Member of Parliament or local Councillor;
• Get someone else to make your complaint on your behalf - and with your permission;
• Write a full account to the Chief Constable at Police Headquarters, Cornwall Mount, Dumfries, DG1 1PZ; or
• Telephone the Complaints and Professional Standards Unit at Police Headquarters on 01387 260543."

Advice is also given on the type of information required that would be helpful in addressing the complaint. This type of wide ranging advice is typical of that contained in the website of all forces.

HMIC Comment 2005

As reported above, HMIC published 'Quality of Service - A Review of the Investigation of Complaints against the Police in Scotland' in June 2004. A specific recommendation of the report was that ACPOS enter into discussions with COPFS and the Scottish Executive with a view to publication of a suitable police complaints leaflet.

HMIC acknowledges that proposals for an independent police complaints body are included within the draft Police Bill, recently subject of consultation, and that final proposals for legislation will have implications for the police complaints system in Scotland. Progress on this specific recommendation will continue to be monitored in respect of the thematic report 'Quality of Service' and HMIC is therefore able to discharge the above recommendation within the context of the Dumfries and Galloway Primary Inspection.

Recommendation 11 - HMIC recommends that the force puts in place crime recording and audit procedures which ensure that all crime is recorded in a consistent manner

(paragraph 5.50)

Force Position 2004

Whilst the force had in place an audit procedure, following the inspection by HMIC, it was identified that the audit was insufficient to ensure crime was recorded in a consistent manner. New audit procedures were put in place effective from 1 April 2003. New guidelines regarding the recording of crime were prepared and published on the force intranet, accessible by all officers.

With the introduction of the Scottish Crime Recording Standard on the 1 April 2004, a greater percentage of records will be audited to ensure its compliance.

HMIC Response

HMIC notes and welcomes the considerable measures implemented by the force to secure more consistent crime recording and will continue to monitor progress in implementing the Scottish Crime Recording Standard at the time of the next Review Inspection.

HMIC Comment 2005

HMIC did not ask the force for a specific response on this occasion as at the time of this review, HMIC was carrying out a thematic inspection across the Scottish police service to examine the implementation of the Standard and its impact on recorded crime. The Scottish Crime Recording Standard was introduced with the aim of providing a more victim orientated approach that serves the needs of communities and ensures uniformity in crime recording standards throughout Scotland. The resultant report is due for publication in September 2005. In light of this project, which has examined policy and procedure in all forces, HMIC is content to discharge this specific recommendation. The thematic report will contain recommendations for the service in Scotland and will itself be subject of a review process.

Recommendation 12 - HMIC recommends that ACPOS address the current approach to methods of drugs storage in consultation with Crown Office

(paragraph 5.55)

ACPOS Position 2004

The transportation and subsequent storage of controlled drugs is one of the issues currently being progressed as part of the Forensic Science Project. The final report on the establishment of a Scottish Forensic Science Service should be completed and published by the end of February 2004 and this issue will be addressed within the report, with recommendations made which, it is anticipated, will improve current practice.

HMIC Response

HMIC welcomes the action being taken to reduce the storage of controlled drugs nationally and will monitor progress at the next review inspection.

ACPOS Position 2005

The final report on the Forensic Science Project has been published and distributed to Scottish Ministers. The issue of collection and delivery of productions was the subject of a detailed study in the preparation of the report. It was identified that the out-sourcing of transportation services would provide collection and delivery to, from and between laboratory sites, auditable movement records and provision of evidence in court if required. As a result the out-sourcing of secure dedicated transportation services for the movement of all forensic submissions has been recommended. The ACPOS Forensic Science Programme Board is currently working toward the establishment of the Scottish Forensic Science Service under the new Common Police Service structure. When the new service is established, it is anticipated that this recommendation will be implemented.

HMIC Comment 2005

HMIC is encouraged by the progress made in addressing this recommendation through the establishment of a Forensic Science Service for Scotland. At the present time it is hoped to have a common police services authority established early in 2007. As yet it has not been decided whether a forensic science service will be part of this authority. While HMIC will continue to monitor progress this recommendation is discharged.

Recommendation 13 - HMIC recommends that the force further develop systems to brief uniform officers on relevant intelligence

(paragraph 5.60)

Discharged (First Review)

Recommendation 14 - HMIC recommends that the force assess fully the potential public order demands placed on it and ensures satisfactory levels of training and familiarisation for senior and supervisory officers

(paragraph 5.79)

Discharged (First Review)

Recommendation 15 - HMIC recommends in the continuing development of officer safety equipment and training in Scotland, that ACPOS review ongoing local developments to ensure consistency across forces

(paragraph 5.80)

ACPOS Position 2004

A corporate uniform style for the Scottish Police Service was endorsed by members of the General Policing Standing Committee on 3 October 2003 and the Uniform and Personal Protection Sub Group is now in a position to task the service's Procurement Group to further develop the uniform in terms of detail and specification.

The issue of officer safety equipment and its standardisation, procurement and carriage continues to be progressed by the Uniform and Personal Protection Sub Group in liaison with ACPO and occupational health specialists. The sub-group's representative on HMIC's advisory group will be attending a meeting in this regard in the foreseeable future.

HMIC Response 2004

HMIC notes that collaboration is being pursued at a national level, aided by the current HMIC Thematic Inspection on protective equipment. It will review the matter in the light of the assessment provided by that work.

ACPOS Response 2005

A catalogue of uniform and equipment has been agreed on a national basis and the procurement contract will be available for all forces from June 2005. This standardisation will ensure that the uniform is fit for purpose, with the bonus of significant savings through bulk purchase.

Work continues on the standardisation of body armour (the contract is renewable from 2006) and the Uniform and Protective Equipment Working Group met on 11 May 2005 to discuss recent developments on quality, availability and future suppliers of body armour. This is a problematic area and a national road show on body armour has been organised to take place at Tayside Police, Baluniefield Training Centre, Dundee on 3 June 2005. The aim is to progress the contract for the overt supply of body armour alongside that for covert supply, and implementing it in early course, subject to the supply/quality issues being resolved.

In relation to other equipment, the Working Group is establishing a framework contract for purchase.

The Working Group is currently addressing 'specialists' needs for uniform and equipment. As Chair of the Group, Mr Gordon is undertaking research with SPIS on management information gathering in relation to 'use of force' incidents and accidents at work to improve our monitoring of uniform and equipment and its use.

In conclusion, six of the eight forces will be taking the identified "fit for purpose uniform" and the structure of the contract allows other forces to purchase as and when required.

HMIC Comment

HMIC is pleased by the positive progress being made. Clearly there are significant benefits to be had from adopting a standardised approach to uniform. In other areas too, HMIC welcomes the working group's efforts. HMIC's thematic inspection report, 'Safety First' (July 2004), contained a number of recommendations in relation to officer safety issues. HMIC has and will continue to monitor progress made by forces and the Scottish police service in addressing those recommendations. HMIC is therefore able to discharge this recommendation within the context of this report.

Best Value Recommendation 1 -HMIC and Audit Scotland recommend that the force increase the awareness of the Police Authority in the Best Value framework and involves it in setting the criteria for determining the service review programme

(Annex A, paragraph 12)

Force Position 2004

The Finance officer as Best Value Strategic service review manager will report to the Police and Fire Committee on a quarterly basis. Through this representation he will be able to give timeous updates on the Best Value service reviews and thereby increase the awareness of the authority. The authority will also be in a position to comment on the areas reviewed.

HMIC Response

The commitment of the force to promote active participation of the police authority in Best Value is acknowledged by HMIC. HMIC is currently developing its joint scrutiny arrangements with Audit Scotland and will monitor the involvement of the police authority in Best Value at the next Review Inspection.

Force Position 2005

The Police and Fire Committee receive regular reports on the progress being made in terms of Best Value, in particular, performance monitoring. These include complaints, expressions of appreciation, Crime figures for Groups 1-5, offences, Road Traffic Crash figures, as well as both revenue and capital expenditure monitoring.

The Finance Officer as Best Value Strategic service review manager reports to the Police and Fire Committee on a quarterly basis. Through his representation he is able to give timeous updates on Best Value service reviews and thereby increase awareness of the authority. The authority is also in a position to comment on areas reviewed. The Police Authority in conjunction with the Chief Constable agrees a systematic approach to service reviews to achieve quantifiable and measurable results.

Elected Members and senior managers ensure accountability and transparency through effective internal and external performance reporting and are involved in setting the strategic direction for Best Value and in monitoring the results.

A Best Value Group was set up in April 2005 with representatives from all divisions/departments. The intention is to invite the Chairman or two representatives from the Police and Fire Committee to attend future meetings of the Group, in order that a Best Value vision is developed and to keep the Local Authority involved and informed.

HMIC Comment 2005

HMIC welcomes the establishment of the Best Value Group, chaired by the head of financial services. At the time of fieldwork the group had met 3 times and HMIC identified a renewed sense of purpose around this important area. Regular updates on ongoing service reviews are being made, the template for carrying out service reviews has been edited and circulated to members of the Group and minuted actions are recorded. With regard to the involvement of police authority members, the chair of the Best Value Group states it his intention to write to the authority inviting them to be represented on the Group but was waiting for the Group to consolidate its work. HMIC notes this and would hope to see such representation at an early opportunity. Another way of involving police authority members is to include them with service review teams as HMIC has identified elsewhere. The chair of the Best Value Group has acknowledged the potential for such involvement.

HMIC shares Audit Scotland's view that it is important that the force maintains momentum in this area and can demonstrate that the best value processes are leading to service improvements. Audit Scotland is currently developing, in consultation with HMIC, a new arrangement for Best Value scrutiny of police forces. Against this background it is important that the active involvement of the authority is maintained and developed. HMIC however considers this recommendation discharged.

Best Value Recommendation 2 - HMIC and Audit Scotland recommend that the force review the process for the selection of service areas for Best Value review and their linkage to the strategic priorities for the force. The Best Value service reviews selected, and formal Implementation Plans arising from the reviews, should be encompassed within a programme which allows for monitoring of progress against given milestones

(Annex A, paragraph 65)

Force Position 2004

Best Value falls within the remit of the head of Financial Services, but the day to day operations have been managed by the Best Value Officer within Corporate Services. It is anticipated that a working group will be formed led by the head of finance, comprising a senior management representative from all the divisions and departments of the Force. The remit of this working group will be to identify the service areas within their remit and linking to the Force strategic priorities ensure that the Best Value principles are applied across the Force. It is anticipated that this strategic change towards the management of Best Value will give it a much higher profile with all staff and lead to the necessary cultural change within the organisation.

The formation of the working group and the areas that are highlighted for service review will shape the review programme. This in turn will be a more measurable and strategic approach. It is acknowledged that the Force has undertaken a number of innovative service reviews which fall within the scope of Best Value, but have not been encompassed within an overall service review programme

HMIC Response

HMIC and Audit Scotland understand that staffing issues have resulted in a low number of service reviews being undertaken. Similarly, measures to identify the top priorities for review through a competitive selection procedure have not been implemented. Where only a limited number of service reviews are possible, it is even more important to ensure that the scarce resources used are targeted at the highest priorities. The benefits resulting from Best Value reviews should assist in achieving force objectives, rather than peripheral issues. HMIC and Audit Scotland will evaluate force progress in implementing this recommendation at the next review inspection.

Force Position 2005

Service Reviews continue to be directed by the Force Policy Group who give due consideration to the areas worthy of review. During 2004/05 the Service Reviews carried out were a combination of emerging issues, which required further consideration, and more strategic matters including 'Youth Issues' and 'Community Planning' which link into the force's key policing areas.

As of April 2005 and under the direction of the force Finance Officer in his role as Best Value strategic service review manager, the force Best Value Group was re-established with a remit which includes overseeing and identifying future Service Review areas. The drive from the Best Value Group will be for members to identify, within their area of responsibility, key service areas which link to strategic priorities. These will subsequently be debated with the top priorities being recommended to the force policy group for endorsement.

In line with resource demand the force anticipates running only a small number of Service Reviews each year.

HMIC Comment 2005

As commented on above, the establishment of the Best Value Group appears to have provided a renewed sense of purpose around this important area. That said, HMIC notes that progress in respect of service reviews detailed for 2004/05 is slow. Of the 6 listed in the force's 3 year plan 2004 - 2007 only 2 had been completed. It was clear from the minutes of the group however that progress was now being monitored with a view to completion. In due course Audit Scotland and HMIC would expect these service reviews to be submitted to the police authority for its scrutiny and information.

HMIC examined the completed service review in respect of Youth Issues carried out during 2003/2004. The report in itself is a useful piece of work containing a number of recommendations to improve the force's engagement with young people. To an extent it follows the force's service review guidance template but, as its author concedes under the 'compete' heading, "it was difficult to measure competitiveness with other agencies". HMIC is however reassured that by revising and recirculating the template for carrying out service reviews, a more consistent approach should be evident in future reviews. Of relevance to this however is careful selection of areas that lend themselves to the Four C's methodology (Challenge, Compare, Consult and Compete). The programme for 05/06 identifies 2 reviews around licensing and road safety which show clear linkage to the force's strategic aims.

Acknowledging the oversight now being provided by the Best Value Group and in anticipation of this continuing, both Audit Scotland and HMIC feels able to discharge this recommendation, however this is an area that HMIC will revisit to monitor progress at the next primary inspection.

4. AREAS FOR REVIEW IDENTIFIED DURING 2002 INSPECTION

4.1 A number of issues were identified during the 2002 Primary Inspection, which HMIC undertook to revisit at the next opportunity. This section addresses these issues by reproducing the force's current position regarding them and providing comment by HMIC on progress made.

Area for Review 1: Staffing

Dumfries and Galloway Constabulary has conducted a comprehensive staffing review and has altered deployment of staff as a result to assist in the effective use of resources. Force goals refer to the monitoring and evaluation of the staffing review and HMIC will monitor progress at the next review inspection.

Force Position 2004

The Force staffing review was used as a model and formula to check against demand/review requirements in the divisions and resulted in an adjustment in staff allocation. Independent consultant work was commissioned and the report was received in February 2004. This report in conjunction with the force staffing review will form the basis of further examination of the force staffing deployment.

These issues will be linked with other Best Value review initiatives and along with the overall impact of the introduction of Airwave and the Force Communication Centre will be subject to review over the next 18 months.

HMIC Response

The positive action taken to review staff deployment is noted, and in view of the further work scheduled in this area HMIC will revisit this matter at the next review inspection.

Force Position 2005

In reviewing the report from the independent consultant it was noted that it did not differ radically from the in house review that had previously been compiled and as such proved to be of limited benefit. The force however continues to monitor staff deployment and currently two areas are being developed:

(a) a review will be carried out in the near future to fully identify the business benefits which have been realised from Airwave and more particularly the introduction of the Force Communications Centre. This may subsequently impact on resource allocation.

(b) Under the direction of the Chief Superintendent a staffing deployment strategy has been developed to consider future staffing implications both in the shorter term (1 - 3 years) and the longer term (3 - 5 years). This short document will form the backbone of future deployment considerations

HMIC Comment

HMIC notes that independent consultants have largely confirmed the force's in house review. The staffing deployment strategy is a short succinct document and is monitored regularly by the Force Executive. HMIC has in previous inspection reports suggested forces develop a resource allocation formula. The force's deployment strategy evidences that the force has considered resource deployment both across its two territorial divisions and various departments and is satisfied that it addresses this area.

Area for Review 3: Senior Staff Development

Senior managers have undertaken an exercise in the use of 360º appraisal as part of senior staff development. The force engaged consultants who devised a system involving scoring and comments from peers, managers and subordinates in respect of the criteria relevant to Chief Officer appointments. In conclusion the consultant provided an individual interview and overview assisting in the preparation of an action plan for each officer who took part. Association of Scottish Police Superintendents ( ASPS) members spoken to and the minutes of an ASPS meeting show it was seen as a useful means of improving skills. The head of Personnel and Training and her staff are also using 360º annually. HMIC will be interested to consider the force's assessment of this practice at the next review inspection

Force Position 2004

National development of competencies throughout Scotland is still awaited with a central steer through the Scottish Police College ( SPC). Locally, the support staff appraisal system will be redeveloped in early 2004, partially as driven by the implementation of SCOPE, the police appraisal system will be driven nationally although it is recognised as a requirement.

HMIC Response

HMIC notes that the force has not progressed 360º appraisal any further pending the outcome of national developments. It is recognised that the appraisal system for support staff is in any case being revised, and that the results of national research will be considered in implementing change at force level.

Force Position 2005 ( Confine response to appraisal system for support staff only)

In line with the previous response the force has not further progressed the 360° appraisal system for support staff and future developments to the overall system will be tied in with:

a) the recommendations emanating from the Scottish Police College working group currently reviewing the appraisal system and

b) the development of the SPIS human resources system.

HMIC Comment

HMIC is satisfied that the force has in place an employee development scheme and that future development is sensibly tied into progress with regard to national developments. Grampian Police is to pilot a new competency based appraisal system towards the end of 2005. HMIC will be interested to see the outcome of the pilot and its impact nationally.

5. NATIONAL AND FORCE ISSUES

The force was asked to provide information on a range of issues which have come to prominence nationally or locally subsequent to the Primary Inspection. Some of the findings of this exercise have informed HMIC comments in the previous sections whilst others are presented below.

5.1 What are the force arrangements to recruit, train, support and deploy Special Constables and what levels of performance and activity are sought and achieved?

Force Response

At this time there are 65 active Special Constables engaged with the force however the signing on process which has been used for a number of years has not been conducive to keeping an accurate and recognised tally of the hours worked by each officer. In line with the drive towards the 'Special Recognition Award' for Specials with effect from 1 ^st April 2005 a new system has been adopted to ensure a record of hours worked in maintained. This will be for all Special Constables and not just those who have opted to participate in the new scheme.

The Special Constables are involved in a wide array of duties supplementing regular officers as and when required, general duties include:-

• Working directly with front line officer's, particularly on late shift/early nightshift, to assist in dealing with routine calls and matters of public disorder.
• Statement taking at incidents
• Carry out foot patrols while paired with another Special Constable
• Working directly with our Community Constables and engaging in the duties allocated to this group of officers
• Supplementing regular officers at any football matches where large crowds are expected
• General duties at galas, shows, festivals etc
• Attending court as and when required

Since 2002 a process has been put in place to allow Special Constables to drive police vehicles. Following successful completion of a driving assessment Specials are given this authority for routine driving but excluding driving in emergency situations or while using blue lights and sirens. This has allowed greater flexibility in the tasks that can be designated with roles unsupervised by a regular officer no longer restricted to those in walking distance of the station. An example of this being patrols to rural schools which were the subject of vandalism. 66% of the Special Constables are currently authorised to drive police vehicles.

The recruitment and training process is as outlined. In line with the earlier comments relative to the management of hours the minimum 60 hours duty per annum has to date not been rigidly enforced.

In 2003 the force developed an advertising brochure for the Special Constabulary which depicted individuals from a range of gender, age, professions and ethnic backgrounds to encourage persons to volunteer for the role. This material was re-launched in 2004 with circulation to a broad spectrum of locations. Additionally, and as part of a wider initiative in recruiting from ethnic minority communities, the force is liaising with members of the Diversity Awareness Team who are currently working closely with the newly formed Dumfries and Galloway Multicultural Association ( DGMA). The DGMA are currently drafting protocols of how they think the force can best access and target people locally.

At this time of our 65 active Special Constables 15 are female which equates to 23%. We have a total of 3 Special Constables (2 male and 1 female) from ethnic minority backgrounds this being some 4.6%.

HMIC Comment

The 65 active specials represent the equivalent of 13% of the force's current establishment of 484 full time equivalent officers (31.03.2005). This is a very significant figure to assist in the policing of Dumfries and Galloway. Most of these officers have indicated a willingness to participate in the Special Constables 'Recognition Award' piloted by Grampian Police on behalf of the Scottish Executive. This scheme offers a payment of about £1000 net to each Special Constable, on the fulfilment of set criteria, over a 12 month period. It is hoped that this will act as an incentive to recruiting and retention amongst special constables as well as enhancing operational proactivity. The force has tended to recruit specials throughout the year as they apply. It is now intended to have 2 intakes a year facilitating induction training. HMIC is encouraged that the force has 40 potential special constable recruits identified to start once approval to implement the recognition award scheme is received. This will make a significant contribution to the overall national target set to increase the number of special constables by 500 or 36%, by 2007 and the force's efforts are to be commended.

5.2 How has the force responded to the Race Relations (Amendment) Act 2000?

Provide a copy of the force Race Equality scheme:

• Comment on progress against the actions / targets described in the document.
• Comment on progress to achieve a multi-cultural association for Dumfries and Galloway

Force Response

Multi-agency/partnership working

Many of the processes described in the original RES document have evolved and slowly gained momentum during the three years. The multi-agency approach involving NHS, Dumfries and Galloway Council, Dumfries and Galloway College and Scottish Enterprise and now Dumfries and Galloway Fire Brigade has continued to work effectively.

An example of this is the work that these and other organisations e.g. LGBT youth Scotland, the Elderly Forum and the Dumfries and Galloway Coalition of Disabled People have, under the Inclusive Communities Forum banner, produced a diversity mini-web for the DG community net website. This will provide information on all diversity issues, including race, across Dumfries and Galloway.

Further information on this approach provided in the section on progress to achieve a multi-cultural association.

Consulting effectively with our communities continues to be a challenge. Consultation has been largely limited to the development of new strategies and initiatives e.g. force diversity strategy and third party reporting arrangements due to the multi-cultural association issues.

However, on occasion, to supplement this the Diversity Officer has used information gained from other forces. Tayside, for example, produced draft guidance on the identification of Muslim women using veils. This force has invited the local Muslim contact for his views on this. It is hoped that this guidance will be adopted across Scotland, however, if it is not the Force will use this Tayside guidance.

The Diversity Officer also recently joined a group formed by the Area Procurator Fiscal to deal with Race issues across whole of the Criminal Justice System. This group will be widening its remit to look at all diversity issues.

Third party/remote reporting

Due to the lack of support organizations there had not been the opportunity to develop third party/remote reporting arrangements. The force is due to launch these arrangements for homophobic incidents in early summer. It is anticipated that a similar approach will be rolled out in consultation with and supported by the Dumfries and Galloway Multicultural Association ( DGMA) later this year.

Racist Incidents

These have increased significantly in the past year with the figures up by 41.5% on the previous year. Again, the number increase is by 22 from 53 - 75. There has been no particular reason for this, nor has any one group been targeted or the perpetrator. These have been discussed at the Race Relations Consultative Group ( RRCG) [where the DGMA are members] and positive measures put in place. The majority of these incidents tend to be at the lower end of the scale of verbal abuse and minor property damage, however, in the last couple of months there have been a couple of incidents of minor assault [one of which has been between children]. These will be discussed at the RRCG meeting at the end of May.

In 2004-2005 we had a 79.5% detection rate for racist crimes, again this down slightly from the 87.5% the year before. However, numbers wise the force detected 9 more than the previous year.

Community Engagement

• Supporting Shamiam Arif [toddler from Pakistan who was very badly burnt and has been brought to the UK for extensive plastic surgery] - lot of media coverage as it is one our minority ethnic special constables who initiated this with the support off the force.
• Dumfries Division Burns Supper - specific multicultural table of invited guests, at breaks number of staff at all grades and ranks mixed with the guests.
• Thai Community celebrations which force representatives attend.
• Pro-actively contacted our lay speakers with information on the DGMA and two of them have joined.
• Polish/Ukrainian workers - local company, Uniq foods, employed a number of Polish and Ukrainian workers through an employment agency to meet a shortage of local labour. Police worked proactively with this group to provide information and deal with any issues at an early stage.

Staff Training and Awareness

The force has currently trained 98.5% of the staff on the three day NEOTS course. This training will continue to follow a rolling programme as new support staff and transferring police officers join the force, with this turn over of staff it is unrealistic to expect to achieve and maintain a 100% compliance rate.

Probationers who are going to receive their NEOTS training as part of their 15 week course have a two hour briefing with the diversity officer. This is to put into the context the demographics of the area and they are given copies of statistical information on the ethnicity, age and religious profiles for the region. They are also told about the lack of minority religious places of worship [there is only one mosque for the whole of the region]. The types of policing challenges this may bring e.g. searching homes which may be used as prayer rooms etc.

The Diversity Awareness Guide [formerly the Culture Awareness Guide] has been expanded to include further information on minority religions and the local community e.g. Turkish Community. The Diversity Officer has approached the newly identified Thai community for their assistance in developing a section. This guide is cascaded across all multi-agency partners, the DGMA and other relevant groups.

The Diversity Intranet page has also been expanded to provide a range of information easily accessible by all staff. This includes minutes from all ACPOS and other local group meetings, appropriate research papers and other relevant publications.

The Force website also has a Diversity page and has links to various organizations including the DGMA and SEMPERscotland. These also link to the recruitment page.

Employment Monitoring

Arrangements for monitoring of recruitment and promotion have been in place for some time. However, there had not been a sweep back of all staff.

There has now been an ethnicity audit of all current staff. This had been delayed due to the expectation that SCOPE would have been available early in 2004. The audit was initiated on a voluntary basis which resulted in a 33% response. All outstanding staff were targeted in March 05 with an ethnicity form on their pay slips. Non-respondents are being tracked by the Force and many have been sent reminders. There has been an overall response from this group of 75% - this will be pro-actively managed for some time.

The recruitment process continues to be monitored and reviewed to ensure that there are no biases. Applications for support staff and officers have dropped slightly but overall the figures are fairly consistent [0.35% for support staff & 0.12% for police officers]. In reality the number of applications for police officers increased from 2 to 3.

However, these have to be put into the context that we are talking about one or two people having a significant impact on the percentages. Both groups continue to receive applications which are higher than the 0.65% for the Black and minority ethnic population of Dumfries and Galloway.

The force is still not complacent and wants to do more to encourage applications from minority ethnic communities. More information is given on the section on the DGMA.

Specials recruitment has been commented on separately under section 5.1.

Progress to achieve a multi-cultural association for Dumfries and Galloway.

The DGMA has been very slow to start. They originally started in June 2003 but lacked funding, a constitution and a business plan. It also was being driven by a small group of individuals.

BEMIS (Black and Ethnic Minorities Infrastructure in Scotland) came on board in September 2003 and started working alongside the DGMA. It took some time to get the group properly constituted, set up accounts, source appropriate funding and property.

Dumfries and Galloway Council assisted by providing a part-funded resource worker to work with the DGMA from September 04 until March 05. This was to support the initial setting up process and the drive for membership. During this time they also developed a website: www.dgcommunity.net/dgma.

The DGMA formally launched their membership drive in November 2004 and encourage organisations to join as associate members. Dumfries and Galloway Constabulary has joined as a corporate member. This required substantial financial input from the force but would enable us to engage with the DGMA on joint projects with our multi-agency partners.

The DGMA is still at early stages and are not sufficiently robust to progress larger projects and even smaller projects take them some considerable time. They are currently, on behalf of a group of multi-agency partners, developing proposals on how we can best engage with the BME community to attract local recruits.

They are also going to be providing a brief list of the most common community languages in Dumfries and Galloway. This will be used as a standard phrase on force publications which explains that the document will be available in alternative languages and formats. It has been agreed that these standard phrases will be used by all multi-agency partners.

The multi-agency work to form the setting up of the DGMA has been submitted by Dumfries and Galloway Council for the COSLA Excellence Awards - a decision is pending.

Now that the temporary resource worker has left the DGMA further consideration needs to be given by all partners as how to support the group and this will be discussed at the Race Relations Consultative Group at the meeting at the end of May.

HMIC Comment

HMIC welcomes the positive developments described above. In particular HMIC identifies the force's participation in a multi agency approach where appropriate and efforts to achieve a mutli-cultural association for Dumfries and Galloway as good practice. The force's diversity officer is clearly committed and pro-active. In conversation she has recognised that formal reporting on the force's progress in relation to its Race Equality Scheme could be improved and HMIC welcomes the commitment to address this. HMIC will also be interested to see what progress is made in developing the DGMA which it believes offers the force a number of opportunities particularly around consultation.

5.3 How has the force responded to the Local Government (Scotland) Act 2003 in relation to partnership activity?

Comment on Force response to the duty to engage in Community Planning, particularly progress since the 2004 Review inspection

Force response

Mainstreaming Community Planning within organisations

In relation to mainstreaming Community Planning within Dumfries and Galloway Constabulary the following actions have taken place.

• Service Review carried out
• Communication framework established
• Policy Group paper
• Force Strategy prepared
• Capacity Building
• Divisional Involvement
• Broadcast through Signpost
• Work to be done - inputs senior& middle constables and probationers

The above actions have recently been carried with a view to building capacity within Dumfries and Galloway Constabulary. Work is, and has been on-going, in relation to involvement with Local Rural Partnerships to assist with the understanding of what Community Planning can deliver to an area, and what part our organisation can play in that.

The majority of work alluded to previously has just been completed and the flow of information relative to Community Planning will in the near future begin to filter to those within the organisation through training inputs. Work is also on-going to prepare a teaching package to accommodate all partner agencies.

Reporting on Community Planning

Like any process Community Planning will have to be evaluated in a manner that actually means something. Audit Scotland was working on Performance Indicators which will assist in this process, albeit these may tend to reflect national as opposed to localised issues. As a result of this the force was part of the Performance Management Group which did identify indicators that could be used to measure performance in this area of work locally.

In respect to the issues being used to bring Community Planning forward within the force, an Action Plan provides an agreed timetable for advancement.

Ensuring it works effectively

As stated previously Community Planning as a process will have to prove its worth. There will be investment relative to Community Planning and we will want to ensure that we are getting a return that is seen to conform to partnership building and Best Value principles.

Leadership including political and board member commitment:

It has to be accepted that Community Planning will only be as good as those involved want it to be, in that you will only be rewarded in respect of the level of investment provided. The police see themselves as willing partners in this process and show willingness through:

• Police membership on each of Community Planning Thematic Forums and Joint Board
• Championed in-force by senior executive
• Advice / assistance to Tasking and Co-ordination Groups across force

Streamlining Priorities

In respect of our organisation it is important to get a structure in place in order to underpin the principles of Community Planning within force. Guidance was issued relative to:

• Framework established to fit Area Management Teams / Local Rural Partnership's ( LRP's)
• Guidance within strategy to evaluate / improve / rationalise partnerships
• Work being done relative to community safety issues - wide ranging

Community Involvement

This has always been the cornerstone of policing within Dumfries and Galloway and:

• Community Planning linked strategically with Community Services
• Communication framework re capacity building
• Partner consultation re community safety initiatives e.g. offensive weapons
• Community Engagement - through Community Cohesion /consultation
  Community Safety Partnership
  Customer Interface
  Active Citizenship
  Media and Marketing

Developing Sectoral and Geographical champions

In typical police managerial style ownership of a process is given to an individual/s which therefore creates ownership and accountability, even when the process itself will become dependant on the co-operation and acceptance of all. In this respect:

• Chief Constable and Chief Superintendent champion at executive level
• Due to involvement in Thematic Forums, champions lead relative to Thematic issues
• Co-ordinator's position within HQ linking to other champions
• Divisional champions in form of Crime Reduction Sergeants
• Community Constables assigned to link to Area Management Team of each geographical area
• Top down and bottom up information framework established

Developing a network of practitioners

It could be contended that this forum already exists within Dumfries and Galloway through the Public Sector Joint Management Team. The force like every other organisation is represented at a high executive level.

At a more tactical and operational level the force has regular meetings with the Area Community Planning Co-ordinators, linking to local issues within each of the four areas within force. This central meeting is supported by good local contacts through the Crime Reduction and Community Safety Sergeants within both divisions.

The Scottish Police see the need to share good practice and experiences and as a result have created a national Scottish Police Community Planning Forum.

In respect of the power to advance well being this power has not really been utilised by the police. One could imagine this coming into its own in a case of emergency, where if a job needs done its gets done and we worry about the minutia later. Major issues in the force have been dealt with in such a fashion previously but not during the time in question.

Community planning in action

In March 2005 a legal loophole in legislation allowed an influx of cockle fishermen to fish the cockle beds on the Solway Firth. Fortunately the legal loophole was quickly closed however the potential for the cockle beds to be opened in September still exists with licences to be granted to cockle fishermen. There is therefore the potential for an increase in the number of cockle fishermen to return to the area with the intent on fishing both legally and also illegally due to the restricted number of licences available.

During the above mentioned period when a large number of cockle fishermen descended on the area, a number if issues were highlighted. These included enforcement of legislation in relation to fishing, safety of the persons involved in the fishing and the number of crimes committed by a minority of persons claiming to be cockle fishermen.

In order to address these issues, a response involving the following partner agencies was necessary:

Combined Services Section of Dumfries and Galloway Council were involved in the collection of litter/rubbish in the Powfoot area. A quick response was received from this section resulting in the area being cleaned up with little or no impact on the local community. The Area Management Team for Annandale and Eskdale were also kept fully updated with regard to the circumstances in order that any necessary support could be provided by them.

Local Elected Members & Community Councils were kept fully updated by the local Community Police Officers. This still continues with officers updating them with any new information that comes to light.

HM Coastguard was involved from an early stage primarily in relation to sharing of information on tide times and the potential dangers surrounding persons being on the estuary. HM Coastguard worked closely with Police on monitoring the movements of cockle fishermen.

HM Customs were involved in seizing a vehicle which was detected by Police running with red fuel.

Solway Shellfish Management Association was involved through provision of intelligence and information on the legislative aspects of fishing on the Solway.

Scottish Fisheries Protection Agency ( SFPA) deployed Fisheries Officers to the area to brief cockle fishermen on access points to the estuary as well as providing them with updated legislation. The work of the Fisheries Officers at the time and the work thereafter by SFPA ensured a resolution to many of the issues.

Liaison also took place between various other agencies including the Procurator Fiscal, Immigration Service and the Department of Work and Pensions.

Since the incident in March 2005, it has been noted that there has been an increase in the number of reports received by Police from members of the public in relation to cockle fishermen in and around the Powfoot/Ruthwell areas. The incident has undoubtedly raised awareness of the issue among local communities. From a Police perspective the increase in the number of reported incidents has enabled the information and intelligence to be shared with other Police forces and agencies to ensure that a multi agency approach can be put in place if necessary to address any issues that arise.

As previously mentioned regular updates have been provided to local community councils in order to keep communities updated with any developments or new information in respect of cockle fishing and any subsequent impact that it will have on them.

This will continue and indeed expand using the Community Planning process as a mechanism to raise awareness of cockle fishing with other groups in local communities using community forums such as the Local Rural Partnerships on which a number of community groups and organisations are represented.

The Community Planning process of partnership working has provided and will continue to provide a framework for both statutory agencies and local communities to address issues in a respective area with this being evident in March 2005 with the cockle fishermen.

HMIC Comment 2005

This is a very comprehensive response and reflects positively on the force's participation in and contribution to the process. This has been well served by the co-terminosity between the force and the local council and internally the force's structures and level of representation have been adapted to fit with the council own structures. In addition an action plan approach has been adopted by the force that has assisted capacity building, the mainstreaming of community planning with the force's core business areas, improved communication and in identifying force champions.

5.4 What is the force strategy and plans for managing its property?

Specifically provide details on the force response to enhance access and facilities as required by the Disability Discrimination Act.

Force response

The Disability Discrimination Act came into effect on October 2004. The Constabulary is currently working with the Dumfries and Galloway Council to establish the workload necessary to adapt all buildings to ensure they are accessible to the disabled population. This is a programme scheduled over some three to four years.

It was considered by the Constabulary that the majority of the work relating to Police properties should be completed by October 2004 and a determined effort has been made to achieve this despite there being no dedicated funding available for implementing the changes and alterations.

Accordingly, by October 2004, the following projects were carried out:

1. Portable induction loops were installed in every Police station
2. Reception counters were altered and redesigned to allow wheelchair use at Police HQ, Dumfries, Lockerbie, Annan, ,Sanquhar, Dalbeattie, Kirkcudbright, Newton Stewart, Stranraer and Castle Douglas (in June 2005). The counters (5 no) at the remaining stations will be addressed during 2005/2006 and 2006/2007.
3. External wheelchair access available at all stations.
4. Platform lifts installed at Dumfries and Stranraer to provide wheelchair access throughout the buildings. Normal lifts provided at HQ and Dumfries.
5. Grab rails fitted in public toilets in all stations to give reasonable access to wheelchair user. Some toilets fully conform to wheelchair standards i.e. at HQ, Dumfries, Lockerbie, Annan, Sanquhar, Gretna, Langholm, Newton Stewart, Stranraer and Machars.
6. Automatically opening door provided at Dalbeattie in addition to those already installed at HQ, Dumfries, Lockerbie, Annan and Stranraer. A programme of fitting new devices is being considered at the other stations and scheduled over the next two years.
7. Audio-visual recognition system fitted at Castle Douglas with appropriate signage.

There are some outstanding issues e.g. signage, decoration (to assist the visually impaired), altering heights of electrical switches, and improving external access (pavement alterations, dropped kerbs etc).

In a relatively small number of cases where it is difficult to fully provide for the disabled people, there will be a requirement to 'manage' the situation i.e. another option found to overcome the obstacle or barrier.

This is an ongoing programme, but it is anticipated that completion of the above will be made within the next two years.

HMIC Comment

HMIC notes the detailed force response and welcomes the positive progress being made.

5.5 What is the force approach to Information and Communication Technology?

Please detail experience/impact of Airwaves since the force went operational on 4.10.2004 including any proposals for a post implementation review.

Airwave

The migration to Airwave has had a significant and immediate effect on the operation of Dumfries and Galloway Constabulary. As a force we have gone from very low user confidence in our analogue system to a system which has quite literally overnight transformed our ability to communicate with each other.

Quite apart from the security that the encryption of Airwave brings in day to day police operations the fact that we have an extremely high level of hand portable coverage has seen the door open for far greater community engagement in the areas where we had scant vehicle coverage. We now see officers getting out in remote towns and villages where they would have been out of contact before. From an officer safety point of view we have had emergency button activation where an officer was stabbed. The location was previously an area where hand held coverage was unthinkable and vehicle coverage was patchy.

We have had our first Airwave customer service satisfaction review which gave us a good insight into the very high level of staff confidence. The preview has also highlighted some areas to be revisited in terms of training and health and safety awareness.

Prior to taking airwave we were part of a PITO benchmarking baseline assessment. We have just started discussions with the PITO business benefits review group about further staff surveying post Airwave. The force has an opportunity to add questions to the PITO survey to gain any additional strands of information. Face to face surveys are due to take place in June and a postal survey is to take place in August which will be sent to the same representative group as the base line assessment.

Initial reports from Airwave shows that D&G is primarily a hand portable force with vehicle usage being secondary.

We are now starting to look at the implementation of the data services such as AVLS (automated vehicle location system) and the integration of status codes into our command and control system [Image].

A Policy Group update is scheduled for Friday 20 ^th May 2005 when the themed event of the monthly meeting will be Airwave/Force Communications Centre business benefits.

HMIC Comment

HMIC notes the positive reaction of all staff to Airwave as demonstrated by the customer service satisfaction review. This is reinforced by evidence of improved officer safety and an enhanced ability to coordinate response to incidents. The force is already looking forward in relation to its use of Airwave including developing a business case for mobile data use and the possibility of linking to automatic vehicle location systems.

In tandem the force continues to develop the Force Communication Centre to enhance service delivery. Early successes include a significant reduction in the number of abandoned calls to police offices, down from 23% in September 2004 when the FCC was launched to a current average figure of 8% and the reduction in the number of calls requiring a physical police presence. Amongst future developments is the further development of customer relation management software to assist in the identification/response to repeat victims of crime and the promotion of staff development through accredited training.

HMIC is encouraged by the positive impact both of these development have and the continued progress that is being made.

5.6 What is the force approach to the management of information?

Describe the force response to the implementation of the Freedom of Information Act.

Force response

• Implementation

In line with all Scottish forces, Dumfries and Galloway Constabulary adopted the ACPOS Model Publication Scheme ( MPS) which was implemented via the force website in May 2004. The publication scheme is updated regularly, with a large number of force policies being published as they are updated and approved.

The Freedom of Information Officer was appointed to complete the Force Information Directorate in November 2004 having responsibility for developing, coordinating and reviewing the application of all policies and procedures in order to ensure compliance with the statutory obligations placed upon the force by the Freedom of Information (Scotland) Act 2002.

An internal review panel has been established, headed by the Chief Inspector, Complaints and Professional Standards Unit.

• Training/Awareness

A number of staff including those of the Directorate and members of the review panel attended the FOI Practitioner Course at the Scottish Police College with the FOI Officer attending the Advanced Trainers Course.

Following overview briefings given to staff in the Spring of 2004, the FOI Officer delivered targeted training to approximately 70 key support staff outlining the terms of the Act and procedures to be followed. The ACPOS Business As Usual Philosophy was emphasised in order to ease confusion and ensure that the Act did not unnecessarily encroach on the day to day running of force business.

An FOI MiniWeb has been setup on the Intranet which provides guidance on procedures, related policies and a log of requests received detailing the decision made. Both internal and public facing nationally produced posters, leaflets and aide memoir cards were circulated to all staff and stations to raise awareness of obligations and rights under the Act.

In order to maintain staff awareness and encourage understanding, overview inputs outlining the terms of the Act, the exemptions, duty to assist and obligations on the individual are delivered to all post-basic probationers and will be built in to support staff induction courses.

• Processing Requests

A request management system was developed internally, which records all requests and decision making records. All requests are processed by the FOI Officer who is responsible for identifying the existence of the requested information and making the decision whether to grant or refuse requests.

Local requests are researched and decided upon independently, however The FOI Officer sits on the ACPOSIMFOI Practitioners Sub-Group and is the conduit for escalating requests to national notice through both this forum and the Central Referral Process ( CRP), which is managed by Hampshire Constabulary. Any guidance by ACPOS Lead Officers is collated and distributed by the CRP for consideration when making the final decision.

Where requests for review are received, they are passed to the Chair of the Review Panel to evaluate the original decision and respond to the requestor direct.

• Records Management

In order to achieve a more efficient and effective approach to researching requests, the FOI Officer has assumed responsibility for the implementation of a structured and formalised Records Management policy. The policy will apply to both electronic and manual records and will be underpinned by the recommendations of the ACPOS Record Retention Schedule. The FOI Officer is also involved on a working group set up to compile an ACPOS File Plan to standardise naming conventions and the categorisation of files throughout Scottish forces. An internal sub-group has been established comprising Support Managers who will take responsibility for cascading central recommendations and ensuring compliance in their divisions/sections.

• Partnership Working

The FOI Officer attends the working group of Dumfries and Galloway Council, which meets on a monthly basis to discuss requests, best practice and training requirements. Development days or training events are also attended and in some cases assisted by inputs from the FOI Officer. While no formal information sharing protocol exists, requests of mutual interest are shared in dialogue between the force and the council.

• Future Plans

The publication scheme will continue to be reviewed and information added as appropriate. Common requests for information will be reviewed with the potential to routinely issue the information under a classification in the publication scheme. Work will be ongoing in relation to the Records Management Policy and the formation of a tiered strategy to best achieve its effective implementation.

HMIC Comment

The Freedom of Information Act came into effect on 1 January 2005 and, prior to and immediately after, HMIC has been assessing the Scottish police service's preparedness for the Act during primary and review inspections and notes a comprehensive response from the force in terms of this area.

5.7 What is the force approach to cross border working?

Describe force working arrangements with Cumbria Constabulary including details of formal/informal meetings, any memorandum of understanding, intelligence sharing, joint initiatives etc.

Force response

The force has for many years worked closely with Cumbria Constabulary and in addition to discussions over working practices the respective forces offer mutual support as and when required. Examples include:

• Exercise Gap - a joint counter terrorist exercise held at Dumfries in February 2004 and attended by ACPO and ACPOS ranks, the CPS and Fiscal service and a host of other invited guests. (Exercise document available for perusal during inspection visit if required.
• Despite not being fully adopted in Scotland Dumfries and Galloway and Cumbria have entered into joint T-Pac training for road patrol officers to assist in a safe termination of cross border pursuits
• Dumfries and Galloway is the only Scottish Force currently sitting on the gypsy travellers working group hosted by Cumbria but attended by representatives from all the northern England forces.
• Following the recent extensive flooding in Carlisle Dumfries and Galloway loaned Cumbria a number of Airwave radios to re-establish their communications in Carlisle.
• Following a fatal road traffic crash in Cumbria which resulted in extensive and lengthy traffic delays in both regions a review meeting between respective senior officers took place to identify what learning points were available. A policy paper was subsequently prepared for our Force Policy Group outlining the issues. Following on from this initial meeting regular consultation is ongoing between respective senior officers.
• The two forces are involved in regular intelligence sharing with the recent major investigation into the theft of quad bikes (Operation Bandit) being a prime example.
• Dumfries and Galloway have developed lift and run kits which facilitate ongoing cross border operations with Cumbria and other English Forces.

The force maintains weekly contact with Cumbria Dedicated Source Unit and in addition Cumbria Constabulary are represented at the Force's Level 2 meetings incorporating intelligence sharing, identifying targets who are involved in cross border offences, primarily drugs.

HMIC Comment

HMIC is pleased to see the regular range of interactions that take place between the two forces. In particular, HMIC notes that following the fatal road crash which took place in Cumbria in December last year, resulting in serious disruption to the road network on both sides of the Border, identified learning points from an operational debrief have been acted on. These include a regular series of cross border meetings involving all 4 border forces viz. Dumfries and Galloway, Cumbria, Northumbria and Lothian and Borders.

5.8 What is the force approach to the management and execution of warrants?

Comment on the approach taken to address the relevant recommendations of the Short Term Warrants Working Group on outstanding warrants, including:

• Any current backlog of warrants awaiting execution.
• Efforts being made to reduce any backlog.
• Any force initiative encouraging the execution of warrants.
• any approaches by the force in this area which are good practice.

Force response

With regard to the Recommendations of the Short Term Warrants Working Group on outstanding warrants, an ACPOS Working Group has been established, chaired by a Superintendent from Fife Constabulary. Chief Inspector Marshall, Head of Operational Services, is the Force representative on this group which has met once thus far and is due to meet again on 16 June 2005. It has been identified that Forces need to consider Recommendation Numbers: 1,3,5,6,7,11 and 14. The following outlines the current Force position in regard to each of these recommendations;

HMIC Comment

HMIC notes that in response to the Short Term Working Group on Warrants led by the DCC of Strathclyde Police, an ACPOS working party comprising all forces has been established to pursue the relevant recommendations of the Working Group report. This met for the first time in April and will continue to meet until the recommendations are addressed. HMIC welcomes the progress the force has made to address the relevant recommendations.

5.9 What is the force approach to dealing with people with mental illness or learning difficulties?

Force response

As part of the ongoing force process looking at how we deal with people with learning difficulties a Chief Inspector has been appointed as lead officer in reviewing the impact of appropriate adult schemes in Scotland. In evaluating this process, which includes reference to persons with mental disorder, a policy paper and appendix was submitted to the Force Policy Group in March 2005 and the work noted. The Chief Inspector continues to progress all the areas outlined in this paper with the next national meeting scheduled for June 2005.

Additionally regular meetings take place between the Dumfries Divisional Commander and representatives of the Crichton Royal Hospital (Regional hospital for care of persons with mental disorders) to discuss ongoing issues which jointly impact on the respective organisations. Part of these discussions have focused on training in respect of the Mental Health Act of 2003 however commitments to G8 have temporarily delayed any progression in this area, it will however be reviewed in due course.

A review of procedures relating to missing persons from the Crichton Royal Hospital is currently under way in order that a tightening of procedures can be adopted to ensure the most effective use of police resources.

In 2002 a joint agency protocol document was produced relative to the detention of children. This was an all encompassing set of working guidelines which included reference to missing persons from care establishments. The traffic light system used to grade vulnerability takes on board all considerations relative to the missing person.

HMIC Comment

HMIC notes and welcomes the comprehensive response and in particular notes the role of the chief inspector as lead officer in this area to ensure oversight is maintained.

5.10 What is the force approach to antisocial behaviour? .

Force response

Dumfries and Galloway Constabulary has completed a draft ASB strategy in partnership with Dumfries and Galloway Council. Several sections of the strategy, along with one of the strands of the action plan, were compiled by members of the force. In addition the force was a consultee on all sections. The timetable is for the document to be subject of additional wide consultation throughout May with finalisation to be conducted in June. A copy of the adopted strategy will be lodged with the Scottish Executive by the end of June in compliance with the agreed timetable.

In light of the development of this strategy the force has deliberately avoided the production of any internal ASB strategy.

Given that the ASB strategy has yet to be finally adopted and public consultation completed, there have been no reports compiled to report on the implementation of the strategy.

information sharing protocols with the local authority and other partners.

The force has developed a number of information sharing protocols with partner agencies and progress in this regard can be viewed in Section 9 (pages 27 to 30) of the strategy document.

any action taken by the force in accordance with Part 3 (dispersal of groups), Part 4 (closure of premises) and Part 6 (litter/fly tipping) of the Antisocial Behaviour etc (Scotland) Act 2004.

The force has not had occasion to apply the procedures in Part 3 (dispersal of groups), and Part 4 (closure of premises). Procedures to use this legislation are scheduled to be developed this year and are referred to in the enforcement section of the action plan contained within the ASB strategy. In relation to Part 6 provisions, the Local Authority has recruited Environment Wardens whose duties will include the issue of fixed penalty tickets for the relevant offences. Once the ticket procedures have been established then the opportunity to issue the tickets will be extended to police officers. In addition training, information and support in terms of tasking as well as providing physical assistance if required will be provided by the force to the Wardens.

partnership working with local authority and registered social landlords in relation to the application and breach of antisocial behaviour orders ( ASBOs) and other action taken against problem residents.

The force and partner agencies established a set of procedures to assist in the application for ASBOs when these were first introduced in the Crime and Disorder Act. These procedures are in the process of being updated to reflect recent legislative developments through an interagency group involving RSLs, Council Departments and solicitors. That group is chaired by the force's lead officer on ASB issues. Procedures to consider pursuit of ASBOs against young people were developed in conjunction with the coming in to effect of the provisions of the ASB Act and these have been adopted by all relevant agencies. Interagency meetings (known as the Youth Justice Screening and Resource Groups) consider all applications for ASBOs against young people and the police are invited, both to attend the meetings and to provide written comments to other attendees.

partnership working with other local agencies, voluntary organisations and local people to combat antisocial behaviour in communities.

The force is engaged with a number of local partners to tackle ASB and some examples of this are summarised below:

• The force is represented on the core inter-agency group established to develop the ASB strategy and that also has a remit to draw in and allocate ASB funding in the area.
• Community planning arrangements, which include statutory and voluntary sector organisations include ASB as a core issue at all levels - the executive group, the Thematic forum on Safe and Healthy Communities and the grass roots level known as the Local Rural Partnerships which have fora in each locality.
• The force is represented on the Steering Groups for the two Scottish Executive funded Warden Schemes operating in the Dumfries and Galloway area.
• The Divisional Commander Galloway jointly (along with the Council's Area Manager) chairs an ASB group established in his division.
• Local Crime Reduction Officers and Area Inspectors attend council devolved area committees at which ASB issues are progressed
• The force is represented on the local Community Safety Partnership which has drawn down funding to tackle a number of themes including vandalism - a key element of ASB.
• Many localised initiatives have been established to allow agencies to exchange information and expertise to resolve ASB concerns in particular areas or that surround particular individuals.

See response to the previous and following question.

any approaches being used by the force in this area which are good practice.

One particular area where the force has undertaken a joint initiative to address ASB relates to the tackling of noise nuisance. Following consultation with Environmental Health a joint funding bid was submitted to the Scottish Executive to finance a joint Police and Environmental Health team. The bid covers the salaries of a Constable and an Environmental Health Technician for each division along with associated publicity, equipment and training costs. Active since 1 April 2005, the team will target repeat complaints in particular and enforce a Noise Control Order adopted by the Council, which makes it an offence to play music above a specified volume during the night. Complaints about this type of incident are prevalent in Dumfries and Galloway and it is anticipated that the "Noise Enforcement Team", using the mix of Police and Local Authority will address may of the issues.

Since the team commenced the Noise Reduction strategy in 1 April until 25 June 2005 it has had 341 referrals regarding noise calls/complaints/issues. The numbers are broken down into 254 complaints/referrals from Dumfries Division and 87 complaints/referrals from Galloway Division. Dumfries Division Officers have issued 46 Warning Notices and No Fixed Penalty tickets. Galloway Division officers have issued 17 Warning Notices and No Fixed Penalty Tickets. All of the offenders have complied with the written Warning notice negating the need for fixed penalty notices at this stage.

any force initiatives targeting anti-social behaviour.

Powers will be able to provide a more effective service than was possible previously. The initiative will also reduce the requirement for police officers to attend complaints of this type when their skills and training might be more valuably be assigned to preventative patrol or more serious incidents.

HMIC Comment

The detailed response reflects the considerable effort that has been made by the force and its partners in a relatively short space of time, to address anti social behaviour. HMIC has examined the additional information supplied by the force and interviewed officers with responsibility for developing policy and practice and was impressed by the commitment shown. Allied to the force's previously detailed involvement in community planning, HMIC believes Dumfries and Galloway Constabulary is well placed to address anti social behaviour alongside its partner agencies.

5.11 What is the force performance in relation to crime reduction?

The enclosed Multigraphs No. 1 & 2 indicates that the force is performing strongly in relation to Scotland as a whole and past performance within force in relation to the incidence of housebreaking, serious violent crime and car crime. Provide comment on this performance.

Force response

With regards to crime reduction and in particular the crimes of Housebreaking, Serious Violent Crime and Car Crime.

Housebreakings in general and domestic housebreakings in particular showed a significant decrease over the last year. In relation to General Housebreakings the number fell from 709 to 592 and for Domestic Housebreakings from 319 to 269. The reason for this reduction is due primarily to ownership by the Force and pooling of resources. The Divisional Tactical, Tasking & Co-ordinating Group meetings in conjunction with the Force's Level 2 meetings ensure that priorities can be addressed and resources utilised to best effect by tackling specific crimes or specific criminals, hence the reason for these successes.

With regards to Serious Violent Crime, whilst we have not met our target for the year, there has been a 16% reduction from the previous year. Of particular note is the current situation where there are no undetected murders within the Force. Overall crimes fell from 249 to 210 and the detection rate rose from 77.5% to 85.2%. Again the benefit of the Tactical & Tasking process and ownership by the Force has meant that strenuous efforts were deployed to achieve both reduction and detection.

Car Crime - overall there is 20.7% reduction in vehicle crimes recorded during 2004/ 2005. Yet again the Tactical & Tasking process allowed for prioritisation and allocation of resources identified as per the previous two categories through intelligence and the Force's AIM system.

HMIC Comment

The force has had substantial success in reducing crime in areas which are of significant public concern. The importance of tasking and co-ordinating is identified as a key reason for the force's success. ACPOS has, for some time, had a project team tasked to develop the National Intelligence Model ( NIM) across the Scottish police service. Tasking and co-ordinating is a key component of NIM and HMIC is encouraged by its work and the practical demonstration as evidenced in Dumfries and Galloway of the success of applying the NIM model.

5.12 What is the force performance in relation to crime detection?

The enclosed Multigraphs No. 1 & 2 indicates that the force is performing strongly in relation to Scotland as a whole and past performance within force in relation to racist incident, domestic housebreaking, serious violence and car crime detections. In relation to drug seizures the force is performing less strongly when compared to Scotland although has improved on past performance within force. Provide comment on this performance.

Force response

Much of the success by the force in relation to crimes shown in this section is down to back tracking initiatives operating in both divisions. Back tracking initiatives was first introduced in force in 1993. The benefits of same are that further dedicated enquiry can be carried out into specific crimes or types of crimes. Further benefits accrued from this methodology are that the victim is made aware of the police input and continuing investigation and this often leads to positive comment from victims of crime, who are reassured knowing that the police have not given up on their investigation.

In respect of serious and violent crime, the force takes every opportunity to emphasis the safety of the region and we now sit in a position where there are no undetected murders and in fact re-investigated a missing person enquiry from 1967 which has led to a 70 year old man being charged with the missing persons murder and other offences occurring between 1975 and 1977 in Glasgow.

With regards to drug seizures to clinically assess the position, one has to take account of the previous two years where two major operations, i.e. Emperor and Roundup were implemented in Force, resulting in a total of 160 people being arrested for supply offences. This meant that the Force exceeded the Government targets for drugs supply offences detected, significantly.

Whilst there has been an increase in drug seizures of all drugs this year up from 519 to 582 (3.9 per 1,000 population), the number of persons charged with supply (all types of drugs) however fell from 438 to 329 (22.6%). A contributory factor to this is the fact that the Force drugs squad were involved in investigation of four murders with only 28% of their time being dedicated to drugs work.

Taking all factors into account this is a commendable performance considering the abstractions of staff from the drugs squad. Nevertheless, drug possession figures rose significantly during this period. Furthermore, major inroads have been made regarding assets and financial seizures with the Force now responsible for 63% of all Scotland's asset / financial seizures, many of which relate to drug targets.

HMIC Comment

The force has consistently achieved high detection rates over a sustained period of time and this is to be commended. Detection rates across Scotland have risen incrementally over recent years and the force's contribution to this is noted. HMIC also notes that drug squad officers have, by necessity, been involved in the investigation of murders and considers the force performance particularly in the area of asset and financial seizures to be noteworthy. The force is aware that drug crime features high on the public's agenda.

5.13 Provide comment on force performance in relation to Road Traffic Collision Casualties?

The enclosed Multigraph No. 1 indicates that force is performing less strongly in terms of killed/seriously injured and child casualties road traffic collision indicators when compared to the national average, while Multigraph No. 2 shows a drop in relation to past performance within force in relation to the child casualties road traffic collision indicator. Provide comment on this performance.

Force response

While disappointing that the force is outside the national average in respect of both KSI and child casualty figures per 10000 head of population the force continues to focus heavily on road safety. With regard to casualty figures, and as part of the safety camera partnership, the force has recently gained the benefit of an analyst tasked specifically with looking at this important area.

While the KSI figures are outside the national average the actual number of fatal crashes remains consistently low and the overall casualty figures remain on line to exceed the 10 year Government targets. The child casualty figures for 2004/04 suffered from a computer problem which resulted in a greater number of casualties being reported than was the case, had accurate figures been reported the figure would have dropped from 1.63 to 1.36 per 10000 population and while still outside the national average the number only correlates to a total of 20 child casualties. These actual cases were reviewed but no common denominator was obvious with regard to locus, age, pedestrian/cyclist/passenger etc.

Inputs to school children and pre school groups is still high on the agenda of Dumfries and Galloway Road Safety Officers and again the force is on stream to exceed Government 10 year targets. It may also be interesting to note that the figure for child casualties for 2004/05 has dropped to 12, a number which is likely to bring the force back very much in line with the national average.

HMIC Comment

HMIC notes the force response. The recruitment of an analyst is a positive development and HMIC will be interested to see the impact of this on the force's performance.

5.14 Provide comment on force performance in relation to sickness absence?

The enclosed Multigraph No. 1 indicates that force is performing positively in terms of sickness absence for police and support staff when compared to the national average, while Multigraph No. 2 shows the force is performing less strongly when compared to its own past performance. Provide comment on this performance.

Force response

The Force is performing positively in terms of sickness absence for police and support staff when compared to the national average due to the following:

1. More effective use of Protected Duties and Return to Work Plans which is helping to keep staff at work and also helping them to return to work earlier.
2. By raising awareness to line managers of the support services available has meant an increase in the number of reports and referrals being submitted to Occupational Health and Welfare allowing the department to act in a far more pro active manner than was previously possible.
3. The appointment of a new Occupational Health & Welfare Co-ordinator has produced positive results and this has resulted in a number of new ideas and developments including Stress Policy, Stress Advice Clinics, Critical Incident Debriefing and an increase in Psychological Support for Specialist Groups.
4. There has been a great improvement in inter departmental communication between Occupational Health and Welfare, the Personnel Department and Health and Safety Officer which has led to early identification of potential issues within the Force and regular case conferences now take place.

The Force, however, are performing less strongly when compared to our own past performance and this can be explained by the following:

1. We are a victim of our own success. This has been a logical progression from point 3 above as management referrals to the department for advice and support for staff has now become an integral part of line management's way of thinking due to the positive and ongoing work of the Occupational Health and Welfare Department. This has led to an increase in the number of staff seen within the department compared to previous years and as a result staff have received the appropriate advice and care which can lead to earlier identification of mental and physical illness for which a period of absence from work may be necessary.
2. With the implication of the DDA from October 2004, more officers are being screened within these guidelines which can also lead to an increase in sickness absence due to their condition now being covered under the DDA.
3. The number of ill health retirements from the Force has been stable for the last 2 years however, over the last year we have had an increased number of days lost to long term sickness due to the lengthy process of ill health retirement under the DDA. We have also had one case which went to appeal through the Scottish Public Pensions Agency which was a first for Dumfries and Galloway and this meant a large number of days being accumulated while the appeal process was progressed to a conclusion. This proved to be a very lengthy process.

Overall the long term absence figures from January 2005 for police and support staff have shown encouraging signs of improvement with a reduced number of staff reaching the stage of receiving half or no pay. The positive work should continue to produce improved statistics for the coming years which will also equate to an overall improvement in performance for sickness absence.

HMIC Comment

HMIC welcomes the force's detailed analysis of its own performance and is confident that sickness absence is high on the force's list of priorities. HMIC will continue to monitor progress in this area.

Multigraphs

Dumfries and Galloway Constabulary - Performance compared with the performance of Scotland as a whole

(crime data = 2004 vs average of previous four calendar years; B& ME officers & complaints = 2003/04 vs previous four fiscal years; sickness absence = 2003/04 vs previous 3 fiscal years) and drug seizures, racist crime, RTCs = 2003/04 vs previous two fiscal years)

The red line and nodes denotes performance in Dumfries and Galloway whilst the blue line is the national average.

Where performance in Dumfries and Galloway Constabulary exceeds the national average the red node will appear inside the blue circle with greater proximity to the centre indicating a higher standard of performance. Conversely, below average performance results in the red node appearing outwith the circle and the greater distance outwith the circle indicating performance further below average.

Multigraph No. 1

Dumfries and Galloway Constabulary - Latest Performance compared with its Past Performance

(crime data = 2004 vs average of previous four calendar years; B& ME officers & complaints = 2003/04 vs previous four fiscal years; sickness absence = 2003/04 vs previous 3 fiscal years) and drug seizures, racist crime, RTCs = 2003/04 vs previous two fiscal years)

The red line and nodes denotes current performance in Dumfries and Galloway Constabulary whilst the blue line represents past performance.

Where current performance in Dumfries and Galloway Constabulary improves upon past performance, the red node will appear inside the blue circle with greater proximity to the centre indicating a higher standard of performance. Conversely, below average performance results in the red node appearing out with the circle and the greater distance out with the circle indicating performance further below average.

Multigraph No. 2

6. THEMATIC UPDATE

6.1 As part of this review inspection, Dumfries and Galloway Constabulary was asked to provide an update on progress made in addressing the recommendations of recent thematic inspections conducted by HMIC. These were "Safety First", "Quality of Service", "Local Engagement", and "Partners in Crime".

HMIC acknowledges the comprehensive response which indicates that the force is taking proper cognisance of the reports and their recommendations.

HMIC has undertaken a detailed review of the thematic process, 'On Closer Inspection', (January 2005), in consultation with all Scottish forces and other partners. Future thematic inspection reports will be formally reviewed 18 months after the publication of the report.