This resource is from the Committees section. This is report 16 of the 11 Oct 01 meeting of the Professional Standards and Performance Monitoring Committee and describes the current efforts being made by the MPS to improve its performance regarding timeliness of complaint investigations.

Sections available here:

• Summary
• A. Recommendations
• B. Supporting information
• C. Financial implications
• D. Background papers
• E. Contact details
• Appendix 1: Targets for investigations
• Appendix 2: DPS Borough Support Command - Live cases (ie under investigation)

Timeliness of complaint investigations

Report: 16
Date: 11 October 2001
By: Commissioner

Summary

This report describes the current efforts being made by the MPS to improve its performance regarding timeliness of complaint investigations.

A. Recommendations

1. Members are asked to note the contents of this report; and

2. That Members continue to monitor the performance regarding the timeliness of the complaints investigation and receive a further report on implementation of actions.

B. Supporting information

1. Many of the policies and procedures that deal with the investigations into wrongdoing by police officers, either directly through public complaints or through internal investigations, are dealt with under primary legislation. These are the Police Discipline Regulations 1985 (the old regulations) and the Police (Conduct) Regulations 1999. The legislation itself has also been the subject of considerable legal debate in the courts by way of formal appeal and judicial review.

2. There is a nationally prescribed target of 120 days for the completion of public complaint investigations. ‘Completion’ means that the investigation has been completed and a report submitted either to the Police Complaints Authority and/or the Crown Prosecution Service. Following a recent HMIC inspection of the complaints and discipline function within the MPS, it was highlighted that the average time taken to complete an investigation is 131.5 days which is above the ‘most similar forces’ (MSF’s) and provincial averages. The MPS is committed to significantly improve its service and performance.

3. The Best Value Review identified concerns regarding the timeliness of investigations. There followed an inspection of cases that have exceeded the 120 day limit by the Borough Support Command OCU Commander. A five-point action plan was developed as a response to these issues:

4. Five Point Action Plan

1. All cases exceeding the 120-day target reviewed. Individual case management action plans compiled.
2. Introduce a more formal investigation planning process and case management review system that includes specific points of intervention regarding unhelpful complainants and officers subject of complaint.
3. Pilot a new slimline report format to reduce bureaucracy
4. Introduction of improved housekeeping of data collection for management information to ensure accurate and timely data for monitoring purposes.
5. Introduction of target setting to further reduce backlog and maintain lower levels of ‘failed’ cases

5. Additionally two timeliness-specific management interventions have been introduced into the investigative process (Appendix 1). It is anticipated that this will lead to greater case management and there are already indications of an improvement in performance (Appendix 2).

6. Members will also be aware of the current development site work at the Norbury branch office where our new structure, methods of working and corporate standards are being independently evaluated. This process will take 12 months to complete but any findings will be responded to through an agreed reporting process as they emerge. It is anticipated that this process will lead to further improvements in service delivery and performance.

7. In summary, it is anticipated that with the five point action plan, the rationalisation of resources towards the end of 2001, the introduction of an effective performance review framework, and effective changes to working practises, a significantly improved service and performance will be delivered.

C. Financial implications

There are no financial implications in this paper.

D. Background papers

None

E. Contact details

Report author: DAC Hayman 020 7230 4271

For information contact:

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

Appendix 1: Targets for investigations

Appendix 2: DPS Borough Support Command - Live cases (ie under investigation)

Number of cases over	Central		NW		NE		SE		SW
	1 Jul	1 Sep	1 Jul	1 Sep	1 Jul	1 Sep	1 Jul	1 Sep	1 Jul	1 Sep
120 days	27	33	63	58	95	81	37	44	45	38
	(30%)	(31%)	(51%)	(42%)	(58%)	(56%)	(37%)	(37%)	(43%)	(33%)
240 days	8	10	21	23	42	41	18	13	19	14
	(9%)	(8%)	(25%)	(18%)	(25%)	(24%)	(16%)	(13%)	(18%)	(13%)
360 days	4	2	38	20	28	21	10	11	15	9

Central

• Cases over 120 days - increase of 1%
• Cases over 240 days - reduction of 1%
• Cases over 360 days - reduction of 2

NW

• Cases over 120 days - reduction of 9%
• Cases over 240 days - reduction of 6%
• Cases over 360 days - reduction of 18

NE

• Cases over 120 days - reduction of 2%
• Cases over 240 days - reduction of 1%
• Cases over 360 days - reduction of 7

SE

• Cases over 120 days - no change
• Cases over 240 days - reduction of 3%
• Cases over 360 days - increase of 1

SW

• Cases over 120 days - reduction of 10%
• Cases over 240 days - reduction of 5%
• Cases over 360 days - reduction of 6