Directorate of professional standards organisational learning

Report: 8
Date: 15 November 2007
By: AC Operational Services on behalf of the Commissioner

Summary

The Directorate of Professional Standards - Prevention and Organisational Learning Command (DPS - POL) has made considerable progress in capturing recommendations on Tribune for organisational learning. Specific illustrations of organisational learning arising from investigations.· Development of an MPS Corporate Model

A. Recommendations

That :

1. Members note the contents of the report and the proposed Corporate Model in respect of sharing learning across the organisation; and

2. contribute to the on-going consultation process.

B. Supporting information

Introduction

1. The reorganisation of the DPS following the Morris enquiry recommendations placed significant emphasis on the business necessity of moving away from a culture of blame towards one of organisational learning. Whilst there will always be a need for robust misconduct procedures, it is far better to reduce the risks of officers and staff failing to meet the expected standards of conduct in the first instance

2. When complaints are made or internal reviews highlight fallings in police service delivery, there are frequently areas of organisational policy and procedures that require improving. Recommendations for improvement need to be recorded, brought to the attention of the business group able to effect change or a record needs to be provided of why recommendations are not to be implemented.

3. The DPS has set up systems to record recommendations for organisational learning arising from complaints and conduct investigations. The MPA has confirmed its intention to monitor the MPS's response to recommendations; particularly those made by the IPCC in independent or managed investigations. An initial review of DPS systems for recording and monitoring recommendations has been conducted by the MPA that resulted in some suggestions for improvement.

4. Considerable work by the DPS has been put into developing a system that is capable of recording recommendations and tracking progress towards implementation or rejection. The DPS worked closely with Directorate Of Information (DOI) to identify a suitable system. The aspiration of a MPS corporate system impeded the ability of DOI to provide a bespoke system capable of delivering DPS requirements in the short term.

Capturing and progressing recommendations

5. Operation Grant - the database of recommendations from ‘Deaths Following Police Contact’ is run on the HOLMES system. The advantage of HOLMES is that it is a national system and could be developed into an inter force learning database. The training required to correctly input, maintain and search the database is a significant investment, which makes staffing resilience a challenge for the unit. The sensitive nature of the material contained on the database means that it will be necessary to continue with this system until a suitable alternative corporate system is developed capable of protecting material assessed as above restricted.

6. All other recommendations had been collated on an Excel spreadsheet. This had been an interim measure pending the provision of an alternative DOI solution.

7. Following the MPA review of our systems and in consultation with the DPS Performance Analysis Unit the Excel spreadsheet data has now been migrated over to the DPS complaints and discipline database “Tribune”.

8. Summary information from the HOLMES system will in the future also be stored on Tribune to ensure consistency for reporting and audit purposes. Government protective marking guidance prevents all the detailed sensitive data stored on HOLMES from being transferred to Tribune. The enhanced use of the Tribune system represents best value for the DPS. DPS believe this is an original development and intends to share good practice with other forces through the national users forum for Tribune’s sister product “Centurion”.

9. Adopting the Tribune database allows a number of enhancements over the previously used spreadsheet. These include: -

• Flagging of ‘multiple’ factors in relation to any recommendations. These might include for example, the contribution of alcohol or the use of police personal protection equipment. This allows a greater depth of analysis to be undertaken by reviewing staff
• Automatic review date function.
• A risk assessment can be incorporated if required.
• Improved data accuracy by incorporating a number of mandatory fields using standardised lookup lists.
• Being a Windows based application it allows for cut and paste of information between other MS applications

10. The initial feedback is that the Tribune system is robust and eminently capable of handling the requirements. Recommendations can be linked to the original complaint or conduct matter providing a full picture of both individual and organisational outcomes.

Learning in practice

11. Recommendations arising from a recent IPCC investigation into a death in police custody illustrate the potential for change within the MPS. The IPCC identified that the use of ligatures in custody is the most common form of self-harm and can lead to cardiac arrest. The only way to restart the heart following a cardiac arrest is to use an External Automatic Defibrillator in conjunction with Cardio Pulmonary Resuscitation. Whilst it is impossible to say what proportion of these incidents might have benefited from the provision of an Automatic External Defibrillator (AED) in the custody suite, the risk is substantial. The IPCC report recommended that MPS personnel should be supported with training and defibrillator equipment and given every opportunity to save life when detainees attempt self-harm using ligatures. Other medical emergencies can also lead to cardiac arrest especially given the vulnerable nature of the detainee population. Given the clear support of the IPCC and the encouraging results of an earlier DPS pilot programme, the DPS championed the provision of a defibrillator in every custody suite within the MPS estate. Working closely together with TP and HR, funding and training support has been secured towards achieving this aim. Thirty-eight defibrillators are now in custody suites as a result of this DPS led initiative. This is a real opportunity for the MPS to demonstrate a commitment to reducing risks in custody. In doing so we demonstrate support for our staff, commitment to the values of professional service delivery and learning from experience.

12. The MPS, in common with all large organisations is adjusting to rapid changes in the world of e-commerce. The selling of police uniform and equipment on sites such as 'ebay', raises serious concerns within both the MPS and the MPA. Driven by DPS recommendations, Uniform Services have made changes to policy making it clear that all property issued by the MPS remains the property of the MPS whether it is current issue or obsolete equipment. The DPS are working directly at senior levels with the e-commerce industry to reduce the opportunities for equipment to be sold on the e-market. Publicity on the MPS Intranet reminds officers and staff of their obligations.

13. The misuse of police warrant cards has been highlighted in a number of DPS investigations. DPS are working formally with HR to address specific areas of concern and ensure that appropriate controls are in place and adhered to. Part of that work has led to a new lost and found procedure highlighting the importance of identification documents. It also involves the local senior management team approval for the issue of a new card and to ensure that the loss has been appropriately reported.

14. A key area of work addressed by POL is Information Leakage and Computer Misuse. This is a DPS Control Strategy Priority for 2007-08 and recommendations from investigations highlight vulnerabilities in this increasingly complex area of business. POL chairs regular METSAG (Information Security Advice Group) meetings linking into METSEC at a MPS strategic level. METSAG builds on an effective information flow between DPS and the DOI. It is a conduit for learning to be shared between two significant guardians of valuable MPS assets. Considerable work has gone into developing a proportionate and robust response to the sending and receiving of inappropriate material be electronic means. An Information Misuse Matrix has been designed to assist the assessment of computer misuse issues as a conduct matter.

15. Computer Misuse remains a core product in the Professional Standards Support Programme. DOI and DPS will host two seminars in February and March to share joint learning with officers and staff from across the MPS. These will complement the successful DPS seminars on reducing deaths in custody. Four seminars on this subject were run this year at New Scotland Yard, aimed primarily at Custody Staff and other stakeholders concerned with detainees care.

16. Change can take time to effect. An example of design changes to police vans, in part prompted by a DPS investigation and subsequent recommendation is attached to this report at Appendix 1, All the modifications have been designed into the new Transit Station van cell area as outlined in the attached report. The new modified Transit Station vans have been issued to service to replace ones that are due within the Vehicle Replacement Programme (VRP)

Working together towards a Corporate Model

17. The MPS recognises the need to develop a corporate organisational learning model. This will assist in maintaining:

• Organisational reputation – demonstrably learn from experience.
• Respond to increasing scrutiny
• Manage professional and legal liabilities
• Promote corporate process for Inspection and Review.

18. This work is led by Assistant Commissioner Operational Services and is being developed by the July Review Group, part of the Operational Services Command. The proposed model has been circulated to Management Board. Lord Harris and Reshard Auladin (PSCC Chair) have also received a presentation. The Corporate model aims to achieve:

• A simple, recognisable and transparent process
• Reflects organisational values and priorities
• Makes learning accessible
• QA process to minimise risks of conflicting advice on “good practice”
• Review process to ensure it remains up to date
• Needs to transcend business group boundaries
• Shift from “blame” to “learning” culture
• Based on accepting personal responsibility for learning
• Integrated with MPS technologies (Intranet/Internet capabilities) and maintained
• Secure
• Accessible
• Business Group level accountability.

19. Consultation is ongoing with a Project Board meeting regularly and a working party also meeting with practitioner leads. DPS are represented at both strategic and tactical levels.

Abbreviations and acronyms:

POL - Prevention and Organisational Learning Command
PAR - Prevention and Reduction
PSSP - Professional Standards Support Programme
JRG – July Review Group

C. Race and equality impact

Individual policies arising from recommendations remain subject to race and equality impact assessments. The AED project specifically supports some our most vulnerable detainees and the police officers and staff responsible for their care.

D. Financial implications

There are no specific financial implications for the DPS arising from this report.

E. Background papers

None

F. Contact details

Report author(s): Superintendent Paul McGregor

For more information contact:

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

Send an e-mail linking to this page

Feedback