Annual report 2002/03

Report: 9
Date: 20 June 2003
By: Clerk

Summary

The Authority agreed that each committee should produce an annual report on its activities to provide a summary of the key issues that have been addressed. The full Authority will consider the final annual report of each Committee on 24 July 2003.

A. Recommendation

That the Committee’s annual report be agreed and referred to the full Authority.

B. Supporting information

1. The Co-ordination and Policing Committee has three primary areas of responsibility: co-ordination of the work of the Authority; operational policing; and, urgent matters. Each is dealt with in turn.

Co-ordination

2. To ensure a co-ordinated approach to the work of the Authority as a whole, this committee has overseen the work of each of the other committees. The Co-ordination and Operational Policing Committee has achieved this by ensuring key issues are addressed by the relevant committee and by appointing specific members to lead on the oversight and development of both functional and geographic aspects of policing in the Metropolitan Police District. In addition, it has prioritised and directed MPA resources into areas of special interest to the Authority; in particular fatal incidents and suspensions, gun crime and MPS performance and practice in stop and search.

3. This co-ordination role extends beyond the Authority itself with the committee being actively involved in oversight of the MPS Corporate Projects List and the initiation of a major strategic review of the opportunities and implications of future expansion of the MPS.

Policing

4. Another primary function of this committee is to consider policy and other issues relating to operational policing and the criminal justice system, particularly where the topic is not the responsibility of a sole committee or it is an emerging issue. In this context the Committee has:

• Reviewed and monitored the MPS response to recommendations made with regard to Special Branch by HMIC and by Accenture in relation to efficiency and effectiveness plans on borough command units.
• Contributed to the concept of a Crime Detection Academy.
• Made arrangements to ensure the effective discharge of responsibility for the health and safe working of MPS staff for when the Home Secretary transfers that statutory duty to the police authority.
• Actively supported the delivery of business change benefits associated with the forthcoming introduction of C3i and Airwave, particularly in relation the MPS policing model and the Crime Management Best Value Review.
• Considered the Best Value Review of Bringing Offenders to Justice and its concluding recommendations, and drew particular attention in relation to the need to improve IT provision and the support given to witnesses after court attendance.
• Taken an active involvement in the Safer Streets initiative which produced a significant reduction in street crime.
• Reviewed and monitored particular crime and types of crime including the Adam Torso case, the Damilola Taylor Action Plan, jury protection issues and paedophilia.
• Authorised and overseen the formation and development of the Transport OCU with a view to reducing crime and improving traffic conditions for those using London buses.
• Supported and monitored the introduction to the MPS of the baton gun and TASER as a less lethal means of self defence, arrest and restraint.
• Reviewed the cost and monitored the MPS approach to major public order events such as Notting Hill Carnival and May Day.
• Supported and developed the introduction of Police Community Support Officers from the initial security PCSOs through to transport and borough based officers.
• Overseen the MPS response to the Policing Bureaucracy Task Force to ensure the removal of unnecessary burdens, the provision of adequate support and the adoption of best practice.
• Considered and supported, in principle, the implications and overall benefits to the people of London of a merger of the MPS with the Royal Parks Police.

Urgency

5. In addition to the overseeing policing issues and co-ordinating the work of the Authority, the committee has also considered as a matter of urgency the following issues:

• The approval, in principle, to enter into contracts for the construction works the new Command and Control centres at Bow, Hendon and Lambeth.
• The value of a more ‘bottom up’ approach to the way in which the Authority’s policing and performance plan was prepared, thus placing greater emphasis on, and support for, local crime and disorder strategies across London.
• Progress by the MPS in recruiting to Borough Workforce Targets.
• The scheme for members’ expenses.
• The MPA response to the Mayor’s Ambient Noise Strategy.
• The proposed scope, plan and organisation of the Best Value Review of Retention.
• An offer for the sale of Old Street Magistrates Court.
• The draft MPA budget for 2003/04
• The draft MPA/MPS Annual Report 2001/02
• The procurement of an Integrated Communications Platform.
• The payment of Special Priority Payments to police officers in specific posts.
• The development of a system to enable Activity Based costing and the Operational Policing Measure.
• The freehold disposal of Hounslow Public Order Training Centre.
• The projected outturn position of the MPA budget 2002/03.
• Various requests for financial assistance for police officers involved in legal proceedings.
• The revision of governance arrangements for the C3i programme.

C. Equality and diversity implications

This is a factual report only, the equality and diversity aspects of the work of this Committee are contained in the minutes and reports relating to the items mentioned above.

D. Financial implications

None.

E. Background papers

None

F. Contact details

Report author: Keith Dickinson, MPA.

For more information contact:

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

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