Inspections

Report: 6
Date: 13 February 2006
By: Commissioner

Summary

This report outlines the inspection function within the MPS and its integration within the performance management of the Metropolitan Police Service (MPS). It also provides an outline of the integration with external agencies and how the Metropolitan Police Authority (MPA) will be updated on MPS inspection activity.

A. Recommendation

That Members note the report.

B. Supporting information

1. In June 2005, a review of the MPS inspection framework was undertaken, the findings of which linked into the MPS Service Review. The review proposed that each Business Group have their own performance inspection team; that there be a smaller high impact central inspectorate with an Inspection Liaison and Analysis Unit (ILAU) having the enhanced role to analyse, prioritise and action all requests for inspection activity outside of the Business Groups and task cross-business group and key strategic inspections. The benefits of this were to include alignment with the Her Majesty’s Inspectorate of Constabularies (HMIC) ‘Going Local’ strategy; the development of an intelligence led inspection regime and greater emphasis on self-inspection by local managers.

Internal inspection function

2. Following the Service Review, the MPS Inspectorate and Inspection Liaison and Analysis Unit became a strategic part of the Performance Directorate. The smaller central inspection team of fifteen staff is focused on undertaking key strategic and cross-business group inspections, together with performance-driven inspection activity. Staffing resources within the unit have been realigned to provide a research and analysis capability. The team of five staff undertake activities, such as environmental scanning in support of the inspection function and the identification of good practice and learning. In addition, this team is liaising with other forces, particularly those in our Home Office most similar forces group.

3. The role of the MPS Inspection Liaison and Analysis Unit has also been enhanced to include retaining an overview of all inspection activity and providing timely and reliable information for action. In addition, the team provides specific support for HMIC and acts as a single point of contact for the Baseline Assessment process.

4. The Business group inspection and review units have continued to undertake inspection activity within their own area of business. Their inspection activity is aligned to the HMIC Baseline Assessment frameworks and the Police Performance Assessment Framework (PPAF) domains.

Inspection programme 2006/07

5. Whilst the specific corporate inspection programme for 2006/07 is to be finalised, the intention is that all inspection activity will be based upon MPS priorities, the HMIC Baseline Assessment frameworks and PPAF domains. Areas for improvement are being identified through a Corporate Performance review process and may be allocated accordingly to the respective inspection units.

6. The MPS Inspection Liaison and Analysis Unit produce a monthly report detailing the progress of all inspection activity within the MPS. This has recently been amended and includes a page summarising all new and outstanding inspection activity. The circulation list will also be revised to include all external inspection agencies. In addition to the monthly report, it is intended to produce an annual inspection activity report.

Performance management

7. The MPS Performance Board will retain a strategic overview of performance and inspection issues. The Deputy Commissioner is personally committed to driving through the improvements identified in the MPS HMIC Baseline Assessment and receives update reports on the overall progress at each board meeting.

8. The Deputy Commissioner through the Performance Board meeting process is able to direct inspection and review activity arising from the issues/areas identified and the MPS Inspectorate has retained the capacity to respond, i.e. a recent inspection into the victim screen compliance, as a result of an improvement identified under PPAF. The Inspection Liaison and Analysis Unit have also undertaken a review of published HMIC reports to identify and promulgate good practice.

Service improvement

9. All inspection units will be required to provide monthly updates to the MPS Inspection Liaison and Analysis Unit on their inspection activity. This will include progress made on the implementation of recommendations. Any inspections identified with outstanding recommendations will be highlighted through the Corporate Performance review process. This may lead to appropriate tasking/action, including further inspection activity.

HMIC Going Local 3 process

10. The previous ‘Going Local’ process focussed upon Territorial Policing within the MPS. This situation left other Business Groups outside the scope of the HMIC local inspection process and has been identified as an area for improvement across the PPAF/baseline regime. However, as the Going Local 3 programme is a generic process, this is being used as the foundation for a local inspection programme within other business groups.

11. The HMIC piloted the new Going Local 3 methodology on Hammersmith and Fulham Borough Command Unit (BCU) earlier this month, with findings awaiting publication. The programme of visits to other MPS BCUs has recently been confirmed by HMIC.

12. It is also proposed that there will be a series of liaison meetings between the HMIC and the MPS Inspection Liaison and Analysis Unit regarding the Going Local 3 and Baseline Assessment process.

External agencies

13. The MPS Inspection Liaison and Analysis Unit is co-ordinating a programme of meetings on a monthly basis with all internal inspection units and on a quarterly basis with all external inspection agencies, such as the HMIC and the Audit Commission. This is to prevent duplication, overlap and unnecessary burden of inspection activity to the MPS. It will also provide a forum for sharing good practice and learning.

14. Both the MPA Scrutiny and Review team and Internal Audit will receive a copy of the monthly inspection progress report and be invited to attend the quarterly external inspection agency meetings. The MPA Planning, Performance and Review Committee will also receive updates on MPS inspection activity on a six monthly basis.

C. Race and equality impact

Any diversity and equality implications will form part of the MPS inspection reports.

D. Financial implications

Any financial implications will form part of the MPS inspection reports.

E. Background papers

None

F. Contact details

Report author: Julie Buckingham, MPS Inspectorate and Inspection Liaison and Analysis Unit

For more information contact:

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

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