HMIC ‘Going Local’ inspection programme 2002-2003

Report: 10
Date: 4 November 2004
By: Commissioner

Summary

In April 2001, Her Majesty’s Inspectorate of Constabulary (HMIC) embarked on a nationwide, five-year programme to inspect every Borough Command Unit (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 paper 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

That members note the report.

B. Supporting information

1. Between June 2002 and March 2003, six MPS Borough Operational Command Units (BOCUs) were inspected as part of the HMIC Going Local Programme; Greenwich, Tower Hamlets, Ealing, Havering, Southwark and Redbridge. The reports, published on the HMIC Internet site, set out inspection findings, highlight areas of good practice and make recommendations for improvement where appropriate. A synopsis of these recommendations, including the actions taken by the BOCUs, good practice and HMIC conclusions is attached at Appendix 1.

2. Action plans for the six 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. HMIC was satisfied that the recommendations made during these inspections were accepted and acted upon by the boroughs concerned and no further action, as part of the Going Local Programme, was considered necessary. Explanations for the delay in responding to Recommendations 2 & 8 from Southwark’s inspection report have been accepted by HMIC and the inspection team is satisfied that Southwark Senior Management Team will address these issues in due course. (Full details of these particular recommendations can be found in Appendix 1.)

Corporate issues identified

3. At the time of these inspections in 2002/03, there were a number of common themes throughout the reports, some of which required further discussion at a corporate level.

• Performance Management - HMIC emphasised within the reports that a key feature of a successful BOCU 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. Five out of the six Going Local reports referred to the need for BOCUs to develop their performance review systems. Subsequent reports note that all of the BOCUs have worked hard to develop strong performance management cultures, although, at the time of the re-visits HMIC made it clear that improving performance remained an issue for one or two of the boroughs inspected.
• Tasking & Co-ordinating - For some of these BOCUs there was also a need to review the structure of their weekly tasking & co-ordinating meetings. Subsequent visits by HMIC revealed improvements in terms of the focus on priorities and clearer lines of accountability.
• CRIS & Information Technology (IT) Support - HMIC was disappointed to note that a number of the BOCUs suffered from some deficiencies in IT support and access to the Crime Report Information System (CRIS). It was suggested that the BOCU commanders consider raising at corporate level HMIC’s dissatisfaction with this situation and how this was adversely impacting on performance and staff morale.
• Building Strategy - As with many sites across the MPS, some of the police stations visited by HMIC required building works for adequate use by staff and to improve accessibility and user friendliness for the public. Certain environments did little to enhance either the overall image of the MPS or the working conditions of staff.
• Level II Crime Tasking - Also of concern to the inspection team was the apparent lack of MPS Level II crime tasking facility. Again, it was suggested that BOCU commanders might wish to discuss the operational implications for borough-based policing across the MPS at a corporate level
• Partnerships - HMIC was again impressed with the effectiveness of partnerships within the community and the commitment of both staff and partners in developing these relationships.
• Leadership - The standard of leadership was also highlighted, although this varied throughout the BOCUs inspected. 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.

4. Of particular note is the inspection of Tower Hamlets BOCU that HMIC cites as an example of good practice. Performance was generally poor prior to the inspection in July 2002. Following the inspection, the new Borough commander focused the Senior Management Team and implemented the inspection recommendations. The Going Local process was fully embraced and twelve months later performance had been turned around. HMIC found clear evidence during the re-visit that the BOCU inspection created the focus for this change. A very committed Senior Management Team did an excellent job of implementation. This is a good example of how HMIC can influence change by working with BOCU teams.

Timetable for future reports

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

• HMIC Going Local Inspection Programme 2003 – 2004. BOCUs to be included are Harrow, Newham, Kensington & Chelsea, Wandsworth, Hillingdon and City of Westminster.
• HMIC Going Local Inspection Programme from April 2004. BOCUs already inspected are Bromley, Hackney, Richmond and Barking & Dagenham. Inspections arranged for this financial year but yet to take place are Barnet, Enfield and Islington.

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

None

F. Contact details

Report authors: Melanie Homer, MPS Inspection, Liaison & Analysis Unit, DCC9 Operational Learning

For more information contact:

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

Appendix 1: Her Majesty’s Inspectorate of Constabulary (HMIC) Going Local inspections in the MPS 2002–2003

Greenwich BOCU

• Date of inspection: 17-21 June 2002
• Report published: 18 September 2002
• Re-visit report published: September 2003

The inspection team made the following recommendations:

1. That the BIU crime/intelligence analysts receive SO11 corporate MPS training.

• At the time of this inspection, Greenwich had sought to enhance the quality and frequency of analyst training. Matters improved with the appointment of a Crime Analyst champion within Territorial Policing Headquarters (TPHQ). However, the need to provide enhanced additional training at a corporate level was recognised by the Metropolitan Police Service (MPS) and there is now a corporate analyst training format in place, which is delivered over a period of two years.

2. That the management structure and content of the weekly tasking and co-ordination meetings are re-evaluated.

• Following this recommendation, accountability mechanisms were established by the Borough Operational Command Unit (BOCU), supported by a redesigned Monthly Management Report (MMR) and a suite of performance indicators that focused attention on performance improvement. The HMIC re-visit found clear evidence that the borough tasking and co-ordination meetings were more focused and that they showed an increased robustness around accountability. It was also apparent that the vast majority of pro-active work was now included within these meetings.

3. That the BCU formulates a demand management strategy.

• In keeping with most MPS BOCUs, this was an area that was recognised as a corporate developmental need for the MPS. At the time of the HMIC re-visit, the BOCU had taken steps to manage demand and had developed its policing style more towards a response model to deal with immediate events. This policing style is linked to a variable shift pattern aligned to demand, which is reflected in the BOCU’s resource allocation. However, stronger links have been established between response teams and sector teams, encouraging sector managers to adopt a problem-solving approach with a view to demand reduction.

4. That a thorough review is undertaken of Borough Command Unit (BCU) quality assurance activity and how this provides qualitative information about BCU systems and processes and how the results impact on decision-making, tasking, deployment and quality of service.

• As a result of this recommendation, Greenwich undertook a number of actions as part of a full review in this area of activity. The re-visit report noted that the MMR had become more reflective of core business and was being used as a management tool for driving forward the focus on performance. HMIC was pleased to note that the BOCU would be continuing to develop in this area.

5. That the BCU conducts further diversity training for all staff to build on the external issues already covered but with some additional emphasis on the internal influences affecting the BCU.

• A borough diversity strategy was produced by Greenwich covering both external and internal issues. In addition to the completion of Community and Race Relations (CRR) training, the role of the Independent Advisory Group (IAG) was expanded, and communication and engagement with BOCU staff was enhanced through a number of internal forums.

Conclusion: HMIC is satisfied that all of the recommendations made during the inspection of Greenwich BOCU have been accepted. Evidence was found during the re-visit that work had been undertaken to implement the recommendations in a positive way. Any delay in implementation at the time of the re-visit was as a consequence of work being progressed at a corporate level. BOCU action has led to demonstrable improvements and no problems have arisen that are likely to affect performance or merit further scrutiny by HMIC’s inspection team.

Tower Hamlets BOCU

• Date of inspection: 1-5 July 2002
• Report published: 1 November 2002
• Re-visit report published: September 2003

The inspection team made the following recommendations:

1. That counter-terrorism work is included in the Crime and Disorder Reduction Partnership (CDRP) activities and the BCU commander reviews his role within the partnership with a view to sharing the chair of the strategy groups with other partners.

• During the re-visit inspection, HMIC noted that partnership activity around counter-terrorism was well established, well tested and that the appropriate links between police, the local authority and the business community were clear and well defined. The BOCU was confident in the ability of its staff, local authority partners and business partners to respond in a co-ordinated manner to the terrorist threat.

2. That a more robust performance management structure is introduced, so that staff at all levels are clear about what is required of them and are held to account.

• Following a review of the management information unit and the type of data produced, a number of initiatives were introduced, including the development and initiation of PATH (Performance Analysis, Tower Hamlets), a monthly team-based performance data report focusing on priority crimes, identifying and sharing good practice as well as highlighting areas for improvement. A greater degree of accountability was also introduced into the weekly tasking and co-ordinating meeting with improved use of performance information.

3. That there be further development of National Intelligence Model (NIM) on the BOCU. This should involve a strategic assessment of the nature of the crime and disorder problems affecting the BOCU, which should then be reflected in a written control strategy and regularly produced tactical assessment.

• HMIC’s re-visit confirmed that a substantial amount of work was carried out by the BOCU in response to this recommendation. A focus group of stakeholders was set up to discuss and agree actions and a wide programme of research and consultation was undertaken. Following a strategic assessment of the crime and disorder problems, a control strategy was agreed in June 2003. The responsibility for performance analysis was realigned to the MIU who produce a weekly documented tactical assessment, incorporating target and problem profiles as well as performance data.

4. That there is a review of the roles and responsibilities of the Borough Intelligence Unit (BIU) with the view to removing the burden of non-core tasks. It would also be appropriate to review whether the unit is in the most appropriate location to ensure that relevant criminal intelligence is easily accessible to all staff on the BCU.

• A project team was established to review the roles and responsibilities of the BIU and at the time of the re-visit work was being finalised. The borough developed a model for an Integrated Borough Operations (IBO) facility in preparation for the implementation of C3i. However, at that time, accommodation issues were still being addressed. As an interim measure, the introduction of a (de)briefing and tasking support team would provide the vital link between teams at different locations.

5. That a review is carried out of the tasking and co-ordination meeting with a view to including only key individuals and widening its focus to include all crime and operational matters.

• A review of the Borough Tasking Co-ordinating Group (BTCG) meeting has resulted in a NIM-compliant meeting, where the control strategy drives the business of the tasking and co-ordinating process. Key decision makers, including partners from the crime and disorder reduction unit at London Borough of Tower Hamlets attend. A tasking diary is being developed to maintain records of all taskings, and to assist in reviewing the previous week’s tactics.

6. That a fundamental review is carried out of the present crime investigative structures and processes. This should include the reactive and proactive CID strengths, the number of squads, their location and the quality of the accommodation.

• A thorough review of structures and processes was carried out by the BOCU. At the time of the re-visit, HMIC concluded that the borough did not have sufficient resilience to allow a geographical split in the reactive CID. The focus has instead been on greater supervisory resilience, to offer support and direction to staff, combined with functional splits in delivery of some elements of the CID workload.

7. That the BCU reviews its management of forensic issues to ensure that all forensic hits are acted upon, backed up by a robust audit trail and management tracking processes.

• A dedicated docket squad has been formed, with documented terms of reference, to deal with priority crime fingerprint and DNA dockets, with a remit to implement positive action within 72 hours of receipt. A weekly report is provided to the crime manager for supervision and performance management. The borough forensic manager also runs a ‘spot check’ of outstanding dockets. The implementation of more robust systems has resulted in the centralisation of all existing dockets and the development of a single point of management for all new dockets - including non-priority crime - to ensure that a complete tracking system is maintained. A documented DNA and fingerprint docket audit trail has been produced.

8. That the BCU reviews the findings of the crime audit to establish systems and processes that ensure future compliance with the National Crime Recording Standard (NCRS).

• A review of the crime audit was undertaken by the BOCU. During their re-visit, HMIC noted that effective NCRS systems were in place at Tower Hamlets, with monthly monitoring to ensure compliance.

9. That the BCU carries out a fundamental review of its policing strategy including all the existing systems, structures and processes. The primary aim should be to improve performance outcomes against targets with a suggested starting point being a review against the MPS Policing Model.

• A comprehensive programme of consultation was undertaken to capture the views of a wide range of borough staff with regard to the preferred policing style of the borough. HMIC’s re-visit confirmed that the borough had achieved much in terms of a review of structures and processes, with new systems, dedicated squads and dedicated focus desks in place to bring about improved performance. At the time of the re-visit, many of these changes had not taken hold, as further changes were still in the process of implementation. HMIC felt that a period of consolidation would be required for the borough to see the benefit of the work conducted in response to the recommendations made by HMIC.

Conclusion: HMIC is satisfied that all of the recommendations made during the inspection of Tower Hamlets BOCU have been accepted and acted upon. Action has led to demonstrable improvements and no problems have arisen that are likely to affect performance or merit further scrutiny by HMIC’s inspection team. It is noted that HMIC cited the Tower Hamlets BOCU inspection as an example of good practice and a good example of how HMIC can influence change by working with BOCU teams.

Ealing BOCU

• Date of inspection: 7–11 October 2002
• Report published: 31 March 2003
• Re-visit report published: 5 October 2004

The inspection team made the following recommendations:

1. That the BCU implement measures to ensure Crime and Disorder Reduction Strategy (CDRS) activity is mainstreamed across the borough.

• HMIC’s re-visit found that Ealing had responded positively to this recommendation. The creation of a parallel Tactical Tasking and Co-ordination Group (TTCG) for the co-ordination of problem-solving initiatives and the integration of the Chief Inspector (Partnership) and inspectors on the CDRP action groups had helped to mainstream partnership activity. However, the BOCU commander was still concerned about the lack of activity from the London Borough of Ealing (LBE). Whilst there was evidence of good co-operation at a tactical level, there remained concerns that there was not a meaningful strategic commitment to community safety. The BOCU commander is rightly addressing this issue directly with LBE hierarchy.

2. That the BCU develop a performance review system, which holds senior/middle managers and supervisors accountable for delivery of the BCU policing priorities.

• Following this recommendation, a number of meetings were held to discuss the focus of performance activity. HMIC has found that performance has improved significantly. The introduction of a monthly ‘Improving Borough Performance’ meeting has proved constructive yet challenging. Performance management from inspector downwards is being held to varying degrees across the BOCU and may need further prescription. The MMR is to be further developed.

3. That the BCU reviews its present structure taking into consideration the views of staff and the need for an inclusive corporate structure able to focus on delivery.

• A new borough structure was implemented in November 2002. Further re-structuring has taken place since February 2003. HMIC has found that the changed structure and the augmentation of an additional superintendent have helped remove the concerns over silo working. Responsibilities for all have been formalised through role profiles and will be integrated within PDR objectives. The introduction of the themed groups to address key issues arising from staff consultation has proved a positive step. There is now much more staff inclusion in key decision-making.

4. That a programme of work be developed from the findings of the Assistant Commissioner Territorial Policing (ACTP) health check on the BIU and progress is rigorously monitored by the Senior Management Team (SMT).

• An action plan was developed and implemented in line with NIM guidelines. As a result, HMIC found a well-led, properly structured and resourced BIU, producing and using key NIM products routinely. Proactivity is generated through Pro-Active Tasking Plan (PATPs), tasking and problem-solving. HMIC felt there to be some scope for an increase in the quality/quality of taskings with a more robust system of issue/resulting.

5. That the BCU reviews the management, structure and content of the Borough Co-ordinating & Tasking Group meeting.

• A review was undertaken of the structure, content and attendees of the meeting. Changes, including the development of external links, have been implemented.

6. That the BCU implements a programme of disclosure training to provide officers with the knowledge and skills to maximise the opportunities presented by forensic hits.

• Action was undertaken by the BOCU to ensure that the training issues identified by the recommendation were taken forward. All staff have been trained in disclosure since the original inspection, together with a very useful input on crime classification/detection rules/procedures.

7. That the BCU conducts further work to ensure that the lessons learnt in recent high profile individual and cultural issues are fully addressed, embraced and integrated at all levels of the BCU, so that staff can move forward.

• The BOCU commander has met with the key individuals affected by these issues to address reasonable concerns. A new bespoke diversity strategy is being developed following extensive staff consultation and liaison with DCC4, which will no doubt help to improve the BOCU’s resilience and help reduce the risk of reoccurrence of issues of this nature.

Conclusion: HMIC is satisfied that all of the recommendations made during the inspection of Tower Hamlets BOCU have been accepted and acted upon. Although Recommendation 1 is proving difficult due to the limited tangible strategic commitment from the London Borough of Ealing, HMIC is confident that the BOCU commander is handling this correctly without the need for further scrutiny by their inspection team. Action has led to demonstrable improvements and no problems have arisen that are likely to affect performance.

Havering BOCU

• Date of inspection: 25–30 November 2002
• Report published: 21 May 2003
• Re-visit report published: September 2004

The inspection team made the following recommendations:

1. That the BCU implements measures to ensure CDRS activity is mainstreamed across the borough.

• A number of measures were introduced on the borough following this recommendation. Interviews with staff during the HMIC re-visit demonstrated that there is a developing focus upon CDRP activity and it is being mainstreamed across the borough.

2. That the BCU develops a performance review system, which holds senior/middle managers and supervisors accountable for delivery of the BCU policing priorities.

• It was clear from interviews held during the HMIC re-visit that staff within Havering BOCU are more conscious of performance management and that briefing styles have changed to create a better performance focus. Although the borough has worked hard to develop an evolving performance management culture, it has yet to fully embrace the PDR system to focus individuals into borough targets. This was particularly evident within the SMT. The criminal justice unit at Havering is consistently in the MPS top ten boroughs for all categories assessed.

3. That the BCU prepares and implements as per the NIM, a strategic assessment, control strategy and tactical assessment. These will benefit the BCU in assessing and contextualising crime and disorder hotspots and performance.

• A review of the Borough Co-ordinating and Tasking Group (BCTG) and PATP, conducted by TPHQ, was completed in July 2003. The NIM strategic assessment is now complete and the BOCU is NIM compliant.

4. That the BCU reviews the management, structure and processes of the BIU to ensure the significant investment made in it is providing best value.

• Since the review, a new detective inspector has been selected and appointed to lead the BIU. The Borough commander is confident that the effectiveness of the BIU will improve as a result.

5. That the BCU implements a programme of disclosure training to provide officers with the knowledge and skills to maximise the opportunities presented by forensic hits.

• The crime intervention team now deals with all forensic hits in order to achieve maximum benefits. Training has been delivered and attachments to the team ensure that knowledge is further cascaded. HMIC noted that the procedures had been tightened up and that only qualified staff can now complete this task.

6. That the BCU implements a programme of training to provide officers with the knowledge and skills to apply the MPS policy on crime investigation and allocation in a consistent manner.

• All crime management unit and telephone investigation unit staff are trained in the new policy. The BOCU commander reviewed all complaints or grievances from the policy received during the first three months. HMIC noted that the training had been provided as recommended.

The inspection team acknowledged the following as good practice:

1. Havering runs a full-time volunteer police cadet scheme. Activities include community work, crime prevention, accident reduction measures and environmental work. HMIC feels that this scheme is noteworthy practice and suggests that there is potential for further development to include those young people who are marginalized and in danger of offending.

Conclusion: HMIC is satisfied that all of the recommendations made during the inspection of Havering BOCU have been accepted and acted upon. Action has led to demonstrable improvements and no problems have arisen that are likely to affect performance or merit further scrutiny by HMIC’s inspection team. The re-visit report makes it clear that improving performance remains a key issue for Havering. Two reviews of the BOCU have been conducted and the borough has been assessed as NIM compliant. Havering has worked hard to develop an evolving performance management culture and early indications are that performance in 2004/05 is improving.

Southwark BOCU

• Date of inspection: 3–12 February 2003
• Report published: 1 September 2003
• Re-visit report published: October 2004

The inspection team made the following recommendations:

1. That the BCU takes steps to fill the Problem-Solving Advisor (PSA) post; this will provide the impetus needed to assist the integration of problem-solving activity and Intelligence Lead Policing (ILP).

• The post of PSA has been filled. A community/anti-social behaviour focus desk has been established within the BIU and a community intelligence analyst services community desk needs. During HMIC’s re-visit, the inspection team dip-sampled various examples of the problem-solving initiatives form 301 and reviewed the structure of the community desk and its input into tasking. There is clear linkage to the tasking process and a commendable turnover of community intelligence. There is strong evidence of problem-solving delivering successful initiatives and a database is maintained by the PSA monitoring their progress. There has been a substantial reduction in burglary, which can be attributed to problem-solving and partnership being integrated into local authority planning processes.

2. That the BCU review the structure of Karrot, establishes its impact on crime, the fear of crime and the level of truancy and ensures that these opportunities are being maximised.

• Establishing a performance management framework for Karrot has proved to be problematic, since linking causal impact specifically to Karrot activity is not possible without taking into account the interplay between many diverse factors. The BOCU has put into place a number of output measurements as well as a feedback process from schools involved in the project. Truancy rates are measured, but reductions in anti-social behaviour are difficult to measure. Southwark is looking at the measurements being developed as a result of the Safer Schools initiatives for opportunities to adapt them to the Karrot programme.
• HMIC notes that outcome measurement is still to be developed and accepts the reasons for the delay. The beneficial impact of the initiative on community confidence has been highlighted; it is felt to have considerably strengthened relationships between Southwark and the schools situated within its environs. This is evidenced by the open and enthusiastic manner in which police officers are welcomed into schools, the manner in which information is exchanged and operations requiring support from teaching staff facilitated.

3. That the BCU develops a performance review system, which holds senior/middle managers and supervisors accountable for the delivery of the BCU policing priorities.

• A framework has been designed and implemented that sets out clear expectations of performance contributions and the links to the policing plan and Performance and Development Review (PDR) process. HMIC’s re-visit report notes that performance has shown a sustained improvement across most priority crime areas over 2003/2004, and the last quarter in particular. The process is robust and staff are aware that performance contribution will be scrutinised at various levels across a widely published range of indicators.

4. That the BCU develops management information data, which allows managers and supervisors to review the present MMR package and assess the contribution made by staff and individuals towards the BCU policing priorities.

• The new MMR is a comprehensive management tool that gives managers insight into performance down to individual team and constable level as appropriate. Significant resources have been invested into the performance unit and performance is being monitored effectively. This will also enable an evaluation of ‘what works’ and provide a clearer focus to tasking processes. HMIC’s re-visit report draws attention to the steady improvement in performance on Southwark BOCU. The inspection team interviewed managers who provided evidence of being held to account through a series of different recorded processes. An improved MMR enables more informed and focused daily and weekly tasking.

5. That the BCU prepares and implements as per the NIM, a strategic assessment, control strategy and tactical assessment. These will benefit the BCU in assessing and contextualising crime and disorder hotspots and performance.

• Southwark has delivered all aspects of this recommendation. HMIC reviewed the strategic assessment, control strategy and tactical assessments and found them to be of quality as well as informing and driving the BOCU policing activity. Southwark has achieved particularly creditable results in robbery and burglary reduction and, at the time of the re-visit, led the MPS in motor vehicle crime reduction.

6. That the BCU reviews the management, structure and processes of the BIU to ensure the significant investment made by the BCU is providing best value.

• The BIU has been restructured and is now NIM complaint. Analysis is of a quality standard and NIM business processes are clear and, where appropriate, innovative. Of particular note is the success of the burglary focus desk, which has implemented a system of forensic hits and warrant management that has resulted in the arrest and conviction of several BOCU nominals.

7. That the BCU reviews its policy on the investigation of vehicle crime to ensure that victims of crime do not receive an inconsistent level of service and that all opportunities to disrupt criminal activity are maximised.

• The policy on motor vehicle crime has been clarified and the BIU now has a focus desk and analyst. HMIC found a combination of factors affecting a very creditable reduction in motor vehicle crime. Problem solving has been introduced and many initiatives are focused on vehicle crime reduction. Additionally, the management of forensic hits and warrants is robustly monitored as well as being integrated into the tasking process.

8. That the BCU develops a demand management strategy.

• Southwark has not yet designed an integrated demand management strategy, although there are a number of initiatives under development. The BOCU is undergoing a major restructuring pending the ‘go live’ date for a borough operations unit, which it is piloting for the MPS. This will have a significant impact on demand management, making it a centrally managed function. Given that this is a project linked to an MPS demand management strategy, Southwark has delayed designing one of its own. The BOCU commander is aware that this work is outstanding but has decided to postpone investing BOCU resources in a demand management project pending implementation of the BOU. HMIC supports this.

The inspection team acknowledged the following as good practice:

1. The ‘Mobilising Southwark Youth against Guns’ initiative.

2. The establishment of the ‘critical incident panel.’

3. The training programme for probationary officers to give them experience of giving evidence at court.

Conclusion: With the exception of Recommendations 2 & 8, HMIC is satisfied that the recommendations made during the inspection of Southwark BOCU have been accepted and acted upon. Action has led to demonstrable improvements and no problems have arisen that are likely to affect performance or merit further scrutiny by HMIC’s inspection team. Explanations have been provided to HMIC for the delay in responding to Recommendations 2 & 8. These are accepted and the inspection team is satisfied that Southwark will address these issues in due course. A further follow-up visit will be arranged.

Redbridge BOCU

• Date of inspection: 3–7 March 2003
• Report published: 23 July 2003
• Re-visit report published: September 2004

The inspection team made the following recommendations:

1. That the BCU further develops its performance review process to ensure it holds middle managers and first-line supervisors accountable for the delivery of the BCU policing priorities.

• Action under this recommendation includes the development of the meeting structure to monitor and drive performance. Compsat-type meetings are held using management information data and a stronger performance culture has been developed.

2. That the BCU develops management information data, which allows managers and supervisors to review performance and assess the contributions made by staff and individuals towards the BCU policing priorities.

• Individual management information data is now available within a comprehensive MMR.

3. That the BCU prepares and implements a control strategy and tactical assessment, which will benefit the BCU in assessing and contextualising crime and disorder hotspots and performance.

• HMIC found that the Redbridge was compliant with NIM.

Conclusion: HMIC is satisfied that all of the recommendations made during the inspection of Redbridge BOCU have been accepted and acted upon. Action has led to demonstrable improvements and no problems have arisen that are likely to affect performance or merit further scrutiny by HMIC’s inspection team. The re-visit report makes it clear that improving performance remains a key issue for Redbridge. However, the BOCU has worked hard to develop a strong performance management culture and performance is generally moving in the right direction.

Send an e-mail linking to this page

Feedback