The use of analysts in the MPS

Report: 10
Date: 3 September 2009
By: Assistant Commissioner Specialist Crime on behalf of the Commissioner

Summary

This report was requested to explain

• The use of analysts within the MPS and associated career progression
• Whether the current structure makes best use of analysts and their expertise – identify areas for improvement
• How analysis is shared across the MPS - including how performance and intelligence analysts interact
• Any issues with recruitment and retention of analysts

A. Recommendation

That

1. note the direction of travel contained within this report, and
2. agree to receive a further report in six months.

B. Supporting information

Use of Analysts within the MPS

1. Analysis within the MPS is broken down into three main areas,

1. Intelligence
2. Performance Information Bureau (PIB)
3. Strategy and Improvement (SID).

2. A) Intelligence analysis - Directly supports operational and proactive policing. Tactical and strategic decision-making at all levels across the MPS is reliant upon the analysis of crime and Intelligence in order to understand criminality, offending and to aid the deployment of resources. There are in the region of 370 Intelligence analysts employed in the MPS across a number of business groups which include

• TP - BOCU and TPHQ - Tactical and Strategic assessments, identification of linked offences, emerging trends and analysis to support the development of proactive assessment and tasking proforma (PATP).
• TP Transport OCU - working with TFL and Safer Transport Teams across the London to identify linked and emerging crime series and offenders.
• SCD - Major investigations SCD1 - Communications analysis, case and sequence of events analysis and evidential packages.
• Child abuse SCD5, rape and serious sexual offences SCD2 - Analytical support to investigations, evidential packages, and similar fact evidence.
• Intelligence operations and evidential packages in respect of serious and organised crime SCD7/8.
• MIB - Production of the MPS strategic intelligence assessment and corporate tactical assessment, Identification of cross border level 2 offenders and linked offences. Strategic analysis of control strategy priority crime and the management and analysis of Organised Crime Groups (OCG) impacting upon the MPS at a local, regional and national level.
• S015 - Analytical support of national counter terrorism strategies, CT investigations and Intelligence development.
• SO18 Heathrow - Analysis to support airport security and offending.
• DPS - Production of strategic and tactical analysis to support the identification and investigation of corruption and misconduct.

The MPS Head of Profession for Intelligence Analysts and Researchers has corporate responsibility for the recruitment, training and professional development of intelligence analysts and researchers.

Current Situation

3. The Head Of Profession has, since joining in July 2008, examined and identified a number of issues affecting intelligence analysts and researchers these include

• Varying quality of analysis and research across business groups
• A scoping report carried out for the Head of Profession identified that intelligence researchers and intelligence analysts are not working fully to their specific role requirements. It was envisaged that the intelligence researchers would support the analysts in gathering data and intelligence freeing up the analysts time. It is not possible without a time and motion study to state how much time the analysts spend doing this. Needless to say the support the analysts require does not happen consistently across intelligence functions. The main reason for this is that a large number of intelligence researchers are carrying out administrative and data searching tasks. In response to this issue a number of recommendations have been identified and have been put to the Head of Profession for consideration. No decision has been made at the time of submitting this report. The recommendations include the need to have an administrative function within intelligence as well as a researcher role.
• The level of understanding of the potential value of analysis and research varies. This has impacted upon the way analysts are tasked and the quality of the analysis produced. Training and awareness of the potential value of analysis, associated techniques and methodologies is being further developed for Senior Management Teams and Intelligence Managers. This will include analysis and research carried out by PIB and SID.
• Limited adherence to National Occupational Standards for intelligence analysts has led to an inconsistency in roles and the quality of analysis. Responsibility for adherence lies with the Head of Profession. The MPS has an NVQ for intelligence analysts, which is based upon National Occupational Standards. This is currently a voluntary scheme and we have had 54 analysts achieve the qualification with another 24 currently registered. To further support the use of the National Occupational Standards the following is being put in place:-
  • Development of new accreditation programme for all intelligence analysts which is based upon the National Occupational Standards, the programme requires newly recruited analysts to complete the NVQ as part of their training and development. Substantive analysts will maintain a portfolio of evidence which will be reviewed through the PDR process and QA by the Head of Profession and the Higher Analysts.
  • Reviewing current analyst training to ensure the National Occupational Standards run through all courses - the MPS is working with other forces and the NPIA to review and develop Initial Analyst training to ensure the National Occupational Standards are included
  • A series of workshops are planned for November and December for all intelligence analysts on the National Occupational Standards

4. The career structure for intelligence analysts and intelligence researchers is long established and hierarchical in nature. Whilst this does enable movement between grades, vacancies and opportunities are always going to be limited. Intelligence researchers are employed as Band E and intelligence analysts at Band D with Higher Analyst at Band C. Progression beyond Band C is limited at present as we currently have only 4 Band B intelligence analysts within the MPS, working in SO15, MIB and TPHQ. Whilst the professional development programme for intelligence analysts and researchers currently being developed will not provide more roles, the introduction of attachments, shared learning and collaborative working between SID, PIB and intelligence analysis will provide better professional development opportunities .

5. To support the Head of Profession and intelligence analysts and intelligence researchers across all business groups, a number of Band B intelligence analyst roles will be funded using existing budgets within TP and SCD27 Intelligence Standards and Support. The Band B will be responsible for the professional development of all intelligence analysts and researchers. They will quality assure the work being produced, develop processes further as well as ensuring working practices are adhered to. This will provide a better understanding of the effectiveness of intelligence analysis and research within the MPS. At present the plan is for the Band B to be aligned to the Area Commands. Managed by the Head of Profession where they will be based is still to be established.

6. B) the Performance Information Bureau (PIB) and Performance Helpdesk in Directorate of Information (DoI) carry out performance analysis. They provide corporate performance reports and national statistical returns and respond to a wide range of ad hoc requests for data. These ad hoc requests include breakdowns of published data to better understand reasons for changes, provision of information to partners and Freedom of Information requests. They deal with a wide range of crime data, criminal justice data, stop search, incident levels and response times, police officer duties and sickness.

7. C) Strategy and Improvement (SID) carry out analysis in the following areas:

• Strategy, Research and Analysis (SRAU) facilitates the development of the MPS Corporate Strategy and manages the annual Corporate Strategic Assessment process. The unit also co-ordinates all research in the MPS and manage Corporate Surveys including Public Attitude Survey which supports the MPS priority regarding Public Confidence. The unit provide bespoke quantitative and qualitative research projects, supporting key corporate priorities within the MPS to improve service delivery and enhance organisational learning.
• Planning performance and improvement provide process support, data and analytical input to Business Groups and the Corporate Centre in business planning, performance management, and risk management. The unit’s performance analysts assess performance against promises made. They provide insight to help understand why there have been differences, identify options for improvement and assess the impact on the use of resources. They also carry out analysis of specialist topics for performance improvement to inform prioritisation of high impact improvement initiatives.

8. In order to develop greater understanding of the research and analysts roles within PIB, SID and Intelligence, a working group is being set up to identify roles and responsibilities, improve awareness and identify joint working, training and development opportunities. In addition the working group will identify how best to share data and analysis. The findings of this working group will be reported back to the committee in 6 months time.

Current Structure

9. The MPS intelligence process is based upon the National Intelligence Model, which focuses intelligence-gathering, analysis and research upon priority crime types and within the MPS is aligned within a focus desk structure. Analysis in respect of priority crime types at a borough level forms the basis for tactical and strategic tasking and co-ordination. Whilst this ensures that priority crimes are monitored and reviewed, it is often not flexible enough to allow for the continued monitoring of all volume crimes, offenders, victims and locations in order to identify new and emerging issues and associated risks. This can impact upon the flow of analysis from BIU to the Met Intelligence Bureau (MIB) and the intelligence picture the MIB has in respect of criminality across the MPS.

10. Focusing initially on sexual offences a new scanning and analysis model has been developed by the Head of Profession in conjunction with the MIB, SCD2 (the new Rape and Serious Sexual Assaults Unit), TP and SRAU. Regular scanning and monitoring of offences and intelligence will enable B(OCU) to identify linked sexual offences and offending, emerging trends and manage risk through the Tactical Tasking and Co-ordination Group (TTCG) process. This will be in place by September 2009. The Higher Analysts will be responsible for this and will be supported by the Band B roles outlined in paragraph 4 who will quality assure the process and analysis being produced. They will also ensure that the Borough Intelligence Units are providing regular returns to the MIB.

11. Whilst performance analysts roles exist outside of PIB and SID they are not as supported as other analyst’s roles and do not currently sit under a Head of Profession. They are not recruited centrally and to the same standard as other analysts’ roles. This can limit opportunities for career progression within other analytical disciplines. The joint working group will consider these issues in their review.

12. In order to develop closer working relationships between Intelligence, PIB and SID joint working opportunities are being scoped. Collaboration will ensure that effective working practices are disseminated to all analysts. Joint training and development workshops will be arranged and funded internally. Support to borough performance analysts will also be developed.

Career progression and retention

13. Career progression within the MPS is structured by the relevant roles involved in analysis and research. Newly recruited intelligence analysts usually begin their career within a BOCU Intelligence Unit and move on after 18 to 24 months to other units / departments. This supports their Continual Professional Development (CPD) and ensures the MPS retains experienced staff. Similarly analysts within PIB and SID have moved on to a number of different roles in the MPS. Within PIB the analysts are encouraged to seek development moves after 18 months in post to develop a broad skill set. The joint working group will look at best practice and shared opportunities for professional development and career moves as part of its review.

14. The yearly corporate recruitment process held for intelligence analysts shows that retention has levelled out over the last 12 to 18 months. Whilst the diminishing number of vacancies may be due in part to the current economic climate, it is more likely that the number of different opportunities available within the MPS has kept staff within analysis for longer. The level of salary offered by the MPS compared to other police forces is higher and is a compelling factor. Met HR data for the last 5 years shows the MPS loses more analysts within 1 to 2 years service than at any other time. Understanding why analysts leave the MPS is limited due to the data only being held for 12 months. Met HR data for April 2008 to March 2009 shows of the 395 people who completed exit interviews 11 were intelligence analysts. The main two reasons given for leaving were career development and family commitments. However it is not possible to know how long they were with the MPS prior to leaving. Further work will be carried out and professional development requirements identified.

15. Career progression for intelligence researchers is being developed. Currently the only progression for a Band E intelligence researcher is to become a Band D intelligence analyst. Whilst this is the career path of choice for a number of researchers, it is not for all. Recommendations recently submitted to the Head of Profession include accreditation and the possibility of a lead / higher researcher role.

Sharing of analysis

16. The sharing of analysis takes place across the three main areas and improvements continue to be made. Working relationships are being developed and a greater understanding of what is produced by each area is being established. Examples of performance and intelligence analysis being shared include:

• The publication of forward work plans
• PIB working with borough analysts to ensure that they can use MetMis data within their analysis
• PIB and SCD27 Intelligence Standards and Support (ISS) working together to develop emerging and seasonal crime trend analysis
• The Corporate Strategic Assessment utilises the MIB Strategic Intelligence Assessment as one of its data sources.
• SRAU are working with SCD27 - ISS to share analysis and research material regularly and to develop the use of public attitude survey data.

17. The ongoing development of Crimint+ will ensure that all intelligence analysis and research carried out is searchable across the MPS. Opportunities to minimise duplication of effort for standard data sets are being explored by PIB and Territorial Policing Head Quarters.

18. The Improving Policing Information Programme (IPI) will also significantly improve research and analysis capability in the MPS. Delivering the ability to ‘subscribe’ to a previous search will prevent rework and duplication which will dramatically reduce the transactional element of research and analysis. IPI will also deliver a single officer portal which will further reduce re-keying of information and improve the data quality and completeness for intelligence usage. The development phase of IPI is on schedule for the initial live role out to MIB, Barnet, Camden and Bexley in April 2010.

19. In the coming months the MPS will continue to refresh its strategy for recruiting and retaining high quality analysts. In addition we anticipate establishing a Head of Profession role for those analysts not working in intelligence. As progress and developments are ongoing in a number of areas it is suggested that a further update is provided to the MPA in six months.

C. Race and equality impact

All MPS staff complete the mandatory Computer Based Training, Equality and Diversity training that covers the 6 strands of diversity. The crime academy has diversity as a thread throughout training courses. In all scenarios used in training the analysts are asked to consider if there are any specific community issues and the impact of these to the communities. One example of diversity awareness was a recent presentation to the Higher Analysts from the Communities Together - Strategic Engagement Team CT-SET on community mapping. This covered the diverse nature of London and the importance of understanding the composition of our communities.

D. Financial implications

There are no financial implications associated with this report. All suggestions for improvements and re-structuring of roles will be managed from within existing budgets. The impact of efficiency savings being made within the MPS and the effect this will have upon analysts and researchers has yet to be established. This will be reported back in 6 months time.

E. Legal implications

No legal implications are noted.

F. Background papers

• None

G. Contact details

Report author: Tracy Dancy, Head of Profession for Intelligence Analysts, Specialist Crime Directorate

For information contact:

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

Abbreviations and Acronyms

BOCU

Borough Operational Command Unit

CPD

Continual Professional Development

CT

Counter Terrorism

DOI

Directorate of Information

DPS

Directorate of Professional Standards

HOD

Head of Profession

IPI

Improving Information Programme

ISS

Intelligence Standards and Support

MIB

Met Intelligence Bureau

MPS

Metropolitan Police Service

NIM

National Intelligence Model

OCG

Organised Crime Groups

PATP

Proactive Assessment and Tasking Proformas

PIB

Performance Information Bureau

SCD

Specialist Crime Directorate

SID

Strategy and Improvement Directorate

SRAU

Strategy, Research and Analysis

TCG

Tasking and Co-ordination Group

TTCG

Tactical Tasking and Co-ordination Group

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