Public order review - 6 month update

Report: 8
Date: 20 December 2007
By: AC Central Operations on behalf of the Commissioner

Summary

This report provides a six-month progress update on the Public Order Review, incorporating actions from the Metropolitan Police Authority meeting held on26 April 2007. This review focused on the Public Order policies, procedures and measures introduced to strengthen the delivery of service.

The review is wide ranging and focuses on the themes shown in paragraph three of this report.

A. Recommendations

That members:

1. receive the update and comment on the progress achieved within the CO Public Order Review; and

2. note that the Public Order Review is scheduled to conclude in May 2008 and a final paper will then be presented to the MPA.

B. Supporting information

Current position

1. Central Operations are currently conducting a Public Order Review. It includes the following themes:

• Diversity of advanced public order selection.
• Tactical and training options.
• Equality Impact Assessment for Public Order Review.
• Members attending MPS and allied training facilities.
• Community Tension Monitoring.
• Structured debriefs.
• Intelligence Tasking.
• Licensed Search Officers.
• MPS Cost Recovery.
• Communication.

Diversity of Advanced Public Order Selection

2. A cadre of trained senior officers manages public order events in the capital. These officers are chief inspectors rank and above who have undergone a rigorous selection and training programme. They will be expected to lead events that may include state and ceremonial events, public demonstrations, Football Association fixtures and other professional sporting events, exhibitions, award ceremonies and concerts.

3. There are currently 109 officers qualified to lead on these events, of which five are female and one a BME officer. The total number occasionally fluctuates, as a result of minor changes, due to officer commitments.

4. The Public Order Branch (CO11) has sought to increase Black and Minority Ethnic Officers (BME) and Female officers in the leadership of public order events.

5. CO11 has introduced a number of positive action initiatives, including four open days which, we are pleased to report, has resulted in four BME and two female officers being selected for advanced training.

6. This will mean the number of BME officers has increased from 1 to 5 officers and the position of female cadre officers has increased from 5 to 7 officers.

7. Following training, the above officers will be mentored by experienced cadre officers and will be part of a long-term strategy to continue to make the cadre more diverse and reflect London’s population.

8. AC Central Operations has commissioned some additional work in the Public Order Branch to ensure the MPS has resilience in senior commanders to manage events during the 2012 Olympics and Paralympics. The training and planning for these additional officers will review rank, role and structure of the training.

Tactical and Training Options and visits to MPSTC, Gravesend.

9. The Tactical and Training options paper is a complex piece of work that has required engagement and consultation with a wide range of agencies and individuals. Recently, activity has focussed upon distance control processes and the tactics available in the wider policing environment to keep hostile crowds away from police cordons and vulnerable locations.

10. During the MPA Authority meeting in April 2007 an invitation was extended to members to visit the Metropolitan Police Specialist Training Centre at Gravesend, (MPSTC). Members have attended Attenuating Energy Projectile (AEP) (more commonly referred to as Baton Rounds) familiarisation. The offer remains open to those wishing to familiarise themselves with other aspects of public order training.

11. The Chair of the MPA, Len Duvall, Members Rachel Whittaker and Jenny Jones have met with Commander Public Order to discuss the Public Order Review. This will continue until recommendations are made in the final report in May 2008.

12. Commander Public Order, Commander CO11 and Rachel Whittaker visited the Police Service of Northern Ireland in November 2007. The visit provided a greater understanding of distance control tactics and their use in public order situations.

13. AC Central Operations and the Senior Advisor Strategic Analysis are conducting some intial work on identifying and predicting crowd dynamics within a public order situation. A seminar is being coordinated for on 10 December 2007 which will bring together a wide range of experts on crowd dynamics. This project will help to ensure that public order event managers will be able to utilise this information and introduce appropriate intervention at an early stage of an event.

Equality Impact Assessment

18. The completion of an Equality Impact Assessment (EIA) continues as an essential part of the Tactical and Training Options Review. Central Operations have approached Kirsten Hearn and Peter Herbert (MPA Members) to assist with the completion of the EIA. This process will progress along with the completion of the Tactical and Training Options Review.

Community Tension Monitoring

19. The MPS and the Institute of Community Cohesion have designed and developed a ‘Tension Monitoring Guide’ for local authorities, police services and partner agencies. The document (Appendix 1) is designed to develop a more co-ordinated partnership approach in addressing community tension.

20. MPA Deputy Chair Cindy Butts and MPA member Rachel Whittaker have met with Public Order Branch and a representative of the Institute  for Community Cohesion to discuss this report. They are broadly supportive of this initiative.

21. There are three key components to the guide. The first point is that communities are best placed to identify their own priorities and challenges. Secondly, the guide acknowledges the need to understand peoples’ feelings and concerns at an early stage. Finally, the guide emphasises the importance of creating trust amongst partners that will lead to the effective sharing of information.

22. The guide uses real life examples to illustrate how effective partnership and sharing of information will minimise community tensions. The guide has been widely circulated.

23. Negotiation is taking place with Assistant Commissioner Territorial Policing to launch the strategy and then to train borough representatives and roll out the initiative across all boroughs. Diversity and Citizen Focus Directorate (DCFD) continue to support the initiative. A copy of the report has been circulated to members.

Structured debrief

24. Public order branch currently debriefs all CO events capturing information, intelligence and learning through many sources. The current process draws feedback from logs, intelligence reports, immediate post event and structured de-briefs.

25. Public Order Branch is reviewing this existing process, seeking to develop a more comprehensive structured debrief model utilising independent advice from partners and communities. The system continues to be evaluated and developed. All the intelligence obtained from this process is fed into the public order training and planning process.

Intelligence tasking

26. Public Order Branch has developed a best value review of event planning. This will require all Gold Commanders to submit a resource requirement plan. Public Order Branch senior management team will review this plan and decide in conjunction with the Gold Commander what resources will actually be deployed. In the event of any difference of opinion, Commander CO will arbitrate.

27. A representative from the DCFD attends Public Order Branch weekly tasking meetings to advise on Community Tension Monitoring and other community issues. These factors form a vital part of the event planning process

28. A post event report is completed at the conclusion of all events and this information is fed into the Public Order Branch Intelligence Unit. This information is utilised to inform and improve the planning of future events. This has led to the continued improvement of events e.g. Notting Hill Carnival.

Licensed Search Officers

29. The MPS employs Licensed Search Officers who support the Counter Terrorism Command, Specialist Crime Directorate and Territorial Policing. The use of these resources is co-ordinated by Public Order Branch. A review has identified a need to improve co-ordination across business groups. These measures will lead to greater efficiency and savings. CO11 will continue to monitor progress.

MPS cost recovery

30. A separate report dealing with the issue of cost recovery has been written by DAC Central Operations and is to be presented to December Full Authority for consideration.

Communication

31. The Public Order Branch will brief all BOCU Commanders and provide a briefing paper for local Police Consultative Groups on the Public Order Review, including all key elements identified within this paper.

32. A review of our current communication strategies both pre and post event with event organisers and attendees is taking place to enhance the wider publics understanding of public order tactics, the challenges the police face and the rationale behind decisions taken whilst supporting the democratic right to protest.

33. The role of the media is being also being examined in public order events to relay public safety messages and how we can contribute to ensure that coverage is balanced and representative of the policing operation.

34. Public Order Branch will be contributing to the forthcoming Home Office review on Protests in Parliament Square through a review group to be chaired by DAC Central Operations.

35. Central Operations want to build on the success of the Firearms Unit’s Interactive Road show, which is visiting communities across the capital. CO are developing a road show that will allow members of the community to understand some of the key challenges facing London in relation to public order. Key CO staff will explain how the police in conjunction with the community respond to these challenges.

C. Race and equality impact

1. This report is a 6-month update and an EIA has been initiated and will be completed in consultation with the assistance of MPA members in line with the completion with the Public Order Review.

2. In relation to the Community Tension Monitoring project there are clear EIA issues and Professor Ted Cantle, Institute of Community Cohesion is working with Public Order Branch to achieve a resolution.

3. The selection of advanced public order officers has achieved considerable success and has increased the representation of officers from a BME background and women. However the Public Order branch is aware that that more sustained activity is required in this area.

D. Financial implications

1. The impact of the final Public Order review will carry financial implications. The aim will be to meet the majority of requirements for training and development within existing budgets.

2. Territorial Policing, represented by Commander TPHQ, are monitoring the cost and operational deployment of Licensed Search Officers.

3. The overall requirements of the Public Order Review need to be fully scoped and a definitive position will not be known until it is complete. A financial breakdown will be included in the final Public Order Review report in May 2008.

E. Background papers

None

F. Contact details

Report author: Superindent Dal Babu, MPS

For more information contact:

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

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