Central Operations management information

Report: 8
Date: 24 April 2006
By: Commissioner

Summary

This report provides management information on the Central Operation Command’s performance against its objectives and targets for the period 1 April 2005 to 29 February 2006 inclusive, unless otherwise stated. A summary of operational highlights is also included.

A. Recommendation

That Members note the report.

B. Supporting information

1. Since the MPS Together Tasking and Co-ordination process was established in May 2005. Central Operations OCUs and units have performed 813 centrally funded deployments, the majority of which have been in support of BOCUs. 87% (613) of these tasks were focused on priority crimes of burglary dwelling, robbery, motor vehicle crime and gun crime. 64% (447) of these robbery/street crime, 10% (71) of these were gun crime initiatives and 13% (95) of these were a combination of the other priority crime types.

2. Boroughs in receipt of centrally allocated assistance continue to be those with specific priority crime issues, as identified through analysis of performance in conjunction with the intelligence picture: Southwark, Lambeth, Newham, Haringey, Westminster, Brent, Wandsworth, Lewisham, Ealing and Waltham Forest have received three quarters of all allocated deployments.

3. The early part of the year (April through to June) saw significant deployments of Territorial Support Group, Traffic Automatic Number Plate Recognition (ANPR) teams, Dog Support Unit, Specialist Firearms Command and Air Support Unit to Haringey Borough, in support of robbery/street crime, residential burglary and motor vehicle crime (priority crime) reduction initiatives. Key results included; 68 charges, cautions or formal warnings and 78 fixed penalty notices, along with a number of vehicles seized for not being/insured correctly.

4. July and August saw a shift in geographical focus to Lambeth, Newham and Southwark to tackle street crime, gun-enabled crime, violent crime and disorderly behaviour. Selected objectives included: reduce predetermined hotspot patrol area by 20%, reduce the number of street crimes and violent behaviour and improve the number of stop and search/arrest records relating to identified targets. Approximately 80% of objectives were met. In addition, Operation Theseus, in response to the London bombings, commenced in early July, absorbing a significant proportion of corporate resources for the following six weeks.

5. The majority of Central Operations resources in September and October were deployed to Southwark, Lambeth and Haringey with a focus on priority crime reduction. High visibility deployments involving Mounted Branch, Dog Support Unit and Territorial Support Group supported by targeted Traffic ANPR teams to prevent crime and process illegal road users yielded an average 44% reduction in priority crime in the hot spot areas.

6. November and December saw a tactical shift in deployment, with a task force approach being adopted to tackle a large increase in priority crime in the boroughs of Newham and Waltham Forest. Key results were reported in the previous Central Operations management information report to this committee.

7. Since January, the tasking focus has been on six priority boroughs: Brent, Ealing, Newham, Tower Hamlets, Southwark and Lewisham. These boroughs have been in receipt of targeted Central Operations resources with the objective of reducing priority crime levels. An evaluation of outcomes has yet to take place.

8. CO20 Territorial Support Group has performed just over one third (288) of all deployments so far this year. CO15 Traffic (including ANPR operations) has delivered one quarter (204) and CO18 Dogs Support Unit one eighth (96). These three OCUs/units have delivered very nearly three quarters of all centrally allocated deployments so far this financial year. Specific performance results for each of Central Operations OCUs are discussed in the following section.

9. CO11 Public Order Branch objectives include the safe and efficient delivery of public order events and to achieve this without un-necessarily impacting on staffing levels across the organisation. This is measured by the abstraction to aid rate of borough OCU officers (5% cent reduction on the previous year), and the amount of aid sourced from non-borough OCUs (target rate is 2.5%). Actual rates fluctuate according to the demands placed on the MPS, however, during July abstraction rates significantly increased, not only as a result of demand created by Operation Theseus, but also as a result of the MPS’s commitment to police large public order events. Progress has been made to bring abstraction levels within target: three of the last four months since October have been significantly within target levels, and aid sourced from non-BOCUs falls just below target (2.2%).

10. Thirteen of the 32 BOCUs are showing a reduction in aid abstractions compared with last year. The average number of constables on events per month over the last twelve months has been 13,772, a return to pre-Operation Theseus levels. Security and military events require the greatest abstraction, and this has doubled to 80k constables on events over the twelve months to February 2006. The number of constables assigned to football duties has declined slightly over the same period (over 30k). The numbers assigned to public order events has remained similar to last year’s level (45k constables on events).

11. During the last year, the Territorial Support Group (TSG) has concentrated its effort towards the three main objectives of priority crime, counter terrorism and public order. In all of these areas the OCU was able to demonstrate significant success.

12. A large percentage of the OCU’s time and effort has been directed towards priority crime. The TSG continue to form the bulk of ancillary crime support to the largest and busiest boroughs. The formation of the Central Operations Business Group with its assumption of primacy for Service Tasking has led to a slight dislocation of the tasking process. However, Service and Business Group initiatives are drawing together the operational strands that should lead to a more homogenised process.

13. Despite the changes that have taken place transforming the tasking system from a Territorial Policing based exercise to a pan service response, the OCU has continued to have a significant impact in dealing with priority crime in some of the most testing Boroughs.

14. The TSG has continued to offer various tactics to assist other business groups to tackle crime problems; the success of these tactics can most easily be measured in simple outputs. During the last planning year, officers of the TSG have undertaken more than 18,000 arrests and drugs seizures of which more than 65% concluded in a sanctioned detection. In addition, the OCU undertook over 46,000 stops (20% of the MPS total) with a success rate of over 30%.

15. The illegal possession of firearms continues to be a challenge for the OCU. During the last planning year, TSG officers, using powers under firearms legislation, made more than 300 searches. This activity resulted in almost 130 firearms being seized. In support of a service initiative to deal with knives under Operation Blunt, the OCU has seized over 930 offensive weapons.

16. TSG support to Service crime initiatives will continue in the forthcoming year and form part of the OCU objective plan. The OCU has also played its part in the Safer Neighbourhood initiative, which is the cornerstone of the MPS strategic priorities and Modernisation Focus areas. A pilot project run by TSG 3 has seen direct assistance given to Safer Neighbourhood Teams; this has been achieved with no diminution of commitment to the tasking process. A roll out of this initiative to all bases forms part of this year’s OCU plan.

17. Throughout the year terrorism has cast a shadow over London. The TSG OCU has been at the forefront of the fight against this real threat. This year has seen the demise of the Multi-agency Initial Assessment Team (MAIAT) project run by the Home Office, however this OCU’s commitment to providing a 24-hour response to deal with Chemical Biological Radioactive and Nuclear (CBRN) incidents has continued. The dedicated CBRN team has been augmented and standard operating procedures with SO13 agreed. Thanks to the work of those employed on the dedicated team, the MPS can now be considered a national leader in responding and dealing with CBRN incidents.

18. The TSG has also increased its commitment to conventional counter terrorism measures, assuming much of the responsibility for high visibility policing in vulnerable areas. Although this has undoubtedly distracted its efforts from priority crime, thanks to the commitment of staff, this has not unduly affected performance.

19. The TSG continues to play a major part in the policing of public order events in the capital. The increase in the tactical use of reserves and willingness to utilise public order legislation has placed more emphasis on the TSG. On a number of occasions the precipitate work of the TSG has prevented those intent on disorder from meeting their aim.

20. Events during which TSG have made a significant contribution include the numerous anti-war marches, the Countryside Alliance marches, May day and Notting Hill Carnival.

21. In addition, the OCU showed its ability to respond to developing incidents throughout the country when it mobilised a significant number of officers to support the policing operation around G8. Despite the fact that a significant number of officers were already posted to Scotland as a CBRN response, the OCU were able to mobilise, brief, equip and despatch the further officers to Scotland within the space of a few hours. This shows not only the OCU’s organisational ability but also the enthusiasm of all involved.

22. Overall, this has been a very successful year for TSG. The OCU has made significant contributions to most aspects of policing the capital and three examples of operational successes are summarised below. A large number of police officers and police staff have been awarded commendations in recognition for the work they have undertaken, including some who have been awarded Commissioner’s High Commendation for their efforts during the tragic events of 7 July. Once again the willingness, flexibility and professionalism of the entire staff has ensured that the TSG has been able to meet and often exceed organisational expectations.

23. Safer Neighbourhoods - Operation Routeburn, Havering Borough: raised level of violent crime inside Romford town centre, linked by intelligence to large-scale drug dealing taking place within a particular identified licensed premises as contributing significantly to the problem. After consultation, it was decided that a covert test purchase operation would be mounted against both the venue, and the persons believed to be supplying drugs from inside. This operation coincided with the change of licensing laws that took effect in November 2005. After close consultation with the borough and other outside agencies, a strategy was set out that would culminate in a high profile operation conducted on the first Friday night after the new licensing laws had changed. TSG mounted a large-scale operation and executed a drugs warrant at the targeted premises. This operation involved over 120 officers and was monitored by members of the national and local press. The three targets were detained as well as three other persons arrested for other offences. The premises was closed down, and was the first licensed premises in the UK to be shut under the new legislation. The three targets were charged and two have pleaded guilty to supplying cocaine. As a result of the operation, there was a 37% reduction in violent crime within Romford Town Centre and a 200% increase in drug seizures by door staff from other licensed premises within the town centre. The operation made not only national news programmes in the UK but also abroad and the value of this coverage is estimated at £100,000.

24. Safer Neighbourhoods - Operation Gamma, Hackney Borough: estate-based gang concerned in the large-scale supply of class A drugs. Also these persons had been identified as being prolific street robbers. TSG officers provided advice on the implementation of a covert operation. This operation was run between 10 and 30 October 2005, and culminated in 18 arrests for drug related offences and 97 different charges were laid against the suspects. The first person involved in this case has recently pleaded guilty at court and received a three-year custodial sentence. Crime in general fell by 7.9% in the immediate locality of the operation and robbery in this area had decreased significantly. It is acknowledged by the Safer Neighbourhood Inspector that without the involvement of TSG officers, this operation would not have been as successful. The operation was also praised on television by the local MP.

25. TSG1 (Central) has conducted a series of joint operations with SCD6 targeting organised criminal networks through the disruption of level 1 criminality and in particular money laundering through Bureaux de Change. The operation entailed surveillance with technical support with relevant RIPA authorities and an arrest phase. A particularly successful operation in February 2006 resulted in 40 arrests and £430,000 recovered.

26. Other issues that have impacted on the performance of TSG are listed below.

27. The significant partners of the TSG tend to be internal; the TSG are responsible to boroughs and expect that boroughs will ensure that the impact of the TSG is explained to their community partners. There has however, been a drive to enable TSG to become more inclusive. Officers have more contact with communities and regularly attend borough Community and Police Consultative Groups (CPCG). In addition, presentations have been given to the central CPCG and the MPA to explain the work of the TSG. TSG 4 has taken a significant lead in liaison with CPCGs and this has resulted in some detailed work with various community groups in Lewisham explaining the working practises of the TSG, particularly with regards to stop and search. This initiative will be extended to all bases and forms part of our objective plan.

28. The work undertaken in the field of counter terrorism relies heavily on partners, both within and outside the Service. A considerable amount of work has already been undertaken with other emergency services, the health service and the military to ensure our response to a terrorist attack is adequate. This work will continue as will our support and co-operation with Anti-Terrorist and Special Branch.

29. The development of Central Operations has continued throughout the year, as has TSG’s place within it. Due to budget cuts, the OCU has seen a reduction in police officer numbers. This reduction has resulted in the dissolution of the TSG dedicated Surveillance Team. This was a difficult course of action, made even more so by the high reputation that the Surveillance Team held within the organisation. However, the TSG will continue to have a surveillance capacity that will be able to assist other OCUs as well as back filling SCD teams if shortfalls arise.

30. The preceding year has seen a reduction in reported crimes; the TSG can claim a share of the responsibility for this. However, these gains will make next years targets even more difficult to achieve. The OCU will continue to develop its performance-based culture to build on good practise and eliminate the bad. In addition, the OCU has introduced a system of measuring post arrest procedures to ensure that those arrested are correctly and effectively dealt with.

31. Terrorism will remain a threat to London in the forth-coming year. The TSG are committed to providing 100% response to requests for security patrols. Furthermore, the OCU will work to maintain its pre-eminent position in dealing with CBRN incidents.

32. Finally, the TSG will continue to play a leading role in policing public order events. The TSG OCU will ensure that staff are appropriately equipped and trained to meet whatever challenge they face.

33. CO15 Traffic OCU has a primary responsibility to deliver against the government’s ten-year target to reduce the number of killed and seriously injured road casualties by 40% and 50% for adults and children respectively. Data to date suggest that the projected reduction for 2005/06 is 40% for adults and 56% for children, within target limits. To date there have been 2,336 killed or seriously injured collisions, of which there have been 208 fatalities, eight of these being children. The seriously injured total is likely to rise significantly as records are updated. Due to the lag in processing times, seriously injured data to October 2005 only is available, but fatality data runs to February.

34. The OCU is further responsible for making the roads a crime free and safe environment and has enjoyed considerable success in contributing to MPS effort to bring offenders to justice. Traffic OCU has issued almost 6,500 fixed penalty notices for both endorsable and non-endorsable offences, made almost 1,000 arrests for notifiable offences and a further 1,800 arrests for non-notifiable offences.

35. Continued enforcement activity around the 'THINK' campaign themes has resulted in 966 arrests for Drink Drive offences during the period April 2005 to January 2006. For 'THINK' campaign fixed penalty notices (FPNs) – speed, seat belts and mobile phones, 14,468 of all these types have been issued in the period April – November 2005:

• Traffic officers caught almost 1,500 people driving at excessive speed
• over 3,900 people were issued with FPNs for not wearing a seatbelt.
• over 5,700 people were issued with FPNs Notices for using a mobile phone while driving.

36. Every day across London, the Traffic OCU’s Automatic Number Plate Recognition (ANPR) teams are helping to fight and disrupt criminals using London's road networks. The ANPR technology has proven its success rate in the last year. In 2004/2005 the intercept teams achieved a figure of eight arrests per 100 vehicles rising to ten per 100 vehicles this year. This represents a 25% increase. Highlights of Traffic ANPR team outcomes since this performance year include:

• 23,000 vehicles stopped,
• 2,500 arrests,
• 7,000 drivers reported for road traffic offences,
• 8 firearms and ammunition recovered,
• 1,200 vehicles seized from drivers suspected of driving whilst uninsured or unlicensed. The indication from the vehicles we have seized so far is that 57% of the drivers have a history of criminal offending. By seizing vehicles in this way, we are disrupting the travelling criminal.

37. Additional information on Traffic OCU performance is included below.

38. New legislation, which came into force on 6 July 2005, meant that police could seize uninsured vehicles and to date (July - December 2005) 640 vehicles has been seized by the ANPR Intercept teams.

39. The Traffic OCU took on board a state-of-the art database of European vehicle and driver documents to aid officers in checking foreign commercial vehicles for road traffic offences. The database known as TDS (Traffic Document System) was highly successful in the pilot and is set to join forces across Europe to improve security and safety on the roads.

40. Traffic’s Collision Investigation Unit was given five new unmarked vehicles to allow Family Liaison Officers (FLOs) to visit and escort families of road traffic victims in a discrete and sensitive manner eliminating the stigma attached to a marked police car outside a home or workplace. The vehicles will greatly enhance the service provided by the FLOs to the victim’s family during a tragic and extremely difficult time.

41. Officers from the Traffic Unit took part in a European-wide operation with French and Belgian police targeting illegal and unsafe goods vehicles. Traffic officers from the MPS provided their expertise to French and Belgian police on high profile vehicle operations in France and Belgium. Officers from the French and Belgian constabularies assisted in Traffic’s London commercial vehicle operations, greatly assisting officers in identifying foreign vehicles and checking foreign vehicle and driver documents.

42. The Highways Agency traffic officers took over the last section of the M25. With complete patrols in place on London’s motorway network, the MPS’s traffic officers are now freed-up to concentrate on increasing road safety and removing criminals from the roads.

43. By the end of March 2006, over 7,000 people had attended BikeSafe-London. Led by the Traffic OCU’s dedicated Motorcycle Tasking Team, the initiative invites motorcycle riders to have their riding skills assessed by police motorcyclists who offer advice on how to make their ride safer with the aim of reducing motorcycle casualties.

44. The MPS now has over 500 officers trained in Field Impairment Testing and Drug Recognition allowing them to detect and arrest drivers who are impaired to drive through drugs.

45. In 2005, the Traffic OCU formed a dedicated Commercial Vehicle Unit assigned to increase road safety in the commercial vehicle industry through Work Related Road Risk partnership work and regular operations focusing on removing dangerous drivers and vehicles from the roads and prosecuting individuals and companies.

46. In December 2005, the unit celebrated 75 years of traffic patrols in London.

47. CO19 Specialist Firearms Command armed response vehicles (ARV) have responded to 14,876 calls on behalf of boroughs April 2005 to February 2006, averaging 1,352 per month. 82% ARV calls are responded to within twelve minutes, with an average response time of just over eleven minutes. So far this year, 1,154 firearms have been recovered, slightly down on last year. A selection of operational successes is presented below.

48. Specialist Firearms officers conducted an armed robbery operation in December against a prolific group of violent armed robbers, who had previously fired shots at the scene of their robberies and had a high degree of sophistication and planning to their crimes. As the interception was deployed, one of the suspect’s vans drove into two ARVs. The driver was detained in a violent struggle requiring the use of Taser & Hatton round. Five subjects were arrested and have been charged with conspiracy to rob.

49. A prolonged armed robbery operation in East London was carried out on behalf of Specialist Crime Directorate, Flying Squad. It culminated in the in the ambush and arrest of suspects by Specialist Firearms officers after £500.000 - £750,000 had been stolen from a supermarket in Leyton.

50. An intelligence-led operation was carried out on behalf of Specialist Crime Directorate, Central Task Force in November last year. The incident started in the Thames Valley Police area and ended up with three suspects being arrested by Specialist Firearms officers following a vehicle ambush in the Cromwell Road, when the suspects were on their way to shoot someone at a central London nightclub. A loaded handgun was recovered along with body armour worn by the suspects.

51. Armed Response Vehicles Operation NEONs (armed ANPR tactic) have generated 80 prisoners this year (2006) alone with five guns recovered.

52. The Operational Support Command has had a very successful year 2005/6. The primary objective of the Command has been to deliver specialist policing services to front line officers in support of their local targets and their own policing mission.

53. The Command has consistently provided the capital city with a patrolling function through general purpose dogs primarily on the 32 Boroughs, a visible, 24/7 presence in the sky and on the river both upstream and down.

54. The OCU made a significant contribution to the MPS’s response to the events on the 7 and 21 July 2005. Explosives search dogs and handlers were amongst the first police units to arrive at Edgware Road and Russell Square underground stations and Tavistock Square. The Marine Support Unit assisted in the evacuation of Canary Wharf and facilitated the safe removal of many thousands of people from there; the only public transport system kept running was the river bus service.

55. The Air Support Unit provided vital aerial imagery assisting in the co-ordination of ground units. All Units were further actively engaged in the post-event reassurance strategy and subsequent evidential recovery operations in very difficult conditions.

56. In addition, the specialist functions afforded by the command have been delivered every time requested to support other front line officers and specialist roles; it is very apparent that demand far outstrips supply.

57. The organisation has to adhere to the principles of risk management coupled with health and safety compliance at all times and a safe delivery of the policing service costs financially on many occasions. We also have due regard to our staff who deliver with such professionalism day in, day out. Excessive demands to provide a professional and expert service ultimately affect the health and welfare of staff; this is a factor where it is imperative that managers achieve balanced lifestyles whilst still maintaining our own objectives.

58. Increased investments in resources to tackle gun crime have failed to acknowledge that investment is also needed in the Dog Support Unit to support these functions; a vital non-lethal option is being overlooked. Marine firearm capability has also perhaps been overlooked, the lack of armed support posing a significant risk to officers performing marine duties.

59. There is a need for stability and perhaps growth in all three disciplines otherwise the demand for these critical service requirements will not be met. The option 'not to provide' will damage the organisation, render it liable and place staff and the public at risk. This Command is an integral contributor to the policing equation for London and must therefore not slip behind in percentage based funding or staffing. A balanced ‘Together’ policing provision is a critical success factor for Londoners.

60. Throughout the year, all three Units will focus delivery against the seven MPS priorities. We will measure our policing outputs and outcomes in support of these targets and continue to improve our service to our colleagues and our public.

61. The Operational Support Command unit is an integral part of Central Operations and will remain a flexible and sensitive service provider to the overall MPS mission.

62. The Armed Support Unit (ASU) provides high visibility counter terrorism capability through regular airborne patrols of areas that are of economic and strategic importance to the UK. Patrols are seen as a deterrent and provide archive video imagery for comparative and evidential analysis post incident.

63. The ASU has continued to provide 24-hour air support to the organisation. We have increased capability to provide a wider range of services across all business groups. The introduction into the aircraft fleet of new camera sensors and mapping systems mid 2005 further enhanced the operational capability of the unit, and has improved quality of service to our customers. An example of this would be the considerable success the unit has had recently in identifying drug factories by the use of the improved Infra red sensors on the aircraft. This had led to the successful closure of the premises and prosecution of the gangs organising them. Some high profile Vietnamese gang cannabis factories have been locate solely by aircrews engaged on routine pro active anti crime patrols.

64. Examples of good performance are illustrated below:

• The rate of successful suspect and vulnerable person searches has risen steadily following the new equipment installation.
• The increase in police air observer numbers to 18 police constables has continued to enable us to provide a truly 24 hour service to the organisation.
• The organisation and the Home Office accepted the business case for helicopter fleet replacement and funding was secured. The new aircraft have been ordered and delivered now undergoing role equipment design and fitting. Anticipated delivery for all three new aircraft is the last quarter of 2006.
• Increased pro-active patrolling in line with Central Operations Safer Street priorities.
• Implementation of a structured tasking and briefing system via METBATS, targeting Safer Neighbourhoods, counter terrorism, organised criminal activity, and capital city policing strands.
• Maintaining a 100% safe working environment for all staff through training and a continual assessment regime.
• The ASU has achieved the status of an Authorised Type Rating Training Organisation (TRTO) following a considerable amount of work by the Chief and Deputy Chief pilots. This in effect means our pilot training costs may be reduced and carried out in house. In addition, this may be a potential source of income generation in the future.
• The ASU has increased tasks responded to by 20%. The quality of product supplied has improved and continues to do so. The budgeted flying hours have been achieved.

65. The ASU played a key role in the events of 7 July 2005 and a selection of these is provided below:

• The ASU was the first pan-London unit to arrive on scene overhead each bomb incident. The aircraft provided a ‘real time’ command and control platform down linking images to the special operations room.
• The aircraft gathered evidence using still and video image capturing techniques for use by the SIOs.
• The unit continued to provide two aircraft 24 hours a day for several days following the incidents. Carrying out public reassurance patrols and supporting the numerous operations being conducted by various specialist departments during the immediate aftermath.
• The ASU also provided transport for specialists nationally at very short notice when rapid deployment of specialist knowledge and skills was essential.

66. The Dog Support Unit (DSU) provides General Purpose (GP) dogs and handlers to support crime initiatives and tasks on priority BOCUs. They also provide a ‘tasking unit’ to support the ‘Tasking Together’ group. An increase in the number of explosives search dogs and handlers has enabled the DSU to provide a 24 hours a day pan-London response vehicle and to develop enhanced tactical options, including CBRN capability and Marine Legion patrols in support of the Marine Support Unit (MSU). In July 2005, the Dog Training Establishment transferred from the Human Resources Directorate to Central Operations, thereby creating a unified MPS Dog Section under one command for the first time.

67. The DSU provides the MPS with police dogs to undertake a number of operational tasks, including searching for suspects and missing persons; supporting police firearms teams; and searching for property, including narcotics, explosives and firearms. In 2005-06, we focused resources in support of MPS objectives, specifically:

• creating safer communities for Londoners.
• increasing the security of the capital against terrorism.

68. DSU vehicles provide 24 hours a day ‘core’ pan-London patrols by general-purpose (GP) police dogs and tactical firearms (Trojan) support dogs. To support the Together Tactical Tasking Process the DSU introduced four tasking teams, each comprising of four GP dogs and handlers, to support crime initiatives and taskings on priority BOCUs. Between 1 April 2005 and 28 February 2006, MPS police dog and handler teams undertook 19,209 searches for persons; 2,369 searches for property; were responsible for 2,600 arrests, with a further 770 arrests attributable to the handlers (this represents a 27% increase in the number of arrests during the same period of 2004/05).

69. In June 2005, all of our dual-trained narcotics and firearms search dogs were additionally trained to detect large quantities of bank notes. Since then, nearly £500,000 has been seized by police officers executing search warrants as a consequence of indications given by police dogs.

70. An increase in the number of explosives search dogs and handlers enabled the DSU to provide a 24 hours a day pan-London response vehicle and to develop enhanced tactical options, including CBRN capability and Marine Legion patrols in support of the MSU.

71. The DSU made a significant contribution to the MPS’s response to the events of the 7 and 21 July 2005. Explosives search dogs and handlers were amongst the first police units to arrive at Edgware Road and Russell Square underground stations and Tavistock Square. The dogs were used to clear rendezvous points and to search the railway stations, tunnels, the devastated trains and the bus for secondary devices in extremely difficult conditions. The actions of the dogs and handlers concerned will be recognised by way of Commissioner’s Commendations and National Service Dog Bravery and Achievement Awards.

72. GP dogs were deployed to provide security at the bomb scenes for several days and specially trained victim recovery dogs were deployed in the underground tunnels to search for remaining human body fragments, prior to the crime scenes being cleared. Several previously undiscovered fragments were recovered as a consequence.

73. The MSU continued to provide the range of skills that enables the MPS to police hazardous marine environments with minimum risk. We focused resources on MPS objectives, specifically:

• increasing the security of the capital against terrorism.
• creating safer communities for Londoners.

In delivering against these objectives, the range of MSU activity has expanded, tasking and co-ordinating process have become more sophisticated and demand for resources continued to increase.

74. The events of the 7 and 21 July 2005 had a major impact on the delivery of MSU policing services. Immediately following the first attacks, a significant high visibility policing River Thames contingency plan was put into effect to provide reassurance to the community and enhance the response capability - the unit also helping to co-ordinate the evacuation of thousands of people from Canary Warf on the river Thames.

75. The MSU then provided additional, high visibility, policing and associated security activity in support of Operation Theseus and managed the gradual return to normality. The unit’s Underwater and Confined Spaces Search Team and Line Access Team conducted specialist searches at the scene of two of the atrocities. Officers with body identification skills assisted MPS Body Recovery Teams. Those engaged in this activity are to receive Commissioners Commendations.

76. Thames Counter Terrorism Partnership The Thames Counter Terrorism Partnership was launched as a means of improving the chances of preventing or countering any would be terrorist attack through the jointly co-ordinated activity of police and key river agencies along the Thames.

77. The MSU is responsible for the partnership structure, is the principal co-ordinating partner and has the largest operational and developmental portfolio. Whilst actively involved in a growing number of joint CT and crime operations within the partnership area the MSU has specific project lead responsibility for the development of a multi agency Regional Marine Intelligence Team (REMIT) and the development of a range of marine counter terrorism tactics for use within the partnership area.

78. The Thames Counter terrorism Partnership, launched in 2004, achieved significant results:

• The multi-agency Regional Marine Intelligence and Information Team (ReMIIT) came into effect in November 2005 when the Immigration Service commenced working at Wapping.
• A joint agency threat/risk assessment process of the river Thames was concluded resulting in the identification of 97 key site vulnerabilities. Software was then developed providing for threat information to be laid alongside the vulnerabilities to identify the most likely targets enabling operational activity to be directed and target hardening measures to be considered.
• Contingency plans around the 97 vulnerabilities have been prepared.
• All partner agencies have submitted security plans outline the range of operational activities and services they provide that enhance marine security as threat levels change.
• Funding has been obtained for the Home Office Police Scientific Development Branch to develop non-lethal running gear entanglement systems to stop non-compliant vessels. This work is seen has having national implications and is of interest to the military.
• Developments in CCTV have led to 80% coverage of the river Thames in Central London.

79. CO17 Transport OCU (TOCU) is responsible for ensuring that the public and staff feel safe using the bus infrastructure on agreed routes and corridors and other agreed priority locations. Passenger perception of safety and security on-bus has returned to pre-7/7 levels (85%) in the third quarter (October to December), a six percentage point improvement on quarter two. Feelings of safety on TOCU routes are two percentage points lower than on non-TOCU routes.

80. Perception of safety at bus stops/shelters has improved one percentage point on quarter two and now stands at 80%, the same rate for both TOCU and non-TOCU routes.

81. TOCU are further responsible for ensuring the efficient movement of buses on agreed routes and corridors on the London Bus Network, much of which is facilitated by the work of TOCUs traffic wardens and PCSOs. Satisfaction with the reliability of bus services on TOCU routes has fallen slightly, and is just below satisfaction levels on non-TOCU routes in the third quarter. Satisfaction with journey times has remained relatively stable, at 83%, and is below the level of the non-TOCU routes.

82. Observed levels of offending – the issuing of ‘tickets’ on Red Routes has fallen in the third quarter. This is largely as a result of staff shortages for traffic wardens and Transport PCSOs. However, the number of penalty charge notices issued per traffic warden/TPCSO has declined over the last three months, with Traffic Wardens achieving 25 per warden per month and TPCSOs achieving 21 per TPCSO per month on average.

83. Over this financial year TOCU officers have arrested 8732 (includes March figures which have to be confirmed) and this is a 24% increase over the same period last year. The arrest rate per officer has been higher every month this year compared to the same month last year except July when policing activity was diverted after the London bombings. Of the people arrested, 63% were for offences of theft, criminal damage, assault or anti-social behaviour, those offences that most affect the public perception of safety.

84. TOCU has issued 183,390 Red Route tickets up to February this year, this is an increase of 24% over last year. For the first time we have issued more than 20,000 tickets in a single month (Oct 05) and again every month showed improved performance against the previous year except July.

85. We have continued to actively manage sickness and our operational staff have recorded 17% less working days lost compared to last year. Our police officers and traffic wardens have less sick leave than their peers across the MPS as a whole. TOCU police officers average 5.1 days per year against the MPS figure of 7.1 days, our traffic wardens average 10.4 days per year against an MPS figure of 12.6 days.

86. Our community support officers have lost slightly more days to sickness that the MPS average but are achieving lower levels than ever before and continue to work towards further reduction.

87. Significant TOCU performance achievements are listed in paragraphs 93 and 94.

88. Operation Bustag. A sergeant and five PC’s have investigated over 5300 allegations of Criminal Damage to buses. CCTV evidence has been supplied to TOCU by the bus operators in the form of 2000 evidence packs during the 2005-6 planning year from which there have been 540 arrests. 27% of evidence packs lead to an arrest. We cannot tell you the clear up rate, as it is too difficult to isolate on CRIS. However, in this week alone we have had two multiple cases of criminal damage cases with arrests. One admitted eight offences of criminal damage to buses while the second admitted 12 cases. The officers also found cases of the ‘tag’ around the second detainees home address and the evidence necessary to allow him to be prosecuted by Hertfordshire police has been forwarded to that force to follow up as they wish. This is typical of ‘Bustag’ investigations. We are confident that sustained work will effect a positive culture change on the buses.

Operators are reporting a slowing of the rate of damage to their buses. As a consequence of success, operators are now investing more time in the preparation of evidence packs. We are doubling the size of the ‘Bustag’ Team in the new financial year to match the rising demand for investigation.

89. Introduction of electronic Penalty Charge Notices (PCNs) in partnership with TFL have been introduced for PCNs issued on red routes by wardens and TPCSOs. TFL have developed the products with assistance from TOCU practitioners and managers. The system went live in November 2005 and is proving very successful. Tickets are printed on compact printers worn on a belt and is connected to a hand held computer by blue tooth technology. There has been no discernable disruption to red route enforcement operations during the conversion from paper to electronic ticketing. The system is at the cutting edge of this type of technology and includes photographs of offending vehicles.

90. CO4 National Identification Service provides a range of information services funded by the Home Office. Performance has been within target in all areas with the exception of Subject Access Requests for data from the PNC. CO4 deal with these for the country and the legislation requires a response within 40 days. However some requests arrive post the 40 days. ACPO have agreed that requests should only take 10 days to arrive.

91. Enhanced disclosure checks are funded by the Criminal Records Bureau. Performance in April 2005 was 19 cases per worked day against a target of 25. The March 2006 performance is 40 [A 60% increase on target and a 100% increase year on year]. The number of applications in progress was reduced from 110,000 to 25,000. The average days to return was reduced from 90+ to 10. Aged applications were reduced from 10,000 to 600. This was achieved by better IT and work processes.

92. Centralised Traffic Criminal Justice Unit (CO16) continues to provide high quality support to operational units through the processing of traffic offences.

93. The Serious Casework Unit has almost 2,500 cases laid at court this year, with a further 5,600 summonses laid. The unit maintains its record for losing no cases to the statutory time limit for this reporting year.

94. The bulk of cases are processed by the Criminal Justice Unit (CJU), which has laid over thirty thousand cases at court, plus an additional 64k summonses.

95. Camera deployments remain above target rates for the year, although there has been a decline in numbers over the last three months. Almost three quarters of these have been fixed site deployments. Almost half of one million offences have been received by Traffic CJU, the bulk of which are Automatic Traffic Signal (ATS) and speed offences. On average there are 68 offences detected per camera deployment (54 ATS and 69 speed). Thirty-nine per cent of detected offences are discarded, more than half for procedural reasons, approximately one third for technical reasons and the remainder because the statutory time limit for prosecution has been exceeded.

96. Our most outstanding achievement (widely overlooked) is the fact that we put together a brand new OCU of 55O staff, provided the infrastructure, accommodation and managed to establish working arrangements beating the laid down timescale. The quality of what we have done is identified in the recently published formal evaluation report. The following quotes may assist;

Para 79

"This project should be viewed as a major success. It demonstrates what can be achieved when individual agencies within the Criminal Justice Service work together to challenge existing working practices"

Para 84

"The benefits of this project can be summarised as follows:

• Improved liaison and communication between CJS agencies.
• Improved case management and file quality.
• Cases proved in absence in 76% of cases.
• Only 4% of cases going to trial.
• Optimum use made of court time through joint CPS/DCW Courts.
• Traffic court sessions reduced from 120 to 28.
• Helping to improve process times for non-traffic cases.
• 90% conviction rate and 1% dismissal rate.
• £2.85 Million in salary savings (equivalent of 40 C2 Prosecutors).
• Standardised procedures and reduction in bureaucracy.
• Centre of excellence created giving better service to victims and witnesses"

97. The fact that personal injury accidents are down for the first year of operation (2004) of the OCU and are likely to be down again for 2005. Whilst clearly we are only one of many contributors to this trend and there is no thing specific to tie results to our activities in TCJ OCU, the fact that for the first time we are now dealing with offences across the MPS in a consistent manner with the clear objective of reducing the killed and seriously injured must be a contributory factor (this should be compared with the very patchy ad hoc arrangements in the past).

98. The Serious Case Unit dealing with the killed and seriously injured is now a recognised centre of excellence. Dedicated staff dealing with the bereaved and traumatised victims has made a significant difference to the quality of service we provide. No cases lost to STL in over 12 months and close partnership with CPS, the Courts and pressure groups (Brake, Road peace etc) has enhanced our reputation to be playing a major role in keeping London safe (this should also be compared with the ad hoc arrangements in the past).

99. This is underpinned by the recently published public satisfaction surveys, which include Road Traffic Collisions where public perception has increased positively in every category.

100. The key to the successful partnership arrangements for traffic prosecutions (referred to above) has been the establishment of a specialist traffic court in each of the five London regions. The introduction of these 'Gateway Courts' has been a groundbreaking development that has been noted at high Government levels. We have now started, with our partners, to introduce a parallel scheme of specialist courts to deal specifically with prosecutions that arise from the use of roadside safety cameras and fixed penalty notices. Negotiations have been difficult, because some members of the Bench in magistrates' court do not welcome the creation of specialist traffic courts. However, three of the new regional FPN and camera case courts have now been identified and will start taking their first cases in the near future. Negotiations are continuing to create a court in each of the remaining two regions.

101. The OCU has provided technical support at a national level for the introduction of Penalty Notices for Disorder. The OCU is now processing some 18,000 MPS Penalty Notices for Disorder per annum; 13,000 of these are for the recordable offences of 'causing harassment alarm and distress', theft (shoplifting), and criminal damage. More offences are to be introduced by the Government in 2006/7. Penalty Notices for Disorder are now a major tool in safer streets policing.

102. The TCJOCU represents the majority Partner of the London Safety Camera Partnership. Last year's Operational Case was delivered on budget. At new safety camera sites, an average 58% reduction in KSIs was achieved.

103. CO12 Olympic OCU was established in November 2005 with the aim of utilising the knowledge, skills and experience of MPS Police Officers and Police Staff and our colleagues Nationally and Internationally and with working with all partners, stakeholders and London’s diverse communities in ensuring the MPS delivers safe and peaceful celebration of the 2012 Olympic and Paralympic Games. Extensive consultation and relationship building has taken place internally with all business groups and externally with key stakeholders and partners. A sophisticated programme has been developed and will drive all activity to ensure the MPS is operationally prepared to deliver the Games. An intelligence cell has been established within the OCU to capture and manage all Olympic related intelligence. CO12 also has officers embedded within the two bodies tasked with delivering the Games, the London Organising Committee of the Olympic Games (LOCOG) and the Olympic Delivery Authority (ODA) which has ensured a positive and productive relationship with the organisers.

Campaigns

• BikeSafe-London - initiative inviting motorcycle riders to have their riding skills assessed by police motorcyclists
• THINK - Anti drink drive awareness campaign

Operations

• Operation Blunt - Metwide initiative to tackle knife enabled crime
• Operation Routeburn - a Havering Borough initiative to tackle violent crime in Romford town centre
• Operation Gamma - a Hackney Borough initiative to disruption of class A drug supply and associated robberies
• Operation Neon - tactical deployment of armed patrols working in conjunction with other technical options such as ANPR to disrupt armed criminality
• Operation Bustag - transport OCUs initiative to tackle criminal damage on London's buses
• Operation Theseus - MPS response to terrorist incident in July 2005

Abbreviations

ANPR -Automatic Number Plate Recognition
ARV - Armed Response Vehicles
ASU - Armed Support Unit
ATS - Automatic Traffic Signal
BOCUs -Borough Operational Command Units
CBRN - Chemical Biological Radioactive and Nuclear
CCTV - Close Circuit Television
CJU - Criminal Justice Unit
CPCG - Community and Police Consultative Groups
CPS - Crown Prosecution Service
CRIS - Crime Reporting Information System
DSU - Dog Support Unit
Gateway Courts - specialist courts established to deal with traffic prosecutions
LOCOG - London Organising Committee of the Olympic Games
MAIAT - Multi-agency Initial Assessment Team
MSU - Marine Support Unit
OCUs - Operational Command Units
ODA - Olympic Delivery Authority
PCSOs - Police Community Support Officers
PCNs - Penalty Charge Notices
PNC - Police national Computer
REMIT - Regional Marine Intelligence Team
RIPSA - Regulation of Investigatory Powers Act
SIO - Senior Investigation Officer
STL - Statutory Time Limit
TDS - Traffic Document System
TfL - Traffic for London
TOCU - Transport OCU
TPCSOs - Traffic PCSOs
TRTO - Type Rating Training Organisation
TSG - Territorial Support Group
TCJOCU - Traffic Criminal Justice OCU

C. Race and equality impact

There are no identified equality or diversity issues arising from this report.

D. Financial implications

As of beginning of March 2006, £3.2 million has been spent from the MPS Together Tasking and Co-ordination fund. Further funds have been allocated and it is expected that the full £4m will be spent by the end of the financial year.

E. Background papers

None

F. Contact details

Report author: Graeme Keeling, Senior Analyst, Central Operations HQ, MPS

For more information contact:

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

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