IPOC learning recommendation - OP Turton

Title: IOPC Learning Recommendation Made Under Paragraph 28A of Schedule 3 to the Police Reform Act 2002.
Author: Prevention and Learning Team, Directorate of Professional Standards, Metropolitan Police Service

IOPC recommendation

The IOPC recommends the Metropolitan Police Service take steps to ensure all officers within Forest Gate Police Station conform to the expectations of their behaviour under the Code of Ethics, whilst on and off duty, and are aware that failure to do so could severely damage the public’s confidence in policing.

In this investigation, there is evidence that officers serving at Forest Gate Police Station have:

• displayed a lack of respect to individuals who had lost their lives by sharing inappropriate remarks and images in a WhatsApp group containing forty policing colleagues
• made remarks in a WhatsApp group that can be perceived as derogatory and discriminatory towards women
• shared images and remarks in a WhatsApp group which demonstrated a lack of compassion and empathy for two women who had recently lost their lives
• used racist language over WhatsApp, which was endorsed by a fellow officer

MPS response

The Metropolitan Police Service (“MPS”) has reviewed the information provided by the IOPC and accepts the recommendation.

In relation to this specific recommendation, the North East Emergency Response Police Team Senior Leadership Team (NE ERPT SLT) and the NE Appropriate Authority have taken the following actions across the whole Basic Command Unit (BCU) and not just Forest Gate Police Station:-

• Personal briefings have been held by the SLT and Appropriate Authority with all ERPTs across the BCU.
• Emails were sent to all ERPTs across the BCU reminding them of the Standards of Professional Behaviour and the minimum expectations required of them, including consequences for future failures and reminding them of the public perception and what they rightly expect from our officers.
• A Police Federation presentation by the BCU based Police Federation Sergeant.
• Clear guidance that whilst the use of social media and photos / videos has become a normal cultural practice, it is not acceptable when deployed in a professional capacity as a police officer. Clear messaging has been delivered that the only time photographs of scenes should be taken is for evidential purposes and that there are no exceptions to this

In addition to this, and as a direct result of this matter, in order to boost the community’s confidence in the MPS, Neighbourhood Policing has generated and carried out the following task:

The introduction of a NE BCU Diversity Inclusion Group which was established two months ago by two members of the SLT. They developed the following plan which was shared with the Local Policing Commander and is aimed at promoting fairness, openness and learning to matters affecting staff and the public. The objective of the plan is to provide equality, equity and justice.

In summary, the plan is:

• to provide Inspector Single Point of Contacts across all internal strands, peer reviews from outside agencies
• to engage families of victims, address knife crime issues, focus on stop and search, academia contribution and National Police Chief Council recommendation led
• to address cultural bias, public health, youth education, Black, Asian and Minority Ethnic (BAME) mentoring
• meet and engage the use of new technology to reach out wider taking time to listen
• action Plan to include a harm assessment
• the Police Federation and Well Being Champions to be involved.

As part of the MPS Rebuilding Trust Plan, officers and staff from all Commands within the MPS were reminded in October 2021 and February 2022 of the MPS expectations in relation to our professional standards.

In October 2021, all line managers were required to speak with officers and staff to reinforce the standards that must be upheld in regards to misuse of social media and messaging apps; predatory behaviours; and reinforcing a proactive duty to stop all inappropriate behaviour.

In February 2022, the Commissioner wrote to all officers and staff setting out in clear and simple terms that there is no room in the MPS for any discrimination; prejudice; racism, homophobia or sexism, and that any type of hate or disrespect will not be tolerated.

The MPS has also launched an internal communications campaign, ‘Not in my Met’, to reinforce the role that everyone in the MPS has to challenge and act on inappropriate behaviour and concerns.

IOPC recommendation

The IOPC recommends the Metropolitan Police Service reviews whether supervisors and senior management at Forest Gate Police Station are taking personal responsibility to identify and eliminate patterns of inappropriate behaviour, whilst simultaneously promoting a safe and open culture which makes clear to officers and staff that they are dutybound to challenge and report behaviour that does not align with the Code of Ethics.

The police Code of Ethics and Standards of Professional Behaviour apply to all officers and members of staff serving with the Metropolitan Police Service. When adhering to the ‘Challenging and reporting improper behaviour’ Standard of Professional Behaviour, it is outlined supervisors must ensure staff carry out their professional duties correctly and any behaviour which falls below the Standards of Professional Behaviour must be challenged and addressed.

In this investigation, there is evidence that officers serving at Forest Gate Police Station shared inappropriate and discriminatory comments and images via WhatsApp, to friends and fellow officers relating to two victims of crime who had recently lost their lives. That officers opted to share such comments and images in a WhatsApp group containing forty policing peers and for their conduct to still go unchallenged, suggests an environment within Forest Gate Police Station where staff are either unwilling or afraid to challenge inappropriate conduct. This is a matter that needs to be appropriately remedied by supervisors and senior management. If such behaviour were to be left unaddressed, it would be hugely detrimental to the public’s confidence in policing.

MPS response

The Metropolitan Police Service (“MPS”) has reviewed the information provided by the IOPC and accepts the recommendation.

The MPS North East Area Senior Leadership Team (NE SLT) has completed the following actions across the Basic Command Unit (BCU) and not just at Forest Gate:

• A personal meeting with the affected ERPT Inspector by a member of the SLT
• Nultiple briefings with all ERPT Inspectors about their responsibility to drive Professional Standards across their respective teams.
• A group debrief with the affected ERPT Sergeants and shared learning across all teams.
• A team debrief with the affected team, reinforcing Professional Standards. (This was also used as a welfare chat without discussing the incident due to the ongoing IOPC investigation).
• A reminder was given to all ERPT officers of the positive obligation they have to report any wrongdoing to a Supervisor in the first instance, but also other options if they feel more comfortable.
• A Police Federation talk by the BCU based Federation Sergeant.

Street duties (new probationary officers joining the BCU)

When North East Area’s Emergency Response Policing Team (ERPT) Chief Inspectors attend the ‘Meet and Greet’ with new officers joining the BCU, they now specifically talk about social media and the risks associated with the use of it.

The BCU based Police Federation Sergeant also attends to provide their perspective, dispel any myths and remind officers of the Code of Ethics (simple do’s and don’ts).

They also attend ERPT ‘parades’ (officers briefings prior to a tour of duty) to provide the same message.

The position is clear around the professional standards set by the ERPT SLT and that expectations are high, so that they are under no illusion when they reach ERPT.

NE SLT remain satisfied that the message has been understood as incidents or concerns are now raised to the appropriate person in a timely manner. NE SLT remain satisfied that officers are clear on the expectations set by not only the BCU but the wider organisation. This message will be reiterated as we recruit from a younger cohort who need to understand the difference between what is socially and professionally acceptable. NE SLT believe we now have mechanisms in place to achieve this.

With regard to local investigation and safeguarding officers and staff, their respective SLT members have been delivering messages regarding the Code of Ethics and Standards of Professional Behaviour via email briefings to them and in person at the regular Detective Inspectors’ meetings.

Particular emphasis has been placed on the current MPS guidance about the use of WhatsApp and other messaging platforms including Criminal Procedure and Investigations Act (CPIA) considerations. Supervisors who are part of messaging groups have been encouraged to treat the groups with the same considerations as if they were sending formal emails, making sure that values are respected. Staff have been reminded of their duty to challenge inappropriate behaviour, either personally or via Supervisors, and the provision of the Right Line where they can report incidents of wrongdoing or crime by police officers or police staff.

In addition to the specific work undertaken at North Area Basic Command Unit the MPS Rebuilding Trust Plans set out 20 priorities to rebuild trust across three themes; raising standards, improving our culture and doing our job well.

We have made significant progress on the priorities we set out including:

In November 2021, we made an immediate investment of additional officers and staff into our Directorate of Professional Standards (DPS) to strengthen our capability and to do more to prevent and identify the abuse of trust by our people.

Our investment in this area has continued, and in January 2022 the MPS launched its new DASO Unit (Domestic Abuse and Sexual Offences Unit) which is a new dedicated team focused on the investigation of allegations of sexual misconduct and domestic abuse.

The DASO Unit, part of the Directorate of Professional Standards (DPS), consists of a team of officers who are experienced in and receive specialist training in matters linked to sexual misconduct, and who provide a robust response to both public complaints and internal reports of police perpetrated domestic abuse and sexual misconduct.

Our internal reviews of current and historic allegations of sexual misconduct and domestic abuse are being finalised and an insights report is being developed to capture any identified organisational learning.

In December 2021, we launched Operation Signa – an internal programme led by the MPS Network of Women to ensure our people actively intervene and challenge inappropriate behaviours. Operation Signa is based on months of research and is linked into the National Police Chief Council Sexual Harassment Working Group. It provides a recording a tool for people to report sexual harassment, sexism and other demeaning behaviours.

In addition, the Commissioner set out a number of new commitments in a letter to the Mayor of London during February 2022. This includes a commitment that the Deputy Commissioner will personally brief all 733 recently promoted sergeants, reiterating our expectations of them in their key leadership role to promote and maintain the highest of standards.

As part of our work to rebuild trust the Commissioner also appointed Baroness Casey of Blackstock to lead an independent review into the MPS culture and professional standards. This review began earlier this year and we expect that it will take between 9-12 months to complete. The terms of reference for this review include:

• to examine the extent to which there is sufficient clarity (and consistency) on the standards of behaviour expected by officers, staff and volunteers working in the MPS, and consider whether current expectations are appropriate
• to examine adherence to those standards across the MPS and what changes might be required to ensure the high standards expected are routinely followed.

To consider what changes are required to the MPS internal culture to build high levels of public trust in the service, and the highest levels of employee engagement.