Crime and Disorder Partnerships

Report: 7
Date: 12 May 2005
By: Commissioner

Summary

This report outlines the impact on Borough Operational Command Units (BOCUs) of Crime and Disorder Partnerships and includes an update on progress made in the implementation of the recommendations contained within the Metropolitan Police Authority (MPA) Scrutiny, dealing specifically with those recommendations that pertain to the Metropolitan Police Service (MPS).

A. Recommendations

That

1. the progress to date of the implementation of its recommendations as contained in the Scrutiny Report be noted; and
2. the systems in place to ensure the ongoing implementation of the report’s recommendations be noted.

B. Supporting information

1. It is clear from the vision set out by the Commissioner from his first day in office that partnership working is to be integral to the working of the MPS. In furtherance of this, he is carrying out a full Service Review, under the direct leadership of Assistant Commissioner Alan Brown. In considering partnership activity within the MPS, this review will directly address many of the issues raised in the MPA Scrutiny, especially those relating to structure and management of partnership activity.

2. The MPA Internal Audit and the Audit Commission are currently examining issues related to partnership work across the MPS. These pieces of work (including the Service Review) will provide further impetus to the significant progress already made by the MPS since the MPA Scrutiny.

3. The Crime and Disorder Act 1998 promotes the practice of partnership working to reduce crime and disorder. It places a statutory duty on responsible authorities (police, police authorities, local authorities and fire authorities) to develop and implement a strategy to tackle problems in their area. In doing so, the responsible authorities are required to form a partnership (Crime and Disorder Partnership) and work with a range of other local public, private, community and voluntary groups and with the community itself.

BOCUs engagement with Crime and Disorder Reduction Partnerships (CDRPs)

4. All BOCUs engage with their CDRPs. However, the range of this engagement varies significantly across the MPS. Some boroughs have fully integrated the principles of partnership working into all areas of their work. Interestingly, some boroughs appear to feel that partnership working is not as embedded as is in fact the case. These boroughs already have well-established networks and communication links with their partners. A number of boroughs are fully ‘joined up’ either in terms of projects or in terms of management of funds/resources.

5. Specialist Crime Directorate (SCD) has highlighted fifteen high crime boroughs in terms of serious and organised crime. In an effort to reduce the crime for each of these boroughs, a Detective Superintendent has been designated to work with each CDRP through the Borough Commander.

Impact of CDRPs on decision making on BOCUs

6. The impact of CDRPs on decision-making on BOCUs varies dramatically across the boroughs. Sutton has a fully integrated decision making process with regular joint decision and tasking meetings with their partners. A number of boroughs have co-located staff to assist with the day to day decision making, and have regular operational meetings to develop and discuss partnership issues. Even where this is not the case, boroughs have stated that they are now more inclined to consult and ask for assistance from their partners.

Local Area Agreements (LAAs)

7. The importance of Local Area Agreements has been recognised at Management Board level. Discussion will be taking place between Director of Resources, Keith Luck and Deputy Assistant Commissioner, Territorial Policing, Brian Paddick to ensure that the MPS maximises the opportunities around the introduction of LAAs. As part of this process a piece of work has been commissioned to visit the pilot sites (Hammersmith and Fulham BOCU and Greenwich BOCU) to assess the full implications of the LAAs for the MPS. It is being carried out by the Safer Neighbourhoods (Partnership Team) and Internal Audit.

MPA Crime and Disorder Scrutiny

8. 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 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.

9. This matter was last reported to the MPA in July 2004. The current report provides an overview of the updated position as of April 2005. It should be noted that the nature of many of the recommendations means that their implementation is an ongoing process.

10. 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.
4. Those recommendations associated with the identification of good practice.

11. 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 and 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.

12. The MPS has a central team (comprising three police officers and one police staff) with extensive experience of partnership working, located within Territorial Policing (TP) Headquarters. Its function is to provide support, 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.

13. 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.

14. The table presented in Appendix 1 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.

15. The MPA Scrutiny provides a useful baseline of the extent to which the MPS actively embraced partnership working. The report highlighted specific skills MPS staff require. Progress has been made in respect of probationer and recruit training providing a longer term solution to the skill gap. At the same time the TP Partnership Team has provided support and training for MPS staff currently engaged in partnership work. They have also publicised other training and developmental opportunities to BOCUs, which included the Home Office Crime Reduction College. As a result of the recent closure of the college and the training opportunities it provided, the TP Partnership Team is exploring ways of providing similar opportunities.

16. By their very nature and complexity, a number of the recommendations within the Scrutiny report required protracted work and carried potentially significant financial and resource implications. Whilst this work has been ongoing since the report was published, it is clear that given the scale of the Service Review, further opportunities are emerging, that not only incorporate but build on the recommendations.

C. Race and equality impact

1. In broad terms, the equality and diversity implications of the Scrutiny recommendations mirror the issues that affect other elements of the Service.

2. More specifically those recommendations relating to personnel (tenure, pathways and training) are of particular relevance. The partnership arena, by virtue of its breadth provides many opportunities to develop and exploit the varied skill sets and background knowledge held by MPS personnel. In order, more effectively to respond to this changing environment, the MPS is reviewing many of its practices. Notably recruit training and other courses are being delivered at a variety of sites, meeting the needs of recruits. Furthermore borough based recruit training schemes are currently being rolled out across the MPS. They are also being incorporated into the Safer Neighbourhoods programme and offer an opportunity to demonstrate the role of community focussed problem solving as an alternative career pathway.

3. Partnership by its very nature is very broad. It involves the MPS working together with all sections of the community to deliver a service which is properly tailored to meet their specific needs in what the Commissioner has termed “a new style of collaborative working”.

D. Financial implications

A number of the recommendations carry financial implications, specifically those that refer to tenure, succession planning and recommended ranks for officers engaging in CDRP work on boroughs. These are part of the Service Review and an assessment of the financial implications of these recommendations is part of this work.

E. Background papers

None

F. Contact details

Report authors: Commander James Smith, Territorial Policing Headquarters, MPS.

For more information contact:

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

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