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Operations
The Commission
 Jan Williams, Commissioner
 Jennifer Izekor, Commissioner
The Commission
 Reasons for changing:
Improving the quality of our investigations
The IPCC’s own review of its investigations into deaths
and the external review of the IPCC investigation into the
death of Sean Rigg highlighted a number of concerns
about the referral and mode of investigation (MOI)
decision making process
 New ways of working:
We are now working towards a pan-operational model
Operations Project
Dave Ford, Operations Project Lead
Operations- what are we
changing?
•
No more Casework and Investigations
•
Pan-operational staff.
•
Emphasis on multi-disciplinary teams involving staff with a range of
different specialisms.
•
Increased focus on the quality of our investigations and our interaction
with complainants / families.
•
Widening the range of what we independently investigate – this is part of
the project – but will not happen overnight
•
Reinvestigation of appeals rather than sending them back to the force.
•
Investigations graded according to complexity.
•
Increased operations support
•
Opening of a new office in Birmingham
The assessment function
• Single point of entry for all work
• Includes CCC - advice and assistance - first contact with the
IPCC -triage all incoming enquiries.
• Receives, assesses, grades referrals on the
complexity/seriousness (inc. risk assessment) and skills
required.
• Takes MoI
• Passes referrals to operations.
• Channels other applications and appeals to right person
• Assessment and decision making on non-recording appeals,
disapplications and discontinuances appeals and applications
Benefits
• Multi-disciplined team in the same location resulting in
increased productivity and consistent decision making
• More resilience to deal with varying demand
• Increased capacity to provide more detailed rationale
• Capacity to undertake more analytical work.
Considerations - feedback
• How to ensure we don’t just do more of the same?
• How to ensure we improve our business?
• How to make sure that we reflect learning throughout our
investigations and appeals?
• How can we improve feedback between the IPCC and
Forces with similar issues?
Next steps
• Move to pan-operational working
• Creation of new operating model in order to increase
capacity and improve our timeliness.
• Creation of specialist support roles such as
disclosure and HOLMES.
• Embed quality and consistency throughout our work
• Establish a process to maintain business as usual
and undertake new additional work.
Grading our investigations
Grading of cases: exploring possibilities
Three grades based on resources required:
1 = High - resource intensive
2 = Medium - complex and resource intensive, but not as
high profile
3 = Lower - fewer resources required
Grading our investigations
• Should we grade cases?
• Pros?
• Cons?
How this will change our
interaction with PSD / DPS
• Increased communication – same aims – improve
confidence in the complaints system
• Greater analytical / trend analysis
• More robust follow up of recommendations
• More timely investigations
• The potential end to re-investigation appeals
• Increased oversight on the work the IPCC does not
currently see
Group Work
The IPCC is embarking on a 3 year change
programme
• What do you feel the main priorities should be?
• What would you expect from the IPCC in the
future?
• What should we do more of?
• What should we do less of?
Summary
• Assessment function
• Operations function
• Increased operation support
• 3 year change plan
Operations work stream
team
• David Ford, Project Lead
Email: [email protected]
• Jill Lodge, Operations Support work stream Lead
Email: [email protected]
• Graham Beesley, Operations work stream Lead
Email: [email protected]
• John Brennan, Operations work stream Challenge Lead
Email: [email protected]