Update on the programme for the fundamental review of the Directorate of Professional Standards

Report: 5
Date: 14 December 2006
By: T/AC Intelligence and Standards Command on behalf of the Commissioner

Summary

This report is the final progress report in respect of the DPS Review Implementation Programme that will formally conclude on 30 November 2006. This paper also sets out the DPS strategic programme of work for the next 12 months.

A. Recommendations

That members note the progress made since the last meeting on 12 October 2006 and the proposed DPS strategic programme of work for the next 12 months.

B. Supporting information

1. As reported at the last meeting on 12 October 2006, the programme of work has progressed well and the majority of projects are either now complete or will be subsumed within longer-term projects or work. The current status of the projects that make up the DPS Review Implementation Programme is shown below:

2. A DPS Command Team Strategic Day was held on 23 November 2006 and members formally agreed to close or transfer functions within the DPS Review Implementation Programme and to define the DPS Strategic Programme of work for the next financial year (2007/8) in order to assist the financial business planning process. DPS Command Team agreed the following strategic programme of work for the next twelve months (2007/8):

Taylor Project (new misconduct procedures)

3. This project has been set up to prepare the MPS for the implications of the new Misconduct procedures for Police Officers (Taylor Recommendations), to be delivered by July 2007 when the new procedures are likely to become mandatory for the Police Service. A Project Team has been formed and scoping is underway to present a Business Case and Project Plan to MPS Management Board on 6 February 2007. An update will be given to the next MPA PSCC on 8 February 2007.

Continued development of Prevention and Organisational Learning Command

4. The Prevention and Organisational Learning Command (POL) was established in April 2006 in order to put in place systems and processes that facilitate learning, prevent misconduct and unprofessional behaviour, and to ensure that risks, once identified, are quickly and effectively managed. The command continues to develop initiatives to ensure lessons are learnt by the MPS, through training, seminars, policy development and improved communication.

5. POL will visit all B/OCUs once a year to deliver a mixture of bespoke seminars and briefing sessions. These will be informed by analysis of how the borough has performed, together with input from the DPS Intelligence Command and the views of the local DPS Single Point of Contact (SPOC). The timing of visits will be linked to the submission of performance reports to the MPA. This will reassure the MPA that action will be taken to address any performance issues identified and that the DPS are working in partnership with B/OCUs to improve professional standards.

6. The Professional Standards Support Programme (PSSP) will contribute to the success of the DPS achieving its strategy by:

• Raising the profile of Professional Standards on Boroughs, encouraging ownership by staff and letting them know what they can do to improve professional standards.
• Providing B/OCU staff with information they need to be able to identify risks and act to manage them effectively.
• Through analysis, identifying changes in performance of service delivery to enable positive feedback, support and encouragement during visits with B/OCU staff, thus recognising where staff take pride in professional high quality service delivery and encouraging this behaviour.

Establishment of an Independent Review Team

7. Within the POL command, a unit of four staff led by a Detective Chief Inspector has been established to provide capacity for an independent review of DPS work. This was historically into cases of concern to the DPS ACPO but has now been widened to provide a proactive capacity. The remit of the team is now to spend 50% of their time on proactive assessment of DPS systems and a 6 month rolling programme has been established that looks at defined aspects of POL, Intelligence and Investigation by focusing on individual cases and tracking the processes that impact upon them.

This unit works in close co-operation with the Officers of the MPA and has provided a first point of call for tracking cases and providing initial assessments. The programme for the first 6 months is outlined below.

Performance Management and Information Project

7. A recent review of work being undertaken by DPS reveals a gap in strategic thinking and potential duplication of work. The gap revolved around the lack of apparent co ordination of the multifarious reports relating to Performance and Management Information; including both qualitative and quantitative information. In essence, wide ranges of authorities make considerable demands for information, both regular and ad hoc, from both within and outside the MPS. These demands cover performance information, management information, benefits realisation information, general progress etc. In addition, the MPS has a strategic aim to attempt to standardise the collection, analysis, publication and communication of performance and management information.

8. The review of work mentioned above included: - DPS Control Strategy, Planning and Risk Register; DPS response to Morris, Taylor, CRE and Ghaffur; The DPS Review; HMIC Baseline Assessment and HMIC Thematic Inspection of Professional Standards.

9. The Benefits Realisation Plan for DPS, particularly measures, measurement methodologies and target setting and an Environmental Scanning function will continue to be developed under this project. The project is expected to be scoped by August 2007.

Workforce Modernisation Project

10. This project will continue to drive forward a reformed, modern workforce for DPS, albeit on a smaller scale than originally envisaged, but will aim to deliver an appropriate staff mix. DPS have secured 11 Workforce Modernisation Posts from the Central HR Workforce Modernisation Budget for 2007/8 and a Project Initiation Document is to be prepared to outline how we wish to utilise the 11 posts within DPS.

C. Race and equality impact

As part of the Fundamental Review of the Directorate of Professional Standards, extensive consultation and engagement with key stakeholders has continued throughout the implementation by the DPS Project Leads. Future project work for 2007/8 will continue to adopt the same ethic. This will ensure an inclusive and constructive change process is at the heart of a successful outcome. 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 DPS Review Implementation Programme will be met within the 2006/7 DPS budget allocation. Financial implications for the DPS strategic programme of work for 2007/8 has yet to be fully scoped but are expected to be met from the 2007/8 budget allocation.

E. Background papers

None.

F. Contact details

Report author(s): Nadia Musallam, DPS Review Implementation Programme Manager, MPS.

For more information contact:

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

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