Specialist Crime Performance Management Framework

Report: 20
Date:12 July 2004
By: Commissioner

Summary

This report describes the MPS Specialist Crime Directorate performance management framework and how the Directorate ensures delivery of its Policing Plan objectives.

A. Recommendations

That the report be noted.

B. Supporting information

1. This report briefly describes the developing performance management framework of Specialist Crime Directorate (SCD), which is focused on delivery of the SCD annual business plan and, in particular, SCD’s contribution to the MPS/MPA Annual Policing Plan.

The performance management framework is underpinned by a number of key features:

• Delivery of mandated targets, with an increasing emphasis on ‘outcomes’ that directly affect the safety and reassurance of people and communities in London;
• Effective use of specialist resources in direct support of neighbourhoods, boroughs and on cross-border operations;
• Continuous learning and improvement e.g via the review of police actions in response to individual murders and critical incidents;
• Consistency and integration with the National Intelligence Model (NIM);
• Focussed meetings that address performance in relation to the MPS’s national and international responsibilities.
• High data standards and good ‘housekeeping’ of crime, incident and investigation records;
• An overarching emphasis on integrity and high ethical standards.

2. Within the last twelve months, Specialist Crime Directorate has consolidated its organisational structure and practices. Performance focus is now very much a part of the culture of SCD, as reflected in daily reviews, featuring, thematically, in the monthly senior management team meeting and constantly a concern of operational command unit (OCU) commanders. As well as demonstrating its capacity for fast-time response to critical incidents and organised crime, SCD has been developing the way it supports, monitors and manages the performance of the disparate units that feature within it. Unlike in Territorial Policing, where a standard range of crime types features from one borough to another, SCD OCUs’ remits range from child protection to Trident, from homicide to intelligence.

3. In developing a framework that recognises this difficulty, SCD has appointed a Commander to manage performance and review issues, created a directorate-wide management information unit and a small performance review unit and published a new range of weekly and monthly performance reports, which are geared to delivering SCD policing plan objectives and targets. SCD is now working closely with Corporate Performance Group to ensure that all its reports are accurate and correctly focused. SCD has also offered to participate in Territorial Policing’s (TP’s) ‘crime control strategy meetings’ at which performance issues are discussed with BOCU commanders. Forensic issues, represented by SCD4 Forensic Services, have already featured at such meetings.

The current structure of SCD’s performance management framework largely consists of the following:

information quality and ‘housekeeping’

4 Only recently has it become possible to ensure full consistency between SCD and MPS data and to source information from a central point, rather than ask individual OCUs to supply it. SCD management information unit now quality assures all data produced by SCD OCUs. Meanwhile, great emphasis is placed on improving the accuracy of information on crime reports and ensuring that offences and detections are properly ‘counted’.

performance visits and meetings

5. A programme of focused performance visits has developed, featuring structured visits by Deputy Assistant Commissioner (DAC) Yates to every OCU and branch within SCD. These take place during the second and last quarters of the planning year and are interspersed with performance visits by other command team members. Integrity issues are a focus of these visits and are examined in the pre-visit preparatory work. Command team members are held to account for performance in their areas of responsibility through a cycle of individual structured meetings with the SCD board of directors (Assistant Commissioner and DACs).

SCD NIM tactical tasking and co-ordinating meeting

6. The two-weekly National Intelligence Model (NIM) meeting links operational priorities to performance against the key SCD objectives. Performance data, provided by the management information unit, highlights how well particular units or functions are doing which allows the director of operations and tasking (DAC Griffiths) to direct resources towards current or anticipated performance pressures, such as rises in commercial armed robberies or shootings. AC Ghaffur’s quarterly strategic meetings ensure that performance is focussed on future direction, control stratagies and development needs.

Continuous development and review

7. SCD has devoted significant effort to reviewing operations and investigations, including a structured approach to the review of murder investigations, proactive operations, investigations into child deaths, certain critical incidents and any other investigations, as required. These feed into policy change, training (e.g via the Crime Academy) and information sharing. SCD2(1), Homicide Support, conducts the bulk of SCD operational reviews, with the aim of supporting investigations but also to improve procedures, the skill of staff and performance. SCD2(1) was recently praised by Sir Ronnie Flanagan for its progress review of the 2002 Soham investigation.

8. The performance review unit conducts quick reviews of significant issues, when tasked by the command team and good use is made of the MPS Inspectorate. Continuous improvement is driven by an SCD-wide EFQM excellence model process, which dovetails into the annual planning cycle. Current ‘areas for improvement’, with chief superintendent or ACPO rank leads include vetting, NIM integration/planning, operational resilience and diversity/work-life issues.

Individual OCUs

9. Most OCUs have their own management information units, performance structures and processes and an increased focus on personal development reviews (PDRs) as an integral part of performance management. Each OCU has drawn up its own targets and measures in support of the SCD plan and is held to account for performance, both in the bi-weekly NIM meeting and during performance visits. Several OCUs conduct their own excellence model processes. A constant theme is the need to demonstrate how OCUs impact on borough-level performance.

Themed focus

10. Recognising that certain issues require sustained or short-term emphasis, the Directorate has arrangements in place to examine defined issues. A themed review of CRIS management is currently being undertaken by the performance review unit and a DAC-led Star Chamber, meets regularly to examine OCUs’ management of overtime.

C. Race and equality impact

Equality and diversity issues feature in the various performance reports, performance visits and reviews. Further work is being undertaken to ensure a proper level of focus and understanding on such issues.

D. Financial implications

The management information unit (6 staff) and performance review unit (2 staff) are already in place. The performance management framework has implications for management and staff time although this is not yet measured or costed. The benefits, however, will be visible in terms of performance outcomes. General financial information features in a monthly performance report.

E. Background papers

None

F. Contact details

Report Author: Chief Superintendent David Morgan, MPS.

For more information contact:

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

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