MPS Professional Standards Strategy progress on strand 5

Report: 7
Date: 19 December 2002
By: Commissioner

Summary

The MPS Professional Standards Strategy is a re-launched and re-focused MPS Corruption and Dishonesty Strategy. It has been produced following consultation within the MPS and with Members of the Professional Standards and Complaints Committee (PSCC) of the MPA.

The new strategy was launched in August 2002. Work on delivering the strategy has commenced.

This is a report on the progress relating to strand 5, namely - maintaining the threat of detection, prevention and management of risk.

A. Recommendations

Members are invited to note the content of the report describing the progress on strand 5 of the MPS Professional Standards Strategy - maintaining the threat of detection, prevention and management of risk.

B. Supporting information

1. In 1998 the Metropolitan Police Service launched the Corruption and Dishonesty Prevention Strategy, which aimed to ‘engender pride and trust in the integrity of the Metropolitan Police Service by preventing and detecting corruption, dishonesty and unethical behaviour’.

2. The Professional Standards Strategy is the new five year strategy which will see a significant shift of emphasis. The MPS will direct greater effort towards prevention and reducing the risks to our staff and the community. In short there will be a greater balance between prevention and detection, whilst at the same time maintaining the threat or fear of detection.

3. The work for the next five years will be organised under five new strands of activity:

• Leadership and supervision.
• Security of information and intelligence.
• Recognition of the diversity of our communities and staff.
• Identifying and reacting to organisational and individual learning.
• Maintaining the threat of detection, prevention and management of risk.

4. Each strand will have its own prioritised work plan and timescale.

5. Context of the strategy:

• This re-launched and re-focused strategy is a high level statement of intention which supports the MPS Mission, Vision and Values; and the MPS 5 Year Corporate Plan - 'The Safest City', with particular reference to the organisational improvement goals.
• The MPS acknowledge that the vast majority of our staff are honest, professional and brave.
• The strategy will focus activity over the next 5 years.
• It will be underpinned by more detailed specific work plans developed by the strand leads and their working groups. MPS priorities will be reflected therein.
• It is a dynamic document, the progress of which will be reported quarterly to the MPS Professional Standards Strategic Committee, and onward to the MPA Professional Standards and Complaints Committee.

6. It has been agreed that the progress on individual stands will be presented to the committee at separate meetings throughout the year.

7. The progress on strand 5 - maintaining the threat of detection, prevention and management of risk, is the first to be presented.

8. This will be done by way of a powerpoint presentation by Commander Hagon, Deputy Director of DPS and Strand Lead.

9. The overarching purpose of the strand is ‘to maintain existing and develop new proactive detection and prevention capabilities. To minimise financial, operational and reputational risks.’

10. The expected outcome is - ‘The threat of detection and prosecution will be tangible, and will deter corrupt and dishonest action. Professional Standards risks will be quickly identified and effectively managed in partnership with our colleagues, both inside and outside the Service. This will lead to a reduction in the cost of litigation and compensation and will enhance the reputation of the Metropolitan Police Service’.

11. The key element of this strand is the move from a reactive DPS model towards one that actively seeks to prevent or reduce the risks to the MPS. The method chosen to achieve this aim is the implementation of the National Intelligence Model (NIM) within the DPS world. The implementation of the NIM is a requirement of the National Policing Plan and committee members will hear that DPS has achieved this two years ahead of schedule. Important elements of the DPS NIM model include the new Strategic Intelligence Desk, Strategic Tasking and Co-ordinating Group, the Strategic Intelligence Assessment (SIA), ‘NIMROD’ tactical options and the Tactics Development Group. Committee members will receive details of this important ongoing work which to our knowledge does not exist in any Professional Standards Department elsewhere.

C. Equality and diversity implications

None.

D. Financial implications

Costs will be met within existing MPS budgets directed by the MPS Professional Standards Strategic Committee, which is chaired by DAC Hayman of the Directorate of Professional Standards.

E. Background papers

None.

F. Contact details

Report authors: Commander Hagon

For more information contact:

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

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