MPA commentary on HMIC inspection of MPS 2000/01

Report: 5
Date: 6 November 2001
By: Clerk

Summary

This report considers the MPS response to the seven recommendations contained the Inspection 2000/2001 and forms the basis of a reply to HMIC that comments upon the MPS proposals.

A. Recommendation

Members discuss and agree the proposed MPA response to the HMIC recommendations.

B. Supporting information

1. In relation to the report of an HMIC inspection, under section 55(5) Police Act 1996, the Authority is obliged to prepare and publish: any comments by the Commissioner; its own comments; and any response the Authority has to the Commissioner's comments. This report addresses those responsibilities in respect of the 2000/01 HMIC Inspection of the MPS.

2. Recommendation 1 advises the MPS a) to identify a clear corporate policing style, linked to Mission, Vision and Values, and b) to develop a robust inspection programme to achieve a greater degree of corporacy in 'business critical' areas.

3. The MPS responded by pointing out that their policing model, in relation to intelligence and targeting, was introduced to five MPS pilot sites during week commencing 3 September 2001. The model will be implemented service wide throughout the coming year. Significant work continues in relation to other strands of the policing model; forensics, investigation, problem solving and diversion. These elements of the model will be rolled out across the MPS, commencing with the five pilot sites already identified. The implementation of the MPS policing model will provide a corporate policing style in support of Mission, Vision and Values. The MPS is in the final stages of the development of an inspection programme that will cover all Borough Operational Command Units (BOCUs), Operational Command Units (OCUs) and Directorates. It will be repeated on approximately an 18 month cycle and will broadly follow the methodology published by HMIC in Going Local – The BCU Inspection Handbook, although this will be adapted where necessary to meet local factors. The inspections will be led by an ACPO officer independent of the unit being inspected. Two BOCUs have already been selected for inspection, which will validate the procedures, commencing with Bromley BOCU on 8 October 2001.

MPA proposed response

4. The MPA believes the proposed actions, which have already commenced, will result in the satisfactory discharge of part a) and will formally monitor progress towards completion. With regard to part b), the MPS inspection process, which will mirror closely that of the HMIC, is comprehensive and covers all business critical areas. Though the MPS has yet to develop a process for OCUs and directorates, the MPA is satisfied that that the final programme and process will be robust. Proposals for Members oversight in the inspection programme and the resulting recommendations are rather limited but the MPA is confident that greater involvement by link Members and the subsequent monitoring of the implementation of recommendations will follow.

5. Recommendation 2 advises the MPS to set differential targets for BOCUs, which more accurately reflect the needs of local communities, and to promote the most effective use of resources.

6. The MPS recognises the benefits of differential target setting and is exploring potential methodologies, with the intention of setting differential targets, on an experimental basis, for Boroughs in 2002/2003.

MPA proposed response

7. The MPA supports borough bespoke targets as the way forward and view it as a step towards a more bottom up planning process rather than on "an experimental basis" as stated in the MPS response. Corporate targets have meant that, in reality, boroughs have two sets of objectives to achieve – one set locally based to reflect the needs of the borough and one set to comply with corporate plans. Whilst the development of bottom up planning is more complex than corporate objectives, it is required in order to reflect borough differences and to unify crime / disorder partnerships and MPS objectives. The MPA will ensure differential targets are set in 2002/3.

8. Recommendation 3 enjoins the MPS to provide corporate advice and guidance to BOCU commanders on the optimal size of various units they are required to staff. Such guidance would help BOCU commanders to allocate staff to specialist functions in line with acknowledged good practice and commensurate with demand and other operational practices.

9. The MPS indicates that the Policing Model work will identify optimal sizes of various units within boroughs. In addition, substantial work on resource allocation formulae is beginning to give an indication of appropriate resources allocation.

MPA proposed response

10. The MPA believes the policing model and the Resource Allocation Formula once finalised, will address HMIC concerns and will oversee this introduction.

11. Recommendation 4 suggests that the MPS develop a corporate demand management strategy, identifying which local initiatives has been a proven success with a view to MPS-wide implementation.

12. The MPS points out that a Demand Management Strategy / Policy Group is being set up within the Policy Review and Standards Directorate. This group will research and develop a comprehensive demand management policy.

MPA proposed response

13. The MPA notes the resources being employed to address the issue but would have welcomed a clearer picture of the demands that will be placed on the Policy Group and the work it will have to undertake to discharge its responsibilities. This will be the subject of monitoring and review at a later date.

14. Recommendation 5 suggests that the human recourse review embraces the outstanding actions from HM Inspector's report to the Home Secretary, which should be pursued to satisfactory conclusion.

15. The MPS points out that the recruitment strategy is to be developed further. The specific recommendations from HM Inspector's report to the Home Secretary have been incorporated into the Business Process Improvement Project. The re-location of the recruitment branch from Aybrook Street to Hendon will ensure that this project is implemented effectively. Hendon will become a pilot site for PRISM at the beginning of January 2002. The costs are incorporated into the PRISM Project and will be found from within the current budget. A report was submitted to the MPA for discussion at the Human Resources Committee meeting on 6 September 2001 and at the Authority Meeting on 20 September 2001.

MPA proposed response

16. The MPA believes that whilst the MPS response tackles the recruitment strategy, it does not address fully the other issues and recommendations in original HMIC report on Human Resource Management, such as those concerning customer focus, bureaucracy and the absence of an effective performance management framework. Recent papers to the Authority on these areas were unclear about the longer-term impact of the measures being taken or the associated costs. The MPA will therefore pursue these aspects further which overseeing the implementation of outstanding recommendations.

17. Recommendation 6 advises the MPS to provide BOCU commanders with further devolved financial management responsibility, which allows them greater freedom to manage but within a clear corporate framework.

18. The Director of Resources for the MPS fully supports the proposals to 'trailblaze' significantly greater devolution of financial management responsibility to selected BOCUs from the beginning of the next financial year (2002/03) and will work with Assistant Commissioner Policy, Review and Standards to ensure the control framework is established. Any significant increase in the level of devolvement will undoubtedly need to include some aspect of police pay and this decision is intrinsically tied up with the debate around police numbers. Territorial Policing is now reviewing what additional flexibility could be achieved while still enabling the MPS to achieve its agreed police officer numbers. The MPS is also undertaking work to realign central and local finance and HR functions to ensure effective management of devolved responsibilities and to provide better support to front line activities. Initial scoping work will lead to six Boroughs being selected as 'proof of concept' sites in order to devolve appropriate functions and budget to them from 1 April 2002.

MPA proposed response

19. Greater and more robust devolution of financial management responsibility has been a central priority for the Authority since it was established. The Treasurer has been actively involved in the planned pilots and the MPA will continue to dive forward these developments

20. Recommendation 7 revisits the 'winning consent' report and advises that the MPS continues to build upon the improvements made in its approach to murder investigation and review during the past twelve months. It should take due cognisance of the need to:

• fully implement its Forensic Science Strategy (Recommendation 32)
• reduce the caseload of SIOs to a manageable figure (Recommendation 33)
• address, with urgency, MIR multi-tasking and general staffing levels (Recommendation 35)
• introduce clear audit trails for all murder review recommendations.

21. Fully implement its Forensic Science Strategy (Recommendation 32)

The MPS has formally agreed that the responsibility for the identification branch – SO3 – and for forensic science policy will rest with Assistant Commissioner Specialist Operations (ACSO). A Forensic Science Strategy Board has been established with members from SO3, Territorial Policing and Specialist Operations. It is currently developing options for the delivery of the appropriate forensic science support to the Serious Crime Group (SCG). Recommendations will be made in October 2001.

Reduce the caseloads of the SIOs to a manageable figure (Recommendation 33)

The MPS Managing Caseload Project was rolled out across the SCG in June 2001. This project will enable the true picture of relative workloads by SIOs to be identified and the average workload determined. Further work is being undertaken that will enable a comparison to be drawn between the average workload of an MPS SIO against SIOs in several other forces. The MPS Consultancy Group was commissioned to establish the impact of the current workloads upon the health and welfare of SIOs and IOs. A paper on Managing SIO Workloads will be presented to Management Board on 26 September 2001. Actions include:

• a costed bid to pursue a Regulation 61 allowance for each SIO/IO
• a costed bid for additional SIOs, IOs and Major Inquiry Teams over three years
• a dedicated senior officer will be appointed to lead a Case Closure Project to reduce the caseload per SIO by at least 33% by June 2002.

Address, with urgency, MIR multi-tasking and general staffing levels (Recommendation 35)

The project to reduce the caseload of SIOs and teams will also significantly impact on the level of multi-tasking of MIR staff. Any dividend from the proposed growth bids would also be used to reduce the workload upon MIR staff. A project commenced in August 2001 on one murder command, whereby a dedicated MIT team deals with all category homicides. The objective of this project is to reduce HOLMES usage on straightforward cases, thereby reducing the multi-tasking of MIR staff. If successful, the project will be extended throughout the whole SCG. The project will be reviewed in November 2001. Arrangements are also in hand to recruit an additional HOLMES data inputter/typist for each MIR. This initiative was previously costed at £504,000. A business case for a growth bid to provide an additional seven MIT teams over the next three years is to be presented to Management Board on 26 September 2001.

Introduce clear audit trails for all murder review recommendations.

The MPS Murder Review Programme Board oversees the audit trail of all recommendations. The recommendations of earlier reviews are 'played through' the minutes of the monthly meeting; this includes actions that are applicable to Borough level. Once actions are completed they are 'signed off'. Major components of case resolution return until the minutes indicate action is complete. Recommendations are either dealt with in totality or brought back to a subsequent meeting. An ACPO officer oversees this process and the matter is reported back to the Chair of the Review Board.

MPA proposed response

22. The MPA believes the actions being undertaken by the MPS addresses the outstanding issues and will continue to monitor progress in this area through the relevant committees.

The MPS action plans to address each of the HMIC recommendations will be reviewed by the relevant MPA Committee on a timescale to be agreed with the MPS.

C. Financial implications

There are no direct costs associated with this paper. Any consequential costs will be considered by the MPA Committee with responsibility for each specific policy area as part of the monitoring programme.

D. Background papers

HMIC Inspection of MPS 2000/2001
MPS Response Paper
MPS Action Plans Paper.

E. Contact details

Report author: Keith Dickinson.

For information contact:

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

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