MPS local inspection programme Bromley BOCU inspection

Report: 9
Date: 11 December 2001
By: Commissioner

Summary

This paper describes the emerging benefits from the evaluation of the MPS inspection of Bromley Borough Operational Command Unit (BOCU). The executive summary of the inspection report and the BOCU action plan are attached for information as at Appendices 1 and 2.

A. Recommendations

That

1. Members are asked to note the emerging benefits identified during the inspection of Bromley Borough Operational Command Unit; and
2. note the contents of the executive summary of the BOCU inspection report and action plan.

B. Supporting information

1. The first inspection of a Borough Operational Command Unit (BOCU) under the new MPS Local Inspection Programme took place between the 8-12 October 2001 at Bromley.

2. The anticipated benefits from the inspection process are highlighted in the MPS BOCU inspection handbook, The Borough Beat :

The aim is for an objective, insightful inspection using the best available comparative data, and deploying the skills of experienced ACPO and BOCU commanders to get beneath the surface of performance figures. Remote examination of performance information – however sophisticated – is a poor substitute for watching a BOCU at work and engaging with key staff. From October 2001 the inspection programme will generate examples of good practice that offer the best opportunity to date of understanding what makes an effective BOCU. Use of a consistent but flexible methodology will maximise the applicability of these findings.

BOCUs and the MPS will use the inspection analysis, together with pointers of good practice, to formulate and implement an agreed corrective action plan to improve service delivery.

The action plan will be a means by which immediate remedial action may be taken to address issues thereby reducing risks.

The potential benefits of such inspections include:

• promoting effective leadership by identifying its tangible characteristics
• disseminating good practice lessons in an accessible and timely way
• identifying inefficient practices that should be weeded out (quantifying the resulting efficiency gains/savings if possible)
• providing pointers as to how performance can be enhanced and then monitoring to see that these are acted upon
• strengthening the BOCUs capacity for constructive self-assessment, thereby identifying issues for corrective action
• leaving behind a BOCU management team that has learnt about itself and is even more committed to continuous improvement
• providing personal development opportunities for chief superintendents as supporting inspectors

3. The inspection team comprised of Commander Jo Kaye (Territorial Policing) assisted by Chief Superintendent Sharon Kerr (Greenwich Borough). In accordance with the agreed protocol for MPA Link Member involvement, Commander Kaye met with Angela Slaven the member for Bromley prior to the inspection. Ms Slaven's observations concerning the BOCU were that:

• Operating from five sites across the borough provided challenges for the Senior Management Team in combating the perception of remoteness of management. The Chief Superintendent was aware of this issue.
• The working conditions for staff were poor (especially the Community Safety Unit and Criminal Justice Unit) and were unlikely to see significant improvement until the new police station at Bromley is built.
• The membership of the Police and Community Consultative Group were not viewed as truly representative of the community. They appear to dismiss the importance of race relations issues thereby calling into question the effectiveness of arrangements to engage with 'hard to reach' groups within the borough.
• Officers responded professionally to domestic violence cases and were able to deal with cultural issues in an appropriate manner. They were clear about this as a priority crime.
• Action was being taken to address 'quality of life' issues for the community such as abandoned vehicles and graffiti.

4. The Metropolitan Police Service's Consultancy Group undertook an evaluation of the inspection process. The benefits arising from the Bromley inspection are summarised under the following headings:

Promoting effective leadership by identifying its tangible characteristics

5. The inspection process identified areas where there was a lack of clarity between roles and functions on the borough. The external perspective provided by the inspection process was identified as more effective at challenging existing practices and arrangements than any self-assessment. However, the transparency and structured questioning of the inspection regime allowed borough managers to draw conclusions about what needed to be done at the same time as the inspection team were making recommendations for change.

Disseminating good practice lessons in an accessible and timely way

6. Eleven initiatives were identified as potential good practice, encompassing demand management strategies and efficiency savings. The inspection allowed good practice to be identified and shared between the borough and the inspection team both on a formal and informal basis. The time pressures associated with the inspection process and the rigidity of the timetable may have limited the amount of good practice that was identified. Using specialists in particular fields to assist during the inspection (for example, a management accountant) was one way in which good practice was shared and current arrangements endorsed. Subsequent to the inspection a Detective Superintendent is being seconded to the borough on a short-term basis to provide coaching and other support in relation to crime management. Developmental support is also being given by Territorial Policing Headquarters with regard to the management and implementation of intelligence led policing. These supportive interventions have been welcomed by the borough as tangible and practical benefits arising directly from the inspection process.

Identifying inefficient practices that should be weeded out (quantifying the resulting efficiency gains/savings if possible)

7. These have arisen from the findings and recommendations contained within the inspection report (e.g. telephone investigation of crime).

Providing pointers as to how performance can be enhanced and then monitoring to see that these are acted upon

8. The pre-inspection findings and subsequent post-inspection findings and recommendations identified areas for improvement (e.g. crime investigation and management; intelligence management.) for the borough to focus on in the future.

Strengthening the BOCU capacity for constructive self-assessment, thereby identifying issues for corrective action

9. The inspection process has provided the borough's managers with an opportunity to take a step back and reflect on where their function is going in the medium to longer term as opposed to being focused on the day-to-day problems. The borough's SMT has also seen it as providing added impetus to ongoing and future improvement activities that are taking place on the borough.

Leaving behind a BOCU management team that has learnt about itself and is even more committed to continuous improvement

10. The borough's SMT found the inspection process to be rigorous and they have identified areas for improvement that arose as a consequence of the inspection.

Providing personal development opportunities for chief superintendents as supporting inspectors

11. The pilot has shown that the inspecting Borough Commander has derived benefits from being involved in the process. These are twofold: it allowed her to identify areas of good practice that can be implemented on her own Borough, secondly it helped her identify areas of vulnerability on her borough that would be identified by an inspection and take steps to address particular problem areas.

12. Authority Members will appreciate that at this early stage in the inspection programme, it is difficult to identify any further benefits. These will no doubt emerge over time as further inspections are carried out identifying more potential best practice to be shared.

C. Financial implications

1. The following have been included in costing the inspection:

• the daily staff cost of an ACPO officer (or senior civil staff member)
• the daily staff cost of a Chief Superintendent (or senior civil staff member)
• the daily staff cost of the Inspectorate team who will support the Pre-Inspection and inspection visit.
• Link member's time spent in contributing to the inspection

The cost of the inspection was £12,333.

2. The financial efficiency savings are outlined in Appendix 3

D. Background papers

PSPM Report 13 of the 11 October 2001

E. Contact details

Report authors: Chief Superintendent Peter Zieminski, MPS.

For information contact:

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

Appendix 1: Inspection Report

Introduction

1. The London Borough of Bromley stretches from Crystal Palace in the north to Biggin Hill and Westerham in the south, and out to St Mary Cray in the east. With an area of approximately 60 square miles this places it as the largest borough in the MPS with the second highest resident population of any borough (297,100). Source: Office of National Statistics 1998. [ONS].

2. The 1991 Census indicated a population composed of 95.3% white, 1.6% black, 1.4% Asian (395 Pakistani and 454 Bangladeshi) and 1,207 Chinese. The proportion of minority ethnic groups in the population has since increased and it is anticipated that by 2001 will have risen to 8% of the total. (Source: Office of National Statistics 1998).

3. The 4.7% average of the proportion of minority ethnic groups in the population rises to 12% in the Penge area. Recently the borough has begun moving refugees to the two poorest areas, namely Penge and the Crays. (Source: London Borough of Bromley [LBB]

4. The percentage of residents who are unemployed is 2.2%, below the Greater London average of 4.4%. (Source: Dept of Employment 2001).

5. The Borough is mainly residential with pockets of light industry and large rural areas to the south. Biggin Hill Airport and its annual airshow also come within the Borough's boundaries. Properties run from the very expensive in the affluent areas of Chislehurst and West Wickham to the, less affluent housing estates in the Crays and Penge, which have a cross section of both private and public sector landlords. The Office for National Statistics indicated that approximately 34% are pensioner households. The Borough has a high percentage of licensed premises, restaurants, several late night public houses and areas of entertainment such as Crystal Palace Park and the National Sports Centre.

6. There are 74 Parks and Open Spaces within the Borough, including Crystal Palace Park and High Elms Country Park that has 250 acres of countryside combined with a 150-acre golf course. The Local Authority lists 97 places of worship catering mainly for the various Christian traditions. There is one Synagogue and a mosque.

7. For Schools in the primary sector there are 78 of varying size to reflect the local communities in which they are situated. Separate Infant and Junior schools as well as primary schools are available. In the autumn term of 2000 there were nursery classes attached to nine of the primary schools, with 15 pre-schools in the Borough. The secondary sector contains 17 schools, 15 all ability and 2 selective. Bromley is also well served by a variety of independent (private, fee paying) schools catering for pre-school, primary and secondary age pupils.

8. The main shopping area is the Glades Shopping Centre in Bromley town centre, which has a large catchment area, with smaller shopping areas in Orpington, Penge and Beckenham. Street markets take place in Orpington and Penge.

9. The BOCU is divided into three sectors: Penge and Beckenham (Northern Sector), Bromley and Chislehurst (Central Sector), and the Crays and Orpington (Southern Sector). The SMT, with the exception of the BLO and CJU manager, are based at Orpington. There are five response teams on each sector, each led by an inspector, with a town centre unit at Bromley. At present, CID officers are split between the three main stations at Orpington, Penge and Bromley. The Borough Pro-Active Unit, the Burglary and Robbery Squads are located at Beckenham and the Community Safety Office is at Bromley. The BOCU is currently restructuring its CID.

MPA member's views

10. The inspection team comprised of Commander Jo Kaye (Territorial Policing) assisted by Chief Superintendent Sharon Kerr (Greenwich Borough). In accordance with the agreed protocol for MPA Link Member involvement, Commander Kaye met with Angela Slaven the member for Bromley prior to the inspection. Ms Slaven's observations concerning the BOCU were that:

• Operating from five sites across the borough provided challenges for the Senior Management Team in combating the perception of remoteness of management. The Chief Superintendent was aware of this issue.
• The working conditions for staff were poor (especially the Community Safety Unit and Criminal Justice Unit) and were unlikely to see significant improvement until the new police station at Bromley is built.
• The membership of the Police and Community Consultative Group was not viewed as truly representative of the community. They appear to dismiss the importance of race relations issues thereby calling into question the effectiveness of arrangements to engage with 'hard to reach' groups within the borough.
• Officers responded professionally to domestic violence cases and were able to deal with cultural issues in an appropriate manner. They were clear about this as a priority crime.
• Action was being taken to address 'quality of life' issues for the community such as abandoned vehicles and graffiti.

Performance against key MPS priorities

11. Performance of Bromley BOCU against MPS operational targets 2001/02 at August 01 is shown in the table below

*Total Notifiable Offence [TNO].
** Drugs judicial disposal of supply & possession with intent to supply. Source MPS Statistics [MetStats].

TNO - current performance year

Their current Judicial Disposal (JD) rate is 12% with the Trend indicator being downward by -4% placing the BOCU in 13th position overall within the MPS.

Burglary - current performance year

12. In relation to the current performance year including August 2001 figures, the BOCU has seen a -11% decrease overall, with reductions in all months except July 2001, with the monthly average figure falling from 272 to 256 (-6% reduction). This performance ranks the BOCU in 8th position overall in terms of PYTD percentage change.

13. However, their overall trend indicator is upward by 11% (i.e. their last 3 average months offences totals combined are higher than the previous 9 average months totals) although their contribution to the MPS volume has fallen to 2.7% that is down from 3.1% at the same period the previous year.

14. Their current JD rate is 5.3% with the Trend indicator being downward (by -37%). These places the BOCU in 29th position overall.

Street crime - current performance year

15. In relation to the current performance year including August 2001 figures, the BOCU has seen a 17% increase overall, with increases in all months except May 2001, with the monthly average figure increasing from 56 to 66 (a 15% increase). But this is still below the overall MPS average performance, which is currently sustaining a 29% increase, and with an upward trend indicator of 19%. This performance ranks the BOCU in 7th position in the MPS in terms of PYTD percentage change.

16, The overall trend indicator is upward by 19 (i.e. their last 3 months average offences totals combined being higher than the previous 9 months average totals). Their contribution to the MPS volume has fallen to 1.3%, which is down from 1.4% at the same period the previous year. This ranks the BOCU in 24th position in relation to their overall volume contribution.

17. The current JD rate is 15.4% with the Trend indicator being upward by 67% placing the BOCU in 3rd position overall (1st =ZT; 2nd = PL).

Auto-crime - current performance year

18. In relation to the current performance year including August 2001 figures, the BOCU has seen a -2% decrease overall. This performance ranks the BOCU in 12th position overall in terms of PYTD percentage change.

19. However the overall trend indicator is upward by 10% (i.e. their last 3 months average offences totals combined being higher than the previous 9 months average totals). Bromley's contribution to the MPS volume has fallen to 3.3% down from 3.4% for the same period the previous year. This ranks the BOCU in 16th position in relation to their overall volume contribution.

20. Bromley's current JD rate is 3.9%, with the Trend indicator being downward by-5%, placing the BOCU in 22nd position overall.

Class A drugs - current performance year

21. The total number of Class A Drugs JDs has increased from 4 to 13 (April to August period) representing a 225%. 11 of these occurred during July 2001.

22. The upward trend ranks the Borough in 9th position overall in terms of PYTD performance.

Partnership Working

Crime and Disorder Reduction Partnership (CDRP)

23. The BOCUs Community Safety Strategy identifies six core priority topics:

• Reduce Youth Crime
• Reduce Crime Associated with Drugs
• Assist Communities Most Effected by Crime
• Create Safe Town Centres
• Strengthen Local Communities
• Support Victims and Vulnerable Groups.

24. These priorities appropriately reflect local issues identified by a comprehensive Crime and Disorder Audit conducted by the BOCU. Priorities for Action have been identified for each topic and for the majority, performance measures – measuring input and outcomes – have been identified.

25. In common with many MPS CDRPs, the BOCU attests that the impact of many local initiatives will only be visible in the long term, but reports some successful outcomes in the following areas:

• A reduction of youth crime – reduced school exclusions and 10% re-offending rate for direct referrals, a local initiative (MPS average 23%).
• Reduced crime associated with drugs – increased drug referrals, reduced exclusions.
• Assistance to communities most effected by crime – Geffreys Estate 50% crime reduction.
• The creation of safe town centres – In targeted areas a fall in vehicle crime.
• Strengthening local communities – 37% Neighbourhood Watch coverage.
• Supporting victims and vulnerable groups – increased reporting of crime by some vulnerable groups. (Source: Bromley Community Safety Office).

26. Bromley BOCU indicated that the following factors were impeding progress towards achieving reduction Crime and Disorder reduction:

• CDRP perceived by some partners not to be relevant to them.
• Absent Social Services (SS) and Health Authority (HA) representatives at key meetings.
• Reluctance for SS and HA to exchange information.
• Collection of relevant information by key partners inconsistent.
• The BOCU's inability to contribute financially to projects.

27. The necessity to obtain accurate 'base line data' is key to any Problem Orientated Policing (POP) approach to crime reduction and the MPS is currently addressing information sharing protocols at an organisational level. The 'external' partnership manager acknowledged that more needed to be done, and it is an issue that should be prioritised locally.

28, The following factors were reported by the BOCU to be assisting progress:

• The introduction by police of the Policing Style Programme (PSP).
• Local Authority securing funding for a central database and analyst.
• Local Authority funding for a Community Safety Post.

29. The inspection team spent time on the BOCU with managers and staff involved in partnership work. Without exception a high level of commitment and enthusiasm was evident. It was notable that with the exception of the in-house Community Race Relations (CRR) training delivered to the management team (inspectors and above) the focus of activity for the partnership unit was predominantly external.

30. The Crime and Disorder Act created new responsibilities for police to work with local partners to reduce Crime and Disorder and so an emphasis on strategic and external activity is necessary and understandable. However, an appropriate balance needs to be sought. It is suggested that increasing emphasis be placed upon the internal delivery of the police partnership work.

31. The BOCU has initiated, and is engaged in, many activities, which support the requirements of the Crime and Disorder Act;. Particular praise is appropriate for the following activities:

• Improved relations with ethnic groups – particularly the Somalian community
• In-house CRR training for BOCU managers
• Support and involvement for youth crime reduction
• Young Offending
• Schools Liaison – Youth Justice Unit
• Pastoral Support Programme
• School exclusions
• Direct referral scheme

32. It was apparent that while staff are engaged in a great deal of partnership activity, there is little opportunity to record and evaluate activities and achievements. This dilutes any opportunity for learning, improvement and identification of best practice. It may also impact upon the future effectiveness of partnership activity, as much of what is known is held by individuals who could leave the BOCU at some future date.

Direct referral scheme

33. Introduced for first time juvenile shoplifters and designed to keep operational officers on the street and reduce resource use in the custody suite. Offenders who qualify are not arrested but arrangements are made for them to attend the local station, in consultation with parents/carers etc, where they are dealt with by the YJU. Re-offending rates are reported to be low at only 10%. (Source: Bromley Community Safety Office).

Youth Justice Unit (YJU)

34. The YJU is a small team of officers. One police sergeant and seven constables have responsibility for all aspects of school liaison. These include: presentation of crime prevention talks, investigation of school related crime, involvement with joint truancy patrols, dealing with Direct Referral returns, submission of intelligence returns and providing the education authority with assistance for the Pastoral Support Programme. Close ties are also maintained with the Youth Offending Team.

35. A summary of 2000/2001 YJU activity and performance comprises:

• 1,700 talks delivered to schools.
• The investigation of 270 crimes between Jan and Sept 2001.
• 116 'Direct Referrals' - same period.
• 95% take-up for diversionary activity.
• The introduction of a 'warning clinic' for local youths.
• The introduction of a retail theft scheme.
  (Source: Bromley Community Safety Office)

Domestic violence – 'One Stop' – shop

36. Where female victims of Domestic Violence are afforded access to free advice from solicitors, representatives from those dealing with homeless persons, the Community Safety Unit and outreach workers. A dedicated phone-line has been installed to facilitate the provision of urgent advice and assistance from the Benefits Agency. The 'shop' has been open for 4 months and has been funded by police with local assistance for the provision of office equipment. This initiative is subject of a review by the probation service. (Source: Bromley Community Safety Office).

External perspective

37. The inspection team spent time with local partnership representatives to obtain an external perspective on the effectiveness of the police role. There was general agreement that there is an over reliance on police data. It was evident that the strong leadership by the BOCUs CDRP manager and the BOCU Commander was recognised and valued. Partners identified the following areas as the focus for future activity:

• More work on youth diversion.
• Alcohol and licensing issues.
• Tracking the results of Direct Referrals.
• Clarification of the strategic role of Anti-Social Behaviour
• Contracts (ABCs).
• The absence of members from visible ethnic minority communities in the composition of MARIP (the local racial incidents panel).
• The absence of third party crime reporting system for vulnerable victims and 'hard to reach' groups.
• The absence of structure to ensure 'hard to reach' group representatives can be contacted.
• Software problems associated with 'Ringmaster' and its failure to deliver messages.
• The EMU – call cut off and an average three calls before contact made.
• Victim Support referrals and accessibility of line managers.
• Extensions of 'Insight' patrols e.g. including school heads, 'hard to reach' groups etc.
• Influencing the CPS e.g. higher profiles for fly tipping prosecutions.
• The police approach to repeat victimisation.

38. Concerns were also expressed over the tenure of Senior Managers and other key personnel on the BOCU, with the consequent negative effect this has on developing effective partner working relationships.

39. The partners noted the following aspects of the BOCU's commitment to partnership:

• Strong leadership.
• Problem solving approach on local housing estates.
• ABCs.
• BOCU's apparent fast tracking capability for community intelligence from partners.
• The VSS relationship with police at a strategic level is very good.
• Neighbourhood Watch - under the Policing Style Project very positive perception of visible policing.
• The introduction of 'Insight Patrols' - police officers accompanied by community members.

40. It is evident that the local partners were supportive of the police and for the most part satisfied with relationships at a strategic level. There are though questions about the practical implementation of strategy at an operational level and a perception that the focus on 'soft' outcomes requires sharper emphasis.

Potential Best Practice Identified

41. Policing Style Programme – In concept a courageous initiative to address the challenges of demand management.

42. Custody Arrest Support Team [CAST] – Conceptually sound but requiring evaluation of staffing levels, skills profile, access to specialist teams for level 3 crimes.

43. Enquiry Management Unit [EMU] - The telephone reporting/investigation side of the EMU has the potential to be good practice for the MPS, and plans to amalgamate Bexleyheath with this unit would provide a telephone recording and enquiry centre for a significant proportion of SE London. Staffing, skills, etc remain key issues.

Missing Person database

44. Criminal Justice Unit [CJU] Civil Action Pre-emptive Pack. The pre-emptive civil case files, collated in anticipation of civil actions, which may result from individuals released after arrest without charge, were potentially good practice subject to evaluation by the MPS Operation Policy Support Unit or other independent unit.

45. Sexual Offences Investigation Techniques [SOIT] support staff framework – roster, de-briefings etc. The Borough has permanent and part time SOIT trained officers, with a contingency to use further officers attached to the CID in emergencies. Two officers are on call for seven days to deal with all rape/sexual offence interviews. The on call officers work from the Community Safety Unit.

Youth intervention initiatives - direct referral

46. Domestic Violence 'One-Stop'-Shop.

47. Deployment of Forensic Identification Officers [IDOs]. The inspection team noted two aspects of IDO deployment that were considered as potential best practice:

1. A system exists whereby incidents are tagged for IDO attendance so that these can be actioned without having to wait for the officer to formally input a crime report. The IDOs report that this initiative has improved service delivery.
2. A dedicated IDO attends the scene of each artifice burglary.

Evaluation of these initiatives would help to confirm them as good practice for the Service;

48. Direct Referral Scheme - It is acknowledged the direct referral scheme is an excellent innovative procedure for dealing with first time youth offenders. It is recommended that the legality of using arrest, de-arrest and subsequent re-arrest powers for the direct referral scheme be validated. There is potential for MPS-wide adoption subject to legal endorsement.

49. The IT briefing package is of a high standard and an extremely useful tool. Subject to further evaluation, it may merit identification as good practice.

Key Themes for Development

Leadership

50. Examination of management team documents and analysis of one to one interviews revealed a huge commitment to strategic activity aimed at partnership and community activities. The SMT commitment towards improving service delivery in this area is commendable. Succession planning was identified as a key issue, there being a need to place two substantive managers in the operations function, and to increase the depth of crime management experience at SMT level.

51. Two key areas for the improvement of business activities centre on the need to balance the BOCU's external focus with internal demands, Firstly around transformational leadership – ensuring the significant efforts invested at strategic level are translated into effective tactical action, and secondly ensuring that respective management functions are joined up and operate cohesively at strategic and tactical levels in meeting Service and borough priorities.

52. The Monthly Management Report, in conjunction with action plans, forms the basis for review of progress towards agreed Service and borough targets. Recent changes have given geographical responsibility for operational team performance to officers of inspector rank, who are then held to account by the Operations superintendent and chief inspector. There is scope to enhance accountability and service delivery by the development of a robust performance management framework to inform regular analysis, interpretation and corrective action by all managers.

Crime Review:

53. The inspection teams findings included:

• Inconsistent standards of supervision, initial and subsequent investigation.
• Inconsistency when maximising the potential of intelligence gathering opportunities.
• Incomplete system for the allocation and tracking of forensic identifications.
• A need to review the proactive tasking arrangements and outcomes for intelligence obtained from Covert Human Intelligence Sources

54. The standard of victim care provided appears generally to achieve only minimal standards of compliance with Victim Charter Standards, with crime prevention advice given to a victim on only one occasion in the sample surveyed. Where victims stated they feared reprisals as a result of assisting police, or appeared reluctant to assist for other un-stated reasons, no action was recorded as being taken to address this. A more victim-focussed approach is desirable.

55. The Borough utilises an excellent IT package to brief patrol officers of the activities of persistent active criminals, however, the operation of the 'intelligence cycle' on the BOCU is not being used to best effect. There is a need to integrate the intelligence system to embrace all units within the borough and implement a robust performance management framework around tasking, resources and outcomes.

56. The Borough has a number of registered Covert Human Intelligence Sources (CHIS) and there is a high level of compliance with Service policy in their management. From interviews conducted with personnel (including supervisors) from the Source Unit and a sample of officers from the Proactive Unit, the inspection team noted the competing demands (e.g. Abstraction for aid and/or disorder patrols) placed on the proactive teams and their capability to respond effectively to taskings. They also noted a lack of clarity in what was required from the Source Unit in terms of outcome and what was being actioned through the Borough Intelligence Unit and Borough Tasking & Co-ordinating Group meetings. There is a need to review the working relationship between the Source Unit, Borough Intelligence Unit, Tasking & Co-ordinating Group and Proactive Unit to ensure that the Borough develops its proactive capacity to respond to source led intelligence to the full.

Human Resources

57. The BOCU's Excellence Model Action Plan for year 2000 to 2001 identifies the need to produce a Human Resource Strategy for the BOCU. At the time of the inspection the HR strategy had not been published. The BOCU remains reliant upon centrally produced documents that, the BOCU acknowledge, do not always meet local needs.

58. It is suggested that the strategic role of the personnel department be reviewed. In particular that consideration be given to the benefits of collating and analysing readily available personnel data to produce relevant management information, e.g. sickness management monitoring and a skills audit, which would assist functional heads in the effective management of their departments.

Finance & resources

59. The inspection team acknowledge Bromley's positive performance in budget control. The pilot initiative to employ a Senior Resource Manager has enjoyed a transitional period of 6 months. It would be an appropriate time to evaluate the progress made and to support the Service in gaining the benefits and added value intended from the investment.

Recommendations

Leadership

60. Recommendation 1: It is recommended that the MPS review the support available to Senior Management Teams, particularly with regard to skill bases and professional development.

61. Recommendation 2: It is recommended that the BOCU further develop its performance management framework complemented by robust mechanisms to ensure accountability and performance management at all levels.

Crime management

62. Recommendation 3: It is recommended that the BOCU conduct an immediate review of all aspects of crime recording and investigation, and their supervision, to ensure consistent quality of service delivery to the public and to achieve greater consistency in its compliance with Service policy.

63. Recommendation 4: It is recommended that the BOCU review the management and implementation of intelligence led policing on the borough (taking advantage of the implementation of the MPS Policing Model).

64. Recommendation 5: It is recommended that the BOCU develop its proactive capacity to respond to source-led intelligence.

65. Recommendation 6: It is recommended that the BOCU adopt best practice to ensure timely and effective action in response to notified forensic identifications.

Crime and disorder reduction partnerships

66. Recommendation 7: It is recommended that the BOCU examines the potential for enhancing its partnership strengths through the creation of a local and independent advisory group, and further develops effective relationships with 'hard to reach' groups.

67. Recommendation 8: It is recommended that the BOCU introduce a mechanism to ensure that the methodology, progress and outcomes of its initiatives are recorded and properly evaluated, in order to capture the learning and best practice from its innovative approaches to partnership and demand management. It is further recommended that the MPS provide support to the BOCU in objective evaluation of its initiatives.

Human resource management

68. Recommendation 9: It is recommended that the BOCU's Personnel Department is further integrated with the operations functions with regard to the management of human resources and that support is provided to senior managers to ensure that the BOCU has in place appropriate staff with the right skills to progress and support the stated aims and objectives.

Finance and resources

69. Recommendation 10: As a pilot site for the Senior Resource Manager role it is recommended that the MPS reviews the development of this function to ensure that the correct level of support is given to deliver the intended benefits and value added.

Appendix 2: Leadership

Senior Management Team (SMT) and Reassurance and Visibility

Recommendation 1:
It is recommended that the MPS review the support available to SMTs, particularly with regard to skill bases and professional development.

Accountability mechanisms and performance management

Recommendation 2:
It is recommended that the BOCU further develop its performance management framework complemented by robust mechanisms to ensure accountability and performance management at all levels. 

Crime management

Investigation and recording practices

Recommendation 3:
It is recommended that the BOCU conduct an immediate review of all aspects of crime recording and investigation, and their supervision, to ensure consistent quality of service delivery to the public and to achieve greater consistency in its compliance with service policy.

Recommendation 4:
It is recommended that the BOCU review the management and implementation of intelligence led policing on the borough (taking advantage of the implementation of the MPS Policing Model). 

Intelligence Sources

Recommendation 5: 
It is recommended that the BOCU develop its proactive capacity to respond to source-led intelligence.

Use of Forensic, DNA and Other Scientific Techniques

Recommendation 6:
It is recommended that the BOCU adopts best practice to ensure timely and effective action in response to notified forensic identifications. 

Crime and Disorder Reduction Partnerships

Recommendation 7:
It is recommended that the BOCU examines the potential for enhancing its partnership strengths through the creation of a local and independent advisory group, and further develop effective relationships with hard to reach groups.

Recommendation 8:
It is recommended that the BOCU introduce a mechanism to ensure that the methodology, progress and outcomes of its initiatives are recorded and properly evaluated, in order to capture the learning and best practice from its innovative approaches to partnership and demand management. It is further recommended that the MPS provide support to the BOCU in objective evaluation of its initiatives. 

Human Resource Management / Attendance Management and Sickness

Recommendation 9:
It is recommended that the BOCU's Personnel Department is further integrated with the operations functions with regard to the management of human resources, and support provided to senior managers (to ensure that the BOCU has in place appropriate staff with the right skills to progress and support the stated aims and objectives). 

Finance and Resources

Recommendation 10:
As a pilot site for the Senior Resource Manager role it is recommended that the MPS reviews the development of this function to ensure that the correct level of support is given to deliver the intended benefits and value added. 

Supplementary issues identified during the inspection:

Superintendent (Operations)

1. Compliance with MPS Stop and Search Policy as outlined in Special Police Notice 12/01.

2. The introduction of a formal system for the early identification of critical incidents. 

Chief Inspector (Partnership)

1. To review and ensure the legality of the Direct Referral Scheme. 

Chief Inspector (Criminal Justice Unit)

1. Review of the Borough's property handling procedures (i.e. the disposal of all items over 12 months old) to ensure the necessary safeguards to protect vital evidence and other risks to the MPS.

2. To conduct a review of the Borough's re-bailing policy, with special regard to the deployment of the resources involved and the anecdotal failure in the significant proportion of prisoners failing to answer their bail. 

Senior Resource Manager / Finance & Resources Manager

1. Health and Safety Risk Assessments for operational activities involving water, railways, roofs, chemicals and other danger areas. In addition to risk assess new roles created by the implementation of PSP. Ensuring staff awareness.

2. To examine the resource issues at various sites concerning IT access and availability for the reporting, recording and investigation of crime, communication within the borough and access to court MPS IT systems.

3. Issues concerning the ability of the borough to influence / impact on the management of external contracts (Carillon re: minor building / maintenance works) and the ability to address poor service. 

Actions rolled-over from March 2001 Performance Visit Action Plan

Lead: Borough Commander

2. to progress development of problem solving policing 

Appendix 3: Bromley borough TP inspection action plan -efficiency savings

Recommendation 2 - The strengthening of the policy that the majority of prisoners dealt with by Response Teams should be handed over to Custody and Arrest Support Team (CAST). This will as far as possible be supported by keeping the team up to the approved staffing targets and result in a reduction in the overtime spend previously incurred by CAST.

Anticipated saving £6000 over 12 months.

Recommendations 3 and 4 - By achieving compliance to corporate minimum standards both in CRIMINT entries and CRIS completions, we will reduce the cost of supervision. The aim is to ensure researchers do not spend a third of their time bringing entries up to the minimum acceptable standard.

Anticipated saving £14,400 over 12 months.

Recommendation 10 - Work by the Partnership Funding Team to gain sponsorship has resulted in the loan of cars to the Borough from insurance companies at nil cost. This will ensure lower costs against permanent hiring and enable initiatives to be run at lower cost.

Anticipated saving £5475.00 over 12 months.

Total saving - £25,875.00p

There are other opportunities to make savings within the action plan but this investigation also has a cost factor. When the results of the Activity based costing exercise are known then further savings will be identified.

The purchase of process mapping software to be used by the Quality Assurance Unit to assess key processes for re-engineering will also identify possible areas for improvement and potential savings.

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