Territorial Policing (TP) Thematic Performance report

Report: 8
Date: 13 January 2011
By: Assistant Commissioner Territorial Operations on behalf of the Commissioner

Summary

This report summarises current performance in TP, and provides details of exceptional Borough performance and criminal justice issues, including those around Diamond Districts, virtual courts, MAPPA and restorative justice.

A. Recommendation

That

1. Members consider and note the contents of the report and attached appendix.

B. Supporting information

The current key performance within TP

1. Performance within Territorial Policing is robustly managed through the TP Performance Meeting Structure (illustrated at Appendix 1). This structure provides the governance for performance monitoring and accountability from chief officer level down to BOCU management. In addition to this, the TP Assistant Commissioner holds a weekly Chief Officer Group (COG) meeting where rapidly emerging issues and challenges can be raised and dealt with outside of the formal governance structure.

2. The number of products supporting this structure has been reviewed and rationalised in recent months, resulting in fewer but more corporate, standardised performance products. These are still evolving but are already providing better quality diagnostic tools, allowing TP performance to be managed corporately across the structure. The key TP products are the Strategic Performance Report (SPR) and the Key Performance Review Meeting Report (KPRM)

3. The Strategic Performance Review is produced on a bi-weekly basis and provides a TP wide overview of key performance issues from confidence and satisfaction through to victim and offender management and priority crime. The report provides corporate performance against the previous performance year’s data, allowing chief officers to see where performance challenges lie for the remainder of the year (in a year on year context). This report is the main reporting tool for the monthly Strategic Performance Meeting and the area commanders’ monthly area performance meetings.

4. The Key Performance Review Meeting document is a quarterly report that primarily services the DAC’s quarterly key performance review meetings. One meeting is held for each area command and the packs are therefore tailored towards each area. These reports cover the same broad themes as the SPR but in finer detail. For example, confidence and satisfaction data is provided at a ward level for each BOCU on the area and borough performance is presented as opposed to MPS overview charts. BOCU comparison with most similar groups from Iquanta is also provided.

Exceptional Borough performance including reasons for the variation and action being taken to remedy any shortfall in performance

5. These reports allow management teams at chief officer, area and BOCU level to identify performance by exception. For example, a new feature of the SPR is productivity data which highlights differences in particular boroughs when considering not just the volume of incidents, but the volume of incidents per officer. When considered against the more conventional performance data, this allows senior officers to review officer output as well as bottom line BOCU performance. This particular element is still developing but it is already apparent that when taking demand into consideration with BOCU performance, a more informed picture with regard to resourcing is emerging.

Details of criminal justice issues that impact on policing and on joint working with partners

6. Integrated Prosecution Teams have now been implemented in 27 boroughs within TP. The MPS and CPS borough teams are co-located within MPS premises and prosecute cases using a single case file, which has greatly reduced duplication and has generated efficiency savings for TP. Post implementation reviews have identified opportunities to build on this foundation in order to create a closer working relationship with the CPS and therefore improve performance. The remaining 5 Boroughs will introduce Integrated Prosecution Teams in 2011. Subject to finance it is planned the remaining 5 Boroughs will introduce IPT in 2011.

7. Enhanced Integrated Prosecution Teams (E-IPT) implemented the following business changes to three pilot boroughs in October and November 2010: Bromley, Lambeth and Lewisham:

• The Prosecution Manager - The MPS Criminal Justice Unit (CJU) Manager becomes the Prosecution Manager and takes on functional management of the CPS case progression and administrative staff. This allows one supervisor to own the case management functions of both agencies in order to improve performance and agency integration. The Borough Crown Prosecutor has the responsibility of managing the lawyers in order to drive up expediency and quality in terms of decision making.
• Joint Case Progression - MPS Case Builders use the CPS Case Management System (CMS) to expedite requests for further police evidence. Working as one joint MPS/CPS team they will enhance case management performance and reduce the administrative burden on police officers.
• Police use of CMS - MPS Case Builders working alongside the Evidential Review Officers will record and submit onto CMS all charging decisions referred to the CPS. The electronic submission direct to CPSLD negates the need for police officers to fax and telephone CPSLD again saving officer time. The pilot boroughs will be extended in late November 2010 to include Sutton and Westminster. An interim evaluation will commence in December to assess the impact on performance and full benefit analysis. A further evaluation will be completed in April 2011 in order to determine further implementation during 2011-2012. A further stream of work with the Virtual Courts project will assess the compatibility of CMS replacing the collaborative space at the pilot boroughs.

Update on recent activity and performance around offender management

8. The MPS now has a clearer picture of all Wanted Offenders that we are responsible for in London. They are recorded in the four main categories of: (1) Named Suspects on CRIS; (2) Wanted Offenders on the Emerald Warrant Management System (EWMS); (3) Bail Fail to Appear on NSPIS and (4) Fail to Appear and Bench Warrants on EWMS. TP Boroughs and Specialist OCUs are concentrating efforts to locate and detain all these offenders and this activity is improving the timeliness of investigative and criminal justice outcomes and minimising the risk that these individuals pose to public safety.

9. With regard to Offender Management there are currently 4300 offenders tagged at any one time in the MPS and 560 of these offenders cause 800 Breach reports from SERCO to the MPS per week. With the Government drive to reduce the Prison population it is anticipated that these figures will increase over the next few years. The TP Wanted Offender Management Unit has taken central ownership and control of this issue and is working with SERCO (who have placed a member of staff to work within the unit) to examine how these issues can be addressed to reduce the demand on frontline staff.

Details current performance and proposed development of Diamond Districts

10. The Diamond Initiative is an innovative and ambitious pilot intended to break the cycle of re-offending among adults sentenced to less than 12 months. This group are typically persistent offenders with considerable previous offending histories spanning a long period of time and with a wide range of complex needs. Diamond pilots a multi-agency, case management based approach that provides practical resettlement assistance to offenders, such as help accessing benefits, finding work, assisting with accommodation issues etc.

11. Six pilot sites were chosen for the Diamond Initiative, the selected Boroughs all have a high volume of resident offenders (Croydon, Hackney, Lambeth, Lewisham, Newham and Southwark). The two year pilot period is now coming to a conclusion and ends on the 1st of January 2011. The pilot project has worked with over 500 offenders to date and has also been successfully used to trial other innovative work, such as the use of the Diamond teams to support compliance with Community Orders.

12. The Diamond Initiative Pilot is currently subject to a comprehensive evaluation, however early findings have been positive. While there will undoubtedly be much learning from Diamond that can be scrutinised and developed, there is a need to wait for the full evaluation to conclude and be reported. The 12 month evaluation will be available in early 2011. Work is currently ongoing with both regional and central government to ensure that the learning and innovation from Diamond is adopted in delivering the Government’s vision for rehabilitation of offenders.

Details current performance and proposed developments of Virtual Courts

13. Her Majesty’s Courts Service (HMCS) is now the lead agency for Virtual Courts (VC). Agreement to continue with the pilot was given with the proviso that there was improved efficiency and throughput. A new ‘flexible listing system was introduced from 26th October 2010. Prior to this, Virtual Court appearances were conducted in 15 minute slots for both in custody and same day bail cases. That system and VC operating hours made it possible to hear 21 only cases per day. The new flexible system only takes in custody cases and greatly increases the potential volume. However due to the number of cases made available the courts were unable to deal with the volume. A temporary cap of 22 cases per day had to be put in place and currently remains in operation while work is undertaken to improve HMCS/CPS efficiency to meet the potential demand.

14. Between 26 October and 19 November 2010 460 in custody cases made available by the MPS to the court. This shows good MPS compliance with the new extended suitability criteria. Prior to the introduction of the temporary cap 91 cases were sent back to home court due to capacity issues at the Virtual Court. On occasion the Court has had to extend its sitting period in order to complete the court list (1830hrs finish on 27th October).

15. The key points for the MPS in terms of ability to drive future Virtual Court performance are; the removal of the 22 case daily limit in order to meet demand and the need for all agencies to be more efficient (General process efficiency needs to be improved; MPS upload, CPS reviewing, CPS printing at court, HMCS resulting). Significant challenges to the process are caused by solicitors with some firms cancelling appointments and impacting on efficiency through late or delayed attendance.

Details current MPS involvement in restorative justice and proposed MPS developments around restorative justice

16. The MPS are introducing Restorative Justice interventions at Level 1 (on the street) and Level 2 (conferencing) for both adults and young people. The MPS are currently developing in-house bespoke training for both levels. A full pilot is being designed and will be implemented on Greenwich Borough in the new year. Guidance to officers is being developed and training will commence in December (subject to operational demands in the pre Christmas period). Following advice the Project Team are considering seeking authority to extend the length of the pilot to secure more effective and pertinent evaluation data, particularly around re offending rates.

17. The Restorative Justice Council are providing advice in terms of training development and pilot evaluation.

Provides details of any other criminal justice issues that the MPS feels should be discussed

18. In order to increase operational effectiveness TP Emerald (the central unit within Territorial Policing that oversees and drives Criminal Justice performance in the MPS) will move from TP to the CO business area in 2011. Prior to the move a full review of functions and responsibilities will be completed.

Financial and resource implications and constraints of current systems and processes, identifying value for money improvements where appropriate

19. Territorial Policing is currently undergoing a review to identify how we can do things differently, improving efficiency, and effectiveness, whilst ensuring we continue to give the people of London an outstanding service, albeit, delivered differently. The Programme has three central aims - to identify ways of achieving better value for money and cutting our costs; make us even better at reducing crime and anti-social behaviour; and to continue increasing public satisfaction and confidence in the police. Many of the projects serve all three aims and there is no doubt that we would have looked to introduce a number of the changes irrespective of the financial climate.

20. The Metropolitan Police Service, like the rest of the public sector, is facing very challenging times, but we live in the real world and continue to reduce our costs as much as we can. We don't yet know the full impact that the budget cuts will have on the MPS and we are unlikely to know our final budget for several months due to the complexity of our funding structures. This includes central and specific government grants, precept and additional funding from organisations who buy additional policing services, such as local authorities and Transport for London (TfL), whose own budget cuts may impact on what extra services they choose to buy from the Met.

21. Whatever the final cut to the MPS budget it will clearly be challenging, given the extensive efficiencies that we have already made. We will be going through the figures very carefully with the Metropolitan Police Authority (MPA) to assess their full impact. We remain committed to continuing to deliver a better policing service for less by streamlining our business support and making best use of our operational assets. We will do all we can to maintain our operational capability.

C. Other organisational and community implications

Equality and Diversity Impact

1. In relation to equality and diversity; this has been considered in the individual areas of the implementation of Virtual Courts, Diamond Districts and Restorative Justice. The Virtual Courts, Diamond Districts and Restorative Justice performance strands acknowledge their responsibilities towards the members’ of London’s diverse communities and will engage with, and value the contributions of communities and partners and continue to nurture positive relationships of constructive support. It is important to capture and understand the experiences of different communities so as to assess the factors that can help deliver improved confidence, satisfaction and performance in the MPS.

Consideration of MET Forward

2. The work with the CPS on Integrated Prosecution Teams, Virtual Courts and Diamond Districts sit alongside the Met Forward Met Partners strand. This should result in more efficient case management, swifter and more cost effective justice and also a positive impact on re-offending respectively.

3. Met Connect aims to provide reliable crime mapping and statistics for Londoners. The Performance management that is delivered within TP utilises these accurate performance figures and allows for development of poor performance and recognition of good performance.

4. Met Support is a key consideration in every area of MPS business today, the drive to achieve more for less.

Financial Implications

5. There is clearly uncertainty at the moment about the financial situation over the forthcoming months and years. The position will be clearer once the budget for next year has been finalised. There will be challenges ahead to streamline and cut costs in order to maximize the efficiency of the MPS on the funds available. Further information will be provided once the budget is finalised.

Legal Implications

6. There are no direct legal implications arising from this paper, which is presented for information only.

Environmental Implications

7. There are no environmental implications in respect of this report.

Risk Implications

8. There are risks arising around the effective management of wanted offenders, ie offending whilst wanted etc. The systems in place need to effectively manage the high volume of offenders and minimise the risk.

9. The effective management of TP performance negates the risk of ongoing poor performance at Borough level allowing problems and issues to be identified and rectified at an early stage.

10. There is a risk that MPS/CPS processes can not match the demand available for virtual courts, this is being addressed to allow throughput to increase.

D. Background papers

None

D. Contact details

Report author: Inspector Guy Wilson, Territorial Policing, MPS

For information contact:

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

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