Complaints management information

Report: 5
Date: 28 April 2003
By: Commissioner

Summary

This report illustrates data for the period September 2002 to February 2003. It focuses on the key changes or exceptions within the data as the nature of the figures and emerging trends are slow to change.

Following on from the success of reducing the number of public complaint cases where the investigation was over 120-days old a further initiative commenced on 1 February 2003.

The new initiative was to reduce by 20% the numbers of internal investigations and public complaints over 120-days old by the end of March 2003.

This initiative has achieved the aims with both targets being exceeded. DPS achieved a further 32% reduction in the number of public complaints over 120-days and a 29% reduction in the number of internal investigations over 120-days.

During the period September 2002 and February 2003 DPS finalised 20% more allegations than were received in the same period.

A. Recommendation

That the report be noted.

B. Supporting information

1. The summary of DPS performance indicators is attached at Appendix 1 and focuses on timeliness, quality and outcomes.

2. The diversity information is attached at Appendix 2.

3. The progress made in achieving a further reduction in the number of public complaint cases and internal investigations over 120-day old is attached at Appendix 3.

Key performance indicators

4. This report focuses on the key changes or exceptions within the data as the nature of the figures and trends are slow to emerge.

5. The data provided in appendices is initially collated to inform the DPS Monthly Management Report (MMR). This is an agenda item at the monthly DPS senior management meeting.

Complaints reduction

Public complaints (BVPI 21) – row 1 Appendix 1

6. The number of public complaint allegations recorded continues to reduce when compared with that of the previous year. Since September 2002 the monthly target of less than 412 allegations recorded has been consistently met.

7. There has been an increase in allegations recorded from the December 2002 figure of 200 allegations recorded, to 301. This is attributable to the subsequent recording of allegations that were delayed by the holiday period.

8. The MPS Policing Plan for 2003/04 sets a target to reduce complaint allegations per 1000 officers by 5%.

Public complaints finalised – row 9 Appendix 1

9. By comparing the totals in row 1 Appendix 1 with row 9 Appendix 1 it can be seen that at the end of February 2003 DPS had recorded 1942 allegations but finalised 2440. This equates to the finalisation of 20% more allegations than were received over the same period.

10. The number of ‘live’ cases under investigation at row 10 Appendix 1 shows that the number of public complaint cases under investigation has dropped by 25% from 766 cases in September 2002 to 571 cases in February 2002.

11. The figures at row 10 Appendix 1 show a reduction in the number of current internal investigations over the same period from 196 to 137, a reduction of 30%.

Timeliness – rows 10/11 Appendix 1

12. Following on from the success of reducing the number of public complaint cases where the investigation was over 120-days old, a further initiative commenced on 1 February 2003.

13. The new objective set further targets for each Investigative Unit that sought to reduce by 20% both internal investigations and public complaints that were over 120-days old by 31/03/2003.

14. Furthermore, a working group has been set up to resolve long-standing and hitherto ‘difficult’ cases using problem-solving techniques.

15. In respect of Public Complaints, the target of 20% was exceeded with a reduction of 32% achieved, reducing from 154 cases to 104.

16. Likewise, regarding Internal Investigations, the target of 20% was surpassed, with a reduction of 29% achieved, reducing from 115 cases to 82.

17. Both the reduction in the backlog of investigations being undertaken and the improvements in timeliness have released resources that will enable the emphasis to be moved to proactive rather than reactive enquiries.

CPS decisions – row 14 Appendix 1

18. The average number of days taken for the CPS to reach a decision from receipt of the report has remained between 63 and 66 days over the period September 2002 to February 2003.

PCA decisions – row 15 Appendix 1

19. The average number of days taken for the PCA to reach a decision in regard to the granting of a ‘dispensation’ has remained between 39 and 41 days over the period September 2002 to February 2003.

20. As detailed in earlier reports the average number of days taken by the PCA to make a decision in regard to an investigation has risen significantly from 70 days to 86 days over the period September 2002 to February 2003, although it is believed that the backlog is reducing.

Suspended officers – row 4 Appendix 1

21. These figures illustrate the number of officers currently suspended at the end of each period. The diversity information presented at row 7 Appendix 2 shows the number of officers suspended during the period together with their ethnicity and sex.

22. Over the period September 2002 to February 2003 the number of officers currently suspended rose from 36 to 46. This was as a result of individual suspensions rather than any multiple suspensions as a result of a single case.

Misconduct decisions – row 12 Appendix 1

23. The percentage of misconduct decisions made within 20 days has consecutively met, or exceeded, the target in the period September 2002 to February 2003.

24. The target in respect of misconduct papers has changed. Prior to November 2002 it related to the percentage of misconduct papers dispatched within 20 working days. The papers are no longer sent for service and instead are collected by the officer(s) concerned. Accordingly, with effect from November 2002 the target reflects the percentage collected within 25 days.

25. The drop in performance in February 2003 is attributable to where only 3 of the 4 sets of papers available for collection were actually collected. The remaining papers were not collected due to annual leave commitments of the Police Federation representative.

26. A policy has recently been introduced where line managers are informed that one of their officers is due to receive misconduct papers three days before the actual service of the papers. This is to enable any welfare issues to be addressed with the officer beforehand.

Misconduct hearings – row 13 Appendix 1

27. The high average number of days from decision to misconduct hearing in February 2003 (349 days) was caused by a case that had been outstanding since 1998. A significant delay in this case was due to the judicial reviews that were sought by the officers concerned.

DPS staff vacancies – row 16 Appendix 1

28. As a result of a number of recruitment initiatives the percentage of police vacancies within DPS had reduced from 5% in September 2002 to 3% at the end of February 2003.

29. Likewise, there has been a further reduction in the number of civil staff vacancies within the Directorate from 17% in September 2002 to 9% in February 2002.

C. Equality and diversity implications

Civil Actions – row 16 Appendix 2

1. The data provided in Appendix 2 outlines the equality and diversity issues related to the work of the Directorate of Professional Standards. As outlined in previous reports this data has been subject to separate analysis to ascertain the actual areas of disproportionality as opposed to the apparent levels.

2. In a number of categories, there are no longer any ethnic minority officers represented. The categories where they are absent tend to be those where the actual numbers are small. This highlights some of the difficulties in identifying trends and patterns where the sample data is small.

D. Financial implications

1. The DPS initiative to reduce the number of cases over 120-days old between 26 October 2002 and 31 January 2003 was a success. The number of cases reduced from 307 to 144 (53%). The final cost to the budget allocated for this exercise was £44,900.

2. The second initiative, running between 1 February and 31 March 2003, also has a dedicated budget allocated to it. Due to the timetable for the submission and recording of officers ‘duty-states’ the actual cost of this initiative will not be available until after the meeting.

E. Background papers

None.

F. Contact details

Report author: Michael Clark, Performance Analyst and DCI Ramsay, MPS.

For more information contact:

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

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