HMIC going Local inspection programme 2003-2004

Report: 9
Date: 17 March 2005
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 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

That

1. the report be noted; and
2. the amended timetable for future submission of reports be approved.

B. Supporting information

1. Between April and June 2004, HMIC inspected the Boroughs of Bromley and Hackney as part of the ‘Going Local’ Borough Operational Command Unit (BOCU) inspection programme. 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 brief synopsis of the recommendations, actions taken and good practice is attached at Appendix 1.

2. Action plans from the two BOCUs have been sent to HMIC within the agreed timescales. Revisits are usually undertaken by HMIC at six months and twelve months after the original inspection date. However, revisits are yet to take place at both of these BOCUs. Dates have been arranged, with Bromley due to be visited on 14 April 2005 and Hackney on 15 June 2005.

Corporate issues

3. A number of common themes have been identified from these reports.

• Performance Management - HMIC emphasised 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. Both Going Local reports referred to the need for BOCUs to review and/or develop their performance management systems and review processes. The BOCU action plans indicate that a review of performance management has taken place at Hackney, and that Bromley are actively addressing HMICs recommendation in this subject area. The inspection teams examined Borough Intelligence Units (BIUs), stating that they should represent the ‘engine room’ for the BOCUs implementation of the National Intelligence Model. Both reports encourage the relevant BIUs to increase the volume and scope of daily taskings, and to increase the volume of active nominals (prominent and development) with identified ownership, target profiles and intervention plans. The BOCU action plans indicate that Bromley have completed a review of the issues mentioned above, with work at Hackney ongoing through Borough Taskings.
• Demand Management - Although HMIC makes a formal recommendation regarding implementation of a demand management strategy at Hackney, the reports contained reassuring comments regarding initiatives aimed at managing demand at both BOCUs. Details of Hackney’s progress with their recommendation is shown in Appendix 1.
• Crime and Disorder Reduction Partnerships (CDRP) - Both BOCUs were found to have strong and well established partnership arrangements, and were found to be actively working to their relevant Community Safety Strategies. It was anticipated that partnerships will be further strengthened following the introduction of Safer Neighbourhood Teams at both BOCUs.
• Leadership - Both Borough Commanders were found to have the confidence and respect of Senior Management Team (SMT) colleagues, staff associations and external partners. The inspection found that both Borough Commanders make themselves available to staff either by proactively working with teams on shift as at Bromley, or attending training days, parades or meetings as at Hackney. Many staff at both BOCUs indicated that other SMT staff were also visible and accessible.

4. It has been noted through a dip sample of a number of past Going Local reports that the few recommendations being made are fairly generic in nature. This is an issue that tends to be replicated throughout other forces.

Timetable for future reports

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

• HMIC Going Local Inspection Programme 2004 - 2005. BOCUs inspected are Richmond, Barking & Dagenham, Barnet, Enfield and Islington. HMIC revisit reports will not be available until June 2005 at the earliest.
• HMIC Going Local Inspection Programme 2005 – 2006. BOCUs to be inspected during this financial year will be Bexley, Merton, Sutton, Croydon, Hounslow, Hammersmith & Fulham, Waltham Forest, and Kingston-upon-Thames.

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: Stephen Greenfield, MPS Inspection, Liaison & Analysis Unit, DCC9 Organisational Learning

For more information contact:

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

Appendix 1: HMIC Going Local Inspections in the MPS 2003 - 2004

Hackney BOCU

• Date of inspection: 10–18 June 2004
• Report published: 14 October 2004
• Revisit due: 15 June 2005

The inspection team made the following recommendations:

1. That the Borough Command Unit (BCU) reviews its partnership structure in consultation with its key stakeholders with a view to making them dynamically drive new and emerging problem-solving initiatives under the CSS.

• Hackney have taken action to ensure that this recommendation is successfully implemented by ensuring that Community Safety partners attend both the strategic National Intelligence Model (NIM) meetings and the BTTCTG. A review of the BCU Partnership Unit structure was initiated in October 2004 and is ongoing.

2. That the BCU increases its proactive capacity following a review of its teams/units, their remit and the structure within which they currently operate.

• Following a review of CID teams, the BCU have realligned CIPP teams, reallocated resources and successfully formed one single borough Crime Squad.

3. That the BCU implements a demand management strategy, with an identified Senior Management Team (SMT) champion, that includes a thorough review of the processes, staffing and structure of its two custody suites.

• SMT champion identified, with a demand management strategy written and demand reduction steering group formed. A system of permanent custody officers has been implemented at both sites, with shift patterns reformed and agreed.

The inspection team acknowledged the following as good practice:

1. Project Crackdown, which is a comprehensive and fully co-ordinated campaign to tackle the scourge of crack-cocaine. It was supported by £200k of Home Office funding and concentrates on closing ‘crack houses’, tackling the consequential anti-social behaviour whilst also addressing demand through treatment and diversion.
2. The Missing Persons and Mental Health Unit which has enabled the development of expertise in dealing with such vulnerable individuals, closer working with partners and the conduct of quality risk management procedures so that a proportionate response to incidents occurs.
3. Operation Bantam, which is a unit, established to tackle escalating gun-related crime within the borough working closely with Operation Trident in the MPS, frequently undertaking joint work with the team.
4. The development of a SMT Forum on Aware System through the BCU intranet site within which any member of staff can pose a question to the SMT and they will always give a reply as soon as possible. Evidence from staff indicates that it is highly valued and used, thereby further enhancing the accessibility and transparency of the SMT.

Conclusion: Action plans have been submitted to HMIC as required, the latest being in February 2005. The BOCU will be revisited on 15 June 2005.

Bromley BOCU

• Date of inspection: 19–23 April 2004
• Report published: 13 July 2004
• Revisit Due: 14 April 2005

The inspection team made the following recommendations:

1. That the BCU creates a performance management framework by which all staff are accountable for their performance. This needs to include the specification of manager’s responsibilities under the APP and, where appropriate, integration within individual’s Personal Development Reviews (PDRs).

• Quality manager has reviewed compstats and MUI products, and all PDRs have been quality assured for targets. SMT are currently reviewing contents of performance reports in order to identify Areas for Improvement (AFIs).

2. That the BCU mainstreams its intelligence-led policing activity across all teams/units in a way that ensures proactivity is maximised, fully coordinated and focused

• Work undertaken on this recommendation includes restructuring of the Borough Coordination & Tasking Group and CDRP BCT, as well as a review of the briefing and tasking process.

3. That the BCU increases its pan-BCU proactive capability to tackle its priorities following a review of the remit, structure and resources of its various units/squads/teams.

• This has been achieved by restructuring Sectors to include their own proactive team, and the introduction of a dedicated POPO team to target prolific/persistent offenders.

4. That the BCU introduces a formalised system for the creation, publication, retention and effective communication of its strategies, policies and key procedures.

• Quality Assurance Manager is leading a team representing all SMT, to publish key documents on the Intranet site

The inspection team acknowledged the following as good practice:

1. The development of a BCU External Website (‘www.met.police.uk/bromley’) which was created as part of the BCUs plan to widen community involvement. The website includes quizzes for youngsters, Frequently Asked Questions (FAQs), public enquiry information, recruitment details, details of community officers and hyperlinks to various other key sites.
2. The use of MPS ‘Livescan’ equipment enabled officers to check the fingerprints of detainees against the national database so as to confirm their identity, whether they are wanted or missing and to attain accurate information concerning the detainee’s history and warning signals. Bromley BCU had risen from a low point to being the second best BCU in the MPS for its use of the system.
3. The introduction of a revised CDRP structure, through negotiation with responsible authority partners. This has enabled the co-ordination and direction of problem-solving work and the BCU to operate its NIM processes for the identification and progression of problem-profiles (slower-time work) through a group that was parallel to its (faster-time work) TCG meeting.

Conclusion: Action plans have been submitted to HMIC as required, the latest being in February 2005. The BOCU will be revisited on 14 April 2005.

Send an e-mail linking to this page

Feedback