ACPO publishes review of integrity standards in policing

The review of integrity practices across the service was conducted by Transparency International, an anti-corruption organisation with extensive experience in reviewing policies and practices relating to organisational integrity across the private, public and voluntary sectors.

The Transparency International review outlines 8 recommendations for ACPO, with the core finding for the leadership of the service to ensure that common standards of integrity are robust, clear, consistent and embedded across all forces.

ACPO lead on professional standards Chief Constable Michael Cunningham, who commissioned the review, said:

“Public trust and confidence in the police are absolutely central to Britain’s model of policing by consent and as a service we welcome scrutiny and are committed to transparency. When mistakes are made or police officers fail against the high standards we demand of them, we understand the damage that can be done to public trust in policing.

“It is vital we robustly investigate and respond to any such issues in order to help restore public confidence. This report underpins the importance of accountability and consistency in our approach and highlights the steps already taken by the service to embed good integrity practices.

“As the report indicates, the service needs to become more proactive in its approach. The fundamental role of the police remains one of public service and to discharge that role effectively the police should be perceived as a bulwark for integrity in society.”

A copy of the report: Benchmarking Police Integrity Programmes is available here:

http://www.acpo.police.uk/documents/workforce/2012/201205WFDTIIntegrityrpt.pdf (please note an updated version of this report was uploaded on January 25 - please see the note on Page 2 of the report which outlines the amendment)

Transparency International UK took on the assignment from ACPO in November 2011. The terms of reference for the report are available to download http://www.transparency.org.uk/our-work/publications/10-publications/472-benchmarking-police-integrity-programmes--terms-of-reference.

The ‘Benchmarking Police Integrity Programmes’ report sets out TI-UK’s views on what constitutes good organisational integrity practice and how this could be applied to the police. The paper then comments on how the ACPO review, ‘Managing Police Integrity’, compared with Transparency International UK’s view on good practice. It identified a series of recommendations for improvement in policy integrity programmes.

Since the review was commissioned the police service has moved into a new landscape with the appointment of Police and Crime Commissioners and the creation of the College of Policing. The Leveson Inquiry and Her Majesty’s Inspectorate of Constabulary (HMIC) have also both reported on issues related to integrity in policing.

In addition to the core recommendations above, the report also recommends:

• Model integrity code: ACPO should build on its work in developing a model police integrity code supported by tools and resources to be applied in a consistent manner across Forces;
• Clarity and consistency: All those who manage integrity programmes or are governed by them should be able to easily understand their roles, obligations, procedures and rights, and the integrity programmes should also be clear to the public and other stakeholders;
• Positive integrity management: ACPO should assist Forces to move from a reactive approach to a stance of active promotion of integrity, based on the principle of zero tolerance of corruption;
• Common systems: Forces should implement common robust systems supported by guidance and tools to ensure that risks are identified, monitored, and managed;
• Governance: ACPO must consider how necessary independent oversight can be brought into and embedded within the governance process;
• Disciplinary measures: Further consideration should be given to disciplinary measures in the context of The Police (Conduct) Arrangements of 2008 - a good practice integrity programme should be founded on a zero tolerance approach to integrity violations. Any relaxation of disciplinary measures could undermine an effective integrity programme;
• Public reporting: ACPO should take the lead in developing a common nation-wide standard for public reporting by Forces;
• Comprehensive and continuous approach to risk assessment: The risk assessment process should be reviewed and strengthened to ensure that the process is robust, comprehensive and up-to-date in capturing emerging or changing risks such as those related to outsourcing, procurement, secondary employment and post-service employment.

ACPO has already moved to implement further change in response to the Transparency International report including:

• An updated Statement of Mission and Values;
• The development of an ethical decision-making model (the National Decision Model or NDM) which puts those values at its centre in all operational and non-operational decisions;
• Training in the NDM for all staff and as an integral part of all command courses;
• Ethics training on Senior Leadership Programmes, the Strategic Command Course and sessions for Chief Officers at the ACPO Conference;
• The establishment of a working group, involving HMIC, to develop a leadership response to HMIC’s report ‘Without Fear or Favour’ and the Transparency International report;
• Vetting processes revised and strengthened;

ACPO guidance issued;

• The publication of senior officers’ expenses on force websites and a movement away from entitlement to certain conditions (eg travel);
• Senior police officers continue to be at the heart of rooting out corruption, improper behaviour and bad practice (instituting and leading investigations, developing and implementing standards of practice).

For more information please contact:

ACPO Press Office
Association of Chief Police Officers
e: press.office@acpo.pnn.police.uk