Progress report on diversity issues within the Transport Operational Command Unit (CO 17)

Report: 15
Date: 4 October 2007
By: Assistant Commissioner Central Operations on behalf of the Commissioner

Summary

This report is a progress update on the report of 20 July 2006 relating to the Transport Operational Command Unit (TOCU). It updates on the issues of TOCU demographics, of work in progress to ensure equal opportunities and address under representation. It also updates on how TOCU manages enforcement activity in relation to disproportionality, particularly where young people are involved, and informs of its community engagement activity. Additional information is presented on TOCU activity in relation to disability issues.

A. Recommendations

That Members note the contents of this report

B. Supporting information

Role of the Transport OCU

1. A Special Service Agreement (SSA) between the Metropolitan Police Service and Transport for London established the TOCU in 2002. It is totally funded by Transport for London.

2. The Transport OCU sits within Central Operations and is part of the Roads Policing Team that includes the Transport, Traffic and Traffic Criminal Justice OCUs. TOCU is a Pan-London OCU with a budgeted workforce target of 1312 staff. This is made up of 428 police officers, 422 transport police community support officers (TPCSO), 349 traffic wardens and 113 police staff based at 21 sites across London.

3. The strategic objectives of the TOCU are:

• to make bus passengers and staff feel safe
• to ensure buses move efficiently along specific corridors
• to enforce the law in relation to the taxi trade and private hire vehicles
• to deal with traffic congestion in the worst pinch points
• to enforce parking controls on the TfL road network

4. The TOCU is a patrol service intended to make public transport safe and to keep traffic moving, particularly on the Transport for London Road Network (TLRN). Our red route enforcement is carried out pan London, as is the work of our congestion team. The main focus of our bus work is on our 22 corridors although where there is credible intelligence we will deploy elsewhere. Our intelligence tells us that 80% of reported indecent assaults relating to cabs have a journey start point in the City of Westminster and as a result our work on cabs is focused predominantly Westminster.

How we make bus passengers and staff feel safe

5. We are a highly visible uniform presence along our corridors providing reassurance both on the buses and at bus stops. Our police officers and TPCSOs are encouraged to "bus hop" and interact with the travelling public and bus staff. In addition to making the public feel safe we also benefit from the information they share with us. We are a 100% intelligence tasked patrol unit and good intelligence allows us to direct our staff to patrol where they can make the most positive impact on our objectives.

6. We carry out many planned, high profile operations, often in support of the TfL revenue protection inspectors. These operations make it clear that unacceptable behaviour will be challenged and offenders will be brought to justice. By discouraging offenders from our routes we improve the travelling experience of others.

7. Operation "Bustag" deals with criminal damage to buses where the incident has been captured on CCTV. The work of this small team of officers has led, (in the last 30 months), to the arrest of over 1800 people that graffiti or otherwise damage buses. Currently the Bustag detection rate stands at 32%. Again the principle of challenging offenders and discouraging such anti social behaviour on our routes works towards improving the travelling environment.

How we ensure buses move efficiently along corridors, deal with congestion at pinch points and enforce parking controls on the TfL road network.

8. We work with the 10 stakeholders that make up the TfL Pinch Point Working Group and through their surveys we understand the needs of the travelling public. We direct our enforcement activity in reducing congestion to meet the needs identified by the performance information of this working group.

9. We work in partnership with Transport for London so that we can efficiently manage incidents of live congestion. Having run a successful pilot scheme our role now includes the free removal of vehicles that have been immobilised after an accident if they are affecting traffic flow.

10. Our Red Route Enforcement Team leads on the enforcement of parking controls on the TfL road network. This team is a combination of Traffic Wardens and TPCSOs. In September 2007 we have full role out a process that uses intelligence to target our enforcement activity to areas where infringements cause the most disruption to the travelling public. We work with TfL and their consultative group of external stakeholders (the Red Route Stakeholder Forum) to define the overall approach to parking enforcement on the red route network.

11. We are now identifying individuals who are persistent evaders of parking fines along the red routes and they will be targeted through a series of enforcement operations. These evaders are also identified live to our officers and wardens via hand held Personal Digital Assistants.

How we enforce the law in relation to the taxi trade and private hire vehicles.

12. Taxi touting is a common offence in London and presents dangers to the travelling public. Although taxi touting is a low level offence we are driven by the Mayor's desire to make private hire vehicles safe. This is done through the prosecution of taxi touts and reducing the number of uninsured vehicles. This makes an important contribution to the overall GLA Safe Travel at Night (STAN) initiative. By dealing with these issues we anticipate a further reduction in the number of cab related sexual offences that are carried out on women.

13. In January 2006 The Serious Organised Crime and Police Act (SOCPA) removed our power of arrest for taxi touting offences. As a result we had had to re-structure our operations to try and maintain efficiency while proceeding with the cases by way of summons. The reality was however that our ability to obtain DNA samples, critical in investigating sexual offences, was adversely affected. We have worked with the Crown Prosecution service and the Department of Legal Services to agree protocols to support a positive arrest policy for Taxi Touting. This ensures that a DNA sample is obtained in all cases to support speculative searches and improve our intelligence. It is with this intelligence that we target sexual predators who pose as Black Cab or Private Hire Drivers thereby enhancing the safety of people who visit London.

14. In the last 12 months our cab unit has expanded its work and been carrying out compliance checks on Hackney Cabs. This has involved examining cabs to ensure that they are carrying appropriate equipment to facilitate disabled access and actually checking that the driver is able to operate this equipment.

TOCU Performance Summary

15. In the 12 months to the end of March 2007 TOCU officers have:

• Arrested 8287 people a 10% increase on the previous year
• Issued 219,892 red route tickets a 9.5% increase on the previous year.

16. A comparison of the results from customer satisfaction surveys carried out along TfL bus network from June 2002 till December 2005 shows:

• Safety and security on buses on TOCU routes has improved by 1% (1% on whole network)
• Safety/security at bus stops on TOCU routes has improved by 10% (4% on whole network)
• Perception of reliability on TOCU routes has improved 18% (10% on whole network)
• Perception of journey time on TOCU routes has improved 6% (1% on whole network)
• Since 2002 Excess Waiting Time (measure of delay above timetable) on TOCU routes has reduced from 2.24 minutes to 1.05 minutes (53%).

17. In the final quarter of 2006/7 our survey results dipped sharply. We investigated the causes for the downturn in customer satisfaction but encountered difficulty as the survey did not inform us why people did not feel safe. Anecdotal evidence was that it could be a range of issues from the driver driving too fast to fear of terrorist attack. We have worked with our TfL partners and together we have improved the survey to include follow up questions for those who have stated that they did not feel safe. Our analysis will now focus on these new results and will be used to assist our work towards improvement.

Profile of TOCU's Staff

18. Table 1 (Appendix 1) is a breakdown of TOCU staff by age group and role. The TOCU is made up of staff with ages ranging from 18 years to 67 years of age. The average age of TOCU police officers at 37 years exactly matches that of the MPS as a whole while the average age of our TPCSOs at 37 years is slightly higher than the MPS figure of 32 years. The average age of our Traffic wardens is 45 years and of our police staff is 40 years. As a whole TOCU has 226 staff aged 50 or over and an average age of 39 years.

19. TOCU staff is 33% female although there is a wide variance between disciplines. Our police staff is 56% female and our traffic wardens are 58% female. This drops to 32% for TPCSO and to 9% for police officers. The figure for police officers is the only one that is significantly different from the MPS as a whole where 21% of police officers are female.

20. There is a historical aspect to why our figure for female police officers is low in that when the TOCU was set up in 2002 the MPS was made up of only 15% female officers. Many officers were compulsorily transferred into the TOCU and other OCUs were reluctant to reduce their percentage of female staff. It has become clear to us that while trying to recruit female officers we have a number of issues with the image of TOCU. We are working to overcome perceptions that working on TOCU involves riding large motorcycles and dealing only with traffic matters.

21. The MPS is now recruiting higher numbers of female police officers but because TOCU does not have the capacity to support probationer training or give the range of duties to develop the individuals very few probationary officers are posted to non-borough OCUs like Transport. As a result of these issues we have not benefited from this increase in the short term. With a turnover of approximately 85 police officers anticipated over the next year our situation will improve as we recruit new officers from a pool with higher levels of females.

22. Some of the difficulties in developing probationers include not being able to provide them with the necessary attachments to CID offices, custody offices, youth offender teams or criminal justice units without being away from their line managers for protracted periods of time. There is also a financial issue as our probationers would be paid for by TfL and would, for long periods, be supporting borough units with their core police duties. This would not be within the terms of the SSA.

23. There are other challenges in recruiting the desired number of female police officers. These are largely corporate issues associated with being a pan-London unit. For example our officers do not have the benefit of handing their prisoners over to a prisoner processing team as happens on BOCUs. As a result they can be engaged in enquiries for many hours at short notice. This makes getting home at a predicted time impossible for all TOCU officers but because women are often the primary child care in a family we can be an unattractive prospect for working parents and other groups.

24. In order to address this issue we commissioned an advertising campaign by TMP advertising. We created boards and flyers to highlight the opportunities available to females within TOCU. These have been presented at several work fairs and open days by our staff. In particular we promote our flexible working policy and this year we have increased our number of staff working flexible hours to 136 members of which 93 are female.

25. We are active on the Central Operations (CO) Diversity Board where we press our case for appropriate staff. While there is fierce competition with other OCUs we have been able to learn from good practice employed by OCUs with similar problems.

26. Table 2 (Appendix 1) is a breakdown of TOCU staff by role and by BME or Non-BME. Within the TOCU as a whole 24% of our workforce is from a Black and Minority Ethnic (BME) background. In real numbers that is 318 BME and 1021 Non-BME. The only significant variation between TOCU and the MPS as a whole is that our TPCSO strength is 41% BME while the MPS figure is 36%. The TOCU recruitment campaign has a clear statement that welcomes applications from BME staff and we amplified this by ensuring our advertising literature contained photographs of staff from many ethnic backgrounds.

27. While faith and disability can be recorded on our HR records it is not a mandatory field and many people choose not give this information. As a result we have no reliable data on the subject. Our staff have now been given access to their own HR record and the ability update the above fields. We have found however although this facility was well advertised there has been minimal uptake.

28. The sexuality of our staff is not currently recorded but we have had an LGBT liaison officer in place now for over a year. This person liaises with borough peers and attends our training days and seminars to share good practice. Our liaison officer ensures that all relevant information is gathered and communicated through our intranet shared drive or where appropriate displayed at our bases. The liaison officer's role includes being a point of contact for anyone with issues or concerns or for people who want information on an LGBT matter.

Community Engagement

29. The SSA has created the Combined Advisory Committee through which TfL and the MPS manage the OCU. The Transport Policing Enforcement Directorate is the main interface for exchanging information.

30. We have broken down our corridors by BOCU and are in liaison with the boroughs around issues like dealing with equality and community impact assessments or independent advisory groups (IAG) prior to any operations or other activity we may be involved in. We have not developed our own separate IAG because it is more relevant to consult with local people about local issues and problems on buses are local issues.

31. Our briefings, deployments and problem profiles are published on Metbats, the MPS corporate briefing site, so that BOCUs can be aware of our activity.

32. Our senior managers offered every BOCU in the MPS the opportunity to have a presentation highlighting to their managers, at all levels, the work of the Transport OCU, what we do and how we support them. Approximately half of the BOCUs took up the offer and had the presentation. We are continuing delivery of this message with the support and sponsorship of cluster commanders and are soon to commence visits to every BOCU in the northeast cluster. In addition our Commander along with our Chief Superintendent and Superintendent are delivering a presentation to a meeting of the chairs of the MPS local consultative groups.

33. Our intelligence manager has run two seminars at a central London location for borough intelligence staff to highlight what we do and to improve our intelligence sharing protocols with them.

34. We have identified that the average age of the people who criminally damage buses is fourteen and a half. Our response is robust and we engage the community in identifying those we have captured on CCTV. We do this through school liaison and use of the local media.

35. We are also aware that some of the young people involved have no criminal history and are attracted to the perceived status that graffiti gives them. We have produced a DVD that points out the reality and implications of causing such damage. This is presented to groups of young people at school through the Safer Neighbourhood Teams and by TOCU visits. Through these presentations we aim to discourage such activity and to keep young people out of the criminal justice system.

36. Our Bustag officers extend the prevention message to young people who have been arrested for causing damage to buses. Their experience of dealing with young people allows them to relate well with young offenders and 95% of the offenders dealt with by Bustag do not come to notice for damaging buses again.

37. We are extending our capacity to deliver the prevention message to young people who have hearing difficulties or attend schools for the deaf. We have consulted with Westminster BOCU and taken good practice from their Deaf Link scheme to help us set up our own. We will train 20 of our people to British Sign Language level 1 standard so they can deliver our presentations. They will also be able to interact directly with deaf, deafened or hard of hearing young people not only during Bustag and other operations but also in everyday policing.

38. Our Bustag team now attend Met-Track days. Met-Track is an MPS diversionary sporting event where our officers can engage with non-mainstream young people in a positive environment.

39. TOCU has been involved with the GLA Safer Travel At Night initiative. A DVD that was piloted by us on the City of Westminster BOCU to highlight the dangers of using unlicensed cabs has now been rolled out across the MPS through the Safer Schools programme. This is targeted particularly at students of an age where they are encountering nightclubs etc for the first time.

40. We are working on extending the warning on using cabs that illegally tout for hire to visitors and tourists by publishing leaflets and flyers for distribution at London's airports. The use of in flight magazines for this message is also being investigated.

41. We are currently investigating the possibility of setting up a TOCU Independent Advisory Group. Work on this has begun with senior management team discussions on how we will identify appropriate members that will provide us with a widespread and diverse range of views. These IAGs will focus on quality of service activity and will not interfere with other IAG work referred to in paragraph 28.

42. In March 2007 378 PCSOs funded by TfL were posted to 21 outer London BOCUs Safer Transport Teams. These PCSOs, up to 18 per BOCU work with at least two sergeants and one constable to give a high visibility policing presence close to and on major transport hubs, they provide reassurance and make public transport safer. Although these teams are under the control of BOCUs we provided them with a substantial intelligence input at their launch and continue to have close intelligence links with them. In addition our OCU Commander sits on the Safer Transport Teams Governance Board.

Intelligence Sharing

43. We have established intelligence sharing protocols with these partners:

• BTP - The TOCU Intelligence Unit employs an officer in the role of BTP Liaison. He works, in partnership, with a BTP officer. Their role is to ensure that the intelligence cycle between the two forces is stimulated. The officers also attend both BTP and TOCU Tactical Tasking and Co-ordination meetings to ensure any opportunities for joint working are identified and addressed. BTP Crime data is also held on the 'SMART CAT' database, which is accessible by TOCU crime analysts.
• TfL - As would be expected there is an enormous amount of information sharing between TOCU and TfL for which data sharing protocols are in place. TFL are invited to, and actively participate in all relevant TOCU intelligence meetings, which encourages the sharing of information and data. All analytical products completed within our information unit are produced using both TfL and MPS data.
• BOCUs - Each TOCU area desk has a single point of contact with each of the 32 borough intelligence units. This is at sergeant, field intelligence officer and analyst level. Almost on a daily basis contact is made and intelligence is shared to meet joint objectives.
• City of London Police - On a practical level there is good communication between City of London Police and TOCU. They have recently been involved in two of our pickpocket operations at Center Point where they contributed substantial intelligence and resources to a problem that affects both services.

Equality Development Action Plan

44. The TOCU has continued with the Equality Development Action Plan (EDAP) for 2006/7. It has been updated to reflect changes within the TOCU and will form the EDAP for 2007/8. A member of the senior management team has been nominated as lead for each of the action areas. Table 3 shows which manager leads on which action area.

Action Areas for our EDAP with lead managers

45. Late in 2005 the TOCU held a series of meetings with representatives from each of the diversity strands. This first attempt at setting up such a group encountered difficulties and progress was limited in 2006. For 2007 we re-launched the Diversity Focus Group and now each diversity strand has two leads to provide resilience to the process. These leads meet regularly with the OCU commander and the HR manager and importantly have anytime access to them to feedback issues and concerns as they arise. This early awareness of peoples concerns allows for intervention to prevent escalation of potential problems.

46. This new process has already had an impact, potential unfairness in the driving assessment written test was identified and as a result the exam paper has been re-written to ensure that anyone with a learning difficulty has the same opportunity for a driving course as everyone else.

47. Our diversity group are consulted regarding the incorporation of specific issues on training days and other OCU issues.

48. A diversity questionnaire was sent to all staff in the summer of 2006. The response rate was good but in reality the information we received was of limited value. Many of the issues raised were specific to an individual's circumstance and as the questionnaire was anonymous it was difficult to address the issue. Changes in legislation regarding age and retirement dealt with the issue that was the subject of greatest number of adverse responses in the questionnaire. It was evident however that the majority of people did not take the questionnaire seriously and therefore we were unable to use the information supplied for meaningful analysis.

49. We have planned a day of commendation for older colleagues where they will meet with senior members of the MPS and Transport for London to have their commitment formally recognised. They will be invited to have family and friends present for this event.

Stop and Search/Account

50. We have developed a comprehensive process that enables us to monitor our stop and search activity. As a Pan-London OCU that stops more than 11,000 people a year we have invested heavily to ensure we can report comprehensively and with confidence on stop and search and how it is used. This ranges from regular reporting on some key issues to having the capacity to create ad-hoc reports right down to individual officer as required.

51. TOCU has developed an innovative course, Training In Policing Skills (TIPS), which has the objective of improving the quality of our stops activity. This course was designed in consultation with an external psychologist and it aims to help officers stop the right people, search the right people and be able to articulate clearly what gave them the grounds to exercise their powers. To date we have run seven courses, have our central team completely trained, and are monitoring their performance to evaluate the impact of the training.

52. As a result of the schedule of self-inspections introduced last year to ensure quality, grounds and recording of the incident we identified that we were recording accounts unnecessarily and as a result produced extra guidance for our front line officers.

53. The inspections also showed us that our arrest rate from searches was being recorded a lower than that was actually being achieved. The reason for this was administrative and the process that ensures our results are recorded has been redesigned. Our arrest rate since the new process to capture all data was introduced has moved from an average of 17.8% to our true position of 29.5%.

54. We produce and circulate monthly performance information to ensure we are aware of why we stop people and how many of these stops end in a search and/or arrest.

55. Our performance information also measures the ethnic breakdown of the people we stop/stop and search although we do face a challenge in dealing with disproportionality as the ethnic breakdown of those who use the buses is not clear. Table 4 (Appendix 1) is a breakdown of the total number of people stopped and searched by TOCU officers. It gives the number of those stopped and searched and the number of those searches that result in arrest. This breakdown is by Self Defined Ethnic group. The table shows that 22% (1202) stop slips have not had this field completed. Although this is a slight improvement on last year and we have engaged in Operation Pennant, an MPS initiative that addresses this problem, it is clear that we must look again at options for improving compliance with the completion of this field. The anecdotal evidence is that officers are uncomfortable with this section as it can cause the person being stopped to be embarrassed when put on the spot to categorise themselves by an ethnic code.

56. TOCU have been using the Home Office codes to define ethnicity. These are the officer's perception of the ethnicity of the person being stopped and this field is well completed. From these Home Office codes we know that 52.3% of our stops are on white people, 31.5% on black people and 9.6% on Asian people. While we search 44.4% of white people we stop the search rates for black and Asian people are 56.7% and 52.4% respectively. Of the searches we carry out on black people 18.3% result in arrest, for white people this figure is 13.9% and for asian people 15.0%. Overall our arrest rate for searches where ethnicity is recorded is 16.2%.

57. When compared to the MPS stop rates we see that in terms of the ethnic breakdown of those we stop we broadly reflect the MPS. All categories are within 4% of the MPS figures. The same is true of arrest rates for the different ethnic groups. Where there appears to be significant difference is that TOCU officers search a smaller percentage of those people they have stopped. We search 57% of the black people stopped while the MPS figure is 70%, we search 52% of asian people we stop while the MPS figure is 60%. For white people our search rate reflects the MPS.

58. We are aware that while the under 25 age group represent 30% of the "bus population" they also represent 55% of our stops. We search about 55% of the under 25 year olds we stop but our managers are currently promoting the value of enhanced communication with the person being stopped with a view to accounting for the activity that gave grounds to stop thereby negating the need to search.

59. Table 5 (Appendix 1) is a breakdown of TOCU stops by age group. As stated above 55% of our stops are carried out on people less than 25 years of age. The 18-25 year old age group are the most likely to be searched with 58% of stops on that age group resulting in a search. This figure is 42% for the 26-45 year old age group and 52% for the 10-17 year old group. Arrest rates as a result of being searched are 18% for the 26-45 age group, 17% for the 18-25 age group and 11% for those aged between 10-17.

60. When we examined the number of complaints against police that were related to people being stopped it was found that less than one half of one percent of those stopped complained. We have looked at these complaints but there are no trends apparent. Our TIPS course deals in some detail with keeping the quality of the interaction high and we believe that the number of complaints in the future will be even lower.

61. TOCU was a pilot site for the "Key Encounter Model" which supports the recommendations set out in the National Race and Diversity Learning and Development Programme. These recommendations were that in future all police race and diversity learning and development will need to be relevant to an individuals' role, rank or grade and consider the 'context' within which they work. The Diversity Directorate has taken the result of our pilot activity for evaluation and we now await feedback.

62. Our focus on our stop and search process is now delivering improvement in our results. We have reduced the percentage of our stops that escalate to a search from 62% to 49% while increasing our arrest rate over the year from 14% to 16%. Our results for May and June 2007 both show arrest rates over 29% and with the anticipated benefits of our TIPS course we look forward to further improvement.

Impact on young people as a result of free travel

63. There was evidence to suggest there was a correlation between the introduction of free travel for those under 16 years of age (September 2005) and an increase in the number of suspects described as being under 18 years of age. This is true across a range of offences but particularly so in relation to robbery and criminal damage offences. (Figures from TfL indicate that there has been a 36% increase in ridership for 11-15 year olds that is relevant when considering this issue).

64. We tested the above hypothesis and found that there is a clear correlation between the introduction of free travel for under 16's and an increase in the number of crimes being reported. In response to this analysis we have focused activity on youth crime and anti social behaviour and can report that crime is now in decline. Although the data has yet to be ratified there is a suggestion that over the last six months every month shows crime reduced compared to the same month last year.

65. Analysis of the age of robbery victims showed that from September 2005 to March 2006 there was a substantial increase in the number of victims that are under 18 years of age. This could have been an example of the impact of free travel on the age of victims, as there appeared to be a correlation between the start of free travel for under 16's and this increase. This hypothesis was tested with further analysis and the introduction of free travel was confirmed as the single largest contributing factor during this period. We have already carried out one major operation to address this issue with another due to start in mid September. Our analysis showed a significant peak over Halloween and bonfire night last year and we have planned a major operation to pre-empt any possible repetition this year.

Counter Terrorist Activity

66. TOCU intelligence unit has a counter-terrorist desk that embraces the MPS Counter-Terrorism and Extremism Plan. TOCU is working together with MPS Boroughs to engender trust and confidence in all communities. This will assist in providing the opportunities to create environments that are hostile to terrorists and violent extremists, thereby increasing the instances of information, particularly counter terrorist related, being received from communities. TOCU maintains close co-operation, when responding to real or perceived terrorist threats, with other statutory partnership agencies, whilst supporting business partners to return to normal activities at the earliest opportunity.

67. TOCU is delivering effective and dynamic briefings on current terrorism issues by use of Operation Rainbow bulletins and other appropriate counter terrorist material. We are promoting the use of Section 44 of the Terrorism Act 2000 to deter terrorist activity and make people who live in and visit London feel safe.

68. We will support the three Specialist Operations high-level Counter Terrorism operational objectives to:

• Create a safer environment in London Boroughs through security, protection and counter terrorism work.
• Increase advance identification of threats from, and opportunities for, countering terrorism.
• Enhance the security of key locations and protected persons.

C. Race and equality impact

Equality and diversity is the subject of this report. A coherent strategy is a cornerstone of the TOCU Race and Diversity Agenda. This report sets out that TOCU are active in the implementation of policies aimed at driving positive activity across the six diversity strands. This report in itself however has no equalities implications.

D. Financial implications

All the equal opportunities and diversity activity described in this report and incorporated in our day-to-day operations as a result there are no adverse financial implications from this report.

E. Background papers

None.

F. Contact details

Report author: Joe Royle Chief Superintendent

For more information contact:

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

Abbreviations and terminologies

BME

Black and Minority Ethnic

BOCU

Borough Operational Command Unit

BTP

British Transport Police

CCTV

Close Circuit Television

CO

Central Operations

CRIMINT

Criminal Intelligence System

DNA

Deoxyribonucleic acid

EDAP

Equality Development Action Plan

EIA

Equality Impact Assessment

GLA

Greater London Authority

HR

Human Resources

IAG

Independent Advisory Group

LGBT

Lesbian, Gay, Bisexual and Transgender

Pinch Point

Areas of high traffic density

SOCPA

Serious Organised Crime and Police Act

SSA

Special Service Agreement

STAN

Safe Travel at Night (GLA)

TfL

Transport for London

TLRN

Transport for London Road Network

TOCU

Transport Operational Command Unit

TMP advertising

A recruitment-advertising agency

TPCSO

Traffic Police Community Support Officers

Operation Bustag

Identifying those responsible for committing acts of criminal damage on-board buses

Operation Rainbow

Is set up to inform members of the MPS on terrorism matters

Appendix 1

Table 1 - Breakdown of TOCU staff by age

Table 2 - Breakdown of TOCU staff BME / Non-BME

Table 3 - Action Areas for our EDAP with lead managers

Table 4 - Breakdown of Stop and searches and arrests April 2006 till March 2007 by Self Defined Ethnicity Code

Table 5 - Breakdown of Stops, searches and arrests April 2006 till March 2007 by Age Group

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