Response to HMIC baseline inspection of MPS Professional Standards

Report: 6
Date: 14 December 2006
By: T/AC of the Intelligence and Standards Command on behalf of the Commissioner

Summary

MPS Directorate of Professional Standards was graded as good in the 2005/6 HMIC Inspection with Anti-Corruption Command being described as a ‘beacon of excellence’.

The report acknowledged that the inspection was conducted against a backdrop of the DPS Review, the MPS Service Review, the development of the MPS Professional Standards Strategy and the changes to the misconduct procedure resulting from the Morris Inquiry and the Taylor Report. As a consequence, a significant number of recommendations and possible areas for improvement are being actioned therein and have been classified as ongoing.

A. Recommendations

That members note the report.

B. Supporting information

Background

1. Her Majesty’s Inspectorate of Constabularies on 16 January 2006 announced that the Metropolitan Police Service has achieved a rating of good, with its Anti-Corruption Command being described as a ‘beacon of excellence’.

2. The announcement follows a Baseline Assessment Inspection of the MPS Directorate of Professional Standards, which was undertaken in November 2005. The inspection is part of a simultaneous inspection of all 43 police services in England and Wales.

3. The Baseline Assessment consists of a self-assessment process supported by visits to forces for validation and quality assurance.

4. HMIC recognised the MPS as the largest and most complex police organisation in England and Wales. The MPS Directorate of Professional Standards, the largest unit of its kind in the UK, is responsible for conducting investigations into police misconduct, public complaints, corruption and civil litigation.

5. The HMIC report highlighted a number of areas in which the MPS excels, such as the High Tech Crime Unit’s work to remain at the forefront of emerging technology; making the Directorate accessible and ensuring that complaints can be made in a number of ways. The report also recognised work that is undertaken to reduce the number of civil actions, thus reducing legal and compensation costs.

6. The MPS Anti-Corruption Command was identified as a ‘beacon of excellence…..being of direct benefit to the current deliberations regarding strategic forces’.

7. The inspection was conducted against the backdrop of the Directorate of Professional Standards undergoing a significant period of change, following an internal review that was conducted alongside the recent overall service review of the MPS functions, the development of the MPS Professional Standards Strategy and the changes to the Police Misconduct Procedures brought about by the Morris Inquiry and the Taylor Report.

8. There were nine recommendations together with 34 areas of possible improvement. Members of DPS Command Team were assigned responsibility for all of these elements, which was incorporated into a progress report used to monitor actions. The latest and final progress report document is attached at Appendix 1.

9. HMIC expected the work to be completed within 12 months with a record being kept for audit purposes. The arrangements at Para 8 above meet this requirement. The Progress Reports have been forwarded to HMIC in accordance with their requirements, with the final report – Appendix 1 - being forwarded on 13 November 2006.

10. A significant amount of the work emanating from the inspection was and continues to be undertaken in conjunction with:

1. The DPS Review Programme Implementation;
2. The New MPS Professional Standards Strategy;
3. Morris, Taylor, CRE and Ghaffur report recommendations; and
4. The DPS Strategic Intelligence Assessment.

11. As mentioned above the progress is set out in Appendix 1.

12. The elements have been colour coded – Green = Complete; Blue = Ongoing Work; and Red = Significant Work to do. There are no elements classified as Red, however, there are 23 classified Blue, namely Ongoing Work for the reasons set out above.

C. Race and equality impact

HMIC recommendations and possible areas of improvement are inextricably linked to DPS Review and to Morris, Taylor, RE and Ghaffur; are focused on addressing real and perceived discrimination within the professional standards arena. The continued involvement of staff Associations and external stakeholders will ensure that this focus is maintained.

D. Financial implications

Costs for any work emanating there from will be met from within the existing MPS budgets directed by the MPS Professional Standards Strategic Committee, which is chaired by Director DPS.

E. Background papers

None.

F. Contact details

Report author(s): Commander Sue Akers, Directorate of Professional Standards, MPS.

For more information contact:

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

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