MPS Professional Standards Strategy: Progress on strand 5

Report: 6
Date: 6 May 04
By: Commissioner

Summary

The Metropolitan Police Service (MPS) Professional Standards Strategy is a re-launched and re-focused MPS Corruption and Dishonesty Strategy. It was 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. When work on delivering the strategy commenced.

Progress relating to Strand 5, namely maintaining the threat of detection, prevention and management of risk will be the subject of a short presentation.

A. Recommendations

That members note the progress on Strand 5 of the MPS Professional Standards Strategy - Maintaining the threat of detection, prevention and management of risk, and the answers to the questions posed.

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 has seen a significant shift of emphasis. The MPS is directing greater effort towards prevention and reducing the risks to our staff and the community. In short there is a greater balance between prevention and detection, whilst at the same time maintaining the threat or fear of detection.

3. The work for the five years of the strategy is organised under five strands of activity:

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

4. Each strand has its own prioritised work plan and priorities.

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 – Towards the Safest City.
• The MPS acknowledge that the vast majority of our staff are honest, professional and brave.
• 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.
• The DPS Strategic Intelligence Assessment informs the work.

6. The progress on the individual stands has been presented to the Committee at separate meetings throughout last year.

7. The progress on Strand 5 - Maintaining the threat of detection, prevention and management of risk will be done by way of a presentation by Commander Hagon, the Deputy Director of DPS and Strand Lead.

8. 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.'

9. 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.

The presentation will be focussed on:

• The continued development of the Directorate of Professional Standards in preparation for the Independent Police Complaints Commission;
• The continued focus on proactive intelligence development and integrity testing;
• The continued improvement in the integrity, timeliness and quality of investigations;
• The Deputy Commissioner’s Risk Management System; and
• The development of a DPS (IAG);

Specific issues

11. The new category of death following contact with police was introduced in April 2002. This has considerably widened the definition of the type of incidents that are recorded and dealt with by DPS. The current statistics shown below indicate a significant rise in the number of investigations;

• April 2000-March 2001 (7 cases)
• April 2001-March 2002 (9 cases)
• April 2002-March 2003 (18 cases) **New definition in place**
• April 2003-March 2004 (16 cases) ++These figures still require Home Office confirmation++

The Home Office is aware of this increase and is reviewing the definition as a consequence. This increase in workload, if it continues, could necessitate either a growth of or a redistribution of recourses within DPS.

12. The redefinition of complaints under the Police Reform Act (IPCC provisions) has pulled police staff (and Specials) within the new provisions. This has necessitated a review of arrangements within HR as it relates to the devolved discipline structure. A central record will be kept of complaints and recordable conduct matters. This will enable analysis of the volume and complexity of these matters. As the new system is embedded practices and procedures will be monitored.

13. A significant legal judgment follows the decision in a recent case involving two MPS police officers. The decision held that the officers, Redgrave and Sharman, were not subject to the 'double jeopardy' rule. The brief facts of the case were they were committed to the Magistrates Court on two matter (attempting to pervert the course of justice and for an offence under the Official Secrets Act) and these charges fell at the hearing.

14. The Redgrave defence team advanced the argument that he could not face an internal discipline hearing on the same facts. However, this was not accepted, since the facts were only heard at an unsuccessful committal hearing.

15. It follows that unsuccessfully prosecuted criminal matters could be heard at disciplinary hearings. However, Home Office guidance indicates that if a matter has been through a criminal process it would 'normally' be unfair for it to go through a discipline process. The Home Office guidance now requires updating in the light of the binding decision.

C. Equality and diversity implications

The continued work within strand 5 will seek to positively impact on equality and diversity within the MPS and will be complementary to and supportive of the MPS Diversity Strategy. The development of the DPS IAG, and the effective working of the Deputy Commissioner’s Risk Management System; will produce early indications of emerging problems, allowing lessons to be learnt and prompting action to be taken.

D. Financial implications

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

E. Background papers

None.

F. Contact details

Report author: Commander Phil Hagon, Directorate of Professional Standards

For more information contact:

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

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