Commissioner’s report

Report: 5
Date: 25 November 2010
By: Commissioner

Summary

This report to MPA members summarises recent performance by the MPS and highlights notable operations and initiatives to tackle crime and make London safer.

It offers a strategic view of MPS work to achieve the Commissioner’s priorities of improving public confidence, tackling serious youth and adult violence, finding ways to provide better policing for less, and ensuring a safe and secure Olympics

A. Recommendations

The report be received.

B. Supporting information

1. The following paragraphs offer a summary of recent MPS performance in the period from April-September 2010, compared to April-September 2009. This was the most up-to-date information available at the time of writing. At the Full Authority meeting, the Commissioner will have performance information for October 2010.

2. This report also refers to the MPS’s financial position. While the MPS have an indication of the reduction in the Home Office Policing Budget, the MPS will not know until December the level of the policing budget granted through the Mayor’s precept and through the variety of partnership funding sources the MPS rely on. What is clear is that the MPS faces a difficult financial challenge over the next four years.

Confidence and satisfaction

3. The latest British Crime Survey (BCS) results for confidence show that the proportion of people in London who agree that the police and local council are dealing with anti-social behaviour and crime issues that matter in their area rose to 56% for the year to June 2010, up from 54.7% for the year to March 2010. The MPS continues to enjoy the highest confidence rating in its group of ‘most similar’ comparable forces.

4. As reported previously, the latest available User Satisfaction Survey results (for Mar-Jun 2010) show that overall satisfaction has risen to 79.1%, up from 78.1%. Results for the second quarter of this financial year (July-September 2010) were not available before the deadline for submission of this report.

Performance

Total Notifiable Offences

5. Total Notifiable Offences (TNOs) in the period from April to September 2010 were down 0.3% on the same period last year. That equates to 1,262 fewer offences, and means total crime is broadly stable. It is the lowest number of TNOs in the April-September period since 1998.

Serious Acquisitive Crime

6. Serious Acquisitive Crime (robbery, motor vehicle crime and residential burglary) continues to fall overall. It was down 1.2% in April-September 2010 compared to the same period in 2009, equating to 1,158 fewer offences.

7. Within Serious Acquisitive Crime, robbery continues to present a challenge, increasing by 4.6% (746 offences) in April-September 2010 compared to the same period last year. Whilst robbery with a gun has decreased by 17.8%, knife-enabled robberies have risen by 8.3%. The main driver for this rise has been robberies where the presence of a knife has been indicated. It should be noted that robberies where a knife was used to injure have fallen by 9.4%.

8. The MPS focuses on robbery ‘hotspot’ areas and high-risk offenders. Operation Autumn Nights has been relaunched in hotspots, supported by covert activity and the deployment of Operation Blunt 2 resources. The tactics used in Operation Autumn Nights have been successful in previous years.

9. Motor vehicle crime is up slightly, by 1.3% (an additional 663 offences). The MPS continue to tackle this crime on a borough-by-borough basis, targeting known hot spots.

10. There were 2,567 fewer residential burglary offences in April-September 2010 compared to the same period last year, a reduction of 8.7%. This currently exceeds the end of year target of a 4.0% reduction.

Most Serious Violence

11. Most Serious Violence (MSV) combined with Assault with Injury (AWI) is showing a reduction of 4.4% for the period April 2010-September 2010, compared to the same period last year.

Gun Crime

12. Overall Gun crime is down by 14.8% (262 fewer offences), as are instances where a firearm has been discharged, down by 8.3% (37 fewer offences). However, gun related homicides have increased to 16 in this period compared to 9 the previous year.

13. The MPS is making significant efforts to reduce gun crime as part of its broad work to bring down all violence. Operation Trident has tailored its work to the needs of affected boroughs supported by Operation Verano, which channels extra anti-violence resources into areas where our intelligence suggests they are needed. SCD7 (Serious and Organised Crime) is tackling the supply of firearms; and media campaigns to increase public understanding of MPS work, providing reassurance and encouraging the reporting of information have been undertaken..

14. The 14.8% reduction in gun crime in this period is welcome but the challenge for the MPS is to sustain this success over a long period.

Knife Crime

15. Overall, knife crime is up by 2.9% (182 more offences). As mentioned above (see paragraph 7), the main driver behind the rise in knife crime is robbery, in particular robberies where the presence of a knife is suggested. Instances where a knife is used to injure are down, by 3.6%. That equates to 81 fewer stabbings on London’s streets, with offences reducing from 2,277 to 2,196.

16. As with robberies, the MPS analyses knife crime intelligence to identify hotspot areas and high-risk offenders. As well as Operation Autumn Nights (see paragraph 8), knife arches and hand-held scanners continue to be used in schools and weapon sweeps are being undertaken in parks known to be high-risk.

Serious Youth Violence

17. For the first 6 months of this financial year, since April, there have been 80 additional offences of serious youth violence, an increase of 2.4%.

18. To keep young people safe, the MPS continue to maintain our tactical focus on violence under the umbrella of Operation Verano, which includes the Blunt 2 taskforce, Safer Schools officers, Safer Transport Teams and local BOCU officers working together to ensure a safe journey for young people between home and school.

Rape

19. So far in 2010/11, the number of recorded rape offences has increased by 290 over the same period in 2009/10 (a rise of 21.6%).

20. As the Commissioner stressed at October’s Full Authority meeting, it remains the long term ambition of the MPS to reduce rape offences in London. Rape is significantly under reported as a crime and the MPS encourage every victim to come forward and report offences.

21. The MPS, working with other agencies, to make it easier to report rape in London and there has been an increase in offences reported. Within that overall increase, there where almost twice as many allegations as last year made through third parties, and a small increase in those reported directly to the Havens.

22. A report is due before the SOP committee in December, which will provide a one-year update on the operation of the SCD Sapphire Command.

23. Research is being conducted to identify key current trends for rape and serious sexual offences (using both MPS and third party data sets) and to identify the driving factors, particularly the picture of victims, offenders and locations. A report on this is due back to the MPA (Business Management Group) by March 2011.

Better Policing for Less

24. As the Commissioner reported to members at October’s Full Authority meeting, while the Spending Review indicated changes to the funding the MPS receives from central government, the MPS will not know until December what this broad indication means for the level of general policing grant the MPS receive and the specific Government grants available to us.

25. The MPS also receives funding through the Mayor’s precept and a variety of partnership funding arrangements - for example, from local authorities. Many of these organisations will have seen their own funds reduced and this will no doubt have an impact on the MPS.

26. Until detailed information is available it will not be possible to make firm decisions. As the Commissioner reported at October’s Full Authority, it is certain that the final impact on the MPS budget will be challenging. The MPS must use its people and assets in the most effective way possible and find every saving it can from support services.

27. A great deal of excellent work has already taken place to make such savings - in 2008/09 the MPS saved £72m; in 2009/10 it saved £194m. In 2010/11, the MPS is on course to save a further £315m.

28. However, there is a lot further to go and it is the responsibility of every member of MPS staff to find ways to provide better policing for less. The Commissioner remains committed to continuing to deliver a better policing service for less by streamlining business support and making best use of operational assets.

29. A significant part of this includes making efficiency savings in business support services. The MPS Service Improvement Programme intends to make total accumulated savings up to the end of 2013/14 as follows:

• Catering Modernisation - £34m
• Training Modernisation - £98m
• Transforming HR - £58m
• Rationalisation of Property Estate - £93m
• PSD Modernisation and Contract Rationalisation - £73m
• Forensics - £51m

30. The Commissioner has made clear to all MPS staff that his focus is on protecting operational capability as far as possible. That means delivering a policing service that recognises the importance of both the visible uniformed presence on the street and the specialist policing services the MPS provide - often working largely unseen but affecting people’s lives significantly, such as tackling organised crime, firearms, drugs and child trafficking.

31. Against this uncertain financial background, the Service continues to work with the Authority and the Mayor in developing the 2011-14 Policing Plan within the terms agreed with the Authority.

Territorial Policing (TP) Development Programme

32. The TP Development Programme was established in January 2010, by Assistant Commissioner Ian McPherson, to find ways of reshaping borough policing to achieve better value for money; improve performance on crime and anti-social behaviour; and enhance public confidence and satisfaction. The Programme is based on key foundations - that the MPS will continue to police London through borough commands matching local authority boundaries; and that the Safer Neighbourhood network, which we are reviewing, will remain the bedrock of local policing.

33. The Programme is considering whether the current ways of working across boroughs make the best use of MPS resources. A number of borough functions are being reviewed:

• Telephone Investigation Bureaux (TIBs), which record telephone crime reports, and Crime Management Units (CMUs), which provide administrative support;
• Duties offices, where shifts are organised;
• Intelligence teams and crime focus ‘desks’;
• Custody centres;
• The deployment of response officers to emergency calls;
• Criminal justice work and the system for managing information about wanted offenders;

34. The Programme is also reviewing whether TP has the right process to support crime investigations. A further project is looking at TP's use of property, including police station front counters. In line with the MPA’s engagement strategy, no building with a front counter service will be closed or sold until a replacement strategy is in place.

35. Safer Neighbourhoods teams will remain at the heart of our efforts to tackle those issues that communities tell us concern them the most. The MPS remain committed to maintaining our Safer Neighbourhoods policing model where every neighbourhood has named officers who are responsible for identifying and tackling local issues, and the primary responsibility of every Safer Neighbourhoods team is to provide reassurance to local people that police are tackling the crime and disorder problems that are important to them.

36. The MPS will undertake a review of Safer Neighbourhoods and will ask whether current arrangements are the most effective to meet the needs of London. The review will look at:

• Location of teams: Currently each team is dedicated to wards. Following feedback from our partners, the MPS will seek to explore if this is the most effective model of deployment which allows us to capture the needs of neighbourhoods which may cross ward or borough boundaries (e.g. town centre teams). Where there might be areas where the public could benefit from having SNTs with a different geographic boundary the MPS would like to explore the potential impact and consequences of making a change to the coverage of the team with local partners and the public.
• What the teams deliver: the MPS will review the scope and remit of what the SNTs provide. This will enable us to address the role of the different teams in the wider ‘safer’ family, such as safer schools officers, safer transport teams and town centre teams to ensure there is no duplication but a clear focus on delivering local priorities for crime reduction and ASB. The MPS want to ensure the local teams are focused on increasing public confidence and align their delivery to other changes to the policing model at it is agreed by Management Board.
• Structure of the teams: The MPS would seek to protect the resources in neighbourhood teams; however if the MPS do need to reduce numbers the MPS will seek to do this relative to each borough. The MPS will not at this time consider the permanent movement of SNT resources across boroughs. However through the review the MPS will seek to be assured of the following, which may affect both the structure and numbers of officers and staff in each teams:

1. That the management structure for teams is appropriate and makes best use of sergeants and their skills
2. That the MPS are clear on the differing role of the PC and PCSOs in neighbourhood teams in terms of providing enforcement and delivering engagement

37. As part of the review the MPS would also like to take the TP Development Programme principle - meeting demand - into account. Meeting demand is a theme throughout the TP Development Programme which the MPS are addressing through shift reviews and by re-aligning resource. It is appreciated that demand in relation to SNTs takes local perception of crime and confidence into account alongside call demand or crime levels. Currently a one-size fits all model across SNTs does not take account of this wider definition of demand. The MPS would seek to understand how demand differs across wards and if local needs can be met by allowing boroughs to allocate different skills and team sizes in different areas. The MPS would maintain a minimum model which will include a named presence in every neighbourhood.

38. The Safer Neighbourhoods review involves engaging with local partners and the public in any proposed changes. It will be aligned with the MPA scrutiny which focuses on the current structure of SNTs. The review process will follow five stages below:

• Review of current position and resources
• Internal consultation from TP Development Programme team with boroughs
• Engagement with local partners and communities
• Presentation of initial findings from the MPS and MPA SNT review
• Development and presentation of a business case for change

Olympics

39. The MPS continues to work closely with its partners to ensure that the 2012 Olympic and Paralympic Games pass off safely and securely. While the security regime will be clearly visible, it will not be oppressive, allowing the focus to be on the sport.

40. The recent Gateway review of the Home Office Olympic and Paralympic Safety and Security plan graded it as ‘Amber/Green’. This is good news and reflects the hard work by all of the partners over the last two years to ensure the programme can now deliver the outcomes required.

41. The infrastructure enhancements continue to be delivered as does the work to refine the numbers of staff that will be required as a part of the security operation in 2012. The MPS will be relying on mutual aid and as a result of presentations given to them recently Chief Constables from across the country are aware of the requests that will be made of them. They are supportive of the position that is being taken.

42. Ministers have indicated that they understand the importance of delivering a safe and secure Games but, to date, there has been no formal announcement about whether there will be any change to the £600m that was set aside by the previous Government for the additional security required to deliver a safe and secure Games. The MPS continues to work closely with the Home Office on the issue of funding.

C. Other organisational and community implications

Equality and Diversity Impact

1. This report is concerned with overall MPS performance, but a number of equalities issues are highlighted, notably measures to encourage the reporting of rape offences.

2. Throughout all the operational activity detailed in this report, the MPS strives to improve the quality of service provided to victims of hate crime, ensuring that a consistent and effective service is provided to London’s diverse communities; to improve performance against domestic violence, ensuring a consistent level of service across all communities and minimising disproportionality issues; to increase community trust and confidence in the police; to develop a workforce that reflects the diversity of London.

Consideration of MET Forward

3. This report fully reflects how the MPS is delivering the three key outcomes of Met Forward: fighting crime and reducing criminality, increasing confidence in policing, and providing better value for money.

Financial Implications

4. The financial challenges facing the Service are highlighted under Section B of this report.

5. Reports on the progress against the current business plan and budget are submitted on a regular basis to the MPA. As at Period 6 (September 2010) the revenue budget is forecast to overspend by £8.9m (0.3% of budget). The MPS will manage expenditure over the remainder of the financial year to ensure a balanced budget position is achieved.

6. The Capital Programme as at Period 6 (to the end of September) shows year to date total expenditure of £72m. This total represents 26.1% of the revised annual budget of £276.3m. The forecast for the year of £253.3m represents an under-spend of £23m (8.3% of the revised annual budget).

7. The Draft 2011-14 Budget & Business Plan was considered by a joint SOP/F&R committee on 11th November and was subsequently submitted to the Mayor in line with the deadline of 19th November. The budget for 2011/12 is not currently in line with the Mayor’s guidance in terms of Net Revenue Expenditure (NRE) and a budget gap of £34m currently exists. Further work will be required over the coming months to balance the budget as more detail becomes available on general and specific grant funding and expected income levels from external bodies.

Legal Implications

8. As this report is a summary of operational performance data, no legal implications arise.

Environmental Implications

9. This report contains no direct environmental implications.

Risk Implications

10. The risks and opportunities are reflected in the content of this report and controls are in place where appropriate.

D. Background papers

None

E. Contact details

Report author(s): Director of Business Strategy, Michael Debens, MPS

For more information contact:

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

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