Territorial Policing (TP) Thematic Performance report

Report: 7
Date: 17 March 2011
By: Assistant Commissioner Territorial Policing on behalf of the Commissioner

Summary

This report provides an overview of the TP performance, the TP development programme and seeks to inform members in respect of resource management, management on costs and single patrol implementation and impact.

A. Recommendation

That

1. Members note the contents of this report.

B. Supporting information

TP Performance - Public Confidence

1. The trend in public confidence in the MPS as measured in the Government’s British Crime Survey, has reached its highest level since 2008 when the question was introduced.

2. An example of the initiatives undertaken to improve public confidence include interventions at Barking and Dagenham (KG):

• A review identified there were 17 different approaches to Ward Panels, different agendas, different constitutions, no formal way of presenting crime data and news and no formal process for dealing with Council Issues.
• Working with the Council, KG agreed a joint approach to Ward Panels supported by Community Safety Coordinators who support the SNT with projects, problem solving and administration.
• A briefing session for all Councillors’ to meet the BOCU Commander, SNT Lead, Community Safety Director and SNT and have encouraged case work briefings.
• Ward Panel meetings were made 'open meetings' and reviewed for their geographic and demographic representation of ward.
• Processes were put in place to quality assure newsletters and SN Websites, to increase visibility through single patrol and more intrusive supervision and formalised daily contact at SMT level looking at community issues with Council officers attending the DMM.
• An investment of £30K per annum in local council newspaper guaranteeing police news stories each fortnight through every household door on BOCU. This was combined with a concerted effort with the local radio station giving regular messages, alongside an additional £10K investment in the communication budget to support media initiatives and projects.

3. In the summer of 2009, assisted by a review of Islington’s public confidence performance, the then new Borough Commander implemented changes to business processes and structures around the public confidence agenda. The following lists some of the actions taken to raise public confidence:

• Assigned an additional two inspectors to Safer Neighbourhoods and aligned geographic responsibilities with those of the local authority
• Introduced a dedicated SN performance meeting within the borough’s performance management framework
• SMT presented a (borough produced) ‘every contact matters’ DVD to all staff during discursive seminars designed to emphasise public confidence as the ‘golden thread’ of policing
• Reinvigorated joint partnership working and better targeted jointly coordinated public communications.
• At the time of change the public confidence measure for the borough was at 27%. Since then the measure has improved quarter on quarter so that it now sits at 67% according to the latest quarterly figures (Q3 10/11).

Crime Trends

4. The crime trends over the last few months continue to show a fall in violence but with continuing problems with property crime particularly personal robbery.

5. The violence offences are lower this year and that trend also applies to gun and knife crime violence. There have been over 3,100 fewer violence with injury (VWI) offences; and knives used to injure and firearms discharged offences have fallen by 150 (4.6%) and 47 (8.2%) respectively reflecting the various actions the MPS has launched against weapons crime.

6. Aside from motor vehicle (MV) crime, all of the sanction detection (SD) rates KPIs are higher than last year. This shows that the MPS has improved its ability to solve crime across most offence types.

7. Robbery continues to be a cause for concern because it is 6.3% higher than last year because of the rise in personal robbery of 7.5%. The MPS is doing its utmost to tackle personal robbery through the operations set out in this and previous reports. That enhanced effort has been responsible for over 450 more people being charged with that offence this year. That equates to a 16% increase in charges which is double the 7.5% increase in offences.

Serious Acquisitive Crime (SAC)

8. There have been 2.5% / 4,047 more serious acquisitive crimes (robbery, MV crime and residential burglary) vs. the 3.2% reduction target. Personal robbery, theft from and theft of motor vehicles are above last year’s levels and residential burglary has been rising since November 2010. A possible factor in this rise could be the fact that the street price of heroin has doubled in the last few months as a result of infestations affecting the harvest last year of opium in Afghanistan. Nevertheless over the last decade only last year had fewer SAC offences.

9. The SAC SD rate of 9.5% is not dissimilar to last year’s performance of 9.7%. However the ambitious target of 12.2% is not being achieved.

10. Although the 4% reduction target for residential burglaries is not being achieved, there have been 723 / -1.4% fewer of those burglaries this year. It is worth noting that both December 2009 and January 2010 had easily the lowest levels of residential burglaries for their respective months of residential burglaries and this is a factor why the rate of decrease has reduced. The rise in the price of heroin may also be a driver for the trend not being as positive over the last couple of months as it was earlier in the year.

11. The SD for burglary at 12.8% is an improvement on the 11.9% at this time last year but it is not achieving the target of 16%. The fact that there have been 466 (19%) more people charged this year with residential burglary is evidence of the successful efforts boroughs are exerting to catch burglars.

12. Op Focus is the overall MPS response to Burglary, with the following three overarching objectives:

• Achieving the best return on investment in the shortest timescale - additional support and intervention will be focused upon the highest risk victims, the most prolific offenders and the highest risk locations/venues;
• Building upon and coordinating what is currently being delivered - existing crime reduction plans and resource allocations impacting burglary will be reviewed quickly to identify where further support can offer the best return;
• Learn and spread practice: Tactical learning from all contributions to burglary reduction will be captured and deployed rapidly to pan-London delivery.

13. Operation ‘Ariel’ is Hillingdon’s response to Burglary issues on the BOCU. One recent example that has been highlighted is that three suspects were recently arrested near the scene of a burglary and shoe marks were recovered. Effective forensics processing meant that within 2 hours the BOCU received strong evidence relating to the 3 suspects who were charged and kept in custody.

14. To address burglary Redbridge have tasked the TSG along with the North-East VOLT task force. By focusing their resources Redbridge have created a focused resource to address hotspot areas and proactively address Warrants, Automatic Number Plate reader operations and to conduct pulse patrols on problem areas.

The Borough and CDRP have invested in leafleting all 110,000 home encouraging residents to report suspicious activity and giving residents crime prevention advice. The campaign ‘See It, Report It, Don’t Ignore It’ goes live week commencing the 7th February and involves all local authority staff, primary care trust staff, the voluntary sector and local businesses.

15. Robberies for the period 2010/11 is at its third lowest level for the last ten yen years even though it is 7.8% (2,116) above last year and so missing the reduction target. However the number of robberies in the period is over 5,000 (15%) lower than the average for the last ten years.

16. In spite of the rise in robbery the SD rate has increased from 15.7% to 16.3%. While below the 19% SD target it is remains better than any previous year in the last decade except 2009/10.

17. However the situation with personal robbery continues to require significant focus due to a rise over last year of 2,254 / 9.2% in those offences and is the reason overall robbery has gone up. Approximately three quarters of the weapons in personal robbery do not involve a knife or a gun. Those robberies are 9% above last year’s level while those involving a gun have declined by 23% but they only account for 3% of personal robberies. We are specifically focusing on knife personal robberies, which have increased by 16%, because of the potential for harm. They account for over a fifth of these robberies.

18. Mobile phones are the item most stolen followed by cash which has declined (-5%) and cash/credit cards that have increased by 2%. Necklace/pendant have increased by 31% in personal robbery indicating that they are being targeted by robbers more now because of the rise in the price of gold as mentioned previously.

19. Ealing BOCU are particularly challenged in relation to Robbery and in January 2011 they reviewed their Robbery strategy and put in place a number of tactics to reverse the increases including Operation DOT tasking (fixed point policing in hot spot areas); decoy deployments; prevention advice in relation to smart phones; targeting second hand mobile phone stores through joint operations with Trading Standards; using crime prevention officer to design out crime and tasking of dedicated robbery cars.

20. Lewisham BOCU are currently running ‘Operation Bolt’ to tackle robberies and includes gang related violence, youth violence and knife crime. The emphasis is on disruption and stop and search. Results are collated on a daily basis and are fed into the Daily Management Meetings. Briefings, crime maps and patrol areas are similarly updated on a daily basis.

21. Haringey BOCU is detecting nearly a third of its recorded robberies, the second highest rate in the MPS together with one of the highest number. It is showing the fourth highest number of reductions in these offences over the FYTD. These results are sustained through extensive borough focus upon the crime type. The following shows some of the tactics used to combat robbery at Haringey:

• Three dedicated robbery response cars provide cover from 10am to 2am with peak time overlapping shifts. They conduct initial investigations, suspect IDs, fast-time enquiries for CCTV, local enquiries and forensic suitability assessments
• Scene revisits are regularly carried out between 1 and 4 hours after the offence
• All victims are given a direct contact number for the duty response car crew
• IMEI mobile phone number readers are carried by all the cars
• Robbery offences reported at front counters within an hour are allocated to one of the robbery response cars. If the offence is older, then a CID officer will conduct the initial investigation.
• The borough maintains its own Video Identification Team
• Extensive use is made of analytical intelligence techniques particularly in relation to correlations between gang activities and offending patterns/descriptions.

22. About a quarter of motor vehicle crime consists of the theft of vehicles. It is 6.3% (1,335) above last year’s level as opposed to the 2% reduction target. Nevertheless as with other property crime this year’s figures is quite when looked at over the last ten years. It is the second lowest total for that time span and is more than 12,000 below the average for those years.

23. The other component of motor vehicle crime, thefts from a motor vehicle have increased but by less than theft of a motor vehicle. Again when looked at over the longer term, 2010/11 is also the second lowest year since 2001/02 and is 15,000 plus offences below the ten year average. While registration plates and satellite navigation devices are the items most taken, currency and power hand tools have had bigger numerical and percentage increases this year over last. Interestingly thefts of audio/radio/CD players have declined by 13% perhaps reflecting better security for those items.

24. Operation ‘Themis’ is the South West (SW) area’s drive to improve performance, prioritising violence and robbery and including residential burglary. The area flexes the collective asset of boroughs to target hot spots and offenders through a coordinated problem solving approach. On a daily basis, a team of officers and a Q car is tasked by the area to violence and robbery hotspots to support local problem solving, briefed and supported by local officers. This has seen a positive impact on crime. The area’s current performance against robbery is showing a reduction of 4.4%. The area has supported boroughs with specific crime generators such as Kingston with its town centre and Oceana night club, where Operation Gift Wrap, using licensing expertise from Croydon, has seen a reduction in violence and other crimes from 58 offences (December to January 09-10) to 29 offences over the same period in 2010-11. Specifically violence offences fell from 16 to 7. The area is able to co-ordinate cross border operations and is tacking violent offenders involved in local gangs and drug dealing under Op Dolos. This operation is live and will be concluding in March but has seen interim successes with offenders recalled and a number of search warrants executed and drugs recovered. Other Themis operations include:

• Op Lazarus: Collaboration between the London Crime Squad & SW Area, initiated by Sutton, whereby two motor vehicle thieves were arrested, charged and have pleaded guilty, leading to 250 sanction detections for motor vehicle crime. Led by a SW Area DS, officers from 3 SW Boroughs were attached to bring about these successful outcomes.
• Operation Juniper: The SW Area seconded staff from 6 BOCUs for a reactive/proactive operation from November 2010. During the course of the next 7 weeks the JUNIPER team identified 63 Burglary offences across South West London and into Surrey that a burglary team were responsible for. Through pro-active surveillance work and an in-depth reactive investigation evidence was obtained to arrest 14 individuals for conspiracy to commit burglary on 22/23/24 Dec. All defendants arrested were remanded over Christmas and New Year.

Other Serious Violence

25. Operation ‘Cable’ was run by Southwark BOCU to tackle South London criminality and in particular gangs operating in the areas. This covert operation used Southwark officers from the gangs, drugs and firearms teams assisted by the TSG. In total 49 suspects were arrested and there have been 212 charges relating to the supply of Class A drugs and the possession of drugs. In total £5,000 was seized under the Proceeds of Crime legislation.

TP Development Programme

26. The programme has identified a number of opportunities to introduce changes that will deliver the programme benefits. These have previously been reported to the MPA (SOP September 2010 and January 2011). The Programme continues to develop each of the strands of work into a detailed business case to assess the impact, cost and benefit of proposed changes. Appendix 1 details the progress with each of the strands of work within the programme.

27. A priority for the Programme between February 2011 and March 2011 is to finalise the overall design of the future model for policing delivery and to apply tin more detail to the projects as well as assess those areas which are currently not in scope or under review.

28. The programme is linked with a number of other projects/programmes in other areas to join up the design of policing activity. TP have examined the key external and internal services that need to be provided to ensure operational delivery in line with the MPS strategic vision. Each project is responsible for developing a service area and assessing opportunities to improve efficiency and reduce cost.

29. The design principles are used to assist in articulating what the service should be and “how” they should be delivered (i.e. the core operating processes), “where” capability should exist to provide the service (i.e. whether the service is best delivered locally or as a shared service with another Borough or whether it should be delivered as a pan-London service). In addition, each business case articulates “who” should be responsible for delivering the service (i.e. workforce profile including consideration of necessary skills). Finally, each business case uses the work on service design, capability mapping and key processes to articulate how a service should be managed (i.e. the organisational structure that manages service delivery.)

30. This framework (service definition, operating process, capability and management structure) is now used by every project to ensure that financial and resource implications and constraints of current systems and processes are fully explored. Approaching services in this way is intended to ensure that every project considers all relevant areas to maintain or improve performance for the people of London whilst also driving down costs. By placing projects within this wider framework, inter-dependencies and consideration of appropriate project scope are better manage and the programme can articulate the impact of changes and reduction to better inform EIA and communications.

31. Work to date is based on the need for several views of the wider operating model. These views include an assessment of the key operational and support services, a description of core operating processes and policing activity along with capability and structural mapping. The focus on service delivery and policing activity provides a strong unifying foundation upon which phased structural change and workforce re-modelling can be based. In addition, it is intended that this work is drawn on to provide communications tools that will use different views to articulate a consistent vision of operational policing to different audiences.

32. It is intended to complete an initial draft of the operating model, as it affects TP, by the end of March 2011. This will enable change in different TP business areas to be sequenced and co-ordinated in line with the strategic vision for the MPS and for the MPA.

33. Significant programme milestones during January and February included:

• Critical Review Sessions, chaired by TP Programme Director, completed for all projects
• Safer Neighbourhoods Review - Borough consultation period complete
• Approval for the Detention Services Business Case to be submitted to Management Board in March by TP and CO Chief Officer Groups and Command Team.
• Launch of the Lambeth response pilot on 14th February 2011
• Implementation of TPHQ Re-modelling (Phase 1) initiated
• Equalities Impact Assessment (EIA) methodology for the programme and individual projects have been approved. The initial version of the Programme EIA will be completed in March and will update on an ongoing basis thereafter.
• TP Development Communications Strategy published; Middle manager briefings from AC from staff underway
• Financial Benefits Tracker developed to assess overall cost and projected reductions for the programme over the next three years
• Workforce planning meetings for staff impacted by programme underway as part of programme HR strategy
• Enhanced Project Management training delivered to all project and programme staff.

35. Forthcoming activity (subject to approval) (March 2011 onwards) includes

• Business cases for Intelligence (TP), Performance, Wanted Offender Management, Resource Management and IBO/ CCC re-modelling are all due to enter the programme approval process. Submission of Detention Services Business Case for Managements Board
• Approval of Implementation plan for Crime Reporting and Investigation Bureau
• External and Internal Consultation on Core Principles for service delivery through Front Counters to be initiated
• Initiation of Brent Response pilot in April 2011.

Engagement, Communication and Business Change

35. Planned engagement and communication activity for the forthcoming period includes:

• Communications plans to support projects as move from business approval and implementation phase to be developed as per CCS and CRIB
• Maintaining a cascade based approach to keep staff and officers informed through their Borough and Operational Command Units. This emphasizes and the role of the Area and Borough commanders both in delivering communications, and business change. The programme is supporting other business groups and change management programmes to channel communications in the same way to help to link up messages for borough commanders
• Delivering TP Challenge Panels to test project proposals. (Over 250 staff have been engaged to date - with feedback being circulated to participants and included within the relevant business cases and implementation plans).
• Production of an Internal Newsletter to keep staff and officers informed through their Borough and Operational Command Units. This has provided updates on key projects such as Safer Neighbourhoods, the launch of the Response pilot in Lambeth and other key developments.
• Continued delivery of “Ask ACTP” online sessions and ACTP Middle Manager Road shows. Both forums are aimed at increasing understanding around the background of the Programme and the reasons for change.
• Arranging staff and supervisor briefings for those affected by those ‘early adopter’ projects such as TPHQ phase 1 and the Crime Recording Investigation Bureau

Management On-Costs and Supervision Ratios

36. Working with Strategy and Improvement and other business groups, the TP Development programme is in the process of assessing the level of management on-costs for management roles across the business group. This is being achieved by interviewing managers who have been asked to score the complexity of managing 12 borough functions on a 6 point scale from Low to Very High against 17 management complexity factors. The management complexity factors have been derived from cross business group interviews with senior staff.

37. Management on-cost for the purpose of this work is defined as the cost of managers for a particular function expressed as a percentage of the overall staffing cost. For example - 20% on cost means that a fifth of cost of staffing a function is spent on managers. Using HR information the amount of management on cost for each of these borough functions is being calculated. This work is also underway in other business groups.

38. There are a range of management functions across TP. Some of these will be straightforward management jobs and will be graded as low complexity. Some will be challenging roles and consequently will be graded as highly complex. It is expected that there ought to be a positive correlation between complex management roles and management on costs - complex roles having a higher proportion of management on costs than low complexity roles. By benchmarking across the MPS TP will be in a position to understand where management costs are high or low in relation to the complexity of the management task being performed.

39. This work will enable TP to adopt an evidenced-based approach to management on-costs in all areas of its business - and to establish whether in any specific area there is room for greater efficiency. The programme is also intending to use this approach to test management on-costs within individual projects to ensure that proposals are as efficient as possible.

Resource and Demand management

40. During the scoping phase of the TP Development Programme, it was identified that current TP shift patterns did not always provide an optimum match between resources and periods of peak demand. Where 12 hour shift patterns were utilised, drops in performance during the last third of a shift were apparent and the plethora of different shift patterns across TP had lead to some inefficient working practices affecting the delivery of pan London aid.

41. As a result of these findings the TP Development Team were tasked to review the shifts of core functions within the business group, these were (in order of priority) those relating to:

• Response policing
• Neighbourhood Policing
• BOCU Reactive Investigative Policing

36. All 32 Boroughs have now selected their choice of TP development shift pattern, following local consultation and agreement with staff associations and provision of an equality impact assessment bespoke to the individual borough. Currently five Boroughs have moved to the new shift patterns, with the remainder concluding implementation by March 31st 2011. Agreement for flexibility was agreed by AC Macpherson to allow variation to limited shift start and finish times, predominantly to assist practical staff travelling issues. All changes have been agreed with the TP development programme to ensure the integrity of the change process on shift patterns, and overseen by the Area Commanders for each Borough wishing to vary a shift pattern.

37. Terms of reference work for both neighbourhood and reactive CID investigation are under development with the specific project leads. Provisional criteria for the parameters of those shift patterns is now within consultation phase for each project, and first draft shift patterns for can be expected by March 31st. The design of patterns for neighbourhood policing are reliant upon the agreement on future structure and function responsibility of those teams. All patterns will be subject to the same demand led analysis and profiling of shift patterns to meet that demand. The needs of the community will remain paramount in the underlying design principles. The programme engage with Federation and Staff Associations to asses the impact of proposed changes and how they are managed on MPS employees.

Effectiveness of Single Patrolling within the MPS

38. Work to ensure the effective use of resources across the MPS, and particularly within TP, has involved a continuing focus on single patrol. In the most recent week (15 Feb - 22 Feb 2011), the average number of officers recorded as engaged in single patrol per day was 3228. To put this in context, in Jan 2010 an average of 2566 officers per day were recorded as being engaged in single patrol. Whilst, due to a range of factors, the average number of officers engaged in single patrol will vary on a week to week basis, data suggests that an initial increase in the level of single patrolling has been sustained.

39. Whilst the number of officers can be tracked using resource management systems, the outcome in terms of impact on the streets is monitored through the through the results of the MPS Public Attitude Survey. A summary of the key findings from the July - September 2010 PAS survey against the previous 12 month period shows;

• An increase of 9% in respondents feeling that the MPS provides a visible patrolling presence
• An increase from 10% to 14% in the respondents who had seen officers patrolling alone.
• 98% of respondents feel it is safe to walk alone during the day, up from 97% previously
• 75% of respondents feel it is safe to walk alone at night, up from 73% previously
• 49% of respondents report seeing a patrolling officer, in 2007 this was just 5%.
• 63% of respondents report seeing vehicle patrolling officers, against 58% previously.

40. The impact of greater visible patrolling continues to improve, with more to be achieved. Changes to working practices with TP development seek to build on these levels and improve public satisfaction and confidence.

C. Other organisational and community implications

Equality and Diversity Impact

1. A rigorous approach to undertaking equality impact assessments across the TP Development Programme has been developed and agreed. Equality impact assessments are being conducted for all projects within the programme and are reviewed at each phase in the project’s lifecycle. As appropriate, mitigating actions are being included in the implementation plans for projects. An initial programme level EIA will be presented to the Programme Board in March and will report on programme level issues and deal with any the cumulative impacts from across individual projects.

Consideration of MET Forward

2. This proposal supports the aims of the Met Forward programme, Met Standards strand.

Financial Implications

3. There are no additional financial implications arising from this report. Savings relating to the individual projects within the TP development programme have been included in the 2011/14 business planning process.

Legal Implications

4. There are no direct legal implications arising from this report, which is submitted for information only. The TP Development Programme aims to deliver an improved, efficient and effective Police service within the constraints of a challenging budget.

5. There are likely to be a number of legal implications arising from many elements of the TP Programme, most notably, workforce related issues, which have been highlighted in the body of this report. DLS have been engaged with HR in relation to the workforce matters, and advice should continue to be sought in respect of specific recommendations.

6. Proposals under the TP Programme may also be subject to further reports being approved through the usual MPA/MPS governance arrangements.

Environmental Implications

7. There are no environmental implications identified

D. Background papers

None

D. Contact details

Report author: John Duffy Chief Inspector, TP Development programme, MPS

For information contact:

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

Appendix 1

TP Development Programme - Individual project update

Public Access (formally Front Counters)

Summary The aim of this project is to review how the public access to policing services can be improved and, in particular, how service delivery through front counters can be delivered in an effective and efficient fashion that meets the needs of Londoners.
Progress The review methodology has been developed and internal and external consultation is scheduled to take place during March 2011, leading to the submission of a business case to the TP Development Programme Board in May 2011.

Safer Neighbourhoods

Summary The aim of this project is to review the structure, location and function of Safer Neighbourhoods Teams in order to identify areas for improvement.
Progress Internal and external consultation took place between November 2010 and February 2011, with 12,000 responses from the public. The project team is reviewing and consolidating the findings to inform the business case, which will be submitted to the TP Development Programme Board at the end of March

Integrated Borough Operations (Ibos) / Central Communications Command (CCC)

Summary The aim of the IBO/CCC project is to review the relationship between CCC and IBOs to remove duplication and deliver improved command and control.
Progress The Programme has aligned IBO/CCC and Resource Management to better manage the critical interdependencies leading to a command and control capability better aligned to borough needs. The project is in the detailed design phase and a business case will be submitted to the TP Development Programme Board at the beginning of March 2011.

Resource Management

Summary The aim of the project is to review the functionality and efficiency of the service provided by borough duties and events planning offices.
Progress The Programme has aligned IBO/CCC and Resource Management to better manage the critical interdependencies leading to a command and control capability better aligned to borough needs. The initial business case will be submitted to Programme Board at the beginning of March 2011.

Response

Summary This project is focused on improved utilisation of response officers for fast-time response with greater use of appointments for non-emergency calls carried out by local policing teams. The project is currently testing approaches to emergency and non-emergency response through targeted pilots in different operating environments.
Progress The Lambeth pilot, Project Hannah, began in February 2011 and Project Erin, the Brent pilot, is due to begin in April 2011.

Investigation

Summary This project is aiming to identify opportunities to improve efficiency and effectiveness across investigative functions drawn from both TP and SCD.
Progress The terms of reference have been approved. The project is currently refining and developing its project plan and testing early findings with user groups. The business case is due to be submitted to Programme Board at the end of March 2011.

Intelligence

Summary This project is identifying the best way for TP to continue to deliver intelligence led policing capability within a budget that is increasingly constrained. The project also takes into account changes that are happening in intelligence in other business groups and corporately.
Progress The project is currently in the detailed design phase and a business case will be submitted to the TP Development Programme Board at the beginning of March 2011.

Performance

Summary This project is identifying service improvements and cashable savings in all performance functions across the MPS.
Progress The project is currently in the detailed design phase and a business case will be submitted to the TP Development Programme Board at the beginning of March 2011.

Crime Recording and Investigation Bureau (CRIB)

Summary The aim of this project is to develop a central CRIB which provides both economies of scale and significant performance improvements to the standard of service supplied to customers.

Progress The business case for this project was approved by the MPS Management Board in December 2010; however the Board requested that local accountability remains the key area of decision making. The project team is now working on an implementation plan which takes these requirements into account.

Criminal Justice: Custody improvement

Summary The aim of this project is to better align supply and demand resulting in increased efficiency and improves service provision. This project will be aligned to change to criminal justice in Central Operations.

Progress The TP Development Programme Board reviewed the business case in January 2011. This was submitted to TP Chief Officers Group and approved in February 2011. The business case is currently being updated in the light of feedback received prior to submission to Management Board in March 2011.

Criminal Justice: Wanted Offender Management

Summary This project is currently reviewing options for an improved approach to the administration of wanted offenders.
Progress The project is currently in the detailed design phase and a business case will be submitted to the TP Development Programme Board at the beginning of March 2011.

Crime and Customer Strategy (formerly TPHQ)

Summary This project aims to create a lean management structure as phase one of the TPHQ reorganisation.
Progress The business case was approved by TP Chief Officers Group at the end of 2010 and the project is currently in the implementation planning stage.

Appendix 2

Glossary of Acronyms

AWI

Assault with Injury

ASB

Anti-social behaviour

CDRP

Crime and Disorder Reduction Partnership

DV

Domestic Violence

FYTD

Financial Year to Date (period since 1 April covered in this report)

KPIs

Key Performance Indicators

MPA

Metropolitan Police Authority

MPS

Metropolitan Police Service

MSV

Most Serious Violence

MV

Motor Vehicle

SAC

Serious Acquisitive Crime

SD

Sanction Detections

TIC

Taken Into Consideration

TSG

Territorial Support Group

TPHQ

Territorial Police Head Quarters

VWI

Violence with Injury

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