Complaints management information

Report: 5
Date: 14 April 2005
By: Commissioner

Summary

This report includes data for the 12 months to February 2005. It focuses on the key changes or exceptions within the data, as trends are slow to change. Appendix 1 includes graphs illustrating the trends.

Workload

There has been an increase of 9% in the number of public complaint allegations being recorded over the past 12 months from 366 to 402.

There has been an increase of 11% in the number of conduct matter allegations recorded over the same period from 77 to 87.

Timeliness

For the first time since 1998/99 the average number of days to complete a full/proportionate public complaint investigation, including all other results, is below the target of 120-days. It reduced by 11% from 126 days in March 2004 to 112 in February 2005.

The average number of days to complete an investigation into a conduct matter continues to improve. It reduced by 30%, from 212 days in March 2004 to 148 in February 2005

For the first time ever, the average number of days between the decision to hold a misconduct hearing and the hearing itself is below the target of 120-days. It reduced by 32% from 176 days in March 2004 to 119 in February 2005.

A. Recommendations

That the report be noted.

B. Supporting information

1. Appendix 1 graphically illustrates some of the key trends using data drawn from Appendix 2.

2. The summary of the Directorate of Professional Standards (DPS) performance indicators is attached at Appendix 2 and focuses on timeliness, quality and outcomes of investigations.

3. The diversity information 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. Due to the different timings required by the MPS and MPA secretariats for the preparation of the paper for the Professional Standards and Complaints Committee the data may appear dated by the time it is discussed.

Public complaints – Chart 1 Appendix 1 and row 1 and 2 Appendix 2

6. This shows a gradual rising trend in the 12-month rolling average of the number of allegations recorded since March 2004.

7. There has been an increase of 9% in the number of public complaint allegations being recorded over the past 12 months compared with the previous 12 months from 366 in February 2004 to 402 in February 2005.

8. The number of ‘live’ public complaint cases under investigation at row 12 Appendix 2 shows that overall the number of cases under investigation has increased from 482 in March 2004 to a 509 in February 2005.

Public complaints finalised – Charts 3 and 4 Appendix 1 and Rows 5 to 10 Appendix 2

9. Chart 4 Appendix 1 shows there has been a 7% rise in the percentage of allegations being Locally Resolved, using a 12-month rolling average.

10. The main, corresponding, reduction has been in allegations unsubstantiated following a full/proportionate investigation.

Substantiated allegations as a % of allegations fully investigated– Row 11 Appendix 2

11. These figures show a largely consistent upward trend in the percentage of fully investigated allegations that are substantiated from 12% in March 2004 to 17% in February 2005.

Timeliness – Charts 2 and 5 Appendix 1 and rows 12 to 14 and 18 to 25 Appendix 2

12. The process improvements and performance expectations set for investigative units and teams continue to have a positive effect on performance.

13. For the first time since 1998/99 the average number of days to complete a full/proportionate public complaint investigation Row 21 Appendix 2 is below the target of 120-days. It reduced by 11%, from 126 days in March 2004 to 112 in February 2005.

14. Over the last 12 months there have been further reductions in the number and percentage of public complaint investigations over 120-days old, from 138 (29% of the total ‘live’) to 70 (14% of the total ‘live’), a reduction of 49%.

Conduct matters – Chart 1 Appendix 1 and row 3 and 4 Appendix 2

15. The figures show a slight increase in the number of conduct matters recorded over the previous 12 months from 79 to 87. This equates to an increase, in the 12-month rolling average, of 11% over the same period up to February 2004.

16. The figure at Row 15 Appendix 2 shows a decrease in the number of current ‘live’ conduct matters over the previous 12 months from 132 to 100, a decrease of 8%.

Timeliness – Chart 5 Appendix 1 and rows 16 and 17 and 26 and 27 Appendix 2

17. The average number of days to complete an investigation into a conduct matter continues to improve Row 27 Appendix 2. It reduced by 30%, from 212 days in March 2004 to 148 in February 2005.

18. Over the same twelve months the percentage of those conduct matters over 120-days old, has increased slightly although the actual numbers have reduced from 58 (44% of the total ‘live’) to 48 (48% of the total ‘live’).

Misconduct hearings

Timeliness - misconduct decisions – Chart 6 Appendix 1 and Rows 28 to 30 Appendix 2

19. For the first time ever, the average number of days between the decision to hold a misconduct hearing and the hearing itself is below the target of 120-days. It reduced by 32% from 176 days in March 2004 to 119 in February 2005.

20. The percentage of such decisions made within 20 working days has either met, or exceeded the target, in the 12 months to February 2005.

Performance management framework

21. DPS Internal Investigation Command has a performance management framework that enables the senior management team to manage workloads, monitor performance and improve timeliness.

22. A bulletin is compiled on a monthly basis that contains the performance expectations of each unit and ‘control charts’ that illustrate both the targets and whether any fluctuations in performance are outside what would normally be expected.

23. The source data for this bulletin is the Investigating Officer Workload Analysis (IOWA) summary and the Investigating Officer Throughput Analysis (IOTA) for the MPS which are produced at regular intervals throughout the month to present real-time snapshots of performance and achievements.

CPS decisions Appendix 1 Chart 7 and Row 31 Appendix 2

24. An improvement has been noted in the average time for the Crown Prosecution Service (CPS) to reach a decision in the 12-month rolling average in February 2005 was 121 days, down from 131 days in March 2004.

25. It is hoped that the CPS reorganisation and provision of a dedicated team to deal with DPS issues will see improvements in decision making timeliness in the future.

IPCC decisions appendix 1 Chart 8 and rows 32 and 33 Appendix 2

26. The average time for the Independent Police Complaints Commission (IPCC)(PCA) to reach a decision in relation to dispensations/discontinuances was 55 days in February 2005. This represents a rise from 41 days in March 2004.

27. The decisions reached by the IPCC (PCA) in regard to investigations are taking on average 168 days to obtain. The 12-month rolling average has been rising steadily since May 2004 when it was 92 days.

28. Following a data quality audit, the MPS and IPCC will be working together to establish to what extent the delays in the Commission reaching a decision are due to the old PCA ‘legacy’ cases. Additionally, the process will be broken down by the type of decision that is being sought.

Training – Rows 39 to 41 Appendix 2

29. The information contained within Appendix 2 relates to both ‘professionalisation’ i.e. training sessions conducted for DPS staff and ‘preventative’ work conducted by DPS staff for Probationer Officers. Figures show a year to date, cumulative, total.

30. Senior Investigating Officer training is generally aimed at DPS staff however Borough Commanders and other non-DPS ACPO staff and senior internal including external stakeholders such as the Independent Advisory Group (IAG) and the MPA itself. Normally two to three of these courses will run each year however, since inception, 11 such courses have occurred.

31. In the 12 months to February 2005 27 DPS Investigating Officer training courses have been held.

32. As part of the DPS Prevention Strategy the directorate conduct integrity training to probationers on a weekly basis. It is delivered to all probationers as part of their continuation training at the 18-month stage of their employment. Up to the end of February 2005, 291 sessions have been conducted resulting in almost 4000 probationers being trained.

C. Race and equality impact

Diversity information

1. The data provided in Appendix 3 outlines the equality and diversity issues related to the work of the Directorate of Professional Standards and currently relates to Police Officer data only.

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

Further research

3. DPS are working with the Institute of Criminology at Cambridge University to progress the research into disproportionality. This includes both an ‘internal’ MPS and ‘external’ public dimension. The MPS Diversity Directorate has agreed to be co-sponsors of this research.

D. Financial implications

There are no financial implications arising from this report

E. Background papers

None.

F. Contact details

Report author(s): Michael Clark, Higher Performance Analyst and Carl Bussey
Detective Chief Superintendent, Directorate of Professional Standards

For more information contact:

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

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