7.3 Probably the most important contributory factor to the improved style of policing is the increasing opportunity for the public to contribute ideas and views on police issues in their neighbourhood. From my discussions with local Commanders, and with Councillors and Aldermen, it is clear that there is some consultation at local level, and differing levels of involvement between police and community. There is, in my opinion, however, scope for a greater degree of consultation in a structured, but relatively informal, manner.

7.4 I have discussed with the Commissioner his proposals for an improved level of consultation. If approved, his plan for consultation would result in a police/community consultative group in each of the three territorial divisions comprised of various local members of the community, including political representatives and representatives of local groups. The group would elect its own chairman and officers, and local Police officers would also be members.

From the three consultative groups, representatives would be nominated for a national consultative group, which would provide a platform for action nationally in response to the coordinated views of the local groups.

7.5 The purpose of consultative groups is to ensure a greater understanding of problems and concerns affecting police and community alike, and to attempt to offer solutions to problems, and ideas for a sympathetic policing style.

7.6 I believe such consultative groups can provide a point of view, and level of discussion, which it is not possible to achieve through the appointed committees such as the Police Advisory board, and Police Tribunal, and I support their early formation.

I recommend the early formation of a structure of consultative groups to reflect local and national opinion.

8. Personnel Management 8.1 A significant change in the approach to the management of personnel within the force has been achieved through the appointment of Mrs. Suzette Edmead as manager of the Human Resources Department.

Mrs. Edmead has been in post for only a few months and brings a great deal of experience in personnel matters to the BPS.

8.2 Areas of personnel management which are being addressed include the updating of the skills profile of each member of the force. This data will ensure the better use of individual talents to the corporate good, as well as offering possibilities to spread that expertise.

8.3 A new appraisal scheme has been introduced which will endeavour to report accurately on an individual officer's progress and potential, and which includes contributions from both the assessors, and the subject.

The appraisal system, properly and fairly administered, is the method by which potential can be identified at an early stage, and developed.

8.4 The method by which members are selected for presentation is vital, not only to the individual, but to the whole service. Guidelines have been circulated to all members determining the criteria for promotion.

This must lead to an open system, based on equal opportunity for all, which is based on the need to ensure proper levels of competence in the supervisory ranks. The interests of junior officers are supported by the representation of the Bermuda Police Association on promotion boards.

8.5 The introduction of a Grievance Procedure, which allows members to voice issues which they believe may in some way affect them adversely. This "safety valve'' will contribute towards avoidance of resentment through open dialogue.

8.6 In common with many organisations, the BPS has recognised the value of personal health and fitness by introducing a "wellness'' committee to encourage members to improve their standards of fitness, which is so important to the nature of their role.

9. Training 9.1 The training department also falls within the responsibility of the Human Resource Manager. A consequence of the Police Service Strategy, introducing as it has new initiatives and changes of procedure, has been the need for further training for the force members. This challenge has fallen mainly on the force training department. The facilities for training at headquarters have improved with students able to study within a comfortable and adequate training environment.

9.2 Since the introduction of the Police Service Strategy, I am informed that 88 percent of the serving officers have received further training linked to that strategy.

9.3 In addition to the further training, 47 recruits to the force have received basic initial training. A recruiting programme is continuing and a further initial course for recruits is scheduled for February, 1997. Most of the force training is delivered within the force -- a considerable achievement for a relatively small training staff. Training at overseas locations is primarily reserved for some specialist functions, such as crime investigation and forensic/scenes of crime. Middle managers also continue to receive training on acknowledged management courses, as an important and necessary part of their executive development.

9.4 The current arrangements to exchange middle-ranking officers with a UK force provide the opportunity for Bermuda officers to experience policing in a totally different environment, and also to look at specialist terms of training. Reciprocal arrangements for UK officers to be seconded to Bermuda for the same period will allow them to bring different ideas and experience for the benefit of Bermuda officers.

9.5 Ideally, this exchange would include experience in some of the smaller UK provincial forces, where manpower and resources is a problem of management.

However, the Metropolitan police have skills and experience unmatched elsewhere in the United Kingdom. The exchange should be of benefit to both forces.

10. Selection Process 10.1 One of the acknowledged previous defects in the management of Bermuda's Police Service was the failure to implement personnel procedures which identified potential within the force at an early stage of an individual's career, and allowed that potential to be enhanced through training and proper professional development. This failure during the tenure of office of several commissioners led to the situation in 1994/1995 when, due to the retirements of senior officers, a vacuum occurred in the senior levels of the force. It was this lack of appropriate experience in management which led to my recommendation that outside officers be appointed. It is vital to the future of the BPS that every opportunity should be given, and taken, to ensure appropriate succession from within the service, to the senior supervisory and managerial positions.

10.2 This will not be achieved in the short term. To ensure appropriate successors to the senior levels of the force can take ten years in a police officer's career, from identifying his/her potential at an early stage though development, including outside attachments, training and wide operational and management experience. It is hoped that this may be achieved more quickly in Bermuda, providing the middle level, and some more junior officers respond to the challenge, and that all who show ability and potential are given the opportunity.

10.3 Since my last visit, some necessary steps have been taken towards identifying the commitment and competence of all Police officers. The new personal appraisal system referred to, if vigorously implemented, should contribute towards such early identification of talent.

10.4 The question of promotion is a sensitive area of importance to the individual, but also to the organisation. The new promotion procedures ensure equality of opportunity for every member who is qualified. Guidelines lay down the criteria by which promotion potential is assessed, allowing assessment by Divisional Commanders, and appearance before a board chaired by the CoP or DCoP. Some candidates are further interviewed by the Public Service Commission. The system has to be seen to be open and fair by the inclusion on the boards for junior supervisors of the Bermuda Police Association, to ensure fair play for their members.