Professional standards strategy

Report: 12
Date: 14 February 2002
By: Commissioner

Summary

The MPS Professional Standards Strategy is being developed and will be published in March 2002, after internal and external consultation. The vision is to make the Metropolitan Police Service the world leader in organisational and individual integrity.

A. Recommendation

Members are asked to note the progress made on developing the Professional Standards Strategy.

B. Supporting information

1. The MPS Corruption and Dishonesty Prevention Strategy was published in November 1998. It is available on the MPS website. Much has been achieved on issues such as integrity testing, quality assurance checks, reporting wrongdoing, management vetting, education, training and awareness.

2. The Professional Standards Strategy follows on from the Corruption and Dishonesty Prevention Strategy, which was intended to be reviewed after 3-4 years. It adds an increased focus on diversity, risk management and prevention.

3. The vision is to make the Metropolitan Police Service the world leader in organisational and individual integrity. This complements and directly supports the MPS Mission, Vision and Values.

4. The Strategy is predicated on the prime strategic assumption, that a measured shift of resources, from investigation to prevention activities, will result in medium term reduction of complaints; misconduct; unethical and unprofessional behaviour; corruption and dishonesty, claims, civil actions, Employment Tribunals and grievances; thereby improving professional standards across the MPS.

5. The Strategy has five main strands:

• Strand 1 - Leadership, supervision and standards adherence.
• Strand 2 - Security and management of information and intelligence.
• Strand 3 - Diversity issues.
• Strand 4 - Organisational and individual learning.
• Strand 5 - Threat of detection and management of risk.

6. The implementation of the Strategy is expected to lead to:

• Improved quality of service and increased confidence in the MPS from the community.
• Continued rise in professional standards across the MPS.
• Improved effectiveness of MPS operations, in particular those directed at serious crime.
• A reduction in risks to staff and to the MPS.
• Improved morale and safety of MPS staff.
• A reduction of staff time and cost involved in litigation that is directed at the MPS or its staff.
• Enhanced reputation of the MPS.
• Long-term re-direction of resources to front-line service delivery.

8. The Chair of the Committee has been consulted during the preparation of this report. Details of the emerging strategy are contained within Appendix 1 (see Supporting material). Members are asked to note that this appendix is still in draft form and has still to be discussed further, and agreed upon, by the MPS' Management Board.

9. Members are asked to make comment on this paper either in writing, to DAC Hayman by 14 February 2002, or comment directly at the meeting. The 14 February 2002 date is the final deadline for all consideration and comments.

C. Financial implications

There are no financial implications arising directly from this report.

D. Background papers

None.

E. Contact details

Report authors: DAC Andy Hayman, MPS.

For information contact:

MPA general: 020 7202 0202
Media enquiries: 020 7202 0217/18

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