MPS Olympic Programme update

Report: 6
Date: 1 February 2007
By: Assistant Commissioner Central Operations on behalf of the Commissioner

Summary

This report outlines that current progress of the MPS Olympic Policing Programme.

A. Recommendations

That Members note the contents of the report

B. Supporting information

1. On 26 September 2006 the MPS provided the MPA Full Authority with a paper detailing the MPS approach to the planning of policing and security for the London 2012 Olympic Games and Paralympic Games.

2. The Full Authority whilst supporting the approach, requested that regular update reports are provided to the MPA Co-ordination of Policing Committee.

3. In summary, the MPS continues to make good progress in developing the Olympic Programme and is currently engaged in the following major areas of work.

The Approach to Security

4. Defining the approach to security and the concept of operations, required by the International Olympic Committee (IOC), that the MPS and its delivery partners will develop and deliver.

5. The 2012 Olympic and Paralympic Games will require the largest security operation ever conducted in the United Kingdom. The success of the Games will be ultimately dependant on the provision of a safe and secure environment free from a major incident resulting in loss of life. The challenge is demanding; the global security situation continues to be characterised by instability with international terrorism and organised crime being a key component. The MPS’ intent is very clear. It is to provide a safe and secure environment for all participants in the Games. This will underpin the major objective of hosting an inspirational event that fully celebrates international friendship and the Olympic. The challenge is to develop and deliver a robust overt and covert security framework that provides public confidence and deterrence to attack, whilst allowing the freedom and flexibility to enjoy the Games. It is essential that the security framework is proportionate and maintains the dignity of the Olympic and Paralympic Games.

6. There will be three main phases in the life of London directly relating to the Olympic and Paralympic Games. The Build from now until the Opening Ceremony of the Games; Games Time which will include the running of all Test Events, the Torch Relay, and all Olympic Sporting Events, the Opening and Closing Ceremony, all Cultural events and any ‘Thank you’ parades (e.g. Volunteers) held after the closing ceremony: and finally Legacy which will run from the closing ceremony until the time when all Olympic related activity is complete and the Olympic Venues and land are handed on to their new administrative authorities.

7. In parallel to all three of these phases will be a fourth phase, that of Normality. The MPS is clear that London and the rest of the UK must continue to operate on a normal basis. Therefore, in planning for the Olympic and Paralympic Games we must ensure that our day-to-day activities and also our day-to-day contingencies are not compromised or weakened at any time during these phases.

8. The focus will be to ensure that measures we put in place are not just effective, but also proportionate against the Threat Assessment and Risk Assessment.

9. Each operational component of the Olympic and Paralympic Games will be closely examined and scenario tested. Through these scenarios we will identify and mitigate for incidents, which have the potential to defeat us in achieving our objective.

10. The MPS will use tried and tested systems and procedures that have stood the test of time. There is no precedent to do otherwise. What will be different will be the scale and complexity of the task that is being asked of the MPS. However, the MPS in working with partners on major sporting and public order events in the run up to 2012 will examine and trial new concepts of delivering security and policing to ensure that the most efficient and effective service can be delivered to the Olympic and Paralympic Games.

11. The security plan will be based around three key requirements:

• Threat Based multi-agency planning and intelligence operations:
• Scenario Testing at national and international levels: and
• Sound programme management.

12. The delivery of a safe and secure environment for the Olympic Games and Paralympic Games will be achieved through five key themes:

• Capacity and capability building
• Legacy
• Operational readiness
• Target Hardening and
• Human Security

13. From this approach a draft set of objectives are currently being developed and at this time are based around:

• Delivering a crime and incident free Games;
• Continuity of Service to London and the UK;
• Consistency of security and policing to the Games;
• Public Satisfaction with the delivery of security and policing to the Games;
• Games legacy for London and the UK
• Policing Legacy for the MPS.

These draft objectives are due to be presented to the multi-agency Programme Board for ‘sign-off’ at the next available opportunity following further refinement.

The Olympic Security Directorate

14. The MPS continues to develop, co-ordinate and lead the development of the Olympic Security Directorate (OSD). This includes the move to MPS accommodation in Stratford in January 2007. At this time the following other agencies involved in delivering security to the 2012 Games have indicate that they will be joining the OSD on either on a full or part time basis are:

• British Transport Police
• London Ambulance Service
• London Fire Brigade
• MPS Emergency Planning and Resilience OCU
• MPS Specialist Operations
• London Resilience
• Essex Police
• Dorset Police
• Ministry of Defence
• City of London Police
• NHS London Emergency Planning Team
• National Grid (representing all Utility Services)
• Home Office

Already, clear operational benefits have been realised where the agencies are already co-located with the MPS. For example, the co-location of the British Transport Police representative within the OSD has already ensured that a co-ordinated and comprehensive response has been provided to first stage consultation of the Olympic Transport Plan. Other agencies or police forces who have indicated a desire to participate as a member of the OSD who are still subject to final confirmation are:

• London Councils
• Thames Valley Police
• Hertfordshire Constabulary
• Identity and Passport Agency (Home Office)
• Immigration and Nationality Directorate (Home Office)

15. The MPS/OSD continues to maintain a close collaboration with the Olympic Delivery Authority (ODA) and the London Organising Committee of the Olympic Games (LOCOG) through the MPS continuing to ‘embed’ officers into both organisations, regular meetings and joint working.

16. Liaison and work with other Olympic-impacted police forces also continues through the constituted Olympic ACPO Co-ordination Committee, chaired by Assistant Commissioner Ghaffur.

17. The OSD leads on the production of detailed plans that will meet the requirements of the United Kingdom’s security partners, the Government and the International Olympic Committee (IOC).

18. Clear and defined governance arrangements are being clarified and established early in the process. This will allow the development of an integrated programme plan across all agencies focused on key strategic outcomes.

19. In particular, planning will focus on key security risks and the establishment of the necessary structures and processes to mitigate these.

Costing

20. The Commissioner announced at the Full Authority meeting on 26 September 2006 that the Home Office had made £4.1 million available to the MPS to progress the Olympic programme during 2007/8. Further costing work identifying and refining additional costs to the MPS and other Police Forces for the periods of 2008/8, 2009/10 and 2010/11 is currently being conducted at the request of the Home Office. This is due for delivery on 28 February 2007.

Personnel and stakeholders

21. On 20 December 2006, the Commissioner and the MPA announced that Deputy Assistant Commissioner Richard Bryan would assist the Security Co-ordinator, Assistant Commissioner Tarique Ghaffur, leading on the Olympic Security planning.

22. With the announcement of funding from the Home Office to the MPS in November 2006 to support the Olympic Programme, the OSD is currently running a selection and recruitment process to increase capability and capacity in the following programme areas:

• Programme Support
• Management Support
• Proactive and reactive crime investigation
• Scenario testing
• Counter Terrorism Security Advice
• Neighbourhood policing for the Olympic Park site.

23. The OSD has continued its work in engaging with key stakeholders and has participated in a number of high profile events detailing the MPS’ approach to the security planning. In addition, the MPS has worked very closely with the Home Office and HM Government in finalising the security Governance arrangements.

Action to date

24. In the period since the Full Authority, the OSD has also delivered a number of key operational and planning documents and products. These include:

• The Concept of Operations – Approach to Security Planning
• The Command and Control Concept of Operations
• The “Sign Off” and decision procedures
• The OSD accommodation requirements for the Olympic Park
• The OSD response to the Olympic Delivery Authority commissioned MACE deliverability report
• The OSD Information Technology requirements for the Olympic Park
• A New Salesman Table Top exercise
• Communication of the Security Approach to key stakeholders.

Further products due for delivery in the next period include: -

• The Command Structure Concept of Operations
• The OSD response to ODA Olympic Transport Masterplan
• A scenario testing event focussing on Criminal Justice issues
• A Private Security Industry event hosted by the MPS

C. Race and equality impact

1. Diversity and Citizen Focus has been identified as a key theme of the MPS Olympic Programme. Diversity is a separate strand within the programme and sits alongside all the other strands to oversee and monitor diversity and equality issues within each. Recognising the importance of diversity within the programme also sends a positive message to communities, partners and colleagues that it matters. It will also ensure compliance within the programme around statutory and legislative requirements. The programme strand lead for this area of work is the Director of Diversity and Citizen Focus.

2. The MPS programme will work closely with LOCOG, the GLA and others partners on areas that will actively enhance the diversity input into the Games. These areas include:

• The Olympic Volunteering programme
• Youth involvement
• Community engagement and consultation during the planning phase

The OSD is tabled to provide a report on diversity to the Equal Opportunities and Diversity Board on 8 March 2007.

D. Financial implications

As well as developing the MPS Olympics programme, the MPS has also been engaged in estimating the costs in both preparing and delivering security to the Games. The MPS has worked with partner delivery agencies involved in security and other Police Forces implicated in the Olympics to produce estimated costs and continues to actively work with the Home Office to refine these to the best possible estimate at this time. Further work has been commissioned by the Home Office to refine costs further in line with the next Comprehensive Spending Review (CSR) period of 2008–2011. The MPS is required to submit its costs for this period to the Home Office by 28 February 2007.

E. Background papers

None

F. Contact details

Report author: Supt. Wayne Chance

For more information contact:

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

List of abbreviations used within this report

IOC

International Olympic Committee

ODA

Olympic Delivery Authority

LOCOG

London Organising Committee for the Olympic Games

CO

Central Operations

OCU

Operational Command Unit

MMP

Met Modernisation Programme

OSSRSC 

Olympic Safety, Security and Resilience Committee

OSC

Olympics Security Committee

DOP(IT)(PSR)

Defence and Overseas Policy Sub-Committee on Protective Security and Resilience

ACPO

Association of Chief Police Officers

GLA

Greater London Authority

DCMS

Department of Culture, Media and Sports

HMIC

Her Majesty’s Inspector of Constabularies

MMPDP

Met Modernisation Programme Delivery Board

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