Trigger Plans

Tayside Police

The force has produced trigger plans for certain key events and occurrences. A trigger plan is a simple and effective action plan which can improve response to an identified crime type or series where cooperation is required between teams in order to work effectively.

Directed Patrol Matrix

Tayside Police

The team obtained evidence of the use of a directed patrol matrix in Central Division in relation to a particular issue, supported by analysis.

Lothian and Borders Police

The ‘O’ Division intelligence unit services a variety of departments and branches, including the Traffic Branch which makes good use of its services. The unit provides the Traffic Branch briefing and the LIO’s regularly attend to personally deliver the intelligence updates. Patrol matrices have been produced and hotspots identified both in respect of criminals’ use of the road network and crash site analysis. There was evidence of effective information sharing with road traffic partners, particularly VOSA.

Procurator Fiscal Liaison

Strathclyde Police

There were two excellent examples of joint work with the Procurator Fiscal service to tackle key offences and recidivist criminals. In ‘A’ division a community impact assessment is attached to police reports where a person is accused of certain key offences. This report is regularly updated and contextually illustrates crime levels in a defined area, thereby allowing an accurate assessment of the likely impact on the community. From this assessment the procurator fiscal can then make a judgement on whether to request remand or a specific bail condition from the court e.g. a curfew order.

At Saracen police office the sub-divisional officer has placed a substantial emphasis on tackling the division’s prominent recidivists through the development of repeat crime methodology. As part of this process the division keep a register of key individuals, their previous convictions and pending cases. Where such a person comes to light, in conjunction with the procurator fiscal, they are fast tracked through the criminal justice system thereby reducing their opportunity to commit more crime. Use of curfews was evidenced as a useful tactic to combat repeat crime.

Realignment of Resources

SCDEA

The agency displayed good evidence of having realigned resources to combat changing or growing threats, particularly money laundering. This strategic shift has been effected by increasing staff in the SMLU and changing their principal function. The SMLU previously provided support by performing the asset seizing / recovery function in respect of the syndicates’ operations. There are appropriately trained analysts and officers in syndicates to perform this function, albeit still with the support of the SMLU. The SMLU now executes operations in its own right.

Community Safety

Dumfries and Galloway Constabulary

There was evidence of the department’s work being focused around the force priorities of drugs and antisocial behaviour. This included schemes with interesting lateral aims. For example, the A75 Safer Wheels / Pass Plus scheme is designed to intervene in and improve the driving behaviour of young drivers at the earliest possible stage, with a view to educating them and hopefully preventing them indulging in antisocial driving behaviour.

Central Scotland Police

Good evidence was obtained from Community Safety as to their partnership working including securing external funding for two police officers in Clackmannanshire to police antisocial matters. Written protocols are in place to support effective and controlled information sharing with relevant partners.

Lothian and Borders Police

A pro-active approach in preparing for the fortnightly Level 1 tactical T&CG meeting by the Safer Communities department in ‘A’ division was identified as good practice. The department provides potential solutions, initiatives or approaches to the main threats highlighted in the pre-circulated tactical assessment. These are then considered for sanction at the meeting itself. In respect of approved courses of action, there was clear evidence of tasking and review dates having been set.

Safer Communities staff are also being consulted by analysts formulating recommendations for problem profiles.

British Transport Police

There was good evidence of community safety business being driven by the T&CG and organised around control strategy priorities. For example, action plans had been prepared by the community safety department in respect of three area priorities (route crime, luggage thefts and graffiti). There was good evidence of the T&CG tasking community safety resources.

The community safety sergeant prepares a fortnightly planner for the community safety officers which is heavily influenced by the T&CG. It directs patrols to identified and agreed hotspot areas (‘backtrack’ locations).

Integration of PSP with NIM

Fife Constabulary

The force operates a sliding scale for the use of PSP within the NIM for local difficulties. Problems are identified initially as ‘community concern’, progressed to ‘hotspot’ and if matters are still unable to be resolved, a full PSP response is undertaken. Essentially PSP is used as a tool in the process of combating threats identified through analysis which is considered good practice in relation to integration of PSP into NIM processes.