MPS Strategic Intelligence Assessment on Professional Standards Issues

Report: 7
Date: 07 October 04
By: Commissioner

Summary

The Directorate of Professional Standards has conducted the third Strategic Intelligence Assessment to establish the risks posed by corruption, dishonesty, unethical and unprofessional behaviour to the integrity of staff and the MPS.The key strategic issues will be presented in the closed session. These issues have been incorporated into the DPS Risk Register and control measures set out therein.

A. Recommendations

That members are invited to note the content of the presentation describing the strategic issues arising from the Intelligence Assessment and the proposed control measures.

B. Supporting information

1. In November 2002 the Directorate of Professional Standards (DPS) conducted its first Strategic Intelligence Assessment (SIA) in compliance with the National Intelligence Model, which during 2002, was fully implemented within the Directorate.

2. The MPS SIA fed directly into the National Strategic Intelligence Assessment on Corruption, which was published in March 2003. The National Assessment is progressed by ACPO Professional Standards Committee of which the Director DPS is a member.

3. Within DPS a Strategic Tasking and Co-ordinating Group, chaired by the Deputy Director of DPS has been set up. This group is tasked to a) set the priorities for operations within DPS and b) to action preventative work within the MPS. These findings are, as a part of a pilot to implement the Corporate Risk Management Framework, scoped into the DPS Risk Register. Control measures are set out therein. The significant issues are forwarded for inclusion into the MPS Risk Register. A draft of the SIA section of the DPS Register will be used during the presentation.

4. The SIA examined the nature and scale of corruption, dishonesty, unethical and unprofessional behaviour by MPS staff with a view to identifying knowledge gaps and control opportunities.

5. The assessment considered all areas of DPS business and involved Level I, II and III corruption. The sources of Information and Intelligence came from the intelligence database, which is fed by all overt and covert activities of DPS. Together with Management Information as it relates to Internal Investigations, Complaints, Discipline, Civil Actions, Accident Claims, Employment Tribunals and Fairness at Work matters.

6. For Level III corruption matters the continuing links with organised crime and criminals was confirmed. The threat of corruption and associated behaviour by MPS staff remains high and this has been exacerbated by the increasing access to information and intelligence by the majority of MPS staff through the burgeoning availability of information technology.

7. The SIA indicates that individual and the organisational integrity of the MPS remains under significant threat from corruption, dishonesty, and unethical and unprofessional behaviour.

8. The six key strategic issues emanating from this assessment are set out below. You will note that inevitably the issues overlap and are inter-related.

• Intelligence and leakage.
• Persons of Concern – Vetting
• Changing Threats
• Respect for Colleagues and Communities
• Substance misuse; and
• Threat from External Organisations.

9. The key strategic risks with proposed control measures will be presented in closed session. A brief description of the key risks are as follows: -

• Intelligence Information Leakage
  “Intelligence and Information leakage possess one of the greatest threats to the operational effectiveness and reputation of the MPS”
• Persons Of Concern – Vetting
  “Increasing numbers of persons of concern applying, joining and serving within the MPS.”
• Changing Threats
  “Intelligence confirms the continuing and increasing risks posed by corruption, unprofessional and unethical behaviour”.
• Respect For Colleagues And Communities
  “Discriminatory and dishonest behaviour continue to undermine MPS efforts to build trust in its integrity amongst minority groups our staff and the community.”
• Substance Misuse
  “Substance misuse continues to pose a significant and growing threat to the safety, integrity and operational effectiveness of MPS”
• Threats From External Organisations
  “Operational compromise is growing because of increasing corrupt links between serving and ex police officers with the security and media industries”.

10. The following is a review of the progress on the key strategic issues reported at MPA PSCC meeting on 10 November 2003

• The threat to individual and organisational integrity.

• Education and publicity to present positive aspects of DPS work and the risks posed to individuals and the MPS continue.
• A revised Anti-corruption package has been integrated into recruit training.

• Information & Intelligence leakage

• DPS High Tech Crime Unit is being set up.
• An MPS Information code will be published and implemented in November
• The Information Security and Standards Group are perusing short, medium and long-term issues across all Business Groups.

• Substance misuse.

• The MPS Substance Misuse Testing Policy has been published
• Testing of Recruits commenced in June 2004.
• Work continues with Police Advisory Board for England and Wales (PABEW) to secure compulsory testing powers.

• Risks in recruit selection.

• · Vetting has been brought into the DPS
• · Additional resources have been provided.
• · Progress is being made to make the Vetting Unit fit for purpose.

• Lack of coherent actionable professional standards information at Borough/OCU level; and

• Profiles have been produced for two additional Boroughs
• Work has commenced on a more targeted approach, which is less resource intensive and can thus be more responsive to needs.

• Increasing risks posed by the developing security industry.

• Links to the new Security Industries Authority have been established
• Work has commenced on the development of a system, which identifies and communicates external risks posed by people, premises and companies.

C. Equality and diversity implications

With the exception of Risk /Strategic Issue 9.4 there are no other specific equality issues arising from the SIA, although, clearly, work to address the strategic issues will require positive action where appropriate. Diversity implications that have previously been identified encompass the reallocation of resources into ensuring appropriate standards in respect of diversity amongst recruits. An MPS sponsored research project, into disproportional in selection and vetting is ongoing. This intended research will be conducted by Cambridge University and arrangements are well advanced.

D. Financial implications

Costs for current work is being met within the existing MPS budgets directed by the MPS Professional Standards Strategic Committee, which is chaired by DAC Roberts, Director DPS.

E. Background papers

None

F. Contact details

Report author: Deputy Assistant Commissioner Stephen Roberts

For more information contact:

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

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