Specialist Crime Directorate (SCD) - Thematic Performance Report

Report: 8
Date: 7 May 2009
By: AC Specialist Crime on behalf of the Commissioner

Summary

This report gives a summary of Specialist Crime Directorate’s performance against their key measures and targets from 1 April 2008 to 15 March 2009.

A. Recommendation

That members note the report.

B. Supporting information

1. This report provides management information on Specialist Crime Directorate’s (SCD) performance against its measures and targets for the period 1 April 2008 to 15 March 2009 inclusive. The data has been reconciled with Performance Information Bureau and where applicable should match the information contained in any corporate submission.

2. The report also provides an update on current issues involving serious and organised crime.

3. It might be useful to remind members that Specialist Crime Directorate (SCD) tackles serious and organised crime on behalf of the organisation. Our main task is to protect London from, and reduce the harm caused by, serious crime and criminal networks. We deal with crimes including murder, fatal and non-fatal shootings, armed robberies, Class A drug trafficking, people smuggling, life threatening kidnaps, child abuse and paedophilia, computer crime and fraud. Forensic Services gather evidence from crime scenes ranging from domestic burglary to firearms and terrorism. Using available legislation, we lead on confiscating illegally acquired financial assets of criminals. The Met Intelligence Bureau (MIB) provides a complete corporate level intelligence picture.

4. This year we are preparing for the arrival of the officers and staff that investigate rape and serious sexual offences. It will be vitally important to clearly demonstrate the benefits and improvements connected with the transfer of resources and responsibilities.

5. A table of how we are performing against our key measures and targets are as follows:

6. We are meeting the majority of our challenging targets. There are currently two exceptions. Some commentary on this is offered.

7. The Trident sanction detection rate is short of the corporate target. The overall number of offences FYTD is 161 with 28 detected. If the fatal shootings from this total are isolated it shows there were 14 murders and 11 have been detected. This provides a sanction detection rate of 78%.

8. Due to the relatively low volume of these offences it would only require another twelve to be detected to achieve the target. It has often been reported to the authority that these cases are complex, demanding, with the added complication of uncooperative or intimidated witnesses and finding appropriate methods to respond to the chaotic nature of the offenders.

9. The police officer absence target has an end of year forecast of 7.1 days. This would exceed the corporate target by 1.1 days. There are a couple of OCUs whose average is below the target but the rest are above. There is no particular month that can be singled or pointed out as causation or making it difficult to recover. It has been a steady and gradual accumulation over the year.

10. The following details highlight some of the challenges and issues facing our OCUs and their successes with regard to serious and organised crime on a local, regional and national level.

Homicide and Serious Crime Command

11. The Homicide and Serious Crime Command (HSCC) is one of the larger Command’s within the MPS, comprising over a thousand police officers and staff. Their primary responsibility is to investigate offences of murder within the capital. An additional responsibility is the investigation of linked series rapes, corporate manslaughter and complex critical incidents that require investigative oversight. One such example being Operation Minstead. This is an ongoing complex investigation concerning a serial rapist and burglar who has targeted women in the southeast over the last 15 years. The Coroner’s Office forms part of the OCU, providing a service that covers all aspects of a person's death, the evidential and judicial requirements. The Command also provides support to requests from the Foreign and Commonwealth Office when investigating homicide offences affecting British subjects abroad.

12. The detection and conviction rates for murder investigations exceed the target of 85%. Current detection and conviction rates stand at 90% and 87% respectively. This achievement underpins the international reputation of the MPS in the arena of homicide investigation. The individual teams are greatly supported by the Homicide Task Force. With considerable expertise in covert proactive operations their work is a major contributor in their success.

13. There has been an ever-widening remit of the Command. It provides a 24/7 response and support across the MPS for all serious crime and murder scenes. In 2008 this represented over ten thousand hours of advice and support to Boroughs on wide range of matters.

14. A key challenge remains the investigation of youth murders. During 2007, 27 young men (aged between 14 -19) were killed and in 2008, 30 such killings occurred. By far the greater majority are solved and those responsible identified and charged. Eleven remain undetected at this time. They are complex investigations, with multiple suspects, witness fear and anonymity issues to address. However, significant convictions have been achieved and the use of ‘joint enterprise’ legislation has ensured that the primary offender is not solely charged.

15. The Command is developing a broader partnership role, increasing community confidence, supporting the anti-violence message and reassuring communities in the wake of these high profile murders. Senior Investigators have recently produced an excellent educational DVD package. These are being delivered in schools as part of the broader community engagement and preventative strategy on youth related knife homicide. In addition it is intended to publish a reference guide for the MPS when investigating gang related homicide offences. The document complements both the MPS Youth Strategy and MPS Serious Violence Strategy and is a positive response towards addressing youth violence.

16. A key prevention strategy lies in the successful investigation of murder. Community recognition and understanding that individuals committing /participating in murder will be identified and prosecuted will inevitably secure reductions and generate community confidence.

17. There have been many successful prosecutions which have recently included:

• The conviction of John Worboys, who committed a series of rapes and serious sexual assaults whilst working as a Hackney Carriage Driver.
• The conviction of Kirk Reid, who committed two rapes and a number of serious sexual assaults.
• It is acknowledged that with regards to the Worboys and Reid cases, these have highlighted some broader issues to be addressed by the Service.
  
• The conviction of Karl Bishop for the murder of Rob Knox (referred to in the media as the Harry Potter actor.)
• The conviction of the Robert Napper for the murder of Rachel Nickell on Wimbledon Common in 1992.

18. We will be soon be working closely with the newly formed MPS Sapphire Command supporting the investigation of rape and serious sexual violence. These will be the opportunities to support the new OCU and where appropriate bring our expertise and experience to the investigation of rape particularly in relation to linked series. Additionally we have a new responsibility for the Disaster Victim Identification process. Training and awareness packages are being delivered by our staff. This increased workload will be incorporated whilst implementing organisational efficiency savings.

Child Abuse Investigation Command

19. This Command comprises

• Nineteen Child Abuse Investigation Teams. These are aligned to London’s Boroughs and work in close partnership with Children’s Social Care to deal with allegations of intra-familial child abuse (Note: some CAITs cover more than one borough)
• The Proactive and Intelligence Unit. This small team of specialist detectives and intelligence professional targets the activities of predatory paedophiles.
• The Major Investigation Team investigates suspected cases of intra familial child homicide
• The Serious Case Team undertakes complex and protracted investigations of serious abuse in support of other areas of the command
  
• The PALADIN unit works closely with the United Kingdom Border agency at London’s Ports and tackles child trafficking
• The Specialist Training Team, made up of experienced child abuse investigators is responsible for the internal development of our professional staff.

20. The safeguarding and welfare of the children of London is at the heart of our daily work and we take great pride in being one of the most victim-focused areas of the Metropolitan Police. We are committed to improving and building on the expertise that we have developed over many years in identifying and protecting the most vulnerable children in society. We work in close partnership with Children’s Social Care, key voluntary agencies (e.g. NSPCC and Barnardo's) and other MPS departments. We strive to enhance these relationships and seek continuously to improve the quality of service that we jointly provide.

21. The last year has seen the implementation across the MPS of the National Every Child Matters (ECM) programme. Officers from this command have worked closely with colleagues from Territorial Policing in devising mandatory training to raise awareness of child safeguarding issues in all front line officers and staff. ECM has also led to the establishment of Public Protection Desks on all Borough OCUs. These deal with the reception, research, evaluation and dissemination for action of all intelligence and information relating to safeguarding issues. Our officers have provided their knowledge and expertise to assist in the establishment and accreditation of these desks. A measure of the success of this initiative is that reports of “children coming to notice” (using the “MERLIN” safeguarding database) has increased by 80% over a comparable period in the previous year. It is anticipated that this trend will lead to more potential victims being identified and the creation of a richer intelligence picture to inform the safeguarding of children and help achieve earlier interventions and positive outcomes.

22. As part of the ECM programme, the Service is developing its Youth Strategy. The Child Abuse Investigation Command has the lead on the Vulnerable Children and Young Person’s “strand.” Part of this work has led to the development of a framework of assessment, review and supervision of risk factors at the outset and at regular intervals throughout all investigations of intrafamilial abuse undertaken by our officers. This process, which is being rolled out shortly and act as a powerful tool for the evaluation and management of risk factors to the capital’s most vulnerable children.

23. The recent verdict in the tragic case of “Baby P” has renewed public and press interest in the work that we undertake with our partners in safeguarding children from intrafamilial child abuse. This has caused all professions concerned with the welfare of children to re-examine their policies and procedures in order to identify and address areas to improve the services they provide. A Joint Area Review was conducted into Child Protection in the Borough of Haringey by governmental inspectorates and Her Majesty’s Inspectorate of Constabulary provided the MPS with a report of their inspection of policy and procedure on the Child Abuse Investigation Command. From this report 29 areas for improvement (AFIs) were identified and an Action Plan was developed to ensure these were taken forward. Substantial progress has been made, 7 of the 29 AFIs have already been delivered and good progress is being made on the others. A review of the resource requirements needed to deliver against these AFIs was conducted during January. A business case for growth was constructed and presented to Investment Board in March. Authority for the recruitment of additional police officers and police staff on the Child Abuse Investigation Teams was granted, amounting to an 18% increase in personnel (89 staff). During the transition to this new level of resourcing, SCD5 is being afforded protection from the effect of the MPS Deployment Plan, this action enabling staff already selected and awaiting transfer to be brought in without delay.

24. In addition, a detailed assessment is being undertaken of Lord Laming’s recent national report and of the re-written Haringey LSCB’s Serious Case Review in the Baby P case. Issues from these reports are being identified and will be added to the Action Plan as appropriate. We will continue to identify AFIs and have established a full “Modernisation Project Board” under the leadership of a dedicated Detective Superintendent to ensure delivery.

25. Last year also saw many successful investigations and operations undertaken by officers from this command. Some examples, in our south region, a determined investigation by one of our CAIT detectives into an indecent assault on a 12-year-old girl led to a further twenty offences of rape and serious sexual assault being identified and a predatory, persistent offender against children received a custodial sentence of 16 years. In another case, a young woman who had been indecently assaulted when she was a ten-year-old girl made historic allegations. The subsequent investigation led to the identification of other offences and a dangerous paedophile was convicted for three and a half years.

26. Throughout last year the Paedophile Unit conducted a proactive operation, which successfully identified a number of adult males who were using the Internet with the intention of approaching girls aged between 11 and 14 for sexual purposes. Enquiries revealed that many of these men possessed indecent images of children and a number were prepared to travel to pre-arranged meetings for the purpose of sexual activity with a child. A total of 73 men were arrested as a result and subsequently charged.

27. The Major Investigation Team is responsible for investigating instances of complex child abuse and all cases of intrafamilial child homicides and suspicious deaths in London. This is a very specialised area of criminal investigation and for that reason it is governed by specific legislation that has developed over the years in order to counter these crimes. The investigative environment and context in which the team and their multi-agency partners have to operate presents huge challenges in relation to historic media coverage, conflicting medical opinion, Court of Appeal judgments, the interface between the criminal and family courts, forensic limitations, scarcity of medical experts willing to attend court, protracted cumulative analysis causing delays in medical evidence becoming available, unavoidable delays in bringing prosecutions and dealing with suspects within the family environment. This year the team has dealt with six homicides, seven suspicious deaths with related criminal offences and three attempted murders in addition to several complex abuse and other investigations.

28. The year ahead promises to be demanding and challenging for all within this command. It is a fulfilling place to work where a considerable burden of responsibility and risk is managed by our specialist and dedicated staff. We are confident that our determination to improve our service to London’s most vulnerable victims will help us meet the challenges ahead.

Economic & Specialist Crime Command

29. Though we investigate a wide-range of offences our recent work has been dominated by a single operation and the development of our response to e-Crime. On 2 June 2008, our officers raided seven addresses in an intelligence led operation targeting a safety depository business code named Operation Rize. Now, ten months later we have over 1,000 active investigations as a result of opening all of the safety deposit boxes.

30. The operation was a groundbreaking pro-active investigation and the first of its kind targeting criminals who operate and use this type of secure storage. The intelligence had indicated that there were possible links to paedophilia, firearms, trafficking, prostitution and money laundering. Using the proceeds of crime legislation, detectives were seeking to disrupt and dismantle criminal networks engaged in money laundering and using the safety depository business to facilitate this criminality.

31. This police operation has simultaneously impacted upon a number of criminal networks in London, nationally and globally. Operation Rize is an outstanding success and has exposed a huge number of criminals who were using the safety depository business to hide their illegal profit or activity.

32. The restoration of legitimate property has been a matter of priority and has been a long, complex and challenging process. Police established a call centre to deal with customers and a call-in centre where owners were able to bring proof of ownership and collect their items in a safe and secure manner.

33. On the day of the raid 3,554 boxes were seized. Although 2,457 boxes have now been restored, there are 1,068 active enquiries and of the £35m total cash found within the deposit boxes, £15.5m is currently detained under Proceed of Crime Act (POCA) legislation. To date, £300k has been confiscated while the courts have forfeited a further £1.5m.

34. Information protocols have been agreed with Her Majesty's Revenue and Customs, to identify people who can be referred to them for HMRC investigation. A total of 700 box holders are in the process of being referred to HMRC for suspected tax evasion and the sums involved are in excess of £15m. Many were being used to store undisclosed income and we have even discovered a significant number of individuals who have never paid tax in their lives who are now being investigated. There are also a number of box holders who have asked for their monies to be paid directly to HMRC to cover unpaid tax. This totals over £3.2m to date.

35. There are currently eleven people who have to date been charged in relation to Operation Rize, and there are a number of arrests and criminal proceedings. Police have made arrests in relation to money laundering, paedophilia, concealing criminal property, benefit fraud, burglary, drug supply, and possession of firearms, fraud and for the importation of illegal elephant tusks.

36. This operation involved our staff from across the various operational teams as well as significant resources from across the MPS. The forthcoming months will see the amalgamation of the Financial Investigation Units, Money Laundering Investigation Team and new pro-active syndicates which will allow for operational activity on this scale to be undertaken in the future and for the MPS to continue delivering a gold standard of excellence in this field.

37. Operation Rize will continue to disrupt criminal networks and send a wider message that there is no hiding place for criminal property and that criminal assets are being confiscated by police and returned into the public purse. In this way the “Payback” Asset recovery work, undertaken by the Economic and Specialist Command can play a key role in increasing community confidence in the forthcoming years.

38. In April 2008, DAC Janet Williams took on the ACPO Lead for e-Crime and in September that year secured funding from the Home Office for the establishment of the Police Central e-Crime Unit (PCeU). Funding for this National unit within the MPS amounted to £3.5m over three years from the Home Office, £3.9m from the MPS with an expectation that ‘in kind’ support from industry would match the MPS contribution.

39. Extensive work has taken place with the City of London Police which is establishing the National Fraud Reporting Centre later this year, which as a result will take reports of e-Crime as well as Fraud. An ACPO level Committee has been formed with strands of activity being developed around forensic triage, prevention, training, regional development, legal issues, research and development and the Olympics. An ACPO Programme Board is also in operation to provide governance, oversight and financial scrutiny at which the MPA are represented.

40. The PCeU will pursue serious e-criminals and criminality although demands on this relatively small team vastly exceed public and industry expectations. A new way of working with industry is being developed, sharing common objectives and providing staff in a ‘Virtual Task Force’ manner. Work is ongoing in the development of a ‘Harm Matrix’ to articulate the true cost of e-related crime on the physical, social, environmental and economic impact on the nation. In April the PCeU undertook its first proactive operation which has resulted in the arrest and charge of several subjects for conspiracy to defraud major banks through the use of a ‘Trojan’ virus. A large quantity of money and assets has been recovered and a major criminal operation taken down as a result. This operation has proven the ‘Virtual Task Force’ methodology.

Serious and Organised Crime Group

41. We continue to target serious and organised criminal networks operating in London often with both national and international connections. These networks as quantified by the MIB’s criminal networks matrix are engaged in criminality that has included large scale class A drug importation and distribution, firearms offences, money laundering, serious violence, extortion, kidnap and robbery. However these networks form locally, live locally and cause considerable harm to local communities and the legitimate economy. The nature and sophistication of many of these networks requires a coherent and multi-faceted policing approach utilising highly skilled proactive teams, often deployed for extensive periods of time in order to not only disrupt these networks but with the aim of totally dismantling them from top to bottom.

42. By their very nature these networks operating at a multi-jurisdictional level often pose significant challenges. Law enforcement policing methodology awareness, national and international scope of their activities and their nationality and ethnicity are factors that have impacted upon our strategies. With these challenges there are potential financial implications whether it be via the greater use of linguistic support or the upgrade of technical and operational equipment in order to combat the threat.

43. Operation Sprinting is an example whereby together with the assistance of partner law enforcement agencies we were able to dismantle a network engaged in serious criminality, which included conspiracy to kidnap with an intended ransom demand of £10m. The proactive investigation led to the successful apprehension and conviction of all conspirators. A further network that was engaged in conspiracy to kidnap was investigated under Operation Glenleigh, which ended with the successful police intervention and the subsequent arrest and conviction of the conspirators. Operation Cromer was another successful proactive investigation that led to the arrest of individuals within a criminal network, engaged in the importation and supply of class A, B and C drugs (including in excess of 3 tonnes of cannabis) together with money laundering. The investigation had an international aspect and ultimately led to the arrest and conviction of the conspirators. The drugs theme is echoed also by the recent success on Operation Puntly, an investigation into a criminal network operating at an international level importing millions of pounds worth of cocaine into the UK and London. This has led to the successful dismantling of this widespread network and the conviction of the conspirators together with the seizure and confiscation of a significant amount of criminal assets.

44. Operation Vanguard is the MPS response to Cash in Transit (CIT) robberies, working in partnership developing intelligence, prevention and enforcement methods. We provide a control room response to support deliveries in hotspot areas, dealing with suspicious incidents, supporting the Flying Squad on CIT surveillance operations and when offences are committed. The Control Room task 13 hotspot borough vehicles and up to six covert vehicles. The team also deals with education of Territorial Policing (TP), Safer Neighbourhood Teams (SNT) and the CIT Industry to ensure that crime prevention measures are practiced and intelligence gathering methods adhered to. The Vanguard Team have been successful in reducing CIT crime, however in the past six months the CIT Industry has had a significant rise in attacks across England and Wales, this has been replicated within the MPS, we are currently 14% up on offences when compared with the same period last year. This accounts for about 60% of all CIT attacks nationwide. The majority of offences are committed by young men who snatch the box from the CIT custodian as they walk across the pavement, in about 8% of offences a firearm is produced or intimated.

45. There have been a number of notable successes of CIT offenders being arrested. The Flying Squad has a very good detection rate currently standing at 32%. Our spotter vehicles have brought about a number of successes. Recently one was assigned to a CIT vehicle, the officers parked covertly a short distance away from the van, when three youths ran towards the rear of the van, and they witnessed the snatch and managed to intercept the main offender who had possession of the cash box, the other two fled on foot.

46. There have been numerous good examples where by having these vehicles working together in one location they have gathered intelligence/evidence by surveillance, are then in a position to call reinforcements to continue surveillance or conduct a stop utilising TP resources where appropriate. They have identified and recovered vehicles used in crimes enhancing the investigative process and have been able to react to fast time intelligence when moneyboxes are stolen so that offenders are apprehended as soon as possible or property recovered. Initiatives are developing all the time with new crime preventative techniques being used to recover boxes and make the contents less valuable. The Vanguard partnership develops the strategic response to operational objectives and the control room is the focal point for driving the improvements.

47. Operation Betguard 'SNT Initiative' is the MPS response to enhance crime prevention measures within the Betting Industry developing intelligence and to reduce offences. In 2007-8 there was a significant increase in offences due to the change in licensing laws, where Betting Shops extended their opening hours from 6.30pm to 9.30pm, 60% of offences are committed during the later opening hours. This crime is significantly different to that of the CIT problem, the rewards are significantly less, £100 - £500 on average is stolen. In 60% of offences a firearm is produced or intimated. SNT are tasked to visit every betting shop within the MPS, to link in with the betting community, deliver a poster to advertise the initiative, provide crime prevention advice and be a high visibility presence within betting premises thus enhancing communication and intelligence opportunities.

48. Since its inception in September 2008 there has been a 5% reduction in offences FYTD. However in the past few months there have been a notable rise in offences and further taskings have gone out to the SNTs. There have been a number of successes, last month two suspects robbed a betting shop, two uniformed officers saw the men leave and gave chase detaining one suspect. The Flying Squad has had a number of successes in recent months; in one operation they arrested a team responsible for 24 offences in Enfield. The support from SNT and TP was significant. The detection rate for these offences stands at 44% for the year and 52% since the interception of the ‘SNT initiative’.

Trident shootings prevention and investigation

49. Shootings in London (including murders, injury shootings and firearms discharges) reduced markedly in the financial year 2008-9. In the same period, Trident completed its restructure so that its investigation teams are now much more closely linked to Boroughs, and it has increased by two proactive teams. This increase in capacity has led to an increase in our ability to lead successful operations, including enhanced fast-time responses to threatened shootings and Operation Argon. Over Christmas and New Year 2008-9, Argon reduced shootings and seized several firearms. Firearm discharges within or immediately outside licensed premises (once 15% of all discharges) are now rare.

50. Other innovative work over the past quarter includes Trident's Community Engagement Team partnering with Specialist Firearms Command to provide youth engagement sessions within the Black Police Association's Voyager Programme, and delivering workshops for marginalised young people where they worked with Trident officers and role models from the media and the community to explore the theme of 'Respect - you don't need a gun to get it'. Trident officers have completed a large number of Club and School Security Reviews as well as environmental reports, which will drive significant local partnership work to reduce serious violence by addressing estate safety and security.

51. We continue to be very concerned by the proportion of teenagers who are victims of shootings (30%) and by the significant number of witnesses and victims who are wholly uncooperative with the police investigation. Trident Independent Advisers are working with the OCU on both matters. New and disturbing trends are the increasing involvement of young women in gun storage on behalf of partners and friends, and an increase in the use of shotguns in shootings and other gun crime (possibly because shotgun ammunition is easier to obtain).

Covert Policing

52. MPS surveillance assets (armed & unarmed) provide support to both counter terrorism and serious and organised crime investigations. These resources are tasked 24/7 to meet urgent and high-risk operations and involve the utilisation of the operations room C3000, when dealing with crime in action and extreme threat to life issues. The MPS has now delivered a combined serious crime and counter terrorism surveillance wing in accordance with lessons learnt after events of 7 July 2005. We are also increasing the technical capacity of this area of business to better support activity against the main organised criminal syndicates impacting upon London.

53. In November 2008 the transfer of TP Authorising Officer’s, Controllers and their support mechanisms to us which has improved our ability to oversee and task these assets in line with corporate priorities. Governance is supervised through the Covert Policing Standards Board and good practice and compliance is promulgated through corporate training packages. The recent OSC inspection identified and complimented our progress in this area. The covert source management unit oversees all policy and training issues on behalf of the MPS and represents the organisation at national and international level. A source development course has been developed to enable the MPS to provide in house training and potential for income generation whilst supplying opportunities to identify potential sources for deployment against the top organised criminals.

54. Undercover officer courses now contain a pre-course mentoring element to maximise the chance of success and provide support to officers who for various reasons either failed to apply or were unsuccessful on the course. A recent review by psychologists identified the benefits in the change and the improved support for minority applicants. Foundation training now ensures earlier talent identification to more accurately reflect the workforce diversity in earlier level officers.

55. The unit responsible for witness protection has introduced a new software package to improve support for protection officers and witnesses. A training course has been designed and delivered generating income & enabling MPS staff to be trained at greatly reduced cost and to a higher standard.

56. SOCPA legislation has provided a legal framework to debrief criminals active in the serious crime arena and has led to an increase in opportunities to use criminals to give evidence against others involved in serious and organised crime.

57. We are responsible for the management and oversight of all RIPA authorities for intrusive surveillance across the MPS. Also involved in the delivery of training to ACPO who are responsible for intrusive surveillance authorities.

Forensic Services

58. We continue to contribute to the detection of crime across the whole of the MPS. In residential burglary 40% of sanction detections result from a forensic intervention and the identification of suspects by searching the national forensic databases of fingerprints and DNA. In the 2008-09 performance year, we have focused on violent crime ensuring there is an effective response to rape and serious assault. In homicide we have built a Specialist Evidence Recovery and Imaging Services laboratory that allows rapid identification of offenders and interpretation of crime scenes to establish the sequence of events and provide lines of enquiry. We have established the Southern Hub of the National Ballistics Intelligence Service (NaBIS) which is a leading edge ballistic matching and intelligence system that allows for linking firearms incidents and providing information on gun types and re-activation methodology. In counter terrorism the MPS has an established database of fingerprints and is building a Counter Terrorist (CT) DNA Database.

59. We have built effective relationships with interactive partners to exchange forensic biometric information in support of CT activity. In serious and organised crime, we are working with other UK agencies to maximise the value of forensic intelligence. Forensic intelligence informs our understanding of drugs, firearms and other organised criminal activity.

60. MPS Forensic Services has established a formal management system and achieved certification to ISO 9001 for fingerprint examination, and has a programme underway to meet international standards across all forensic activity. We have established a competency framework for forensic staff and recently achieved external accreditation to award Foundation Degrees in Forensic Practice for fingerprint identification. With the recent introduction by the Home Secretary of the post of Forensic Science Regulator and the intention to set standards across the range of organisations that deliver forensic services the MPS has a sound foundation to meet these standards and ensure that public confidence is maintained in this critical part of the criminal justice system.

Crime Academy

61. With the agreement of the National Policing Improvement Agency (NPIA) the Crime Academy is responsible for delivering the Senior Investigating Officers (SIO) Development Programme to MPS officers who will be responsible as SIO for investigating Homicide and other serious and complex crime. Completion of the SIODP leads to accreditation at Professionalising Investigation Programme level 3. Each year the Crime Academy consults Business Group training managers to determine training needs, this is reflected in our training delivery plan. To date, the Crime Academy has ensured relevant OCUs have a sufficient complement of accredited SIOs. The MPS now has over 100 officers registered with the national SIO Registrar at NPIA.

62. In addition to training delivery of the SIODP we also undertake administration of the programme within the MPS providing guidance, assistance and quality assurance for officers completing the PIP level 3 workbook. It is a requirement of SIODP that officers satisfy all PIP level 3 National Occupational Standards through an evidenced workbook. The NPIA central verification team has visited the Crime Academy and is wholly satisfied with our processes. A further requirement to maintain accreditation is the need for SIOs to complete ongoing Continuous Professional Development in accordance with NPIA criteria. The Crime Academy hosts regular CPD events thereby enabling this to be achieved.

63. The whole issue of training and accrediting SIOs is governed by PIP. The Director of the Crime Academy is a member of the National PIP Programme Board and is thus well positioned to ensure MPS compliance whilst influencing the development and direction of the programme. Consequently the MPS has been able to maintain an influential position around SIO development.

64. The Crime Academy has, uniquely, negotiated the engagement of academia within the SIODP. In conjunction with Middlesex University we can now offer an opportunity for SIOs to undertake a Masters programme in Crime Science. Completion of the SIODP is the sole entry point and attracts a given number of credits towards the award of a diploma in Crime Science. Further tuition and a work-based dissertation can convert the diploma into a Masters Degree. To date twelve are on this programme and three have already been awarded their diplomas.

Specialist Crime Partnership and Prevention Team

65. The biggest challenge facing the delivery of serious violence prevention is the ability to secure appropriate funding for the delivery of initiatives, especially for those that require medium to long-term funding. In the current economic climate funding from private businesses for such projects has been significantly reduced, making sustainable funding even more difficult to find. This has increased the need to ensure that any initiatives have appropriate evaluation mechanism to ensure that we are able to learn from these and ensure that limited funding is focused on those methodologies that have proved to be successful. There are a number of bodies that are looking to develop repositories of best practice over the next year, including the NPIA, Project Oracle under the Mayor’s Time for Action and the London Community Safety Partnership (LCSP) Serious Youth Violence Board.

66. Within the remit of organised crime, one of the major challenges facing the MPS is the introduction of ‘fogging’ devices as a robbery prevention tool. These are devices fitted in banks and shops that when activated instantaneously release a water-based fog that reduces visibility to zero. This fog does not clear for up to an hour. Whilst these are acknowledged to be excellent preventative devices, the tactical options for the police response to an activation and the health and safety implications pose new threats to police operations. The movement, by a number of banks to open plan banking has also caused concern as may make premises more vulnerable. The Flying Squad is meeting with banking representatives to highlight concerns and to develop additional prevention measures.

67. We are developing and coordinating the delivery of several education packages aimed at preventing young people becoming involved in serious violence, as both victims and perpetrators. Calling the Shots, an education package developed in partnership with the GLA and From Boyhood to Manhood Foundation has been updated and £200k is being spent on delivering the package across London, focusing on Pupil Referral Units and Colleges. The package is being enhanced through delivery of presentations from Trident, Homicide and Specialist Firearms Command, all of whom have developed specific programmes.

68. With respect to serious and organised crime Operation Betguard has resulted in a decrease in Betting shop robberies and an increase in detections; Operation Vanguard continues to lead nationally on the prevention of Cash In Transit robberies and the Safe Guard Alliance is developing minimum standards for the Bookmaking Industry to be launched in late spring 2009.

69. We are supporting the development of a Mediation Service for London, which will use conflict resolution, as part of a range of prevention measures, to provide an opportunity to prevent disputes escalating into violence and crime. We are also developing tactics to prevent gang-related violence and disrupt the activities of gangs in London.

70. We are also a member of the new Serious Youth Violence Board, which sits under the LCSP, which has six work-streams focused on improving the multi-agency response to serious youth violence in London.

Met Intelligence Bureau

71. The Met Intelligence Bureau (MIB) was created in April 2007 to provide the MPS with a corporate crime intelligence service. The unit provides a 24/7 intelligence support function to all (B) OCUs, provides the IMPACT Nominal Index (INI) bureau for dealing with intelligence requests from other forces, and, through the Confidential Unit, is the gateway in and out of the MPS for the Intelligence Agencies in crime related matters. In addition, the MIB produces the annual MPS Strategic Intelligence Assessment (SIA). This document allows Performance Board to identify MPS crime priorities, and the MIB then provides intelligence support to the ACPO lead for each priority area. The SIA also makes a significant contribution to the Corporate Strategic Assessment (CSA), and the subsequent planning processes. On a fortnightly basis, the MIB produce a Tactical Assessment for the corporate Tasking and Co-ordinating meeting that is chaired by DAC SCD, and has DAC level representation from the other Business Groups. This meeting has changed fundamentally since the creation of MIB, and is now seen as the principal tasking forum for resource and funding to Pan-London operational activity against priority crimes.

72. In terms of specialist intelligence support, MIB is responsible for the delivery of both overt and covert telecommunications intelligence to the MPS. Both areas are subject to considerable development, both legally and technologically, and, on behalf of the MPS, we are exerting influence on the national response to change, in order to protect the London perspective. The MIB also has a specialist forensic and financial intelligence capability, and we are hosts to the ACPO London Regional Intelligence Unit (LRIU), which comprises staff from the MPS, City of London Police, British Transport Police, Serious and Organised Crime Agency (SOCA), and HM Revenue and Customs.

73. MIB has delivered significant performance in support of operational policing in London. During the period April 2008 to February 2009, the 24/7 intelligence support team answered 62,812 requests for assistance and intelligence. This service is provided to all parts of the MPS and to external forces and partners. The team takes the lead for ‘Threats to Life’ co-ordination, and the MIB Senior Management Team provide 24/7 coverage to provide specialist advice in the management of such serious cases. Operation Artemis, the MPS Manhunt unit, has, in conjunction with Borough and SCD colleagues, located and detained 42 of the most high-risk and dangerous wanted persons in the MPS. This has been achieved by the innovative and determined exploitation of numerous internal and external intelligence sources. MIB has, over the last year, also been central in providing support to priority Pan-London activity. For example, we have taken an intelligence lead for Operation Alliance (South London Gangs), Operation Blunt (Knife crime) and have hosted the intelligence cell for the Notting Hill carnival.

74. The IMPACT Nominal Index (INI) database was established in response to the Bichard recommendations following the Soham murders. The INI system allows forces around the country to check individual suspects against other forces databases. The MPS were not performing well in answering queries, as the process was reliant on individual Boroughs to respond. The creation of the INI bureau within MIB has transformed performance and made us a national exemplar for our processes. April 2008 to February 2009 saw the handling of 4,366 requests, all of which have a potential bearing on Public Protection. MIB is leading within the MPS on the implementation of the Police National Database (PND), the replacement for INI that is due to go live in 2010.

75. For the same period, the telecommunications elements of MIB have made considerable contributions to investigations and operational activity across the MPS. The Telecommunications Intelligence Unit (TIU) obtained 80,000 communication data services, and our prosecutions team provided 8,500 statements for cases. These contributed to 220 major crime prosecutions with 170 convictions and sentences totalling 2,075 years of imprisonment. In our covert telecommunications work, we directly supported operational teams that recovered 62 firearms, seized over 1,200K of class A drugs, arrested 420 criminals and confiscated just under £3M in cash and assets. Perhaps more significantly, we made a fundamental contribution to the saving of 21 lives that were at immediate risk.

76. The year ahead will continue to be a period of development for MIB as we strive to provide the most complete intelligence service to the MPS. April will see the beginning of processes that will better join the overt and covert elements of our work to ensure that we are maximising the exploitation of our knowledge, and providing as much information as possible into our open products. We will continue to develop relationships with other forces and partner agencies outside the MPS to bring all relevant information and intelligence into our analytical and assessment processes. MIB has quickly established itself at the heart of operational policing across London and is rightly seen as a fundamental corporate asset.

Drugs Directorate

77. The Drugs Directorate is part of the Specialist and Economic Crime Command. The Directorate is responsible for the MPS Drugs Strategy, the development and coordination of policy, strategy and operational guidance with regards to tackling controlled drugs and related harms within the MPS. The directorate writes and provides guidance on all the standard operational procedures (SOP) with regards to drugs for the MPS. The Drugs Directorate works extensively with the Met Intelligence Bureau (MIB) Territorial Policing Boroughs, external Stakeholders such as the Government for London, London Drugs Policy Forum, GLADA, the National Treatment Agency, SOCA, UK Borders among others. Its aim is to monitor and evaluate drug trends and assess emerging threats within the context of related criminality and various socio-demographic factors with an aim to provide guidance and information to facilitate operational activity. The Directorate has also provided support and expertise to several ACPO Drugs portfolios and Home Office Projects. This has included the piloting and subsequent rollout of the Evidential Drug Identification Testing (EDIT), a Home Office and CPS approved process, which allows a case disposal decision to be made in drug possession cases without the need to bail the person to return pending forensic analysis. The benefits include significant cost savings in police time and forensic analysis and a simpler and subsequently faster justice process. The Directorate implements the Drug Intervention Programme across 21 boroughs in the MPS. The programmed has evidenced the distinctive link between drug use and acquisitive crime. The Home Office reports that since its inception drug related crime has fallen by a quarter.

74. The Directorate ensures that the MPS provides a comprehensive response to national performance drivers including PSA 25 and the National Drugs Strategy.

75. The most challenging aspect of tackling the harm caused by drugs is developing meaningful performance measures to assess the wide range of activity this problem requires. This partly due to the pervasive nature of drugs not only as a criminal offence in itself but as cross cutting theme across several areas of MPS business including burglary, robbery, theft, violent and sexual offences, gangs, guns, serious youth violence, kidnaps, extortion, people trafficking and money laundering. In addition because drug offences are reported as a result of police activity a more sophisticated measurement of impact is required. Thus the present drug strategy (2007-10) is aimed at a targeted increase of activity in selected areas – criminal networks; class A drug detections, proceeds of crime and public perception and satisfaction.

C. Race and equality impact

There are no explicit equalities items addressed. The activities that form this report and the data content are arrived at with a regard to delivering Specialist Crime policing services tailored to the needs of individuals and communities. The contents of this performance report should fully comply with equal opportunities policies and associated MPA/MPS Diversity issues.

D. Financial implications

As per the London Policing Plan, the SCD budget for 2009/10 is £390m with a workforce of 3,196 police officers and 2,774 police staff. All activities outlined above will be delivered within this funding envelope.

As noted in para 4, SCD will be taking on the investigations of rape and serious sexual violence from TP during 2009/10. The associated budget (£20.6m at 2008/09 prices) and staff (368 police officers, 4 police staff) will be transferring to SCD at that time.

E. Background papers

None

F. Contact details

Report author: Raymond Marshall, Specialist Crime Directorate, Performance Improvement Unit, MPS.

For information contact:

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

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