This project began in September 1999, initiated by the Metropolitan Police Service and arising from a "Best Value" Review, with a remit to streamline and render more efficient the Police Complaints procedures within the Metropolitan Police Force. Six months later, those within the project team heard of the Cabinet Office learning lab initiative. Cabinet Office involvement was perceived as offering several benefits... "If the Cabinet Office were involved some other body apart from ourselves would be seen to be driving it, and it would not simply be our objectives and our agenda". The Police Complaints Authority and the Crown Prosecution Service were approached as the other agencies with key roles. The Home Office had some interest in the process and outcome but a less direct involvement.

A decision was made in this learning lab to restrict the ‘players’ involved in the steering and working groups to the agencies identified as having a major role. Others with an interest in such changes would be involved at a later date. Frontline staff have not been directly involved apart from having been interviewed by the project team in the research exercise carried out to identify the problem.

The specific area adopted as a starting point was public complaints against police officers. These complaints may involve allegations of a criminal nature as well as general misconduct. The problems and issues identified were as follows:

The first task of the project team was to carry out a process mapping exercise to examine exactly what happened in the event of a complaint being made. This team also carried out data collection and a scoping exercise together with an analysis of the findings. From this it was possible to calculate the cost and time spent on a single complaint. The Business Excellence Model had proved helpful here in assisting internal evaluation of work practices. A "Best Value" Report had been produced which proposed setting corporate standards across the MPS - one recommendation of this report was that senior grade officers were carrying out procedures that could be done adequately by lower ranks.

Previous contact between the MPS, the CPS and the PCA had been case-specific and representatives of these three organisations had never previously sat down together to discuss procedural matters. Senior management in all three organisations gave their agreement to the initiative and were represented on the steering group. Each organisation defined what the problem was from their own perspective and what would be a positive outcome for them from this temporary working partnership.

Whilst it is still early days for this learning lab, there has been considerable progress. A pilot study in 2001 will outline a changed set of procedures for written reports. This is to be followed by a second pilot exercise, which after review and evaluation, will be implemented throughout the Metropolitan Police Service. The Working Group intends to go on to include complaints alleging corruption and mandatory investigations into deaths in custody. The outcomes from the pilot study will be the subject of a "Best Value" review.

Progress has been gradual despite problems in identifying how a more streamlined process could be achieved given the complex nature of the issue and the organisations involved. Difficulties have focused upon what constituted necessary and sufficient information and what information could be legitimately left out if reports were to be abbreviated and what the legal implications of this would be. Important issues around ‘risk-management’ and the repercussions and implications of such changes are being discussed. Resourcing the mapping exercise and the pilot initiatives has been another challenge.

It has been recognised that whatever final recommendations the learning lab puts forward, in order for these to be realised it will require the agreement of those with executive powers to formalise them, and legislation, where necessary, to validate those changes.

There was a perception on the part of those interviewed that cultural changes had taken place within their organisations, characterised by a move towards greater openness and transparency, which had enabled this initiative to take place. There was evidence of the will, commitment and motivation to carry this initiative forward on the part of all members and an air of optimism that the outcomes would be positive. Having the Cabinet Office support this initiative and chair meetings from a neutral position was also seen as positive.

This learning lab has the potential to make a far-reaching impact. If the MPS can demonstrate that the changes effected via the learning lab meet "Best Value" criteria then other police forces are unlikely to ignore it. It can take time for the advantages of a new system to percolate through, but if it can be proved that a new system has benefits then one of the greatest barriers to change has been eliminated.

Informants were hopeful that there were lessons to be learned from this experience which could be applied to complaints against the police in other areas, and in a broader context might have relevance for streamlining procedures for dealing with child protection issues and young offenders.

Last Updated 05/2002