HMIC Going Local Inspection Programme 2001-2002

Report: 11
Date:12 July 2004
By: Commissioner

Summary

In April 2001, Her Majesty’s Inspectorate of Constabulary (HMIC) embarked on a nationwide, five-year programme to inspect every BCU in England and Wales. The programme focuses on the local aspect of policing and is aimed at improving performance by encouraging forces to concentrate on delivery. This report identifies common themes and highlights the key issues raised during these inspections. It also provides an update on the status of the action plans and identifies any barriers to the implementation of recommendations.

A. Recommendations

1. the report be noted; and

2. the format of the report and the proposed timetable for future submission of papers be approved.

B. Supporting information

1. Between June 2001 and November 2001, five MPS BOCUs were inspected as part of the HMIC Going Local Programme; Haringey, Brent, Camden, Lewisham and Lambeth. The reports, published on the Internet, set out inspection findings, highlight areas of good practice and make recommendations for improvement where appropriate. A brief synopsis of the recommendations and good practice is attached at Appendix 1.

2. Action plans for the five BOCUs were sent to HMIC within the agreed timescales. Re-visits were undertaken by HMIC at six months and twelve months after the original inspection date. Subsequent reports indicate that HMIC encountered a positive response to the recommendations made and that remedial action taken by the BOCUs was already demonstrating good progress. In all cases, other than notification of monitoring outcome to the HMIC regional office, no further action as part of the Going Local Programme was felt to be necessary.

3. HMIC was particularly impressed with the effectiveness of partnerships within the community and the commitment of both staff and partners in developing these relationships. The standard of leadership was also highlighted. Staff on a number of the BOCUs described the Senior Management Team as accessible and visible and highly active in positively encouraging the drive for improved performance. Staff commitment and dedication was also commended.

4. At the time of these inspections in 2001, there was a general level of concern about the lack of devolved responsibility around the management of budgets and the broader aspects of sound financial management at a local level. HMIC recognised that effective management was a key issue for the MPS and acknowledged that this was being addressed at a corporate level. These concerns were reflected in the MPS Inspection Report 2000/2001. As a result, the MPS has been following a phased programme of devolution, which has being implemented over a number of years. With the devolution of police pay to all BOCUs from April 2004, they now have responsibility for the vast majority of their resources.

5. One key challenge identified in the reports was for BOCU commanders to resolve the competing demands on what should be priorities. Although HMIC found some good work around demand management, all five Going Local reports had a recommendation around the development of a strategy in this area. This corporate issue was also reflected in a recommendation from the MPS Inspection Report 2000/2001. BOCU action plans reveal that a number of initiatives have been introduced at a local level. At a corporate level, a draft Demand Management Strategy is being progressed.

6. HMIC emphasised within the reports that a key feature of a successful BCU is a robust performance management system with clear roles and expectations and an awareness that individuals will be held to account for their contribution to the achievements of goals and targets. Four out of the five Going Local reports referred to the need to introduce clear performance and accountability systems. Subsequent visits to the BOCUs by HMIC revealed improvements in terms of the focus on priorities and clearer lines of accountability. Work has now been undertaken at a corporate level to develop a Performance Management Framework for BOCUs within the MPS Policing Model.

7. At the time of these inspections, a number of staff interviewed demonstrated a lack of faith in the then current annual appraisal (APA) system. HMIC felt that day-to-day management and leadership activities were driving performance on some of the BOCUs, and that the annual appraisal system was peripheral. The subsequent introduction of Performance Development Reviews to replace APAs has promoted a learning and development culture focused on improving performance. All officers and staff are to have work-related objectives based on the business plans of the (B)OCU to which they belong, together with personal development objectives.

Timetable for future reports

8. Summary papers for the remainder of the MPS programme will be presented in an identical format as follows:

• HMIC Going Local Inspection Programme 2002 – 2003. BOCUs to be included are Greenwich, Tower Hamlets, Ealing, Havering Southwark and Redbridge. To be presented to PPRC in October 2004
• HMIC Going Local Inspection Programme 2003 – 2004. BOCUs to be included are Harrow, Kensington & Chelsea, Wandsworth, Hillingdon and City of Westminster. To be presented to PPRC in December 2004.
• HMIC Going Local Inspection Programme from April 2004. BOCUs to be included are Bromley and Hackney. Inspections arranged for this financial year but yet to take place are Richmond, Barking & Dagenham & Barnet.

C. Race and equality impact

Any diversity and equality implications are part of HMIC’s inspection reports.

D. Financial implications

Any financial implications are part of HMIC’s inspection reports.

E. Background papers

HMIC Going Local Inspection Reports:

Haringey – July 2001

Lewisham – August 2001

Brent BOCU – September 2001

Camden BOCU – September 2001

Lambeth – January 2002

F. Contact details

Report Author: Melanie Homer, MPS Inspection, Liaison & Analysis Unit, Corporate Risk Management Group.

For more information contact:

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

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