Police National Computer (PNC) data quality - MPS arrangements

Report: 9
Date: 12 July 2001
By: Commissioner

Summary

Her Majesty's' Inspectorate (HMIC) report in 2000 highlighted considerable shortcomings in England and Wales in relation to PNC Data Quality. The main areas of attention relate to arrest/summons reports and impending prosecution results, and their timeliness of input onto the PNC. There are considerable backlogs with a proportion pre dating 1995. This is contrary to the requirements of the Data Protection Act and, due to the lack of progress in resolving this issue the Information Commissioner is now strongly considering the issue of enforcement notices to Chief Officers of Police. This notice would outline the action required to comply, in this case by April 2002. In the event of non- - compliance by the Chief Officer concerned, he commits a criminal offence. The Home Secretary has ordered HMIC under the Police Act to inspect a number of forces (the MPS being first) and report by 8 September 2001 as to whether the PNC is 'fit for purpose'. If there is not a tangible improvement by then, it is likely that the enforcement route will be followed. The HMIC report will be public with consequent publicity.

This report is compiled to inform members of the situation and the measures put in place by the MPS to tackle the problem.

A. Recommendation

That the Committee note the action and progress made by the MPS to date and continue to monitor progress towards tangible improvement in PNC data quality.

1. Arrest/Summons reports begin the process of reporting on the Police national Computer (PNC) and are generated from police stations throughout the MPS. They are received by the MPS PNC Bureau at New Scotland Yard who make the entry onto the PNC. The Association of Chief Police Officers (ACPO) compliance requirement is 24hrs from the time of charge or summons service to entry onto the PNC. The MPS has achieved an average of 4 days over the last 12 months. Although outside the requirement, the MPS performance is one of the best in comparison with other forces (considering the volume handled).

2. Impending Prosecution results are produced following a defendant's conviction at court. The ACPO compliance requirement is entry on to the PNC within 72 hrs from the time of receipt from the court. Due to the nature of the systems involved it is extremely difficult to establish an accurate estimate of performance in time. However, volume is quantifiable and as at 3.6.01 the MPS had 99,642 impending prosecution cases. (HMIC figures see Appendix 1) A proportion of these are outstanding cases, but a large proportion (approx 60,000) are ones where results have been received from courts and are awaiting processing on to the PNC. This is the immediate area for resolution, but it is necessary to explain the system in order to put into context the arrangements made to solve the immediate problem.

3. There are 33 Criminal Justice Units in the MPS. Their role is to administer the process of cases from beginning to end. It is their responsibility to provide the MPS PNC Bureau with the case results received from courts. Until these results are received and the necessary quality control conducted, they cannot be entered on to the PNC. New arrangements have been introduced for case results to be forwarded direct to the PNC Bureau however, the bulk of cases have to be dealt with under previous arrangements.

3. It should be noted at this stage that the ideal and logical solution is for the courts to enter case results on to the PNC. HMIC and ACPO are addressing this at the strategic level. There has been a firm reluctance from the Lord Chancellors Department in the past to undertake this task which would involve considerable investment and change for the judicial system.

4. The MPS arrangements to tackle the immediate problem are therefore aimed at clearing the backlog of results. Primarily, the focus is on Criminal Justice Units to complete results and in excess of 100 additional personnel have been diverted from other duties to that task so enabling the PNC Bureau to enter the results. In order to meet the extra demand PNC Bureau have put contingencies in place including the cessation of other functions, and overtime and weekend working. A summary of action taken see Appendix 2.

5. Progress over the first six weeks of monitoring has been far from encouraging as highlighted by HM Inspector of Constabulary in a letter to the Commissioner (see Appendix 3). The volume required to achieve the target of 40 per cent reduction by the end of August in the MPS is highly challenging. There is considerable management effort to support this task as highlighted in the Deputy Commissioners letter to Borough Commanders (see Appendix 4).

6. HM Inspector of Constabulary inspected the MPS in respect of this topic from 11 to 13 June and his evaluation is awaited.

7. Commander Hagon has initiated an MPS Inspection of progress by the Inspectorate.

8. The May figures show an encouraging fall of over 10,000 cases from 90,893 to 80,784. Much of this decrease can be explained by efficient action taken to clear the backlog in SO3 although many Boroughs are making significant inroads, at this stage the target of reducing the backlog to 53,000 by the end of August appears an immense challenge.

9. The Association of Police Authorities (APA) have however, written to all police authorities on the 22 June 2001 highlighting areas of continued concern over the timeliness of PNC data for all forces, including the MPS, and suggesting that police authorities seek information about PNC on a regular basis.

C. Financial implications

There are resource implications for Criminal Justice Units in taking action to prevent a reoccurrence of the situation.

D. Background papers

• Appendix 1: HMIC Figures
• Appendix 2: Summary of action taken by MPS
• Appendix 3: Letter from HMIC
• Appendix 4: Recent letter from Deputy Commissioner to Boroughs

E. Contact details

The author of this report is Richard March.

For information contact:

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

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