MPS Professional Standards Strategy: progress on Strand 1

Report: 7
Date: 9 December 2004
By: Commissioner

Summary

The 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).

The new Strategy was launched in August 2002 and work on delivering the strategy commenced.

The progress relating to Strand 1, namely Leadership, Supervision and Standards Adherence will be the subject of a presentation by Commander Braodhurst the strand lead.

A. Recommendations

That Members note the progress on Strand 1 of the MPS Professional Standards Strategy – Leadership, Supervision and Standards Adherence.

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 a 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 has 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, which is shaped by the DPS Strategic Intelligence Assessment on Professional Standards issues, the progress of which is 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 strands will be presented to the Committee at separate meetings throughout the year.

7. Strand 1. Commander Broadhurst, of Territorial Policing, will present the Strand Lead progress.

The overarching purpose of the Strand is. 'To help leaders to identify, challenge and prevent unprofessional behaviour and to manage the risks inherent within such behaviour.’

The expected Outcome is -'The MPS has enlightened and inspirational leaders who are highly visible and accessible, and who energise people to achieve excellent results.'

8. The presentation will be focussed around the aims namely:

• The development of a practical guide to assist supervisors assess and manage key risks to them, their staff and the MPS; and
• The development of the Leadership Academy.

9. Work relating to:

• Identify and provide appropriate support for supervisors and leaders; and
• Continue support for the implementation of the MPS Leadership Principles and Supervision Model

Has been incorporated into the continued development of the Commissioners Leadership Programme., progress of which is reported to the Human Relations Committee.

And

• The review and re-launch the MPS Reporting Wrongdoing Policy.

Was completed by the Publication of a Special Notice in January 2004, previously reported to this committee.

C. Equality and diversity implications

The continued work within strand 1 will seek to positively impact on equality and diversity within the MPS. Work on all leadership issues have and will continue to be done in close liaison with The Diversity Directorate.

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 Broadhurst

For more information contact:

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

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