AN explosive report by consultants commissioned by Metro Mayor Andy Burnham into Greater Manchester Police has branded the organisation 'chaotic'.

A long-awaited £300,000 report into policing standards has been published today, ahead of a combined authority meeting.

In an executive summary, consultants have highlighted a " lack of operational accountability, corporate governance and capacity to lead change" in the existing regime.

The review has also heavily criticised GMP's creation of 'omnicompetent' officers, trained in several areas rather than specialist individuals, as ‘having eroded performance not improved it’.

This had contributed to the fact "response times are poor and investigations are taking longer to resolve", say the consultants.

Interviews they had conducted with senior officers led to the impression they felt the constabulary had "lost its way" on service delivery.

The force's much-maligned iOPS technology system was also branded "poor", hindering progress and leaving staff feeling "angry and frustrated" and workers victims of crime potentially exposed to risk.

Former chief constable Ian Hopkins stepped down last October, amid criticisms from Her Majesty's Inspectorate of Constabulary, including the fact 80,000 reported crimes had gone unlogged.

One finding by PwC was that the force had "not responded consistently to the criticisms of (HMIC), over a number of years, leaving it lagging (behind) other forces in terms of innovation and performance.

In their conclusions, the consultants say they believe the force's culture needs to ne changed - experienced staff said their survey of 700 plus officers had resulted in some of the most critical analysis they had ever seen.

The consultants added: "While police officers and staff retain a strong sense of public duty, there is a belief this is hindered by ‘chaotic organisation within GMP.”

Incoming chief constable Stephen Watson has published his own keynote plan for how he intends to turn the force around.

This week alone he ordered the reopening of the Scholey Street custody suite, as he bids to return the constabulary's focus to making arrests and putting victims first.

Mr Watson is today addressing the GMCA on that plan and is saying that "a number of key indicators show the force has improved on its position in the first half of the year, including a marked increase in the number and speed of crimes recorded, and the number of crimes being investigated, showing a positive step-change in the service provided to victims of crime".

An increased budget for the operational communications Branch (OCB), the call handling part of the force, has reduced average call times, he is telling the authority, with more people accessing services digitally. A new head for the OCB has also been recruited.

Mr Watson is outlining how his approach, he believes, will "build a greater focus on improving, preventing and detecting crime, bringing offenders to justice and keeping communities safe."

He is also confirming that an operation to ensure officers attend every case of burglary in Greater Manchester - Operation Castle - has now been sponsored by the Home Office and will be part of a national pilot programme.

The force has also taken on a new chief of corporate services, a new additional Assistant Chief Constable in Scott Green, a new Deputy Chief Constable, Bolton's Terry Woods, and re-introduced district commanders, to work with 11 new chief superintendents.

Later this year the force will also carry out a major review of neighbourhood policing and has pledged to consult its own officers and staff on further changes.

Mr Watson is also confirming that there will be a "clear road map for future IT infrastructure upgrades within the force".

He is also unveiling his 'public promise' on how the constabulary will deliver his intended improvements.

Mr Watson said: "It is an honour and privilege to lead an organisation that comprises a great number of officers and staff who are committed, professional, compassionate and courageous, who do things every single day that most either could not, or would not do.

“It is also true, however, that GMP is currently underperforming its vast latent potential. After just three months into becoming Chief Constable, I have been able to quickly set out actions I am taking immediately to address the problems within the force.

“I have already been able to share these improvement actions with GMP employees and work has begun at pace in all areas identified.

“Clearly there is much more to do but we are already well on the way with our forward plan for the force. This will shape how we drive the necessary long-term cultural change and improvement in services for our communities.

“Our communities deserve the best policing service and our employees deserve to have the best employer. In seeking to sustain and enhance the confidence of the public, we have reflected upon the signs and symbols that will emerge in the public eye of a resurgent GMP.

“What are the things that our communities will see and experience to illustrate the practical delivery of the core elements of our plan?

"To help answer this question, we are also publishing a series of promises to the public which have been published on our website.

“These promises are designed to be practical, of value, reflective of what the public have a right to expect and their delivery is capable of being straightforwardly measured.

"Some of these promises will be delivered relatively quickly, some may take more time to achieve, but they will all require a genuine collective effort from everyone in GMP.”

“One element I have seen clearly is the passion, commitment and determination of the many thousands of officers and staff who are wholly dedicated to serving our communities and making people safer and it is this that will drive Greater Manchester Police to reach its true potential.

"I am confident that now our plans are in motion, the people of Greater Manchester will see a demonstrable difference in the force and the service it provides.”