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Report 10 of the 16 January 2007 meeting of the Planning, Performance & Review Committee and summarises the performance of Central Operations against identified targets.

Warning: This is archived material and may be out of date. The Metropolitan Police Authority has been replaced by the Mayor's Office for Policing and Crime (MOPC).

See the MOPC website for further information.

Central Operations Directorate management information

Report: 10
Date: 16 January 2007
By: AC Central Operations on behalf of the Commissioner

Summary

This report is a summary of Central Operations (CO) performance, against identified targets from 1 April 2006 to 31 October 2006, including commentary and examples of operational success. As requested a focus on CO19 Specialist Firearms OCU performance development issues is also provided. In addition, detail is provided on developments in the Central Operations target setting and performance management regime.

A. Recommendation

That

  1. members note current operational performance within Central Operations; and
  2. development of the Central Operations Performance Framework (Appendix 2).

B. Supporting information

Introduction

3. This report on Central Operations performance is structured to highlight:

  • Headlines on CO current operational performance and commentary.
  • Significant CO operations and outcomes. (Appendix 1)
  • Progress made in the development of the CO Performance Management Framework. (Appendix 2)
  • Detailed overview of Central Operations Operational Command Unit Performance Measures. (Appendix 3)
  • Emerging issues within CO19 Specialist Firearms Command. (Appendix 4).

Central Operations current operational performance summary

CO4 Disclosure Unit

4. Enhanced disclosure searches average monthly performance shows that 54% of 327,929 applications received were returned within 10 working days. Although this falls below target levels, (90% to be returned within 10 working days) the average number of days to return a check has fallen to 12 (previously 16).

5. The number of applications returned within ten working days (170,424) has increased almost three-fold in comparison to April-October last year (59,049).

6. The Work In Progress figure continues to fall. This situation of diminishing backlog and improved turn around times should be viewed against a backdrop of increasing workload received from the CRB over the course of the year; 43% more applications were received compared to the same period last year.

7. The total number of applications returned has increased significantly (up 32% on last year) and the MPS is now on a par with the better performing forces nationally.

CO10 MetCall

8. Although performance for the year to date is below target (90% of calls within 10 seconds) sustained improvements to the time taken to answer 999 calls have been evident since October, when 91% of calls were answered within target time. Current year to date performance stands at 81% of calls answered within ten seconds. 1.4 million calls were received during the period.

9. These improvements have been realised through a combination of redeploying call handling staff away from non-emergency call functions to the 999 system and increasing supervision levels within the teams.

10. Performance in non-emergency call handling has only been affected slightly (down to 89% answered within 30 seconds) against the target of 90%.

CO11 Public Order

11. Abstraction of officers to perform public order duties has been reduced by 35% (154,286 officer days compared to 207,286 last year) albeit against a 6% increase in the number of events (6,302), thus reducing the burden of abstraction suffered by BOCUs.

CO14 Clubs & Vice

12. In providing support to BOCUs to reduce gun crime in nightclubs by 4%, a reduction of 12% has been achieved. 37 offences have been recorded year to September, with a cumulative target of 42.

13. One disrupted criminal network has been submitted to the MPS Criminal Network Disruption Panel.

CO15 Traffic

14. Killed and Seriously Injured casualty levels are stable and on track to meet PSA target. 1,548 casualties have been recorded in this category for the period April to August.

15. Think! campaign has been successful around the issuing of FPNs (up 30%).

16. There has been a significant increase 66% (880 compared with 529 for the same period last year) in drink/drive arrests due to a greater number of targeted deployments. Christmas campaign figures have not been included.

17. Traffic OCU has been making greater use of ANPR as a disruptive tactic against travelling criminals. 2,069 arrests from ANPR activity have resulted.

CO16 Traffic CJU

18. Number of potential prosecution cases for parking and driver reported Fixed Penalty Notices (FPNs) and number of summonses issued shows an average of 35% of driver reported and 58% of ANPR cases going to court. Current staffing levels and availability of court space continue to have an adverse effect on the sections ability to process and prosecute all potential prosecution cases.

19. Number of PND notices processed is up 17% (10,926 £80 PNDs) compared with last year.

20. 2% decrease (830) in £50 PNDs, compared with same reporting period last year. In total 11,756 PNDs were processed, an increase of 16%.

21. 31,020 NIPs were issued during October, 1,853 in excess of the revised set monthly target and up 7% on the previous month's data.

22. 15% increase (641) summonses for camera cases were issued during the month, compared to the previous month. The number of camera cases being referred for prosecution is being monitored and negotiations are ongoing in relation to securing additional court space and increasing the section's establishment.

CO17 Transport

23. Operation BusTag has achieved 1,200 arrests to date, for offences including criminal damage, arson and graffiti.

24. A conviction rate of more than 90% has been attributed to this operation.

25. Passenger perceptions of safety and security on buses and at stops and shelters are on a par with the non-corridor routes. Perceptions are at similar levels to the previous quarter, but are improved on the same quarter last year, which included the terrorist attacks on the transport network.

CO19 Firearms

26. 82% of ARV calls were attended within the target of 80% in 12 minutes. Average response time is 11 minutes (Nov 05 to Oct 06). The number of ARV deployments for the period stands at 1,398, not including a further 59 pre-planned deployments (Neon and Sentinel operations)

27. 180 Specialist Firearms Officer operations conducted.

28. 161 Tactical Support Team operations resulting in 50 arrests and 11 firearms recovered.

29. 757 firearms recovered this year to date, compared with 806 for the same time last year.

30. 102 firearms were recovered in October, higher than the monthly average for this year.

CO20 TSG

31. Performance of the TSG against the target to help counter terrorism by providing 17% of available time was 16.0% average this year to date.

32. Number of arrests 8,639. Number of arrests for priority offences 1,070. Number of stops 34,923. Number of arrests from stops 11,059.

33. In providing support to BOCUs, the TSG has achieved the required levels 99% of the time against a target of 87% correct support to boroughs.

34. All TSG units are exceeding their support to boroughs targets for the year. In addition, there have been 648 call outs for the Commissioner’s Reserve, mainly in response to public order incidents, conducting rapid entries and dealing with violent persons.

C. Race and equality impact

1. This paper highlights how the work in progress to develop CO's performance framework will enable CO to effectively capture the impact of its operations on London’s diverse communities, including where our operations have a differential impact. Some communities may be more likely to come into contact with CO officers, Community and Equality Impact Assessments are therefore conducted for all CO’s operations to ensure they are intelligence led.

2. This information will inform CO’s community engagement strategy and is relevant to community and equality impact assessments and proactive and preventative work undertaken by CO for example around Road Safety. In addition, gaining a greater understanding of CO’s impact on communities, this assist in developing CO’s tactical advice and support concerning local community engagement when CO is deployed within the MPS.

3. This paper also highlights the challenges CO faces in becoming more representative of London’s diverse communities. Accordingly, CO is enhancing its performance framework to monitor progress in achieving a more representative workforce profile at all levels. This will allow CO to monitor the impact individual OCUs' positive action programs, as set out in their Equality Development Action Plans, which are reviewed regularly.

D. Financial implications

There are no financial implications in relation to the issues within this report.

E. Background papers

None

F. Contact details

Report author: Graeme Keeling, Central Operations, MPS

For more information contact:

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

Appendix 2

Developments in the Central Operations Performance Management Framework

September’s PPRC report provided detail of the existing performance framework along with development of Capital City Policing Measures. This report shows how developments in that framework have been progressed over the last three months. Development of the revised CO Performance Framework is being conducted by a small project team within the CO HQ Performance Management Unit. The project plan is subject to formal weekly reviews by the Project Lead and the Project Team is scheduled to complete key tasks by the end of December 2006.

The revised CO Operations Performance Management Framework consists of the following features:

  • Compliance with performance monitoring systems
  • An auditing system, including an audit/inspection team capability
  • Establishment of performance objectives, indicators and associated targets
  • Performance management data
  • Monthly Performance Reviews
  • Performance Development Reviews linked to the framework
  • Visibility of performance data
  • Performance accountability mechanisms
  • Performance management meetings
  • Embedding a CO performance culture

Table 1 below provides a progress summary in each of the above ten elements of the framework.

Table 1. Progress update of Central Operations Performance Framework project

Element Progress summary
Compliance with performance monitoring systems Under the new framework, compliance with performance monitoring systems established to measure performance will be monitored and enforced. In addition, to provide the necessary data to enable performance to be monitored data requirements are now being prescribed centrally. Non-compliance with data provision requests will be subject to an effective means of accountability.
An auditing system, including an audit/inspection team capability To reinforce compliance a schedule of audits and reviews is being established. Findings from these audits, where appropriate, will be fed into collated CO performance management data. An Audit & Review capability is being developed and will be implemented by the project team early in 2007. Outcomes from auditing activity will be targeted by the SMT to drive performance improvements.
Establishment of performance objectives, indicators and associated targets The Project Team has conducted a centrally co-ordinated review of all existing CO OCU performance targets, indicators and objectives. Central standards are being established and rigorously managed to ensure corporacy in the creation of and terminology used in respect of performance standards, objectives and performance indicators.
Performance management data All relevant data collated from inspection and compliance monitoring systems will be recorded, collated and distributed as Monthly Central Operations Performance Data. Where appropriate, collated data will be disaggregated to identify individual, team and OCU performance. The distributed performance data will initially be used by the OCU Commander to agree priority performance areas and to identify key inspection areas. Thereafter, the performance data will be used by the respective line managers to manage ongoing performance.
Monthly Performance Reviews A process of Monthly Performance Reviews (MPRs) is being established to be held with all key staff to a set schedule and agenda by all line managers. The Monthly Central Operations Performance Management Data will form a central part of the MPR.
Performance Development Reviews linked to the framework It is essential that PDRs are conducted to schedule and provide a robust means of accountability for identified performance. A revision of present compliance to PDR responsibilities is being undertaken and appropriate guidance, training and accountability is being developed to address areas regarding improvement.
Visibility of performance data It is essential that key performance achievements identified in the Monthly CO performance data are marketed and made highly visible in localities around the MPS. This marketing will fit with the CO Communications Strategy and early steps have been taken to ensure that key marketing activities will be incorporated in the action plan. Imaginative use will be made of performance data presentation options and mediums to maximise interest and ownership amongst staff at all levels. Mechanisms for communicating performance issues to our external partners and stakeholders are being discussed with the CO Communications Manager.
Performance accountability mechanisms Accountability mechanisms governing the performance of individual CO OCUs and the respective OCU Command Team have been reviewed
Performance management meetings A review has been undertaken to establish the need, terms of reference, frequency and relationship to accountability of existing performance management meetings. This work has resulted in a substantially revised agenda for the CO Performance Meeting.
Embedding a CO performance culture Collectively, the measures and operation of the revised performance management approach will embed further a Central Operations performance culture.
An assessment will to be undertaken to establish the degree of performance focus and understanding of performance issues held by key line managers within Central Operations. Where necessary, bespoke training will be designed and delivered and a training needs analysis is set to take place in January 2007 to support this aspect of the framework.

Overall, the revised Performance Management Framework will enhance the capability at all levels within the MPS to identify, manage and establish accountability in relation to Central Operations performance.

Specifically, performance data will identify Central Operations contributions to Capital City Policing, Safer Neighbourhoods, policing of Organised Crime and its professional support to policing on boroughs.

Furthermore, as part of the focus on equality and diversity, key elements of our understanding of community impact and strategic engagement will be synthesised with the performance framework. Mapping of victims, witnesses and offenders and how these fit with the demographic profile are being considered. Improved understanding of disproportionality within, for example, stop and search activity and ANPR activity is to be developed within the performance framework.

Supporting material

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