Organisational learning

Report: 10
Date: 5 February 2009
By: Assistant Commissioner, Specialist Crime Directorate on behalf of the Commissioner

Summary

This report outlines the work being undertaken to deliver organisational learning in the MPS.

A. Recommendation

That members note the content of the report.

B. Supporting information

Background

1. Following Stockwell, it was identified that whilst there are pockets of good work, there was a general lack of understanding of what organisational learning means and there was no corporate approach to learning across MPS departments. This was also supported by the findings of the MPA Stockwell Scrutiny in July 2008, in which one of the recommendations stated:

“that the MPS Management Board strengthens a culture of learning within the organisation by developing and supporting processes which allows for innovation and initiative and accepts that mistakes will sometimes be made.”

2. An update paper on the implementation of the recommendations from the MPA Stockwell Scrutiny will be presented to MPA Strategic and Operational Policing Committee on 5 March 2009.

Organisational Learning model

3. In May 2007, Management Board agreed that a corporate approach to organisational learning, be developed under a project board chaired by Assistant Commissioner, Specialist Crime Directorate. To support the corporate approach, an organisational learning model attached at Appendix 1, was developed by the July Review Group, and the former Strategy, Modernisation and Performance Directorate. This was subsequently agreed by the both the project board and Management Board.

4. The model is based on a cyclical process and its elements identify the need to have mechanisms in place to:

• Identify learning, which is then collated and accessible. This can be from operational de-briefs, innovation of staff, good practice and recommendations from external audit and inspection agencies. (Origin).
• Quality assure the learning and make a decision as to whether the learning requires action and if so, by whom. This must include consideration of the need for integration and analysis of the opportunities, threats, benefits and risks. (Challenge);
• Have a decision and audit trail for how the learning will actioned. This will be through a chain of command appropriate to the learning, i.e. decisions on learning relevant to only one particular OCU may be made by local management, whereas decisions for learning on issues of high profile and/or significant risk to the MPS can be cascaded to Management Board for appropriate action. (Accountability);
• Incorporate the learning into policy/SOPs/processes (at force and national levels, where appropriate). (Platform);
• Incorporate the learning into training, IT infrastructures and role development. (Delivery);
• Review whether the learning has been integrated and whether any improvements have been identified. The findings from this will feed back into the origin element of the model. (Review/Inspection).

5. The intention of the model is for the decision-making and the delivery of learning to be embedded into existing processes and not to create bureaucracy.

6. Research has also been undertaken with other Forces to establish their systems for managing organisational learning. Whilst several forces collate organisational learning in specific subjects such as training or professional standards, only Devon and Cornwall Constabulary has a process, which is similar to the MPS model.

Work being undertaken to deliver organisational learning

7. To deliver the work on organisational learning, a working group has been established with representatives from all business groups. This is chaired by Commander Moir Stewart, July Review Group and managed on his behalf by the head of MPS Inspectorate.

8. The working group has identified a number of elements of the organisational learning model, which currently exist across each of the business groups and has also identified any gaps. This applies at both business group and OCU level.

9. Action plans have been created to address these gaps, together with named leads and varying deadlines. Work is now continuing across the respective business groups to complete the identified actions. These include improving wider accessibility to learning via local forums and the intranet; ensuring formal documented processes for the recording of all decisions taken in response to learning; and maintaining formal monitoring processes to ensure that learning is incorporated.

10. The common themes are also being identified from these action plans, together with any corporate gaps, which will then be reported to the project board and Management Board.

11. All business groups have responsibility for the delivery of organisational learning within their own areas of business. The corporate lead for organisational learning post March 2009 however is yet to be confirmed, as responsibility will no longer reside with the July Review Group.

12. The delivery of organisational learning will also be incorporated into the MPS performance management framework.

Forthcoming Inspection activity

13. In late February 2009, HMIC will be undertaking an inspection into progress against the findings from the Stockwell inspection. This includes an inspection on organisational learning at the request of Acting Commissioner Stephenson.

14. In advance of this, Acting Commissioner Stephenson has requested that several internal inspections be undertaken to verify the work that has been undertaken thus far in the MPS. The inspection on organisational learning will be undertaken by the MPS Inspectorate in late January 2008.

15. This inspection will review progress against the business group action plans and then report the findings, together with any areas for improvement and good practice. The findings of this will then shared with HMIC, as part of their inspection.

C. Race and equality impact

1. Any diversity and equality implications will form part of the learning and recommendations identified and the respective HMIC inspection report. In addition, race and equality matters will be addressed through implementation of the recommendations identified and made in the respective HMIC inspection.

D. Financial implications

1. Any financial implications will form part of the learning and recommendations identified and the respective HMIC inspection report. In addition, financial matters will be addressed through implementation of the recommendations identified and made in the respective HMIC inspection.

2. Work to fully implement the organisational learning model within the business groups is currently being undertaken. Whilst this is being incorporated wherever possible into existing processes and structures, any additional financial requirements identified in respect of resourcing and/or technological enhancements will be addressed through the existing financial processes.

E. Background papers

None

F. Contact details

Report author: Commander Moir Stewart, July Review Group, MPS

For information contact:

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

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