Review of public order tactics

Report: 12
Date: 26 October 2006
By: Assistant Commissioner Central Operations on behalf of the Commissioner

Summary

This report outlines the proposed scope, rationale and methodology of a review to be carried out in relation to MPS Public Order policies, tactics, procedures and equipment.

A. Recommendation

That members:

1. note the impending review of public order;
2. agree to the proposed terms of reference; and
3. be invited to suggest appropriate measures for continued MPA consultation and input within the proposed eight strands of activity.

B. Supporting information

The development of public order strategies in the MPS

1. Public order strategies in the Metropolitan Police Service (MPS) have been developed largely in response to the changing environment of public protest.

2. Prior to 1981 there was very little in the way of a clearly defined public order strategy and the response was generally one of reacting to events as they occurred. In 1981 and again in 1985, there was extensive rioting in London, most notably in Brixton, Peckham and Tottenham. In the aftermath of these riots, recognition of the need for a more professional response led to the crystallisation of a clear strategy for tackling and responding to public disorder in London.

3. Throughout the 1980’s and 1990’s there have been a broad range of public protests, ranging from the Poll Tax riots, anti-BNP clashes in Welling, Notting Hill Carnival disorder, Animal Rights protests, anti-government marches and employment disputes, such as Wapping, in the mid 1990’s, the Afro-Caribbean communities responded angrily to some specific deaths in police custody and police shootings. Each genre of public protest has caused the MPS to further refine and develop its strategy, policies, tactics, equipment and procedures, much of which has become incorporated into a national strategy under the auspices of ACPO.

4. Throughout this period, the strategies and tactics employed by the Metropolitan Police Service have largely been effective. The key drivers of our strategy have largely been a crucial mix of the ACPO manual of guidance ‘Keeping the Peace’ and our collective organisational experience of public order policing in London boroughs.

5. However, since the millennium, the increasing impact of globalisation on the very fabric of London has changed the landscape of public protest. The events of 11 September 2001 and the bombings in July 2005 have created a ‘new reality’ for London.

6. Recent high profile demonstrations and the actions of individuals or small groups at localised protests, have served to highlight a key and complex dynamic emerging in London, built around a potentially volatile mix of issues including representation, freedom of speech, public demonstration and increasingly diametrically-opposed religious-political viewpoints.

7. In this wider context, it has now become increasingly apparent that the existing public order strategy need to be comprehensively reviewed. There is a need for a more expansive and progressive strategy that is capable of addressing the emerging challenges from this new environment in which we are operating.

Proposed terms of reference

8. The structure for a comprehensive review of public order policing is currently being developed and the initial recommendations are due to be presented to the MPA in January 2007.

9. The aim of this review process is to ensure that the public order structures in the Metropolitan Police Service meet the needs of the organisation in the modern context.

10. The objectives will be to review public order policies, tactics, equipment and procedures to ensure:

• They are understood by, and acceptable to, the communities we police, are cost-effective and deliver best value.
• They are geared to giving the best service to boroughs and other internal users.
• They are compliant with the National Intelligence Model and build upon the new intelligence and tasking structures of the MPS.
• They provide a full range of tactics and associated equipment available to meet any public order situation (now and in the build-up to the Olympics).
• They meet the needs of the Met Modernisation Programme and the new structure of the MPS.

11. In order to achieve the aim and objectives, eight key strands of business activity have been identified for review.

12. Community Model for Public Order: The MPS needs to ensure that it has a public mandate for its public order tactics. Public Order Branch is working with Professor Ted Cantle and boroughs to develop such a model.

13. Development of a Senior Officer Cadre: This will involve a review of the selection, training and deployment of the senior officer cadre and the way they are kept informed and up-to-date with current public order issues.

14. Consolidation of Searching Resources: Key to this strand is the implementation of the 2005 Inspectorate report recommendation that the search function, including POLSA and SECCO officers, should be brought under the control of Central Operations.

15. Review and quality assurance of events: The development of a review and QA process for major events is essential to ensure that the most appropriate tactics and resources are deployed on current and future events, whilst minimising disruption to other parts of the MPS.

16. Public Order Aid: The Public Order aid, and in particular the aid budget, needs to be controlled and more closely aligned to the tasking process.

17. Tactical review: This will involve a full review of public order tactics employed by the MPS, concentrating particularly on the top end of the continuum of force and the need to keep crowds at distance. We will be exploring the viability for potential for new equipment such as water cannon.

18. Intelligence and tasking: The public order world needs to follow the NIM model and to be closely aligned with the developing MIB. We also need to develop a stronger post?incident investigation team.

19. Structured debriefs: It is essential that there is an auditable trail of policing activity through effective monitoring, review and learning. The lessons learnt will be fed back in to the public order planning process.

MPA consultation and input

20. The proposed list of eight strands of activity is not exhaustive. There may well be other relevant strands or additional aspects to explore within the eight proposed strands. The MPS recognises the significant contribution that members can make to this review. Therefore the MPS is keen for MPA consultation and input throughout the process to ensure that the resultant new public order strategy will be fit for purpose and meet the needs and requirements of all London’s communities.

C. Race and equality impact

1. The critical challenge in public order policing is one achieving the fine balance between freedom of speech and ensuring public safety for everyone. A key consideration in ensuring effective public order is to maintain the public mandate for tactics, policies and procedures. Therefore it is imperative that the wider public understands the rationale underpinning police actions.

2. Equally, the police need to listen and be responsive to the needs, fears and expectations of all communities. In recognition to the importance of this social contract between the police and public, the first work stream of the review is focused establishing a community model for public order policing, including its impact on race and equality.

D. Financial implications

1. The Central Aid Fund budget is currently £15.3 million and is located within Central Operations (CO). The Chief Superintendent CO11 manages the fund.

2. Best value will be one of the threads running through the eight defined areas of activity. The review of public order tactics will provide the opportunity to consider areas for income generation, efficiency savings, and ensuring value for money.

E. Background papers

None

F. Contact details

Report author: Chief Superintendent Ian Thomas, MPS

For more information contact:

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

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