Progress report on personnel related HMIC recommendations

Report: 08
Date: 1 November 2001
By: Commissioner

Summary

This paper reports on the recommendations for action contained in the latest HMIC (Her Majesty's Inspectorate of Constabulary) report: MPS Inspection Report 2000/2001. It also outlines the current position in respect of Winning the Race: Embracing Diversity and provides a progress update on the outstanding HR recommendations contained in the earlier HMIC inspections as reported to the MPA Human Resources Committee in March 2001.

A. Recommendations

That:

1. Committee members note the contents of this report; and
2. Members agree the MPA actions.

B. Supporting information

1. The most recent report from Her Majesty's Inspector of Constabulary (HMIC), the MPS Inspection Report 2000/2001, was published in June 2001. It covered the full range of MPS business, concentrating on front line service delivery and the mechanisms that support and promote its effectiveness. It contained seven recommendations and highlighted a number of other issues and areas for improvement that have been summarised within an action plan. One of the recommendations and a number of the issues for action relate to HR and these, together with a progress update on each, are shown at Appendix 1. The appendix also contains an additional recommendation from Part II, 'Revisit to the MPS following HMIC report Winning Consent, which was incorporated in the MPS Inspection Report.

2. The report also highlighted and commended much good work that is being undertaken in the MPS. In respect of HR, HMIC particularly commended the following:

• the progress that has been made with recruitment, including co-ordination of police and civil staff recruitment under one manager, establishment of a call centre, plans to establish dedicated career teams and maximise recruitment from 'hard to reach' groups
• the potential of the HR review to bring about substantial improvement to the management of the personnel function
• improving the robustness of the performance management framework
• the investment in occupational health provision and ill health prevention, in particular the 'Spend to Save' scheme, the 'Healthy for Life' programme and multi disciplinary occupational health teams.

3. Appendix 2 lists the recommendations contained in the HMIC Thematic Inspection report Winning Consent III, 'Embracing Diversity', published on 18 January and the MPS draft comments. The report identified improvements in the MPS approach to CRR training for police officers and senior managers. A number of positive initiatives were also highlighted, including the MPS training programme evaluation strategy, which is being adopted by ACPO as the national strategy. A number of the recommendations overlap with those from Winning Consent and it has been agreed that the MPS will prepare a draft composite response to cover all recommendations from HMIC reports Winning the Race I, II and III and Winning Consent.

4. Report 3 to the MPA Human Resources Committee of 15 March 2001 provided updates on the implementation of the personnel recommendations contained in the following HMIC inspections:

• Police Integrity, HMIC National Thematic Inspection Report, June 1999
• MPS: Specialist Operations, HMIC Inspection Report 1999
• MPS: Community Safety and Partnerships, HMIC Inspection Report 1999
• Winning Consent Parts I and II, HMIC Thematic Inspection Report, January 2000
• Calling Time on Crime, July 2000
• Under the Microscope, July 2000.

5. Appendices 3, 4, 5, 6, 7, provide updates on the outstanding recommendations contained in those inspections (there are none outstanding from Police Integrity). The recommendations that were shown as 'action complete' in the March update have now been deleted from the list.

6. A further update will be provided in March 2002.

C. Financial implications

There are no financial implications arising directly from this report.

D. Background papers

Report 3, MPA Human Resources Committee 15 March 2001.

E. Contact details

The author of this report is Janice Tunnicliffe, Personnel Department.

For information contact:

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

• Appendix 1
• Appendix 2
• Appendix 3
• Appendix 4
• Appendix 5
• Appendix 6
• Appendix 7

Appendix 1: HMIC MPS inspection 2000/2001 
Recommendation action summary

Rec 5.

Her Majesty's Inspector recommends

That the HR review embraces the outstanding actions from HM Inspector's report to the Home Secretary, which should be pursued to satisfactory conclusion. (para 4.21) 

MPS response

The MPS recruitment strategy identified the setting of all police recruitment targets for 2001/2002 and monthly review processes to ensure BWT of 26,650 is reached by 31st March 2001. The training provision at Hendon has been reviewed and additional bed space, classrooms and instructors identified to maximise the number of recruits able to attend each intake from October to March. Each intake will include 260 new recruits requiring an 18-week training programme, up to 40 transfers and rejoiners receiving a 2-week induction programme before deployment to Borough. A target of 30 VEM candidates has also been set to reach the ministerial targets of 5% of the workforce by the 31st March 2002. 

A complete business process re-engineering project has established new procedures for the recruitment of police officers, which will significantly reduce the processing time of applications and therefore the waiting time for candidates. The project has three main elements: 

A move to Hendon which will increase capacity for interviewing and testing candidates 

• Target date 7th Jan 2002 
  • Changes to process including medical, testing, interviewing and security checks 
• Target date 1st Nov 2001 
  • Introduction of fully automated recruitment processing through use of PRISM 
• Target date 1st July 2002 

MPS has had significant success in accelerating the level of recruitment in 99/2000 994 were recruited, in 2000/01 1,350 and the target for 2001/02 is 2,570, which will be reached. Enquiries have significantly increased and the yield improved producing applications almost double that of last year. Previous ratio 100:13:3 this year to date 100:26:5. 

MPA action

To note.

Rec 3.

Her Majesty's Inspector recommends

Recruitment and retention of skilled analysts: HMI urges the MPS to identify, within the review of Human Resources, the scale of key skill shortages and develop an appropriate action plan (para 2.14) 

MPS response

The recruitment of specialists continues to form part of ongoing recruitment campaigns and the recruitment branch works closely with respective heads of profession. Campaigns for crime analysts, which are mainly Borough based, are run annually. The last one was run earlier this year and applications were sought both internally and externally. There has however been a shortfall and an internal campaign has just finished to meet this shortfall. Internal and external campaigns to recruit for Workforce Data Analysts, Higher Analysts and Partnership Info Analysts have recently closed and interviews will be held. Clarification of the precise number and type of civil staff vacancies is the subject of a specific exercise, which will direct the recruitment effort. The emerging revised departmental structure places recruitment and workforce planning under a single command, which will assist in identifying and addressing key skill shortages. 

MPA action

For note and receive recruitment updates via the Human Resources Committee.

Rec 18.

Her Majesty's Inspector recommends

Leadership – HR function: Of considerable disappointment to HM Inspector was the number of weaknesses identified in the HR function. Some of these concerns are being addressed but clearly, the time is right for root and branch reform. 

MPS response

This whole area is being addressed by the HR Review and a 'root and branch' approach has been taken.

MPA action

Rec 19.

Her Majesty's Inspector recommends

Leadership - senior personnel managers: HMI was encouraged with the early work of the new postholders at pilot sites but was disappointed by the absence of corporate guidance from HQ Personnel about how the role should develop. (para 4.5) 

MPS response

Senior personnel manager posts were established at five pilot sites and these have been evaluated by Consultancy Group. Any future extension and development of these posts is dependent on a Management Board decision regarding the structure of Borough support. 

MPA action

To note.

Rec 20.

Her Majesty's Inspector recommends

People Strategy: HMI was disappointed to see how little impact the People Strategy was having on recruitment, given the significant numbers needed to reach recruitment targets; nor is it demonstrably improving the HR function and practices. (para 4.6) 

MPS response

The impact of the People Strategy on the HR function and practices generally is included in the wide-ranging HR review. All remaining developmental aspects of the Strategy are covered in the current Personnel Department business and performance plan. 

The people strategy identified improvement in recruitment as one of its objectives. All police recruitment targets for 2001/02 are being met, including VEM targets of 5% of the workforce by 31st March 2002.

Civil staff numbers are more problematic as significant recruitment is undertaken at a local level through devolved functions and therefore outside the control of Personnel Department. A review however, is due to report by the end of Oct on the exact numbers of vacancies and put an implementation plan in place to fill unplanned vacancies. It is anticipated that external recruitment will be required and it is hoped that this will be successful especially given the increase in London Allowance, a 3.5% pay award and proposals resulting from a Hay Review into pay and grading to be implemented in December 2001. 

MPA action

To note.

Rec 21.

Her Majesty's Inspector recommends

Organisational strength: HM Inspector understands the reasons for the high vacancy levels, particularly for specialist roles such as analysts. (See also item 3, para. 2.14) One possible way of improving the situation is to develop internal mechanisms that reward meritorious work. HM Inspector urges that local reward mechanisms be explored further as part of the HR Review. (para 4.8) 

MPS response

Local non-money reward mechanisms are already available to managers (including local commendations and AC/Head of Department commendations). A special bonus scheme also exists to financially reward members of civil staff for particularly meritorious work, although this is not used as much as it might be. Arrangements and ways of publicising the scheme are being reviewed. Consideration will also be given to the need to adjust the limits within the civil staff pay budget. 

MPA action

To note and to be advised of any changes to the special bonus scheme in due course.

Rec 22.

Her Majesty's Inspector recommends

Recruitment challenge: HM Inspector shares the very real concerns of the MPS about its ability to meet police recruitment targets, and within that the targets for ethnic minority recruitment. Inaccuracies in the data recently submitted to the Home Office on staff from ethnic minorities have made it difficult to clarify the exact scale of the shortfalls against targets, and this needs to be addressed urgently. (para 4.9) 

MPS response

Inaccuracies in data have been addressed and previous errors were corrected shortly after they became known. Additional quality assurance steps and control mechanisms for workforce data have been introduced. 

Recruitment targets are now being met, with further improvements, including ethnic minority recruitment to achieve the targets for 2001/02. 

Clear recruitment targets for all police officers have been set, this includes VEM candidates. A total of 112 have been recruited since April 2001 against a total in 2000/01 of 90. A target of 30 per intake for the remainder of this financial year will achieve the government target of 5% of the workforce by 31st March 2002 if retention levels remain constant. 

An independent review undertaken by FOCUS Consultancy to assist with qualitative analysis of possible disproportionality in VEM recruitment is due to report mid November 2001. 

MPA action

To note.

Rec 23.

Her Majesty's Inspector recommends

Recruitment challenge: While recognising the potential impact of the benefits of campaigns to assist the recruitment effort, (e.g. free travel concessions), HM Inspector is concerned that they are targeted at police officers and not civil staff. The MPS has embarked upon a wide-ranging review of pay and grading and HM Inspector urges completion of the work within a short time frame (para 4.11). 

MPS response

Improvements have been made to location allowances for civil staff and a pay award of 3.5% was paid w.e.f. 1 July for industrial civil staff and from 1 August for non-industrial civil staff. The MPS shares HMI's desire for early completion of the pay and grading review. The recommendations were endorsed by Management Board on 3 October and an implementation plan is to be developed as soon as possible. A paper has been prepared for the next HRC providing details of the findings and recommendations. 

MPA action

To note and receive a separate paper for the HARK on 1 November

Rec 24. 

Her Majesty's Inspector recommends

Civil Staff Recruitment Unit: HM Inspector was concerned at the poor state of the CSR Unit's accommodation at Aybrook Street. Whilst understanding the difficulties in finding appropriate space for initiatives of this kind, HM Inspector urges the MPS to review the existing accommodation needs and find a more appropriate setting (para 4.13). 

MPS response

The police and civil staff recruitment unit is due to move to refurbished accommodation at Hendon in Dec 2001. The "Go Live" for receiving candidates is 7th January 2002 and the accommodation will be officially opened on the 21st Jan 2002. 

MPA action

To note.

Rec 25. 

Her Majesty's Inspector recommends

Personnel data: A major concern of HM Inspector is the inaccuracy of personnel data. A strategic review of IT systems is being undertaken, but in the interim, there is no central personnel data warehouse. Shortcomings will, it is hoped, be addressed by the new PRISM system. In the opinion of HM Inspector, it is vital that PRISM succeeds if the MPS is to avoid repetition of the embarrassing data inaccuracies in Home Office submissions. (para 4.16) 

MPS response

The MPS acknowledges the importance of PRISM and the project team is continuing to pursue implementation of a single HR database. There has been a setback to the project (previously reported to the HR Committee on 6 September, by verbal update) and the MPS has had to move to its contingency plan. 

MPA action

To note position and that it is being covered at the IS/IT sub group of the Finance, Planning and Best Value Committee.

Rec 26.

Her Majesty's Inspector recommends

Staff appraisals: Additionally, PRISM needs to rescue the current situation in respect of police staff appraisals. During the inspection, it was evident that the current system is widely discredited and, in any case, ignored – hundreds of appraisals are outstanding. HM Inspector will expect to see a considerable reduction in the backlog of appraisals when he next inspects the MPS. (para 4.18) 

MPS response

It is intended that PRISM will include specific recording of appraisals, which will more easily identify outstanding cases for managers' attention. It is not currently within the system build and awaits specification. 

A new police appraisal system has been developed as part of the national Competency Framework project. The process has been piloted and evaluated and minor alterations have been made. Briefings for personnel managers have been held and phased introduction is to commence in October. The new system will significantly reduce the time taken to complete appraisals -during pilots the Performance Development Review (the new appraisal process) took an average of 45 minutes compared to 3 hours for the existing system. This should assist with reducing backlogs of appraisals.

MPA action

To note. The Competency Framework project is the subject of a HR workshop.

Rec 27.

Her Majesty's Inspector recommends

Career Management Policy: In the absence of a policy, a posting panel works smoothly where individuals have volunteered for particular moves but has yet to find a successful way to transfer staff in the absence of sufficient volunteers. HM Inspector urges a re-examination of the postings panel to address the identified shortcomings, perhaps as part of the HR Review. (para 4.19) 

MPS response

The transfer process has been reviewed and the Police Postings Policy was published on 4 May 2201. The policy seeks to achieve a balance between the needs of the Service and the careers of officers but it also ensures there is a process for officers to be transferred on a compulsory basis if required for organisational purposes. A formal postings panel, comprising Head of Workforce Deployment, TP Business Manager, local personnel managers, a BOCU commander and representation from the Police Federation, meets to finalise postings. Additionally the Head of Workforce Deployment meets with the TP Business Manager monthly to review the application of the policy and plan forthcoming postings. 

MPA action

To note.

Rec 28.

Her Majesty's Inspector recommends

Career Management Policy: Representatives from the Police Federation conveyed to HM Inspector the need for an effective career management system now that tenure has been abandoned. He urges that these views are fully considered and the Federation is fully involved in the HR Review where decisions on a future career management system may be made. (para 4.19) 

MPS response

Although the HR Review did not specifically address this issue, it set out broad proposals about the structure in which a career management system might be managed. There is a need to ensure that the succession planning, career management and Service deployment policies are co-ordinated and complementary and the proposed HR structure should achieve this goal. The new directorate will lead the task and the Federation will be fully involved at the consultation phase. 

MPA action

To note.

Rec 29.

Her Majesty's Inspector recommends

Sickness: During staff interviews on BOCUs, HM Inspector was disappointed to hear of cases where staff with genuine injury or illness opted to take annual leave rather than report sick and incur sanctions. HM Inspector urges the MPS to review implementation of the Attendance Management Policy to ensure that appropriate differentiation is made between those who merit sanctions and those who do not. (para 4.23) 

MPS response

The Attendance Management Policy has been reviewed and a revised policy was published on 26 September. The revision includes changes to management discretion on absences, which enables appropriate differentiation between those who merit sanction and those who do not, including the discounting of some absences for selection purposes. It also incorporates guidance on the Disabilities Discrimination Act and details of the Human Rights Act relating to absent staff. 

MPA action

To monitor via the six monthly attendance management report.

Rec 110. 

Winning Consent

Her Majesty's Inspector recommends

Recruitment of Senior Officers from outside forces: There is a national shortage of experience senior detectives, which is an obstacle to progress. It would be to the ultimate benefit of the whole service if it were to introduce reciprocal attachments to widen the learning experience and spread good practice. HM Inspector will encourage this to happen. Initially the MPS should widen experience within its own parameters by initiating a programme of attachment to MITs. Experience needs to be shared and expanded so that succession planning does not become problematic. (paras 51& 52) 

MPS response

A review of the Senior Investigating Officer training attachment will be undertaken at ACPO level to seek a more effective way of widening experience. 

MPA action

To note.

Appendix 2: HMIC National Thematic Inspection Report June 2001 
Winning the Race: Embracing Diversity

Ref 1.

Recommendation 

HMI recommends that there should be a revised national CRR training strategy directly subordinate, and complimentary to, the ACPO Diversity Strategy. (para 7.21) 

Current status 

The MPS notes this recommendation. 

MPA Action

To note.

Ref 2. 

Recommendation 

HMI recommends that the CRR Occupational Standards, developed by NPT, are adopted throughout the Service and absorbed into PDR processes. These standards should become the principal tool for assessing staff in relation to issues of diversity, whether on performance review or selection processes. (para 7.240) 

Current status 

The National CRR Occupational Standards were developed by National Police Training, following work within the MPS. Piloting of these standards in the MPS has been completed on Hammersmith & Fulham, Camden and Tower Hamlets BOCUs. A member of the MPS Diversity Training Strategy Unit is responsible for co-ordinating the MPS input into the national programme. An ACPO notice about the implementation of the Occupational Standards will be circulated to all forces at the end of April. Implementation of the Standards throughout the MPS commenced at the beginning of May 2001. 

MPA Action

To note.

Ref 3. 

Recommendation 

HMI recommends that the Home Office, the Association of Police Authorities (APA) and ACPO have a focused and structured role in approving the training needs for the Strategic Command Course in relation to issues of diversity. (para 7.26) 

Current status 

The MPS notes this recommendation. 

MPA Action

To note.

Ref 4. 

Recommendation 

HMI recommends that NPT formulates its own specific CRR strategy and complimentary CRR training strategy, pan estate that can give direction and clarity to faculty and departmental heads. (para 7.28) 

Current status 

The MPS notes this recommendation. 

MPA Action

To note.

Ref 5. 

Recommendation 

HMI recommends that before conducting any CRR training programmes, forces carry out appropriate training needs analysis to ensure that the training meets the requirements of both national drivers and local community needs. (para 7.33) 

Current status 

A full training needs analysis was initially undertaken on Hammersmith division in 1997, the results of which were used in the formulation of the MPS CRR training model that is currently being rolled out across the MPS. The content of the current two-day awareness programme, which is due to be completed at the end of December 2002, will vary according to the needs of each BOCU. This flexible format enables specific local issues to be incorporated as appropriate. 

MPA Action

To note.

Ref 6. 

Recommendation 

HMI recommends that only 'qualified 'trainers are used in CRR training and that NPT and ACPO compile a suitable definition of 'qualified' that the Service can adopt with common accord. (para 7.38) 

Current status 

The MPS employs 35 police trainers and 62 police associate community trainers. Every police trainer will have initially completed a two-week Trainer Foundation course and in addition, both police trainers and associate trainers attend a three-week CRR trainer course. It is considered that this fully meets the specification. 

MPA Action

To note.

Ref 7. 

Recommendation 

HMI recommends that forces have in place sufficient resources for sustainable CRR training programmes and that these allow for regular staff rotation. (para 7.41) 

Current status 

£3m has been made available within the MPS to finance the delivery of the first phase of the CRR training programme, due for completion on 31 December 2002. Sufficient resources exist to complete the initial round of training and CRR training is built into ongoing training programmes. 

MPA Action

To note.

Ref 8. 

Recommendation 

HMI recommends that the Service adopts a national evaluation strategy similar to that recently developed by the Metropolitan Police Service, as this strategy has the potential to achieve the aspirational goal of independence that training evaluation requires. (para 7.50) 

Current status 

The MPS notes this recommendation. 

MPA Action

To note.

Appendix 3: HMIC Inspection Report 1999 
MPS: Specialist Operations – Outstanding Recommendations

Ref. Rec 7 

Her Majesty's Inspector recommends

The report of the positive action team on equal opportunities should be implemented as a matter of urgency. (para 4.32) 

Current Status 

Since the appointment of the Diversity Advisor, Bevan Powell, seminars and workshops have been held for SO personnel involved in recruitment and selection, focusing on barriers to officers applying to SO and initiatives to attract more female and visible ethnic minority officers. A series of focus groups are being held across Boroughs during late October and early November to identify barriers and inhibitors. These will inform a more precise and focused programme of work to make SO a more attractive career option for females and ethnic minority staff. 

MPA action

To note.

Appendix 4: HMIC Inspection Report 1999 
MPS: Community Safety & Partnerships - Outstanding Recommendations

Ref. Rec 6 

Her Majesty's Inspector recommends

When the MPS implements the Human Resources Strategy, the imperatives of the Crime and Disorder Act be fully incorporated. This should include a training needs analysis at all levels with a clear focus on the need to encourage cultural change towards a problem solving and partnership approach. (para 5.12) 

Current Status 

Occupational standards and training have been delivered for Borough Commanders. Each of the individual Training Schools has incorporated the requirements of the Crime and Disorder Act into their courses to best meet the needs of the target audience. For example, recruit training includes scenarios and study material related to the principles of the Act and working in partnership (developed in consultation with other agencies and the public). All promotion courses cover the Act, with a particular focus on the importance of community involvement to combat crime. The new Detective Foundation course incorporates working in partnership with local authorities in problem solving exercises related to race/hate crime and critical incident training involves working with the local authority. 
Action complete. 

MPA action

To note and discharge.

Appendix 5: Policing London 'Winning Consent'
HMIC Thematic Inspection Report January 2000
Part I – Community Safety & Race Relations – Outstanding Recommendations

Ref. Rec 2 

Her Majesty's Inspector recommends

that the MPS review all internal consultation to ensure a corporate approach is taken regarding support for and advice from all minority ethnic and lesbian and gay staff (para 2.21). 

Current Status 

A considerable amount of consultation takes place with staff associations, usually via DCC4 and Corporate Development Group. (Details of the facilities provided to MPS staff support associations are contained in a separate paper to the November HRC). The Positive Action Team has a remit to consult with all communities, both internal and external on recruitment, retention and progression matters. In particular, it consults with the various staff associations on matters affecting their communities and constituencies. 
Action complete. 

MPA action

To note and discharge.

Ref. Rec 11 

Her Majesty's Inspector recommends

that the MPS develops a single database so that details of those who have received community and race relations training can be recorded and maintained (para 4.46). 

Current Status 

The attendance of all personnel who have received CRR training is recorded onto the central training administration system but back record conversion of early recipients awaits availability of staff. The information will be collated centrally onto PRISM (the new HRIS system) in due course. 

MPA action

To monitor the implementation of PRISM.

Ref. Rec 12 

Her Majesty's Inspector recommends

that the MPS review the strategic management arrangements for the planning and delivery of all CRR and Diversity training so that they reflect the policy specified in the MPS Human Resources Strategy (para 4.53). 

Current Status 

The strategic management arrangements for CRR training have recently been reviewed to ensure CRR training targets are met. A new operational command unit for diversity training policy has been established within the Directorate of Training and Development. The new OCU also includes the Diversity Training Strategy Unit, the Diversity School and CRR training (which is currently responsible for the management, co-ordination and delivery of the borough-based CRR training programme). A Diversity Training Action plan is also being produced; two key objectives of this are delivery of CRR training to all police and front line civil staff by 31 December 2002 and the integration of diversity into all core training. 

MPA action

To note.

Ref. Rec 13 

Her Majesty's Inspector recommends

that the MPS develops a CRR training strategy (para 4.54). 

Current Status 

The second phase of the Diversity Strategy Protect and Respect - Everybody Benefits launched on 24 April incorporated comprehensive diversity training objectives, supplemented by a Diversity Training Action Plan. The action plan is currently undergoing extensive consultation, which will be completed in December. 

MPA action

To note.

Ref. Rec 14 

Her Majesty's Inspector recommends

that the MPS develops an evaluation strategy, which is capable of measuring the effectiveness of all CRR training (para 4.58). 

Current Status 

An evaluation strategy has been developed by the Directorate of Training and Development's Quality Assurance Unit. Comprehensive evaluation will be undertaken in the remaining 24 boroughs (the first six of these commenced training on 22 January). The new strategy was recently cited as an example of good practice in the latest HMIC inspection 'Embracing Diversity', which was published earlier this year. Work is underway to explore options with the Commission for Racial Equality and MPA to develop an external evaluation model to measure the impact of the training on community perceptions of policing and police and community relations. 

MPA action

To note.

Ref. Rec 17 

Her Majesty's Inspector recommends

that the MPS reviews the planned 'roll out' of the CRR awareness training to ensure that sufficient resources are available to deliver the training within the published timescale (para 4.63). 

Current Status 

As detailed under recommendation 12, overall responsibility for the management, co-ordination and delivery of CRR training has been taken over by the Diversity Training Policy OCU. Management information on progress against CRR training targets is reported to Personnel Board weekly and achievement of CRR training targets is one of ten high level objects for Personnel. Sufficient resources are in place to complete the training on schedule. 

MPA action

To monitor progress

Ref. Rec 19 

Her Majesty's Inspector recommends

that the MPS reviews the staffing level of the Diversity Training Support Unit to ensure this unit has the capability to support effectively all training within the published timescale (para 4.70). 

Current Status 

The Diversity School has day-to-day responsibility for the management, co-ordination and delivery of CRR training. It is headed by a detective chief inspector and supported by a sergeant and an administrative officer. The training is delivered by 35 police trainers and 62 police associate trainers. The new school is part of the Diversity Training Policy OCU, which is headed by a grade 7. 

MPA action

To note.

Ref. Rec 22 

Her Majesty's Inspector recommends

That the MPS revisit its career management policy in order to simplify its application and minimise the negative effects that it is currently having on the morale of uniform officers (para 5.28). 

Current Status 

The Postings Policy was published on 4 May 2001. The policy seeks to achieve a balance between the needs of the Service and the careers of officers. A formal postings panel meets to finalise postings comprising Head of Workforce Deployment, TP Business Manager, local personnel managers, a BOCU commander and representation from the Police Federation. In addition, the Head of Workforce Deployment meets with the TP Business Manager monthly to review the application of the policy and to plan forthcoming postings. The policy has been generally well received because it ensures that officers are treated individually, rather than posting them simply because they have served in a location for a specific period. 
Action complete. 

MPA action

To note and discharge.

Ref. Rec 23

Her Majesty's Inspector recommends

that the MPS conduct a review of the grievance procedure to make it more effective and user friendly, for both management and staff at all levels (para 5.29). 

Current Status 

The review is now being progressed by Commander Cressida Dick on behalf of the Deputy Commissioner. A meeting has been arranged with AC Hogan-Howe for 17 October to discuss proposals. 

MPA action

To note and to receive a progress report on the project in due course.

Ref. Rec 24 

Her Majesty's Inspector recommends

that the mentoring scheme for minority ethnic officers with 0 - 5 years service should be overseen by the local borough commander or departmental head. In addition, any career development plans should be agreed and jointly signed off by the officer's own line manager (para 5.34). 

Current Status 

The support and development programme was set up with its own networks, distinct from Boroughs in order to give officers a lifeline outside their workplace, also some officers did not want their Borough colleagues, including their line managers, to be made aware of their participation. The programme is still centrally driven by the Positive Action Team but it will be devolved in the longer term. 

MPA action

To note.

Ref. Rec 25 

Her Majesty's Inspector recommends

that the promotion from the rank of Superintendents to Chief Superintendent be carried out centrally by way of an assessment centre process based upon an agreed competency profile (para 5.45). 

Current Status 

The selection process for chief superintendents was held between 19 and 22 March. 42 officers attended and 17 were selected for promotion to chief superintendent. The process - a structured interview process based on selected competencies – was well received by Management Board.
Action complete. 

MPA action

To note and discharge.

Ref. Rec 26 

Her Majesty's Inspector recommends

That the corporate expertise, knowledge and initiatives to develop recruitment, retention and progression issues should continue to be driven by the MPS Positive Action Team, but that actual ownership should belong at borough and departmental level (para 5.51). 

Current Status 

The Positive Action Team drives the recruitment, retention and progression strategy for the MPS at a corporate level. A programme for training and raising awareness for positive action initiatives is delivered at borough and departmental level with support from the team, who are available for consultation purposes. Recent examples include an action planning open day for boroughs and the framework for recruitment, retention and career progression of ethnic minority staff. 
Action complete.

MPA action

To note and discharge.

Policing London 'Winning Consent'
HMIC Thematic Inspection Report January 2000
Part II – The investigation of murder

Ref. Rec 41 

Her Majesty's Inspector recommends

that the MPS takes positive steps to recruit senior detective officers from outside forces. Furthermore, it would benefit both the MPS and the police service if a system for the temporary posting of outside detectives to the MPS was introduced. 

Current Status 

Senior police posts are all advertised in Police Review as well as internally to encourage applications from other Constabularies. Most recently 2 detective superintendents were recruited from other Forces. 
Action complete. 

MPA action

To note and discharge.

Ref. C27 

Her Majesty's Inspector recommends

HMIC noted that only 6 MPS chief officers had attended the SCIMITAR course prior to April 1999. 

Current Status 

A total of 12 serving MPS senior officers have now attended the course, this includes officers who transferred from other Forces and who were trained before joining the MPS. 
Action complete. 

MPA action

To note and discharge.

Ref. C28 

Her Majesty's Inspector recommends

HMIC is concerned that the relatively low application rate within the MPS for senior detective posts will eventually lead to a dilution in the skills base of officers to the detriment of investigation. The MPS needs to take action in respect of succession planning. 

Current Status 

Management Board have considered that the possible payment of additional allowances to senior investigating officers best be pursued through the Police Reform agenda and this will be progressed. The broader issue of succession planning generally will be examined following the restructuring of the Personnel Department (to be completed by 31 December) and the bringing together of the workforce planning and selection activities under a single command. 

MPA action

To note.

Appendix 6: Calling Time on Crime
HMIC National Thematic Inspection July 2000

Ref. Rec 36 

Her Majesty's Inspector recommends

The National Competency Project Team is urged to ensure that competencies relating to community safety are included within the framework, building on the work already undertaken. 

MPS response

Activities relating to community safety have been identified and included within the key Borough/OCU roles. There are currently thirteen activities under the heading of community safety. The product has gone through the formal validation process and signed off at ACPO Personnel Management Committee. 

Current position: Having received formal sign off the product will go to the Chief Constables Council and will be launched nationally during October. 
Action complete. 

MPA action

To note and discharge.

Appendix 7: Under the Microscope
HMIC National Thematic Inspection July 2000

Ref. Rec 14 

Her Majesty's Inspector recommends

HMI recommends awareness training in relation to scientific and technical support be given to all police staff appropriate to their roles during the key stages of human resource deployments. 

MPS response

The MPS already delivers forensic awareness training to police staff as described within this recommendation. The response describes the training given to new recruits, exhibits officers, detective constables, sergeants on promotion etc. 

A Project Board, under the direction of a DAC has been established to examine technical support management and training in the MPS.

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