MPS strategic intelligence assessment on professional standards issues

Report: 7
Date: 10 November 2005
By: Commissioner

Summary

The Directorate of Professional Standards (DPS) has conducted the fourth Strategic Intelligence Assessment to establish the risks posed by corruption, dishonesty, unethical and unprofessional behaviour to the integrity of staff and the Metropolitan Police Service (MPS).

The key strategic issues will be presented in the closed session. These issues have been incorporated into the DPS Planning and 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. The DPS Strategic Intelligence Assessment (SIA) assists in setting the Control Strategy to allow the Directorate to prioritise its proactive interventions. 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.

2. The assessment considers all areas of DPS business and involved Level I, II and III corruption. The information and intelligence used in the assessment is sourced from the strategic intelligence database which is fed by all overt and covert activities of the DPS.

3. The majority of intelligence reports received relate to unprofessional conduct. Other issues currently attracting significant attention include unprofessional behaviour, corruption, indecency, computer misuse, staff involved in immigration related offences, theft, and inappropriate business interests held by MPS employees.

4. The emerging issues for the DPS are as follows:

• Information leakage
  There continues to be increased demand for information from organised criminals, private investigation firms and the media. There is a need for more intrusive management of access to and use of information systems including dip sampling locally by supervisors.
• Race and Diversity
  There has been a slight increase in the number of complaints and incidents concerning allegations of racist behaviour and in particular racist language towards members of the public. However, there has also been a greater willingness for officers to come forward and report unacceptable behaviour. The MPS diversity program will continue to improve MPS employees understanding of the varied cultures and beliefs found within London.
  Public complaints against MPS employees have risen following the response to the July bombings in London and the exercise of powers under the Terrorism Act. In future the MPS response to terrorism and its impact on relations with local communities will need to be closely monitored for signs of local tensions. It is important to ensure that MPS officers are exercising due vigilance with professionalism and tact.
• Police and Community Support Officers (PCSOs)
  With the recent growth of police staff, particularly Police Community Support Officers, has come a corresponding increase in their number coming to the notice of DPS. The rate of this increase is expected to slow as training is improved and better vetting procedures prevent unsuitable candidates from joining the MPS.
• Domestic Violence
  There continue to be reports concerning the involvement of officers in domestic violence incidents. Intelligence has increased significantly over the last year as a result of the positive arrest policy. There is still a shortage of intelligence on police staff whose activities will not be brought to the attention of the DPS unless they declare their employment details on arrest. The sharp rise is expected to level off over the coming year as the policy continues. The recommendations to prevent this are that fingerprints details are recorded for all staff as mentioned above. In addition DPS SI are to continue with their domestic violence research project.
• Substance Misuse
  Intelligence shows that misuse of controlled drugs has remained at the same level as last year. Cannabis and cocaine remain the drugs of choice amongst MPS employees. The drug testing policy due to be implemented later in 2005 is expected to make a positive impact and result in a reduction in the number of drugs intelligence reports received. The Intelligence Development Group (IDG) will monitor the effectiveness of drug testing and a warning in relation to the use of controlled drugs is to be introduced into the DPS input at Training School.
• Recruitment and Vetting
  This issue has emerged through examples of unsuitable persons being allowed to join the MPS. As a result more detailed checks are being done on officers and staff. The roles of Human Resources (HR) and the Personnel Security Group (PSG) are now more defined. Additionally the PSG now has police officers assigned to increase their investigative capacity. There is a major concern that if the organisation can be infiltrated by the media then it follows that a well resourced and highly organised terrorist group could do the same. This is particularly relevant in the current climate. The main recommendation to deal with this is for consideration be given to the acquisition of fingerprints and DNA for all employees as a condition of employment.

5. The key areas which may impact on DPS ability to respond to the above risks are in the areas of police staff identification and proper vetting of all MPS employees. Also Information Technology (IT) security in the MPS needs to keep pace with the rapidly changing world of IT.

6. Further intelligence is needed in relation to misconduct by Police Staff. At present either the details are not forwarded to the IDG or when a member of police staff comes to police notice they are not declaring their true employment details. As no fingerprints are taken there is nothing to detect this.

7. The key priority area for proactive intervention is in further Community Race Relations training for all MPS staff. There is a theme in the new control strategy which deals with proactive intervention through more intrusive and improved supervision. It is recommended that supervisors are given the skills to confidently deal with many more issues locally rather than passing them up the chain of command. Lack of understanding of this policy and lack of supervisory training could lead to the risk that supervisors are seen as overbearing and more complaints would follow.

8. The following is a review of the progress on the key strategic issues reported at MPA PSCC meeting on 07 October 2004.

• Information and Intelligence leakage.
  • The DPS High Tech Crime Unit is continuing to expand its capabilities.
  • Education around the security of intelligence and accountability of use is to continue.
  • Launch of the Information Code of Conduct in February 2005.
  • The DPS Misconduct Unit is paying particular attention to legal issues in cases involving misuse of systems.
• Persons of Concern – Vetting
  • The Financial Investigation Unit in the Anti Corruption Command is establishing a money laundering team.
  • There is no immediate plan to introduce a vetting procedure for promotion. This remains a recommendation.
  • The PSG have expanded their capabilities and now have police officers to give them an investigative capacity.
• Changing Threats
  • A research project on PCSOs has been completed which has raised issues of concern mainly relating to better supervision, training and vetting.
  • There has been an improved exchange of intelligence between the IDG and operational teams.
  • There is a DPS input at training school which highlights to recruits any developing threats to the organisation.
• Respect For Colleagues and Communities
  • The Internal Investigation Command are to continue their domestic violence project over the coming period.
  • There are still misconduct reports on MPS staff held locally that are not entered on the complaints and discipline system. The IDG is to work together with HR and local misconduct units to identify how this can be resolved.
  • Research into disproportionality in misconduct investigations continues together with research into the disproportionate amount of intelligence held by DPS on Asian colleagues.
  • The Strategic Impact rapid intervention teams have been established.
• Substance misuse.
  • Compulsory powers are due to be implemented by the end of 2005. This continues to be a recommendation in the current assessment.
  • Threats From External Organisations
  • The DPS training Unit is incorporating the subject of press leaks into its training packages.

C. Race and equality impact

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 disproportionality 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 Assistant Commissioner Brown, Director, DPS.

E. Background papers

None.

F. Contact details

Report author(s): Detective Chief Superintendent Steve Gwilliam, DPS OCU Commander

For more information contact:

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

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