Security clearance processes improvement review - implementation report

Report: 15
Date: 14 September 2006
By: Commissioner

Summary

This report:

• provides an update on the Security Clearance Processes (also known as vetting) and the progress being made in delivering the recommendations; and
• informs the Planning Performance and Review Committee (PPRC) of the Management Board Decision of June 2006 and the establishment of a unified command embracing Personnel Security Group – Staff Vetting, CO4 Character Enquiry Centre, SCD 10 (5) PNC Bureau, and SCD 10 (6) Overseas Visitors Registration Office (OVRS).

A. Recommendation

That the report be noted, in particular the key decision of Management Board to form a new Operational Information Services Command (OIS) and that the recommendations of the Service Improvement Review (SIR) are now embraced within the OIS command project.

B. Supporting information

1. Following the scoping exercise carried out by DCS Flower a paper was considered by Management Board on the 6 June 2006 making proposals for the creation of a unified command involving, DPS Personnel Security Group – Staff Vetting, CO4 Character Enquiry Centre, SCD 10 (5) PNC Bureau, and SCD 10 (6) Overseas Visitors Registration Office (OVRO), SO14 Royalty Vetting unit and SO12 National Security Vetting unit. This work builds on that of the SIR.

2. After careful consideration of the issues Management Board decided that SO12 National Security Vetting should be excluded from the scope of the new command and SO14 Royalty Vetting should be excluded until funding for the necessary posts is secured through the Royalty & VIP Executive Committee - RAVEC.

3. In the period since the last report to PPRC there has been considerable strain placed on the vetting function within the MPS by PCSO and MSC recruitment. This resulted in interim arrangements for vetting being introduced in order that a more timely result commensurate with HR recruitment needs is achieved and at the same time maintained an appropriate level of risk management. However, the demand for vetting continues to be an organisational challenge as various aspects of the process are outside MPS control. The MPS has forged new working relationships with partner agencies so that our position is much better than it might otherwise be but there is more work to be done.

4. The work of the PNC bureau has been subject to scrutiny by Her Majesty’s Inspectorate of Constabulary and an action plan for performance improvement is being worked on. This has already achieved results, which are the subject of a separate report to this committee.

5. The work of OVRO was recently the subject of an MPA audit that recommended the units future role and place within the MPS be examined. The MPS strongly held belief is that the unit is a valuable source of information but that it needs much better integration within the MPS information and intelligence structure. The OIS project will address this point.

6. CO4 is an outward facing information provider. The unit responds to Criminal Records Bureau enquiries. The work involves important decisions that have to be taken within an appropriate legally robust framework. The demand for these services continues to expand. The IT systems used by the unit provide some interesting indicators for how business could be improved in other parts of the new OIS business area.

7. The key drivers behind the need to form the new command have been identified as:

• The threat of further terrorism requiring additional resources
• HMIC concern over PNC
• Bichard
• The Olympics

8. The project should provide:

• Increased access to information
• Improved IT
• Business resilience
• Improved process and decision making
• Opportunity Cost Savings

9. The project team has now been formed and work is taking place to map current workflow. A Project Initiation Document is in the process of being written. The recommendations of the original SIR are taken forward within this new project save those relating to SO12 and SO14. The project is part of the Intelligence, Covert Policing and Tasking programme led by AC House. This programme reports to the Met Modernisation Programme. The project is currently being planned in consultation with the units involved and stakeholders. The project costs currently only include the project team. A full timetable will be prepared with a view to the new command becoming functional in the spring of 2007. There will however, be longer-term activity to introduce the IT and the changes that this will drive. Moves of accommodation will be planned and introduced once future business need is more fully understood and staff have been fully consulted on the issue.

C. Race and equality impact

All equality implications were fully evidenced within the original ICG SIR final report. No new issues with regards to equality have been identified.

D. Financial implications

The project costs are contained within the existing MPS budget as all staff are from the affected business areas.

E. Background papers

None

F. Contact details

Report author: Detective Chief Superintendent Phil Flower, MPS

For more information contact:

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

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