Inspections

Report: 14
Date: 14 September 2006
By: Commissioner

Summary

This report provides an update on the inspection function within the MPS and its integration within the performance management of the MPS. It also provides an outline of 2006/07 inspection programme.

A. Recommendation

That Members note the this report.

B. Supporting information

1. This report outlines how inspection is being used an improvement tool across Metropolitan Police Service (MPS) business groups and its integration within the performance management structure. It also provides an outline of the inspection programme for 2006/07.

Inspection programme 2006/07

2. The MPS inspection programme for 2006/07 is based upon MPS priorities and critical performance areas, HMIC Baseline Assessment frameworks and PPAF domains. Key areas for improvement are identified through a Corporate Performance review process and are allocated accordingly to the respective units.

3. The MPS has the capacity to undertake inspection activity at both a strategic and business group level. The MPS Inspectorate is focused on undertaking key strategic and cross-business group inspections, together with performance-driven inspection activity. It also provided the strategic overview for the MPS response to the HMIC 2005/06 Baseline Assessment process.

4. The Business group inspection and review units undertake inspection activity within their own area of business. A number of these units have identified a programme of inspection visits over the forthcoming months dependant upon business group requirements.

5. To facilitate the co-ordination of all inspection activity within the MPS, the MPS Inspection Liaison and Analysis Unit (ILAU) produces a monthly progress report. This details forthcoming inspection visits and the progress on implementation of all recommendations. It is circulated to internal inspection units and external agencies and a summary of all new and outstanding inspection activity is provided to Performance Board. In addition to the monthly report, an annual inspection activity report will be produced in December 2006.

Performance management

6. The MPS Performance Board retains 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.

7. The Deputy Commissioner through the Performance Board meeting process is able to direct inspection and review activity arising from the issues/areas identified.

8. By focusing on performance-driven inspection activity, together with key strategic and cross-business group inspections, the central MPS Inspectorate responds to taskings from Performance Board, i.e. recent inspections into the compliance against the Victims Code of Practice. In addition, the unit provides a research and analysis function, such as environmental scanning in support of inspection activity. This has enabled the team to forge links with other forces to share good practice and learning, particularly those in our Home Office most similar forces group.

9. Whilst retaining an overview of all inspection activity, the Inspection Liaison and Analysis Unit also provides timely and reliable information for action. In particular, the team provides specific support for Her Majesty’s Inspectorate of Constabulary (HMIC) and acts as a single point of contact for the Baseline Assessment process.

Service improvement

10. All inspection units are required to provide monthly updates to the Inspection Liaison and Analysis Unit on their inspection activity. This includes progress made on the implementation of recommendations. Any inspections identified with outstanding recommendations are highlighted through the Corporate Performance review process. This can lead to appropriate tasking/action, including further inspection activity. The Inspection Liaison and Analysis Unit also undertake reviews of published HMIC reports to identify and promulgate good practice.

HMIC going local processes

11. Analysis of the reports completed within the HMIC Going Local 2 process showed a number of repeated recommendations, including the need to introduce a Demand Management strategy and performance management systems. Recommendations identified from a Best Value review on a demand management strategy were progressed by TPHQ in consultation with the MPA. The subject was further addressed by the introduction of MetCall Standard Operating Procedures (SOPS). The development of a Corporate Performance Framework is being undertaken by the Performance Directorate. This will enhance performance management between business groups and ensure a holistic approach.

12. The HMIC Going Local 3 programme is due to be formally launched in October 2006. Prior to this, a number of MPS Borough Operational Command Units (BOCUs) have already been inspected by HMIC using all or elements of the Going Local 3 process. The findings on only one of the BOCU visits have been published so far and work is being undertaken by the ILAU to ascertain an update on the progress of the implementation of the recommendations.

13. It has been identified that the use of the Going Local 3 self-assessment template would benefit all units to identify areas for improvement and good practice. Therefore it is proposed, subject to consultation from key stakeholders, that an abridged version of the template be used by both BOCUs and Operational Command Units (OCUs) as a local inspection tool. Action plans to address the identified areas for improvement will be monitored by the MPS Inspectorate and any key areas regarding Service improvement will be highlighted to Performance Board.

14. It is proposed that there will continue to be a series of liaison meetings between the HMIC and the ILAU regarding the Going Local 3 and Baseline Assessment processes. It is also proposed that the ILAU will manage a formal review process of the Going Local 3 programme within the MPS and provide an update to the MPS Performance Board and the MPA.

External inspection activity

15. The Inspection Liaison and Analysis Unit co-ordinates 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 also provides a forum for sharing good practice and learning.

16. The MPA Scrutiny and Review team and Internal Audit receive copies of the monthly inspection progress report, which details all current and forthcoming external inspection activity. Both units are also represented at the monthly internal inspection meetings and the quarterly external inspection agency meetings.

HMIC Baseline Assessment process

17. For the 2005/06 HMIC Baseline Assessment process, the MPS Inspectorate was deployed to assist Business Groups to prepare their submissions, secure supporting evidence and collate required documentation, minutes and reports. This process provided more Quality Assurance and ensured that the submissions tendered by the MPS remained strategic, provided best evidence, collated all key documentation and submitted actions (areas for improvement) that were truly key and strategic.

18. Following the completion of the MPS submission, the Inspection Liaison and Analysis Unit has created an action plan for the identified areas of improvement. This is to enable business groups to progress and record the action being taken, in advance of the publication of the final HMIC report in October 2006.

19. The progress of all actions will be monitored and collated by the Inspection Liaison and Analysis Unit, who will provide Performance Board with an update on the progress of the areas of improvement on regular basis.

20. Details of the progress on all areas of improvement from the 2005/06 action plan will then be integrated into the 2007 Baseline Assessment process. This demonstrates continuing commitment by the MPS to the Baseline Assessment process and provides further evidence of continuous improvement.

C. Race and equality impact

Any diversity and equality implications will form part of the MPS inspection reports. In addition, race and equality matters will be addressed through alignment of the corporate inspection programme to the HMIC Baseline Assessment frameworks. The MPS is developing an equality scheme, which includes performance management elements. The MPS is also working towards achieving the Equality Standards fir Local Government. This will require local units to develop action plans for addressing areas for improvement. The MPS Diversity and Citizen Focus Directorate has developed a performance management framework for the MPS Diversity Board to drive performance improvements through a range of activities.

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, MPS

For more information contact:

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

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