Royal Parks Constabulary proposals

Report: 7
Date: 21 March 2002
By: Commissioner

Summary

A formal inspection of the Royal Parks Constabulary (RPC) in September 2000 commented on the need to ensure accountability of the constabulary to a properly constituted police authority. Following an approach from the Chief Executive of The Royal Parks Agency (RPA), the MPS agreed to develop a costed business plan outlining the services which could be provided.

A. Recommendations

1. Members are asked to note the contents of this report.
2. That a further, more detailed, report be presented to a future meeting of the Metropolitan Police Authority.

B. Supporting information

Introduction

1. The RPC currently has an establishment of 145 police officers and five civilian staff with a budget of £6.9 million. Whilst providing a valuable service to Parks' users, the RPC's viability as a going concern is being tested with a large number of vacant posts.

2. In September 2000, retired Assistant Commissioner Anthony Speed completed a formal inspection of the Royal Parks Constabulary (RPC). His final report identified the need to ensure accountability of the constabulary to a properly constituted police authority.

3. Following an approach from the Chief Executive of The Royal Parks Agency (RPA), the MPS agreed to develop a costed business plan outlining the services which could be provided against two key objectives:

• The provision of a cost-effective alternative to the existing Royal Parks set-up.
• To provide a style of policing specifically tailored to the Royal Parks.

4. The aim of the work conducted by Commander Shave, and more recently Commander Kaye, has been to identify the strengths of such an opportunity, as well as the legal impediments, and personnel and technological challenges. Commander Kaye's final proposal submission will include a comprehensive breakdown of all the identifiable associated costs.

Proposal

5. "To amalgamate the Royal Parks Constabulary with the MPS, as a ring-fenced Operational Command Unit"

6. The merger proposal presently being developed outlines three options relating to staffing levels that include the deployment of both police officers and auxiliaries. Each option is built against the following framework:

• The Royal Parks Agency (RPA) will fully fund the cost of the Royal Parks Operational Command Unit (RPOCU) as new business for the MPS.
• In addition to the running costs, the RPA will pay the RPOCU start up costs.
• The MPS should red circle these resources, which means they cannot, save in exceptional circumstances, be used on other MPS business. If this should be the case, the RPA should receive a discount for services lost.
• The Commissioner will ensure that the allocation of RPOCU resources is open and transparent to the RPA management and taken with due regard to any changes in RPA priorities.
• The RPA will meet the costs of setting up new control room facilities. (Although command and control may be undertaken by local boroughs as an alternative to a control room.)
• The RPA will not be expected to pay for any services that are currently provided by the MPS (specifically related to marches, crime investigation, and prisoner processing).
• The RPOCU will be a specialist post with MPS officers going through a selection process in order to gain appointment.
• The RPC would maintain a mounted branch presence in the Royal Parks.

7. These features are a departure from previous constitutional policing agreements. Staff in the proposed RPOCU would be ring-fenced, would only work in the Royal Parks and would only be taken away from the parks in exceptional circumstances.

The merger

8. First and foremost such a merger would have to be practical, and the work conducted thus far has been supported by senior members of the Human Resources, Finance, Legal Services, Information and Property Services Directorates.

9. The MPS has taken legal advice regarding the process of merger and confirmed that in the longer term primary legislation would be required. Secondary legislation would also be required for finalising other aspects of the transfer, such as pension arrangements.

10. To assess the likelihood of primary legislation, discussions have taken place between the Home Office and the Department of Culture Media and Sport to ascertain their views.

Interim position

11. Whilst awaiting the necessary legislative enablers, the potential to adopt an interim position is also being researched. This might involve contracting out, a special service agreement, secondments, or a memorandum of understanding.

Conclusion

12. Any amalgamation of policing bodies will be a difficult process, but with careful planning and attention to detail it can be achieved. The merger proposal promises proper accountability with fully supported policing activity designed to meet the special needs of the Royal Parks and their management. In addition, the deployment of both police officers and auxiliaries takes full advantage of the modernisation opportunity to keep down costs whilst maintaining and improving service provision.

C. Financial implications

The position of the Royal Parks Agency is that it will:

• Fully fund the cost of the Royal Parks Operational Command Unit (RPOCU) as new business for the MPS, and.
• Pay the RPOCU start up costs, in addition to the running costs.

A comprehensive breakdown of all the identifiable associated costs and estimates will be included in a subsequent report, to be presented to the Metropolitan Police Authority meeting on 25 April 2002.

D. Background papers

None.

E. Contact details

Report author: Jo Kaye, Commander Territorial Policing, MPS.

For information contact:

MPA general: 020 7202 0202
Media enquiries: 020 7202 0217/18

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