Metropolitan 2017Read more about Metropolitan 2017
This is HMICFRS’ fourth PEEL (police effectiveness, efficiency and legitimacy) assessment of the Metropolitan Police Service. PEEL is designed to give the public information about how their local police force is performing in several important areas, in a way that is comparable both across England and Wales, and year on year. The assessment is updated throughout the year with our inspection findings and reports.
The extent to which the force is effective at keeping people safe and reducing crime is not yet graded.
The extent to which the force is efficient at keeping people safe and reducing crime requires improvement.
The extent to which the force is legitimate at keeping people safe and reducing crime is not yet graded.
The efficiency inspection findings are published below.
Matt Parr, Her Majesty’s Inspector of Constabulary
My overall assessment of the Metropolitan Police Service’s performance will be published in spring 2018, following the publication of the legitimacy and effectiveness inspections in December 2017 and March 2018, respectively.
How effective is the force at keeping people safe and reducing crime?
How efficient is the force at keeping people safe and reducing crime?
The Metropolitan Police Service has been assessed as requiring improvement in the efficiency with which it keeps people safe and reduces crime. In 2016, HMICFRS assessed the Metropolitan Police Service as good for the efficiency with which it keeps people safe and reduces crime.
The Metropolitan Police Service requires improvement in how well it understands current and likely future demand. It undertakes analysis to assess the demands for its services, including work to identify demands that are less likely to be reported and to better understand internal processes that create unnecessary work. An increase in 999 calls and staffing difficulties in the Metropolitan communications command have contributed to a reduction in call-handling performance, resulting in too many calls to the non-emergency 101 number going unanswered. This means that some people are not receiving the service that they need from the police. Initial response times in the two ‘pathfinder’ boroughs that are piloting the force’s programme to improve local policing have also increased, partly as a result of the transition to new ways of working. Systems for giving feedback are widely used but are not regarded highly by the workforce.
The force has made good progress in the areas for improvement identified in HMICFRS’ 2016 efficiency report, but it continues to require improvement in how well it uses its resources to manage current demand. It has built on the work it undertook in 2016 to understand the skills it needs in its workforce. However, a meaningful skills and capabilities audit has not been completed, which means that there are likely to be gaps in the workforce’s skills that have not been identified and addressed.
The force worked with the Mayor’s Office for Policing and Crime to set its priorities and take into consideration the public’s views on priorities in London. It has routine processes to help understand the demands for its services, though work to understand how changing costs will affect the level of service it can provide is in the early stages. The force is able to assess the financial benefits that it gets from changing the way it works, but further work is required to measure non-financial benefits. It is too soon to evaluate whether the force is getting a return for its investment under the One Met Model 2020 programme of changes, and collaboration work is still in its early stages, so benefits are anticipated and cannot be confirmed.
The force is good at planning for the future. It analyses different information to identify trends in demand; the results identified so far are being used to help plan how it will work in the future. The force is making very significant investment in new technology to improve the public’s access to its services, and the way in which it works. It is developing its approach to succession planning for senior leaders, and offers recruitment and development opportunities, mainly for officers, although development opportunities at an officer’s existing rank are immature. Its plans are ambitious and match its vision for the future, but its biggest challenge will be to make savings of £400m over the next three years.
How legitimate is the force at keeping people safe and reducing crime?
How well has the force performed in our other inspections?
In addition to the three core PEEL pillars, HMICFRS carries out inspections of a wide range of policing activity throughout the year. Some of these are conducted alongside the PEEL inspections (for instance, our 2016 leadership assessment); others are joint inspections.
Findings from these inspections are published separately to the main PEEL reports, but are taken into account when producing the rounded assessment of each force's performance.