Operational Policing Measure

Report: 4
Date: 17 September 2009
By: A/AC TP on behalf of the Commissioner

Summary

The Operational Policing Measure (OPM) is a management information system that enables the MPS to identify the activities of all of our staff. It is drawn from various IT systems. It was fully explained in a MPA report (9th October 2003).

This report is to update the MPA. The OPM data is used to account for activity and better match resources against demand. It includes not just the staff but also equipment such as vehicles. It is instrumental in supporting the “Pledge” as well as monitoring areas of single patrol. BCUs are using the data to enable “intelligence led problem solving initiatives”, as well as changing shift patterns.

It is a vital tool that not only enables the MPS to respond to changes in demand, but also manages the resources necessary for the effective policing of the 2012 Olympics.

A. Recommendation

That Members

1. note the contents of this update report.
2. the level and use of the information provided by the OPM.

B. Supporting information

Background: Operational Policing Measure

Update on OPM

1. OPM was introduced in 2002 following the introduction of CARM seven years earlier. It is used to accurately reflect the number of police officers and police staff who provide a uniform, visible, presence on the streets of London. (PCSOs and DDOs are included in the data). In 2004 / 5 it was instrumental in one of the objectives contained within the MPS Policing Plans “to increase visible presence on the street”. Visible patrols increased from 20 441 034 hours to 21 074 980 hours.

2. Since the 2003 MPA report, the data contained within the OPM has been improved by incorporating new IT. In addition to CARM, data for OPM is taken from the custody computer, MetDuties and MDT. This has enabled the information to more accurately reflect activity (including supervision) and use of police vehicles.

3. New technologies are emerging and it is possible that radio technology as well as the CARM replacement system, MetTime will further enhance the data vital to effective front line policing.

How does the MPS use the existing data?

4. OPM data is management information that is circulated to all senior managers and is widely available on the intranet.

5. It is used to track resources (staff and vehicles) against the demand profile. The shift patterns are currently owned by the BCUs and the information supplied is included in their analysis of new patterns and aligning resources to demands.

6. Currently sixty percent of the MPS workforce is employed in operational roles, of which two thirds are uniform operational patrols. The OPM Visibility Measure returns a year on year percentage increase / decrease figure in Police visibility. For the performance year to date, there has been a visibility increase of 1.2% compared with the previous performance year.

7. OPM supports the Policing Pledge by providing a high level measure of the amount of time Safer Neighbourhood Teams spend on core duties. It can also identify whether certain staff are double crewed or single staffed as well as the amount of time spent on patrol and the activity of their supervisors.

8. It is being used by Territorial Policing and the Olympic Team to ensure that all staff are deployed effectively to enable the release of staff to police the Olympics.

9. The OPM returns a measure of Special Constable compliance to ensure Special Constables are performing the hours they have volunteered to do. The successful deployment of the Special Constabulary at peak demand not only enhances MPS performance, but is essential to the enable the policing of the Olympics.

10. OPM is used to track officers involved in priority policing areas such as public protection, Jigsaw, CSU, Sapphire and missing persons.

11. In addition to operational activity, the OPM data is used by the MPS to improve the public focus activity in areas such as voicemail monitoring. The circulation and management of the information saw an improvement in voicemail response compliance from 32% to 81% in 2008.

12. The MPS uses the OPM to ensure that central aid is distributed fairly across all boroughs and to reduce the aid abstraction from BCUs.

C. Race and equality impact

1. The OPM has a significant impact on Race and Equality both within the MPS and externally to the public.

2. Internally the system allows for monitoring of staff employed on flexible working and other duties, enabling the streamlining of duties to meet the needs of the public and individual members of staff. This is of benefit to working parents and staff with other care responsibilities. It gives the MPS the opportunity to retain highly skilled and motivated staff.

3. Externally the matching of resources to demand has witnessed an improvement in the effective policing of crime hotspots which traditionally impacts on the most vulnerable members of the London community. These areas are often poorer with a higher proportion of residents from ethnic backgrounds.

D. Financial implications

1. There are no capital financial implications of OPM. The data is drawn from existing IT systems. OPM never formed part of the business case for CARM, MetDuties or MDT.

2. There are ongoing revenue costs. The MPS employs two staff on OPM in addition to their other duties. It is estimated that their total cost, whilst employed on OPM, is circa £50,000 per annum. This is managed within existing budget provision.

3. The successful alignment of patrols to demand will provide efficiency savings that will not only enable the policing of the Olympics, but in the post Olympic era reduce the demand for growth.

E. Legal implications

1. This report has been considered by DLS, who confirm that there are no apparent legal implications.

F. Background papers

• 2004 / 5 MPS Policing Plan
• MPA Planning, Performance and Review Committee Paper 9 October 2003 - Operational Policing Measure
• MPS Workforce Matrix

G. Contact details

Report author(s): Superintendent Dominic Crouch, TP Patrol, MPS

For more information contact:

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

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