MPA & MPS Budget book 2006-07

MPA Revenue and Capital Budget Book 2006/07
Business Group:
Responsible Officer:
Standards and Intelligence Command
Assistant Commissioner Standards and Intelligence
Service Description:
The Standards & Intelligence Command comprises Directorate of Professional Standards, Intelligence
Standards Unit and Legal Services.
Professional Standards have recently been the subject of a number of inquiries and inspections –
Morris, CRE and HMIC Thematic inspections all of which inevitably will influence how we operate on a
day-to-day basis.
The way we work together within the MPS and implement our values will shape delivery of our service
and how the community view us.
Implementation of the Professional Standards Strategy will be based on the following: -
• Placing prevention at the heart of improving professional standards and moving from a blame
culture to one where lessons are learnt.
• Developing greater internal and external trust and confidence in the way the MPS ensures
professional standards are delivered.
• Complementing MPS Citizen focus work by increasing professional standards engagement with
stakeholders through:
• Improved openness, accountability and accessibility of investigations.
• Enhanced understanding of customer needs.
• Improved external awareness of professional standards areas of work.
The Intelligence Standards Unit is responsible for developing and overseeing the implementation of
the MPS Intelligence Strategy. The Strategy incorporates compliance with National Standards and
Codes of Practice that apply to intelligence, including the National Intelligence Model. The Unit is
responsible for the development and review of intelligence standards and policy and oversees the
implementation of a number of projects to support intelligence practice in the MPS.
Legal Services Directorate focus on the key strategic functions of corporate governance. The
Directorate of Legal Services (DLS) is made up of lawyers and a support services group who deal with
a large variety and volume of work. This diversity of issues stems from the extensive range of legal
services that the DLS provide for the MPS. At any one time the Directorate may be dealing with
matters as wide ranging as obtaining an Anti Social Behaviour Order, Proceeds of Crime cash seizure,
giving public order advice, participating in Public Inquiries, counter-terrorism matters, defending a civil
action arising from a death in custody or false imprisonment and giving advice on employment issues.
Key Activities:
Strategic Priorities for Professional Standards:
Intelligence To follow service intelligence processes, analysing information – to identify Prevention
and Investigation opportunities, which re-enforce professional standards.
Prevention To work with colleagues to put into place systems and processes, which facilitate learning
and prevent misconduct and unprofessional behaviour.
Enforcement To ensure that investigations are competent, meeting the needs of stakeholders and
engendering the trust of the community.
Corporate Strategy and Priorities To ensure that expertise and information is made available to
facilitate implementation.
Key Outcomes
•
•
•
The improvement of Professional Standards is owned by all staff and seen as a priority across the
MPS.
Risks are identified quickly and effectively managed.
Staff take pride in professional high quality service delivery.
All of which are aligned to the MPS corporate outcomes and priorities.
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