MPS professional standards strategy progress on strand 5

Report: 6
Date: 14 April 2005
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) of the MPA.

The Professional Strategy was launched in August 2002.

This is a report on the progress relating to Strand 5, namely - Maintaining the threat of detection, prevention and management of risk.

A. Recommendations

That Members note the content of the report and the presentation describing the progress on Strand 5 of the MPS Professional Standards Strategy - Maintaining the threat of detection, prevention and management of risk.

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 the new five year strategy which sees 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 is organised under five 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. 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 Five Year Corporate Plan - 'The Safest City'.
• The MPS acknowledge that the vast majority of our staff are honest, professional and brave.
• The Strategy will focus activity over the five 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, 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 work of the Strategy is informed by the Strategic Intelligence Assessment.

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

7. The progress on Strand 5 - Maintaining the threat of detection, prevention and management of risk, will be presented by Commander Hagon, the 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.

10. The presentation will be focussed on:

• The developing relationship with the Independent Police Complaints Commission.
  · The continued focus on proactive intelligence development and the continued development of the Strategic Intelligence Assessment.
• The continued improvement in the integrity, timeliness and quality of investigations.
• To continue the development of the Deputy Commissioner Command Risk Management System.
• The introduction of Business Risk Management and it’s linking with Planning and the Strategic Intelligence Assessment.

C. Race and equality impact

Proposals emanating from this work will seek to have a positive impact on equality and diversity issues within the Metropolitan Police Service.

D. Financial implications

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

E. Background papers

None.

F. Contact details

Report author(s): Commander Hagon, Directorate of Professional Strategy

For more information contact:

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

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