3. RECOMMENDATIONS OF THE 2002 PRIMARY INSPECTION
3.1 Recommendation 1 - that the force incorporates all major projects within an overall programme management framework with the objective of minimising delay in progressing prioritised projects.
(paragraph1.11)
At the last review inspection, HMIC noted that there was effective project management within the force across a range of key projects. However, it was felt that due to the volume of change projects a more robust project management arrangement was required.
Since the restructuring of HQ Division and as a result of the last HMIC Review, a new format for managing change was introduced. The new change programme management arrangements allow the Force Executive to examine and be advised on all change projects. Exception reports and new tasking reports are provided to Force Executive Monthly Meetings providing an opportunity for the Executive to review progress with projects and change and take action if necessary to re-evaluate and re-prioritise. The Business Change & Improvement Department has responsibility for managing this on a daily basis. Decisions made by the Force Executive are documented within the minutes of the meeting after which the updated action plan is placed on the force Intranet for all staff to view. A traffic light system operates within the programme to highlight change that has stalled, is making slow or good progress, is complete, and any new business.
This process was shared with other forces at a networking meeting which resulted in two other Scottish Forces adopting a similar change programme. HMIC considers the change programme management arrangements to be effective and this recommendation is discharged
3.2 Recommendation 2 - that an integrated planning process be developed to ensure communities and staff are consulted, that guidance is given on divisional and departmental plans and strategies, incorporating clear milestones for delivery and that performance measures and targets are aligned to the objectives contained within plans.
(paragraph 2.15 )
This recommendation was discharged during the Review Inspection in 2004.
3.3 Recommendation 3 - that the force critically examines the structure and all posts within the IT and Communications Department to ensure an appropriate balance of police professional experience and specialist support staff expertise.
(paragraph 2.29)
This recommendation was discharged during the Review Inspection in 2004.
3.4 Recommendation 4 - that the force tackles the current backlog of staff appraisals and that through ACPOS considers whether the nationally agreed Staff Appraisal System is meeting the current and anticipated future needs of forces.
(paragraph 3.10)
This recommendation was discharged during the Review Inspection in 2004.
3.5 Recommendation 5 - that ACPOS critically examines procedures and practices currently in place to ensure that systems are sufficiently robust to address and manage grievances within the work place effectively.
(paragraph 3.29)
This recommendation was discharged during the Review Inspection in 2004.
3.6 Recommendation 6 - that the force continues to prioritise the review of the provision of Occupational Health and Police Surgeon Services within the force to identify sustainable, effective services which will meet the current and anticipated future needs.
(paragraph 3.46)
During August 2005, the force carried out a comprehensive review of the service provided by CIGNA Healthcare to Tayside Police. On completion of the review a total of eighteen recommendations were made. Six of the recommendations have now been implementedand progress continues to be made with the outstanding recommendations. Close monitoring of the action plan has been undertaken by the Business Change and Improvement Department.
Tayside Police has seen marked improvement in absence rates amongst its staff. From relatively high levels in 2000-01, support staff sickness rates have now fallen to below the Scottish average. A similarly positive picture is apparent for police officers, though these rates remain slightly above the Scottish average.
Since November 2003, Medacs Healthcare Ltd. has continued to provide the force with a contracted forensic medical examiner service The force has completed a Service Review of which resulted in thirty seven recommendations being made. Implementation of the recommendations is ongoing with a comprehensive action plan being monitored by the Business Change and Improvement Department. Executive oversight is maintained through monthly updates at their meeting.
HMIC is satisfied that the force has continued to review these two important areas in a structured way and considers that this recommendation is discharged.
3.7 Recommendation 7 - that the force develops a system of effective monitoring and evaluation of its involvement and commitment of resources to community safety partnerships.
(paragraph 4.16)
This recommendation was discharged during the Review Inspection in 2004.
3.8 Recommendation 8 - that the force sets out strategic intentions for community safety providing clear direction, a corporacy of approach and support for divisions.
(paragraph 4.19)
This recommendation was discharged during the Review Inspection in 2004.
3.9 Recommendation 9 - that the force reviews the operational handling, supervision and recording of incidents of domestic abuse to ensure accordance with force policy.
(paragraph 4.48)
This recommendation was discharged during the Review Inspection in 2004.
3.10 Recommendation 10 - that the force prepares a Finance Function Business Plan setting out objectives, priorities, performance measures and improvement targets.
(paragraph 4.64)
Following the last review inspection HMIC noted that while a Finance Function Business Plan had been prepared for the preceding year there had been some delay in finalising the Plan for 2004/05. It was also noted that associated performance indicators and performance monitoring arrangements were to be further refined and the recommendation was not therefore discharged at that time.
The remit of the Board and the Force Finance Department is to provide a full range of financial services to Tayside Police to ensure that the requirements of the Force are met to the highest possible standards. The Department has detailed policies and procedures which adhere to the Board's Financial Regulations. Services provided by the Finance Department include financial and management accounting, payroll service, payment of creditors and issue of income accounts.
The service standards set for the Finance Department are measured via key performance indicators. Performance against the indicators is reported monthly to the Head of Department to allow monitoring, review and associated action as required.
During the review Inspection HMIC liaised with Audit Scotland on its recent findings in respect of financial matters within Tayside Police. The force provided a copy of the current Finance Department Business Plan and HMIC noted that there were appropriate milestones, targeted outputs, progress comments and indicators for the internal management of the Finance function.
The wider issue of ensuring that financial planning is connected to Force business planning arrangements was also discussed and HMIC noted that discussions are under way between Tayside Joint Police Board, the Force and Audit Scotland to ensure that appropriate medium to long term financial planning arrangements are in place. Included in the planning arrangements will be clear linkage between force objectives and the budget setting process. Other areas under discussion include the development of a robust asset management plan and a formalised reserve strategy; guidance and formal training for devolved budget holders and the need to observe published best practice in developing a financial management strategy. HMIC also noted that a draft risk register was awaiting approval from the Force Executive.
While the original recommendation can be discharged with regard to the issue of internal management of the Finance function, HMIC will be interested to examine developments with regard to the wider aspects of the force's financial strategy at the next Primary Inspection.
3.11 Recommendation 11 - that the force reviews its arrangements for the custody and care of prisoners, paying particular attention to matters of custody management, health and safety and staff training.
(paragraph 5.39)
Following the 2002 Primary Inspection the force had conducted a Best Value Review of custody issues and the recommendations from that work had resulted in significant improvements to the arrangements for the care and custody of prisoners. At the review inspection HMIC noted that further restructuring of custody facilities was imminent and undertook to examine this area in the next review inspection.
Following further consideration by the force it had been decided to reduce the custody facilities to three centres, located at Dundee, Perth and Arbroath. This has resulted in closure of the custody facility at Forfar along with staffing changes to create dedicated posts for custody Sergeants and Custody Care Assistants, empowered as Police Custody and Security Officers, at the three new centres. There was also a need to extend the facilities at Arbroath to cater for the additional workload created by the closure of the Forfar cells.
HMIC had the opportunity to visit the refurbished and extended facilities at Arbroath police station. Unfortunately the new cell area comprising 6 additional cells and 2 detention rooms had recently been closed due to building deficiencies following only a short period of operation. While it was obvious that the project design and intention to enhance the facilities had been sound, there were real difficulties with the quality of the work and a lengthy closure was expected while these problems were corrected. It is unfortunate that this delay in full operation of the new facility has occurred with the consequential prisoner handling difficulties which arise. HMIC will be interested to see the completed work at the next primary inspection..
On a more positive note, some aspects of the enhanced facility were working well and a redesigned charge bar, interview room and CCTV system were all demonstrated and found to be effective.
During the inspection of the Arbroath facilities, reports completed by the lay visitors were examined. It was noted that there are regular visits and that there was a good process for recording and addressing any issues raised.
Other improvements made with regard to custody facilities include the following-
- Prisoners can only be taken to stations that are not designated custody centres for a limited period of time , e.g short term detention or breath testing procedures etc.
- New arrangements were in place to ensure up-to-date copies of the Prisoner Handling Guidance were available at each charge bar and old copies were destroyed
- No member of staff is allowed to perform Custody Officer or Custody Care Assistant duties at any station unsupervised until they have successfully completed Prisoner Care Training.
- A business case has been produced supporting the installation of audio and video recording facilities within the interview rooms in the Central and Eastern Division custody suites preventing the requirement for prisoners to be removed from the secure environment for interview.
The management and oversight of force custody issues falls within the remit of the Custody Users Group which is chaired by the Support Chief Inspector in Central Division. The Group meets regularly and ensures an appropriate internal inspection regime is maintained along with the implementation of any changes to custody management arising from national developments.
HMIC is satisfied that the outstanding matters from the previous inspection have been attended to and this recommendation is discharged.
3.12 Recommendation 12 - that the force reviews its current crime management strategy to take full advantage of the benefits provided by an integrated and co-ordinated approach.
(paragraph 5.75)
Since the last Review Inspection the force has undertaken a programme of crime management restructuring within HQ. The post of Policy Unit Sergeant has been created, through the reduction of an operational post, to manage and co-ordinate the inspection and continuous update of crime policy, process and compliance issues within the force. The Sergeant also has responsibility for updating and maintaining all standard operating procedures ( SOPs) associated with Crime Management and HMIC observed progress in this area with a number of SOPs having been approved by the Policy and Performance Committee prior to being placed on the force intranet.
Since the last review inspection a detective superintendent has been appointed to oversee the Crime Policy and Strategy area of Crime Management, allowing for greater resilience in terms of scrutiny in this area. It is understood that G8 commitments during 2005 hindered progress in reviewing some crime management business processes and this should continue to be driven by the detective superintendent who has this portfolio.
Overall, HMIC is satisfied that the force has put in place a structure that allows for the continuous review of policy and SOPs and considers this recommendation to be discharged.
3.13 Recommendation 13 - that the force, as part of its continuing approach to mainstreaming the National Intelligence Model within Tayside Police, further develops a project plan, with specific tasks, a timescale and evaluation criteria to support developments in this important area.
(paragraph 5.90)
This recommendation was discharged during the Review Inspection in 2004.
3.14 Recommendation 14 - that ACPOS recognises the importance of a structured approach and puts in place tight project discipline for the introduction of the National Intelligence Model throughout Scotland.
(paragraph 5.90)
This recommendation was discharged during the Review Inspection in 2004.
3.15 Recommendation 15 - that ACPOS reviews the current and future strategy for DNA sampling to assist maximum operational benefit from this facility.
(paragraph 5.102)
This recommendation was discharged during the Review Inspection in 2004.
3.16 Recommendation 16 - that the force ensures that, within the Service Review Programme, each service review has a defined project plan, which allows for the monitoringof planned and actual timescale from project initiation to completion.
(paragraph 40)
Since the last review inspection, the force has concentrated on completing all outstanding Best Value reviews, prior to embarking on any further Best Value review activity. The only outstanding Best Value review is currently Succession Planning, which has recently been submitted to the force Executive for approval.
The force has, over the past eighteen months, carried out a series of reviews including: Lead Constables, Force Intranet, Scottish Intelligence Database, Data Input Bureau and the Youth Justice Pilot. Although not classed as 'Best Value' reviews, the force has, through internal consultation, identified a number of organisational areas where a review may assist in driving continuous improvement. These have been managed by the Business Change and Improvement Department and tracked through the Change Programme with monthly updates on progress being provided to the Force Executive. The updates include risk aspects being highlighted, due dates for completion, lead officer and a summary of progress to date. Updates are also provided to the Joint Police Board Audit Sub-Committee by way of a Continuous Improvement Activity Summary Report.
During 2005, a decision was made to reduce the number of Best Value reviews to 1 or 2 per year, and to focus them on more strategic matters. This has resulted in the force recently embarking upon a Best Value review of 'Managing Information'. The review has a timescale of six months, two full time members of staff and a number of part time staff. Key in this recent review is the inclusion of a dedicated chief inspector as lead officer, allowing for focused delivery. HMIC considers that the force has introduced robust management processes in its change programme which allow for high level monitoring and which highlight progress and any corporate risk at all stages of a review.
HMIC is satisfied that the force has demonstrated sufficient progress in this area to discharge this recommendation.