Managing demand and operational policing best value review

Report: 11
Date: 19 September 2002
By: Commissioner

Summary

This report outlines the Project Initiation Document (PID) for the first phase Managing Demand and Operational Policing Best Value Review.

A. Recommendations

1. Members approve that the Best Value Review is split into two phases: phase 1 – Managing Demand; and phase 2 – Operational Policing.
2. Members approve the PID for Phase 1 – Managing Demand as given at Appendix 1 to the report.

B. Supporting information

Background to the review

1. Prior to the existence of the MPA the MPS had proposed a programme of best value reviews, two of which were Managing Operational Policing and Managing Demand. Both were due to be completed in Year 3 of the programme. The MPA retained both of these reviews in its Best Value Review programme, published in subsequent policing and performance plans. Best Value Programme Board agreed that the scoping of the two reviews should be carried out together and that a decision would then be made as to whether the subjects would be taken forward as one or two reviews.

Managing demand and managing operational policing

2. The nature and volume of demand defines the requirement for operational policing. Demand for the MPS to attend crimes and incidents have increased. In 1998, 1,927,234 emergency 999 calls were received by the MPS. By 2000-01 this figure had increased by 32% to 2,544,248 calls, although boundary changes had reduced the area covered by the MPS. But as well as a prompt response to incidents, the public also want to see more police officers walking the beat and crime levels reduced. Deployment of resources is driven by demand.

3. The 2001 HMIC Inspection Report on the MPS adds a strategic imperative to the timing of the review. HMIC recommended “that the MPS develops a corporate demand strategy, identifying which local initiatives have been a proven success with a view to MPS wide implementation. The Best Value Review of Managing Demand therefore, provides a timely opportunity to produce a corporate strategy defining how the MPS can most effectively and efficiently reconcile competing demands

4. It is therefore proposed that the Managing Demand phase of the Best Value Review will be completed before the Managing Operational Policing phase. However, elements of incident and resource management that could fall within the remit of either Managing Demand or Operational Policing will be considered within the former.

5. In addition to developing a corporate demand strategy the review will also recommend improvements in the following areas identified through a critical appraisal of baseline data:

6. The majority of incidents are dealt with by Borough Operational Command Units. Therefore the managing demand phase of the review will centre on this tier. The second phase will focus on non-crime operational support: Air Support; Dogs Support Unit; Firearms Unit; Marine Support Unit; Public Order Unit; Territorial Support Group and Traffic. Taken together the two phases will examine the functions within the HMIC definition of ‘operational policing management’.

7. The objective of the first phase is to complete a best value review of managing demand and produce recommendations relating to:

• Improving the accessibility (defined by HMIC as the ease with which the public can obtain appropriate police information, access services or make contact with staff) of MPS policing services to the public;
• Improving the capacity of the MPS to respond/deliver an appropriate response;
• Informing the public so that they have realistic expectations of MPS services;
• A corporate demand strategy drawing together existing good practice from Borough Operational Command Units and other police forces.

Project management

8. Richard Sumray is the Lead MPA member for this review. The review will be directed and controlled by a Project Board chaired by Deputy Assistant Commissioner Tim Godwin and comprising the MPA Lead Member as well as representatives from each of the review’s themes. Membership includes: the staff associations, C3i, Diversity Directorate, Directorate of Public Affairs, Territorial Policing HQ, Consultancy Group, Borough Commands Units, Independent Challenge Panel and Managing Demand Strategic Committee.

9. An Independent Challenge Panel (ICP) will be formed to provide critical and independent over view of the review’s approach. David Weschler, Chief Executive of Croyden Council, will chair the ICP. Other members will represent private and public sector demand led organisations. An MPA member will also be part of the ICP.

Project timescales and reporting

10. The MPS Managing Demand Strategic Committee agreed the scope of the review on 22 July 2002. On the 8 August 2002 the Project Board reviewed the PID and agreed the review’s themes, subject to recommendations that have now been fully incorporated into the final attached document.

11. Substantive work on the first phase of the review will conclude by 31 January 2003. Both the MPS Managing Demand Strategic Committee and Project Board will consider a draft corporate demand strategy in December 2002. The final report and improvement plan will be presented to the Project Board in February 2003.

12. The first phase of the review will formally conclude on 13 March 2003 with the presentation to the PPR Committee of:

• The managing demand final report and improvement plan
• A corporate demand management strategy.

13. The review team will commence work on the operational policing phase from 1 February 2003. It is anticipated that a PID for phase 2 of the review will be presented to the PPR Committee on 8 May 2003. This second phase will be completed by 31 July 2003 and a final report and improvement plan presented to the PPR Committee in September 2003 (there being no meeting in August).

C. Equality implications

1. Ensuring equality for all is of fundamental importance to this review. The areas subject to the review are at the heart of the way the police interact with all Londoners. The implications for ensuring equality will be considered throughout the analysis of each of the four themes identified in paragraph B5 above. This will be achieved through inclusive consultation to identify the views and the needs of the communities that we serve in relation to these themes. Specifically, we will draw on recently conducted consultation with groups and organisations representing visible ethnic communities, the elderly, the disabled and the lesbian, gay, bisexual and transgender communities. In addition the review team will also consider gender issues and needs of young people. Where there are significant gaps in the available data additional consultation will be considered.

2. The Independent Challenge Panel will play a crucial role in critically appraising our consideration of equality. CRE representation on this group will bring particular expertise of diversity issues. In addition the review team intend to work closely with the MPS Diversity Directorate and the Independent Advisory Groups throughout the review as both sources of advice and scrutiny.

3. As findings emerge and the review formulates recommendations for policy the impact of these will be assessed as to how they affect equality for all. In doing so the review team will ensure that the statutory requirements of the Race Relations Amendment Act are fully met.

D. Financial implications

There are no financial implications at this stage.

E. Background papers

Best value review papers held by Chief Superintendent David Morgan

F. Contact details

Report author: Chief Superintendent David Morgan 

For more information contact:

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

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