PPAF and Baseline Improvement Plan

Report: 11
Date: 16 January 2007
By: Director of Strategy Modernisation and Planning Directorate on behalf of the Commissioner

Summary

This report outlines the how the MPS is responding to the areas for improvement identified in the PPAF and Baseline Assessment 2005-06 particularly those areas that have been identified as “Fair”.

It also includes an update on progress being made to improve PNC performance. Details of progress against timetable are included.

A. Recommendation

That Members note the content of the report.

B. Supporting information

1. In preparation for the publication of the final HMIC Baseline Assessment report for the MPS, an action plan was created by the Inspection Liaison and Analysis Unit (ILAU) for the 189 identified areas of improvement. This enabled business groups to progress and record the action being taken, in advance of the report being published on 24 October 2006.

2. Since October, updates to the action plan have been requested from the respective business leads on a bi-monthly basis. All responses have been continually monitored and collated by the ILAU, with the action plan being updated accordingly.

3. Management of the action plan process has also included all responses being quality assessed to ensure that a comprehensive strategic response has been provided.

4. Position papers on the progress of work to address all AFIs have been provided to MPS Performance Board on a bi-monthly basis, with the next update due in February 2007.

Progress on areas for improvement

5. A breakdown on the current status of the 189 Areas for Improvement (AFIs) is as follows:

• 131 AFIs currently have work in progress.
• 26 AFIs are shown as completed. It is considered by the respective business leads that work is fully in place to address these areas.
• 10 AFIs are shown as requiring no further action, no current plan or no action required. It is considered by the respective business leads that either no further action is required as the work already in place is sufficient to address the AFI, or that there is no work currently planned, or that no action will be taken, as the AFI is not agreed.
• An update is awaited on 20 AFIs. Responses are being continually sought from the respective business leads

6. In preparation for the 2006/07 Baseline Assessment process, work has been identified in specific frameworks to support the inspection activity due to be undertaken by HMIC. This will also ensure continued monitoring of progress against the AFIs identified in the 2005/06 process.

7. The next Baseline Assessment programme will commence in March 2007 and take place over a two-year period. It will focus on eight priority protective services specifically;

• Managing Critical incidents (including firearms);
• Major Crime;
• Tackling Serious and Organised Criminality;
• Civil Contingency Planning;
• Public Order;
• Strategic Roads Policing;
• Protecting Vulnerable People;
• Professional Standards.

8. To address the AFIs in those frameworks due to be inspected as part of the 2006/07 process, a summary of the work in progress is detailed below. The remainder of the AFIs are detailed in Appendix 1.

Managing critical incidents & major crime – grading of excellent/stable

9. Six AFIs were identified in this framework, one of which has been completed and five have work in progress. These include:

• Implementation of the Metropolitan Intelligence Bureau in April 2007 to address co-ordination of all intelligence products centrally that have strategic impact;
• Rollout of CRIMINT Plus in March 2008 to enable maximum interrogation of intelligence systems to establish links; and
• A wider programme of violent and dangerous risk management being undertaken to address the use of MAPPA to monitor and manage Trident/Trafalgar nominals.

Tackling serious & organised criminality – grading of excellent/improved

10. Nine AFIs were identified in this framework; two of which have been completed and seven have work in progress. These include:

• Implementation of the Metropolitan Intelligence Bureau in April 2007 to address the compartmentalisation of criminality across MPS intelligence structures and close monitoring of analytical capability for serious and organised crime;
• Delivery of the Corporate Tasking Project by September 2007 to address the gap in intelligence analysis and tasking process for tackling some cross border volume crime; and
• Ratification of the MPS/SOCA Tasking Standard Operating procedure in January 2007 to ensure effective intelligence and operational links at all levels.

Providing specialist operational support – grading of good/improved

11. This framework covered the areas of firearms, public order, mounted branch, civil contingencies, air support, dog support and marine support.

12. HMIC identified 23 AFIs in this framework. Of these, one has been completed, three have no further action required and 19 have work in progress. These include:

• Ongoing development of a Corporate Tasking Governance structure to address the issue of a joined up approach to the use of MPS resources;
• Development of a number of initiatives to address under representation for gender and VEM in specialist units; and
• Development of the Central Operations Business Group Framework to include the business group plan.

Strategic road policing – grading of excellent/stable

13. HMIC identified six AFIs in this framework. Of these, two have been completed and four have work in progress. These include:

• Development of a National Tactic in respect of ANPR, which should address an opportunity to improve performance within the ANPR unit;
• A projected decrease in total killed or seriously killed casualties (KSIs) from 2005/06 to 2006/07 of 6%; and
• An increase in MPS seizure capacity for vehicles driven by uninsured or unlicensed drivers, by acquisition of site for a car pound by March 2007.

Protecting vulnerable people – grading of fair/improved

14. This framework covered the areas of Public Protection, Child Abuse Investigation, Domestic Violence, MAPPA and Missing Persons. HMIC identified 25 AFIs in this framework. Of these, 20 have work in progress and include:

Public protection

• Establishment of the Public Protection Steering group to set the direction of Public Protection within the Service. It is to consider a draft Strategic Action Plan in early 2007 for the prioritisation of future work and in addition, performance guidance for BOCU Commanders has been developed in relation to Public Protection issues. This is to address the lack of clarity for some specialist staff regarding the MPS Public Protection programme and lack of performance indicators around all elements of vulnerability.

Child abuse investigation

• Delivery of the Centrex Child Abuse Investigation Course in January 2007 to ensure that minimum standards of investigation are applied;
• A Joint Intelligence Group between Child Abuse Investigation Command, TP Intelligence, Clubs and Vice OCU and the Maxim Human Trafficking Team which should address tasking, cross business issues and analytical commissioning issues;
• Implementation of a new reporting procedure of police protection due in January 2007 to assist with the development of designated officers;
• The MPS working in partnership with LCPC to examine common themes from Serious Case Reviews with a view to sharing good practice.

Domestic violence

• Regular performance management review by the TP Command Team and the Violent Crime Directorate, with emphasis placed on SPI8a data, in addition to other quantative and qualitative issues regarding domestic violence. This should address any performance management issues;
• Training in respect of domestic violence being reviewed, with respective courses being updated, as appropriate. This should address the lack of corporacy regarding training; and
• A review of staffing levels in CSUs across the MPS, which is now considered as part of the liaison process between the Violent Crime Directorate and the BOCUs. This should address any variation in resourcing in CSUs across the MPS.

MAPPA

• The use of the RAMP (Risk Assessment Management Process) concept and close working with MAPA bodies to address the monitoring of violent offenders, in light of increasing workloads;
• Ongoing work between Operation Jigsaw team and the Prison Intelligence Unit to address the need for more joined up prison intelligence process; and
• The Operation Jigsaw team are now members of MPS Mental Health Strategic Group, which should address the need to integrate with the mental health liaison officer

Missing persons

• BOCU performance reviews which addressing any issues regarding performance management;
• Focus groups and improved communication which are raising greater BOCU awareness of linkage between child protection and missing persons; and
• The raising of the profile of prevention linking missing children to criminality and vulnerable victims, which address the need for more proactive investigations.

15. Updates are awaited on the AFIs in relation to engagement of staff on rationale behind diverting activity on BOCU from dealing with vulnerable people to tackling robbery; separation of intelligence links on BOCU between domestic violence, missing from homes and MAPPA; clarity required regarding the delivery of performance of the Violent Crime Directorate; and lack of corporacy about mental health issues on BOCUs.

Professional standards – grading good

16. This was not inspected as part of the 2005/06 Baseline Assessment process.

17. In addition to HMIC inspection of the eight protective services, there will also be several assessments during the two-year period. These will cover corporate governance issues, such as Leadership and Diversity; a strategic examination of both the resource context in which forces operate and their proposals to meet priority objectives and public expectations; and an inspection of forces progress towards the April 2008 target for full implementation in respect of Neighbourhood Policing. Details of the AFIs in these areas are included in Appendix 1.

PNC performance

18. In relation to PNC performance, an update on the paper presented to PPRC in September 2006, is attached at Appendix 2, together with a copy of the action plan at Appendix 3.

C. Race and equality impact

Whilst no specific race or equality implications have been identified in the updates provided, these should have been considered as part of the planning process for each programme and project.

D. Financial implications

Whilst no specific financial or resource implications have been identified in the updates provided, these should have been considered as part of the planning process for each programme and project.

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

Appendix 1

Details of work in progress on AFIs from 2005/06 HMIC Baseline Assessment Process

Neighbourhood policing and problem solving – grading good/improved

1. 15 AFIs were identified in this framework. Of these, 11 have been completed, one has no further action required and three have work in progress. These include:

• Integrating the demand for additional accommodation into the Safer Neighbourhood Building programme, with a proposed completion date of December 2007. This will address the need to identify appropriate existing accommodation;
• Discussions regarding realigned Safer Neighbourhood Teams following the NIM process, which are due to take place after April 2007. This should address the need to focus on communities that have more challenging requirements; and
• The Problem Solving Strategy being reviewed by March 2007 to address the need to evaluate the problem solving approach.

Customer service & accessibility – grading fair/improved

2. Four AFIs were identified in this framework and all have work in progress. These include:

• Ongoing work on the delivery of the joint MPS/MPA Community Engagement Strategy and the Quality of Service Commitment, as a key element of the Citizen Focus Programme to address improving the performance against SPIs 1a-e and improvements in the service delivery;
• Ongoing development of Hate Crime co-ordinators to address the AFI regarding third party reporting sites pan London; and
• An initiative to improve the quality and accessibility to police services is being undertaken to address the issue in relation to quality and timeliness of service at police station enquiry offices.

Volume crime reduction – grading fair/improved

3. Of the six AFIs identified by HMIC in this framework, four relate to improvements in MPS performance regarding reduction for burglary, vehicle crime, personal robbery and violent crime. The work in progress to address these AFIs includes:

• The latest update provided for the action plan on 20 November 2006 shows that the MPS reduction for burglary was 8.1% against a target of 6.3%. This is the subject of effective performance monitoring by the TP Command team.
• Whilst the latest update provided for the action plan on 20 November 2006 shows the MPS reduction for vehicle crime was 2.2% against a target of 8%, there was a 12.3% reduction in taking of a vehicle against a target of 6%. To address this matter, a Service-wide vehicle crime initiative has been launched and additional support is provided to the ten most challenged BOCUs;
• Whilst there has been a continued increase in personal robbery, the latest update provided for the action plan, again on 20 November 2006 shows that this has reduced to 0.5%. This matter is the subject of daily performance management review by the Performance Directorate and TP Command Team;
• The latest update provided for the action plan on 20 November 2006 shows the MPS reduction for violent crime was 7.1%, against a target of 5%. A number of initiatives have been launched to support this work, together with the ongoing work of the Violent Crime Directorate;

Volume crime investigation – grading of fair/improved

4. Of the five AFIs identified by HMIC in this framework, all relate to improvements in MPS performance regarding sanction detection rates. The work in progress includes:

• The latest update provided for the action plan in respect of overall sanctioned detections shows that the MPS has a 20.4% sanction detection rate, against a target of 20%. This matter is the subject of bi-weekly performance management review by the Performance Directorate and TP Command Team. Resources are also available to support BOCUs in appropriate circumstances;
• The latest update provided for the action plan shows the MPS is achieving a 13.4% sanctioned detection rate for personal robbery and a 13.6% sanctioned detection rate for robbery as a whole. These matters are the subject of bi-weekly performance management review by the Performance Directorate and TP Command Team;
• The latest update provided for the action plan shows that the MPS has a sanctioned detection rate of 23% for violent crime. The work of the newly formed Violent Crime Directorate will aim to address this issue, together with the development of a new performance framework for Domestic Violence; and
• The latest update provided for the action plan shows that the MPS has a sanctioned detection rate for racially aggravated crime is 27.7% against a target of 26% and is above the MSF comparison of 26.63%.

Improving forensic performance – grading of good/improved

5. HMIC identified five AFIs in this framework and all have work in progress. These include:

• An increase in the vehicles examined subject to theft from vehicles to 19.6% and an increase in primary forensic detections outcome;
• An inspection process on BOCU forensic services to be undertaken in early 2007, which will include management of Livescan; and
• Work being undertaken to monitor the Burglary Sole Response initiative operating on 31 of the 32 London Boroughs. This is to ensure a consistent and quality response to burglary victims.

Criminal justice processes – grading of fair/improved

6. Of the twelve AFIs identified in this framework, one has been completed, one has no further action required and ten have work in progress. These include:

• Ongoing work by TP Operation Emerald to deliver a strategy plan by March 2007. This is in relation to impending prosecutions and non-Court disposals. Further work is being undertaken by the PNC Bureau and is detailed in the update paper attached at Appendix 2.
• Targets of Offenders Brought to Justice; ineffective trial rates for Magistrates and Crown Courts; Owned Fail to Appear outstanding warrants and Residential Fail to Appear outstanding warrants have all been met. Work on achieving PYO Arrest to Sentence timeliness target is being supported by a new PYO process, which provides key areas of ownership and accountability. This should address AFIs regarding achieving all criminal justice targets;
• A reassessment of Criminal Justice Unit functions being undertaken and a new policy and Criminal Justice manual being published by July 2007; and
• Approved funding for the first five sites on the custody estate-building programme and consultation being sought from practitioners and preliminary plans having been prepared. This should address the need for provision of modern facilities to cater for current and future custody needs.

Reducing anti-social behaviour – grading of good/improved

7. HMIC identified four AFIs in this framework. Of these, two have been completed and two have work in progress. These are:

• Guidance on ASB measures that require Community Impact Assessments being produced by February 2007 to address the need for ASB measures to be subject to impact assessments; and
• Publication of the MPS ASB Strategy by March 2007, which should address the need for ASB matters to be focussed on a pan London basis.

Contact management – grading of fair/improved

8. Of the ten AFIs identified by HMIC in respect of this framework, four have work in progress. These include:

• Development of practitioners groups and joint training to address the need for a performance management framework for Integrated Borough Operations (IBOs); and
• A framework for benefits reporting and engagement with the Performance Directorate, which should address the need for effective evaluation of C3i.

9. Updates are awaited on the AFIs in relation to performance management for answering calls within target time; queues of outstanding incidents from call handling; level of compliance against call handling SOP variable; introduction of performance management benchmarking process with peers; increased awareness of vulnerable groups with call handling staff; and review of support infrastructure to ensure effectiveness.

Human Resource management – grading of good/improved

10. Of the four AFIs identified by HMIC in this framework, one has been completed and three have work in progress. These include:

• Co-ordination and funding of workforce modernisation projects to be agreed by April 2007, which should address having a coherent workforce modernisation strategy; and
• Use of Self-Service on Met-HR system to effectively capture diversity data, and analysis to provide holistic approach and assess impact of work-life balance issues.

Training, development and organisational learning – grading of good/improved

11. The AFIs are being managed separately through HMI Training, Personnel & Diversity.

Race and Diversity – grading of good/improved

12. Of the three AFIs identified by HMIC in this framework, one in relation to a performance management framework has work in progress. This involves development of a suitable performance management system to record and evaluate diversity and equality activity across the MPS.

13. Updates are awaited on the two other AFIs in relation to recruitment and retention targets for planning year; and support in terms of time and resources allocated for all SAMUARI staff association.

Managing financial & physical resources – grading of fair/stable

14. HMIC identified 12 AFIs in this framework. Four have no further action required and eight have work in progress. These include:

• Use of the Activity Based Costing (ABC) model to review and analyse overheads, which should address the issue regarding high management overheads;
• The alignment of finance activity and a review of Resource Management, which should address the delivery of improvements from the financial management review;
• A Procurement project to increase compliance, SAP functionality and enhanced communication, which should assist further increase in overall financial control;
• Exceptional issues to be reported to MPA Corporate Governance Committee, which should address further work required regarding the Statement of Internal Control;
• Consideration on increased coverage of activity analysis (AA) studies each year and monitoring of ABC/AA data, which should address provision of comprehensive coverage; and use of strategic benchmarking data; and
• Development of benchmarking wider than the Police Service, which should enable contribution, where appropriate to benchmarking data.

Information management – grading of good/stable

15. Of the six AFIs identified by HMIC, two have been completed and four have work in progress. These include:

• Development of the Integrated Information Platform to facilitate amalgamation of data from a number of systems, which should support the principle of single-point data entry; and
• A review of options for future management of PITO framework airwave service and long term support options for Computer Aided Despatch service by April 2007, which should address a review of other support contracts.

National Intelligence Model – grading of good/improved

16. Of the 11 AFIs identified by the HMIC, one has been completed and ten have work in progress. These include:

• Implementation of the Metropolitan Intelligence Bureau by April 2007, which will address a number of the AFIs regarding corporate intelligence and tasking; and
• The rollout of CRIMINT Plus by August 2007, which should address the implementation of outstanding recommendations from HMIC, NIM and Directed Surveillance reviews.

Leadership - grading of good

17. HMIC identified eight AFIs in this framework. Of these, one has been completed and four have work in progress. These include:

• Development of corporate business plan for next three years as part of the integrated strategic and financial planning process, which should address the AFI regarding development of a medium term plan integrating financial and service delivery ambitions; and
• Benefits of various programmes of Met Modernisation programme communicated through regular internal and external forums, which should enable clear communication at appropriate stages.

18. Updates are awaited on the AFIs in relation to the perception of leadership and structure within the Service; and management processes.

Performance management and continuous improvement – grading of good/improved

19. All eight of the AFIs identified by HMIC in this framework have work in progress. These include:

• Development of a cohesive performance management framework in parallel with development of the Metropolitan Intelligence Bureau and Force control strategies; and
• Integration between the strategic planning process and financial planning process, which should be completed by February 2007.

Appendix 2

Report presented to the Planning, Performance and Review Committee on 14 September 2006 - 'Action plan to improve PNC performance in the MPS'

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