Update on the programme for the fundamental review of the Directorate of Professional Standards (DPS)

Report: 8
Date: 13 July 2006
By: Commissioner

Summary

This report sets out the latest progress in respect of the DPS Review Implementation Programme (from 1 April 2006 to 30 November 2006).

A. Recommendations

That Members note the progress made across the individual commands since the last progress update on 18 May 2006.

B. Supporting information

1. The DPS Review Implementation Programme Register is attached at Appendix 1. This document outlines the status of the individual projects and key activities that make up the overall programme of work including resource implications, project progress and emerging issues / comments. It provides the latest key management information to MPA PSCC members to track progress.

2. The remaining part of the paper sets out the following;

1. Programme overview – Key activity within the three DPS commands since 18 May 2006.
2. Benefits Management - DPS Review Implementation Programme.
3. Staff Profile – DPS – Appendix 2.
4. Ongoing monitoring arrangements.

Programme overview

3. Overall, project delivery across the three commands is going well and all DPS Project Leads are working within time and budget; and risks are being managed. It is important to keep focussed on delivery and communication at this key stage in the programme.

4. The DPS Review Project Board has officially been dissolved and letters have been sent to members and the Independent Challenge Panel explaining the rationale behind the decision and thanking them for their input, together with a copy of the Final Report setting out the philosophy and direction of DPS. This is attached at Appendix 3. Updates on Review Implementation progress will continue to be provided to the MPS Professional Standards Strategic Committee and the MPA Professional Standards and Complaints Committee, where the representation of key stakeholders will remain present.

5. Further development work will continue around Benefits Management and Performance Measurement in the next few weeks together with preparations for the Command Team Meeting (CTM) Strategic Day in October, where a review of the programme of work will be undertaken. Consultation and communication undoubtedly remain key to the success of the Implementation Programme.

Intelligence command

6. The DPS Reception Desk is developing well and the key focus is now on the final recruitment phase and the training needs of staff. The newly selected detective inspector joins on 17 July and will further develop the working protocols with the IPCC, MPS and public. The ‘Call Receipt’ function is now up and running leaving just the ‘Case Receipt’ function to be implemented when the remaining staff join in the next few weeks.

7. The Intelligence Manager package is being implemented and an action plan is being prepared to deal with the recommendations coming out of the Intelligence Standards Unit Review. The impact of the MPS Intelligence Bureau on the DPS will also be factored into the overall project plan too.

Investigation Command

8. Activity continues to develop the Single Point of Contact (SPOC) role on B/OCUs, with the first phase of training being delivered to all by the end of June. This has been extremely well received and planning is underway for the next phase of training.

9. The work around enhancing witness care is being scoped to consider the potential to develop a Witness Care Officer (police staff) role for the Borough Support Units. Further engagement with Operation Emerald (as it relates to witness care) and Citizen Focus will continue too.

10. With regard to Investigative Strategy Reviews, a menu of factors has been produced to prompt Investigating Officers into alerting the Misconduct Advise Unit, when appropriate.

Prevention and Organisational Learning Command (POL)

11. The main areas of activity remain the replacement of Accident Claims Branch (ACB) software, developing management information requirements for POL, developing ‘Learning the Lessons’ and Communications and Marketing. The developing work is being well received and will present some publicity and marketing opportunities for the command in the next few weeks.

Benefits Management – DPS Review Implementation Programme

12. The DPS Review Implementation Team are currently drafting up a Benefits Realisation Plan to promote and measure the benefits accrued from the DPS Implementation Review Programme. To ensure that future measures are realistic and achievable, a consultation exercise with internal and external key stakeholders will need to be undertaken over the next few weeks. It must be noted at this early stage in the process that the outcomes of the Review have broadly impacted on changing the culture of DPS and the perception of the Directorate both internally and externally, and these expectations will be difficult to quantify, lending the same to qualitative measurements through questionnaires and focus groups. It will be necessary to establish a baseline upon which improvements can be judged. Secondly, implementing this change process was predicated on a ‘nil cost’ basis, whilst continuing to face future financial constraints.

13. However, there will be direct benefits that can be measured by target setting and the Benefits Realisation Plan will reflect this together with how the Programme will continue to meet our MPS priorities and values, how we will monitor targets and trends and the methodology to be used.

14. Overall, the remit for the Performance Measurement Framework for DPS will become the responsibility of the DPS CTM who will set the direction for future aspirations and expectations. The first draft of the Benefits Realisation Plan will be presented to the CTM Meeting on 20 July 2006.

Staff profile – DPS

15. A breakdown of ethnic, gender and service profiles relating to the Commands in DPS is attached at Appendix 2. For Police Officers the Budgeted Workforce Target (BWT) remains at 405, with May 2006 seeing a marginal decline in strength to 370. For Police Staff the Actual Workforce Target (AWT) for DPS remains at 271, with May 2006 seeing a marginal increase in strength to 249 (refer to Appendix 2). In respect of Service Profiles, 47% of Officers across DPS have 2 years in the Command. The gender and BME data shows a 20% target of DPS Officers who are female. 4.8% (target 7.7%) of officers are of black or minority ethnic origin. Intelligence Command has the highest proportion of black and minority ethnic officers with 7.3%.

Ongoing monitoring arrangements

16. Recent discussions with the MPA have revolved around the ongoing monitoring arrangements for MPA PSCC and MPA officers to remain aware of progress and able to hold DPS to account. The following has been agreed;

• That the programme register, risk register and CTM highlight report will be provided monthly to MPA Officers.
• That DPS Implementation will be an agenda item at the monthly informal meeting between the MPA and MPS involving the Director of DPS, Deputy Director of DPS, David Riddle and Reshard Auladin.
• That at future MPS PSCC meetings, a presentation will be given on key aspects of the programme. The provisional presentations will include the development of the DPS Reception Desk (September 2006) and the development of Prevention and Organisational Learning Command (November 2006).

C. Race and equality impact

1. As part of the Fundamental Review of the Directorate of Professional Standards, extensive consultation and engagement with key stakeholders will continue throughout the implementation by the DPS Project Leads. This will ensure that an inclusive and constructive change process is at the heart of a successful outcome.

2. The changes and benefits to be implemented will positively affect the population of London, both within and outside of the police family. DPS will continue to monitor on a quarterly basis all equality and diversity implications.

D. Financial implications

The overall cost to implement the ‘new way’ model will be met within the 2006/7 DPS budget allocation. No new additional funding requirements have been identified since the last report to PSCC on 18 May 2006.

E. Background papers

None.

F. Contact details

Report author(s): Nadia Musallam, MPS.

For more information contact:

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

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