Update on MPS Action Plan on CDRP Scrutiny

Report: 8
Date:12 July 2004
By: Commissioner

Summary

This report outlines the implementation of the recommendations contained within the Scrutiny Report, dealing specifically with those recommendations that pertain to the MPS.

A. Recommendations

1. That the MPA notes the content of this report. Specifically the progress to date of the implementation of its recommendations as contained in the Scrutiny Report.

2. That the MPA notes there are systems in place to ensure the ongoing implementation of the report’s recommendations.

B. Supporting information

1. In January 2003, the MPA published a report detailing the findings together with 35 recommendations from the scrutiny on the contribution the MPS makes to Crime and Disorder Reduction Partnerships (CDRPs) and the effectiveness of this contribution across London. The recommendations made related both to the work of the MPS and also that of the MPA. This report deals only with the former.

2. This matter was last reported on the 11 December 2003. The current report provides an overview of the updated position as of June 2004. It should be noted that the nature of many of the recommendations means that their implementation is an ongoing process.

3. It is possible to categorise the recommendations in groups as follows: (1) recommendations dealing with borough-based staff engaged in CDRP work – appropriate ranks, retention, training and career progression; (2) those dealing with support for partnership officers at a corporate level, including monitoring and reporting functions; (3) training to be delivered to all recruits and that which is to be made available to officers according to the role being performed; and finally, (4) those recommendations associated with the identification of good practice.

4. Progress has been made in each of the areas identified above, notably in respect of training, corporate support and problem solving. Significant successes include the introduction of a week-long course for probationary officers on the subject of partnership working. This course incorporates the Home Office certificated ‘Introduction to Crime & Disorder Reduction’ module. In addition, a course has been developed for officers assigned to the Safer Neighbourhood teams; a significant part of this course relates to partnership working. This course, which is currently being evaluated, is being looked at by other forces seeking to introduce it for their own teams.

5. The MPS has a central team comprising three police officers with extensive experience of partnership working, located within Territorial Policing Headquarters. Its function is to provide training, advice and guidance for officers involved with CDRPs. It also carries out the various corporate monitoring functions, with responsibility for reporting on the allocation of partnership related funding. This team is in regular contact with its counterparts in the MPA.

6. Problem-Solving training has now been delivered to all 32 London boroughs; it is also being delivered to probationers and to officers working in the Safer Neighbourhood teams. In addition, there is an ongoing programme of training, which includes advanced modules, to enhance the problem-solving skills of key staff.

7. The table presented in the Appendix provides a detailed breakdown for each of the recommendations addressed to the MPS as opposed to those addressed to the Authority’s own officers. This table offers comments on the current position in respect of the recommendations.

C. Race and equality impact

1. The Scrutiny Panel has made recommendations (see 1 – 4) concerning matters such as the appropriate rank for officers engaged in CDRP work or in key partnership positions within boroughs. Such issues will be subject to the same equal opportunities implications as any posts within the MPS. However, it may be said that the very nature of partnership working has the potential to provide opportunities for individuals from minority groups as the Service strives to reflect the communities it serves.

2. Those recommendations (5, 11 & 13) relating to training and career progression are subject to the equal opportunities implications that affect all such matters. Training courses need to be designed with a view to the inclusion of all potential staff. This may be a matter of where and when the courses are delivered, or their duration, in order not to discriminate against groups such as part-time workers.

D. Financial implications

1. A number of the recommendations may carry financial implications, specifically those that refer to tenure, succession planning and recommended ranks for officers engaging in CDRP work on boroughs. There are currently projects being undertaken by the HR Directorate which will include an assessment of the financial implications of these recommendations. Anticipated completion dates for these projects are included in the table contained in the Appendix.

2. In respect of the recommendations covering the monitoring functions of the corporate Team, the range and diversity of the required tasks has implications for a team which at present numbers three members of staff. However approval has been obtained for the appointment of an administration assistant to enhance the monitoring capability of the corporate Partnership Team. The funding for this post (£25,000) has been obtained from the 2003/04 BCU fund underspend. However, there is an expectation that this will become a permanent post.

E. Background papers

None

F. Contact details

Report author: Commander James Smith
For more information contact:

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

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