WrittenAnswers MPA MPS by RqNj93


									                                                                                           Appendix 4

       London Assembly (Plenary) Meeting – 7 November 2007
                         Questions for Written Answer – MPA/MPS

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Bonfire of Bureaucracy
Question No: 108 / 2007
Damian Hockney
How does the Commissioner intend to fulfil the promise of a bonfire of bureaucracy?

There has already been progress within the MPS across a broad front towards achieving a reduction
in unnecessary bureaucracy, particularly in relation to streamlining the inputting of information,
information exchange between systems and simplified form filling. Work is also in hand to take these
developments further i.e. Single Sign On, PDA’s, Virtual Courts.

The MPS has also provided a detailed input to the Flanagan Review indicating areas for improvement.
We look forward to the Review’s recommendations in the New Year with a view to contributing to a
properly co-ordinated and prioritised programme across the Police Service.


   Single Sign On. Reduces the number of passwords police officers and staff require to access
    MPS IT applications and helps improve the security of our systems. To date, just one password
    can now give access to six separate MPS systems. A further twenty systems are under

   PDA’s for traffic officers. The Fixed Penalty Notice pilot project is a 12-month trial jointly
    developed by the Traffic OCU and the Traffic CJU to examine the feasibility of replacing hand
    written FPNs with ones produced by a personal digital assistant. Approximately 80 traffic officers
    from the NW Area Traffic Unit have been trained to use the PDAs for the issue of FPNs

    Virtual Courts launch. Defendants appear before magistrates via a secure video-conference link
    from a police station. Magistrates or the District Judge will conduct the proceedings from the
    courtroom. They will be able to view on line the defendant, the defence solicitor, the police and the
    CPS prosecutor at the police station. There will also be a dedicated Virtual Court Officer, who will
    act as an agent of the court, attached to each police station, while the legal adviser and probation
    officer will be situated at court

   The Integrated Information Platform. The Integrated Information Platform has been rolled out
    MPS wide. It enables a single search of the information held within CRIS, Custody, Crimint, Stop
    and Search and CADMIS. This means that rather than logging on to each system individually,
    users can log on to one system and get all the information they need.

   NSPIS Custody rollout. Half of MPS BOCU’s have now received the NSPIS Custody system. It
    is an electronic detention management and processing application that replaces the current
    custody system. It is being rolled out across the MPS as part of a wider Criminal Justice IT
    programme. It enables officers to electronically record detainees personal and arrest details to
    ensure their detention is managed in line with PACE and the Codes of Practice.

   Arrest Summons (AS) number completion now simplified. As a result of the NSPIS Custody
    system, the laborious process whereby officers and staff have to manually ring PNC Bureau to
    obtain an AS number has now been eliminated. (PNC Bureau point out there has been a 70%
    increase in AS numbers since 2004.)

   Simplified Case files. The MPS has introduced a simplified case file in anticipated guilty pleas
    (Directors Guidance Quick Process Files. 303 DGQP files have been completed in the pilot
    boroughs, 95% pleaded guilty and officers report time saved of one or two hours per file. These
    files comprise 65% of total cases, a big hit on unnecessary bureaucracy.

   National Bureaucracy Awards 2006: MPS wins first prize. The MPS Forms Unit has
    successfully implemented a process whereby the ten most commonly used electronic forms
    automatically complete the personal sections of the form, e.g. the authors name, unit attached to
    and so on.


   Monitoring and Co-ordination of Bureaucracy Minimisation Activity Within the MPS. While
    there is no formal bureaucracy minimisation programme it has been agreed that all activity aimed
    at reducing unnecessary bureaucracy should be mapped and monitored by the Anti-Bureaucracy
    Unit (ABU) in order to ensure that there is effective coordination of all such activity within the MPS.
    The ABU will also ensure that any initiatives arising through the National Police Improvement
    Agency (NPIA) and/or as a result of the Flanagan Review are also mainlined into MPS activity.

   Staff Suggestions Scheme (Ideas for Action). Management Board and the MPA have formally
    approved the launch of an updated and more streamlined MPS Suggestion Scheme (to be called
    ‘Ideas for Action’). Work is currently underway, in conjunction with DoI, to implement the system
    defined in the scheme’s business requirement document.

   Re-keying of Data. DoI are about to launch a project to reduce re keying of data. Initially, it will
    transfer a modest amount of information from the CAD or Custody system directly onto CRIS. This
    is a necessary first step (due to the age and differing specifications of our computers) that will
    ultimately lead to an automatic transfer of data.

   Self-reporting of Personal Injury/Fail to Stop Collisions. The MPS is one of the few Forces to
    tackle this issue. A number of forms have been designed and are now at “printers proof” stage. It is
    expected that this radical process will be implemented Met-wide within the next three months. It is
    designed to significantly reduce the workload of station reception officers as well as providing an
    enhanced service for the public reporting these accidents.

   Signing on Bail Reduction. It is estimated that “Signing on bail” costs the MPS anything up to £6
    million in administrative costs. A proposal to significantly reduce the process has been fully agreed
    with the Crown Prosecution Service and a formal approach to take joint action with the London
    Courts is currently in hand.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Limitations of CCTV
Question No: 109 / 2007
Murad Qureshi

A joint report by the Home Office and police found that more than 80% of CCTV pictures are of such
poor quality they are no good for police purposes, and most cameras are in the wrong places to help in
fighting serious crime or terrorism.
    Is the purpose of CCTV cameras, to tackle low-level, high-volume crime and disorder in town
    centres, being undermined by a lack of quality?
   The report also claimed that authorities have no idea how many cameras exist despite claims that
    Britain is the most watched nation in the world, with more than 4m in operation. Do the
    Metropolitan Police Service have an insight in the number of CCTV cameras in London and if not,
    will there be an assessment?
One of the recommendations of the report was that a new body is needed to oversee the development of
CCTV schemes, including reviewing the location and purpose of all cameras. Will such a body be set
up within the MPS?


CCTV in town centres being undermined by lack of quality:

There is a strong belief across all the agencies concerned that CCTV provides a sense of reassurance to
the general public, as well as being a good source of prosecution evidence. One example of excellent
use of CCTV images is where an individual unfortunately died on the South Bank as a result of a
serious beating. CCTV tapes were reviewed and fingerprints were located on some railings that
identified the perpetrator some distance from the scene. Without this CCTV footage the railings would
not have been examined and the perpetrators would not have been brought to justice.

Tackling low-level, high-volume crime and disorder in town centres requires a holistic policing
response with social crime prevention at its centre – which is the ethos of the Safer Neighbourhoods

CCTV systems that are controlled by public bodies are generally of excellent quality and increasingly
improving. The MPS will seek to influence (as best it can) investment by partners that is both cost
effective and in line with the latest technological developments.

The MPS has a lead for CCTV who has put in place the following;

       A forum of Local Authority CCTV managers to take a coherent view across all the Boroughs in
        London (the third such meeting has just taken place, meetings are held every six weeks)
       A network of practitioners across the whole MPS to advise him and allow him crucially to set
        the user or business requirement for technology developments in the future

The MPS are currently running a pilot across a number of Boroughs developing the role of a VIDO
(Visual Identification Officer) which involves specialist use of CCTV products as a form of forensic

Insight into the number of CCTV cameras in London:

One of the objectives of the recently published national CCTV strategy is to assess how many cameras there are
– but this will only ever be an estimate.

The MPS works with partner agencies to both map and list the cameras and systems that are run by
public bodies. This is ongoing and is a constantly changing figure. For example a recent survey of
Local Authorities suggests an average of 120 local authority cameras per borough. (This does not
include hospitals, shops etc – it is purely LA owned cameras). Therefore across London this is between
3,800 – 4,000 cameras.

It is also important to recognise that the vast and overwhelming majority of CCTV cameras in London
are either:

       Owned and run by local authorities or other bodies such as TFL. We have a series of local
        agreements to utilise the CCTV. We work jointly with partners to maximise the reassurance and
        prevention capacity of the network.
       Systems in private buildings/institutions (shopping centres etc), individual businesses of various
        sizes, or private houses.

The MPS only really has ‘control’ directly of 200 cameras within the GSZ (Government Security

The real dilemma exists in the number of systems that are outside public control. This is the unknown
figure. Work will continue to ensure that the MPS does record where systems are when they are sought
out and used for evidential purposes.

Body to overview the development of CCTV schemes:

The MPS does not believe it is necessary to have a separate body set up within the MPS, there is
already a designated lead on this issue.

The MPS will seek to influence and work with partner agencies to develop their capacity and impact
within the framework and principles of the newly published national strategy – which is one of the key
benefits of this document.

Both ACPO and the MPS are broadly supportive of this, recognising the necessary
responsibility/accountability arrangements that have to exist between our partners and ourselves.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Budget Priorities
Question No: 110 / 2007
Jenny Jones
In allocating your police budget between different types of policing activity, what are your priorities
and where are you seeking savings?


At a time when the Authority faces many financial hardships our focus remains rock solid on the
delivery of front line policing. The decision the MPA and MPS took to prioritise front line policing will
increase visibility and give greater reassurance to the public we serve. Our aim is to make
neighbourhoods safer and reduce crime even further.

It is essential that we continue to respond to the needs of Londoners, we are therefore determined that
our services remain citizen focused. Our budget priority is to ensure that we listen to what Londoners
want, and to improve people’s experience of their contact with the Met, particularly victims and

Our objectives continue to focus on enhancing the counter-terrorism capability and capacity, and we
also want to reduce serious violence and protect young people.

We also want to reduce the harm that drugs cause and disrupt more criminal networks. These are
serious problems we are prioritising in our budget.

In giving priority to public facing services, all business groups have been required to focus budget
reductions, as far as is practical, on overheads and support services. At the moment about 65% of our
planned savings are in this area.

At the moment, the draft budget shows an overall net increase in budgeted staffing levels of about
1,400. As with all big organisations there are additions and reductions across the various Met business
groups as work patterns change. But given the demands on the service, particularly in respect of the
Olympics and Counter-terrorism activity we are expecting government grant to fund significant growth
in these officer numbers and as I have said before overall numbers are expected to be higher than
current strength.

This year’s budget will be considered by the joint Finance and Policy Performance and Review
Committee on 19 November.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Next Steps for SNTS?
Question No: 111 / 2007
Graham Tope

What are the next steps for Safer Neighbourhood Teams in London?

The first steps taken were large ones for the MPS and the MPA. The MPS was one of only six forces
considered excellent in the recent HMIC assessment on neighbourhood policing. The MPS have:

   Delivered 630 locally based policing teams into every area of London.

   Dedicated over 4000 police and Community Support Officers to deliver Neighbourhood policing.

   Added a further 21 borough Safer Transport Teams to increase public reassurance on the transport

   Increased community engagement and participation in identifying and dealing with locally
    identified problems through a problem solving process, including ward panel neighbourhood
    meetings, contact points/surgeries and roll call sheet briefings.

   Increased partnership work at a local and borough level with local authorities, other statutory and
    voluntary organisations.

E.g. there are approximately 160 Community Payback projects running across London each week.
There is currently an average of 26000 hours worked by offenders on Community Payback projects
each month. By 31 March      2008 it is anticipated that approximately 3500 offenders will have been
through the scheme for the year 07/08.

   Increased accessibility and visibility in every ward in London. Safer Neighbourhoods Teams have
    seen an increase of 14% during the first 2 quarters of 2007/08.

           o There have been an 11% increase people attending pre-planned public meetings that the
             Safer Neighbourhoods Teams have organised.
           o The Key Individual Network (KIN) register has been increased by 58% across the MPS
             as a whole.
           o The Safer Neighbourhoods Teams have carried out 84% more Victim of Crime visits on
             their Wards.

   Taken positive action against anti-social behaviour and quality of life offences that most affect the
    communities of London at a local level. Safer Neighbourhoods Teams interventions increased by
    25%, (an increase of 57,973 to 288,187) comparing April – September 2007 to the same period in

The next steps will be to build on this ongoing success.

The Safer Neighbourhoods Teams, whilst maintaining a primary focus on tackling local priorities,will
be further mainstreamed within the Metropolitan Police. This will principally involve:

      Building on the minimum model to better resource areas of greater demand. We are also
       continuing to work closely with Borough Councils in delivering on local policing priorities.
           o 15 local authorities have provided grants to secure an additional 285 PCSOs to work on
              partnership projects under the PCSO cost share initiative
           o An additional 44 PCSOs are been requested under local authority grants and the
              contracts are being progressed
           o Two sergeants, two constables and six PCSOs have been funded by London Borough of
              Sutton to support Safer Parks team
           o Two additional constables have be funded by London Borough Brent to support Safer
              Neighbourhoods, with specific remit around youth engagement
           o Two inspectors, eight sergeants, 16 PCs and 24 PCSOs have been funded by London
              Borough of Hammersmith and Fulham to staff two 24/7 Safer Neighbourhood Teams on
              Shepherd’s Bush Green & Fulham Broadway wards. (Detail below)

      Increasing the use of community networks to support action to tackle terrorism and organised

      Increasing community intelligence gathered to support the investigation and reduction of crime.

      Enhancing their role in tackling those involved in all sections of the Priority & Prolific
       Offenders Programme.

      Keeping their focus on dealing with the issues of young people and on reducing youth crime
       through work in schools and the community.

      Increasing the focus on managing locations that generate high levels of demand for response

      Increasing the effective methods of engagement with all members of the community so that
       they can work within and across partnerships in a problem solving way.

The MPS will remain firmly committed to maintaining the SN focus and rooting the police service into
all the neighbourhoods of London.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Government Targets
Question No: 112 / 2007
Angie Bray

Do you share the view of Bob Quick, Chief Constable of Surrey, that government targets are making
officers and the CPS “skew” their operations towards easy results?

The MPS has some understanding of the issues expressed by C.C Bob Quick. The MPS is currently
achieving its 24% Sanction Detection target against Total Notifiable Offences, which is a step-change
in performance and builds on year on year increases in crimes detected.

Currently (2007/08 Full Year To Date) the sanctioned detection rate for GBH at 33.5% is on course for
a third successive annual improvement. In 2006/07 the MPS had its highest rate since 1999/00 at over

It is true that in recent years the police have had a wider range of methods for bringing an offender to
justice and these include penalty notices for disorder and cannabis formal warnings. The MPS has
promoted these as new methods of resolving issues of concern to Londoners but which reduce the
abstraction levels and bureaucracy.

There has also been a noticeable improvement in convictions, which are more difficult to obtain and
apply usually to more serious crimes. In 2003/04 there were 92.5K convictions, 96.5K 2006/07 and
2007/08 is on course to have over 98K. As crime has been falling the rate of convictions has gone up
by over a quarter from 8.7% in 2003/04 to the present FYTD rate of 11.2%.

There remains a balance for all police forces to maintain between quality of service, ethical reporting
and recording and productivity; the MPS focused on all three. Londoners are entitled to get the most
effective policing we can deliver. We are convinced it is possible to maintain a high quality of service,
accuracy and ethically sound recording practices and seek to detect as many crimes as we can, above
all, bringing the more serious end of the spectrum before the courts.

This is why the MPS has sought to influence the Government in developing the new Assessment of
Policing and Community Safety (APACS) system of performance measurement. Specifically for the
MPS it will cover crime, drugs and policing issues comprehensively but in a way which reflects
relative seriousness and which minimises data demands on partners.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Impact of Olympics on MPS Budget
Question No: 113 / 2007
Damian Hockney

Can you please supply a summary of the impact of the 2012 Olympics on the Metropolitan Police
Service Budget between now and 2013? There have been suggestions that some aspects of security in
the Budget for 2012 are not allowed for in either the MPS Budget or the revised 2012 Budget. Please
can you state what is being done to ensure that London council tax payers will not be required to fund
this expenditure.

The MPS is working with the Home Office to identify total policing costs relating to the 2012 Olympic
Games. Work to date has focused upon the next Comprehensive Spending Review period (2008/09 -
2010/11) and draft figures will be presented to the Metropolitan Police Authority Finance Committee
on 19 November 2007. Costs to date have been prepared on the assumption that Olympic Games-
related activity will be over and above business as usual and figures will be presented to the MPA on
the basis of assumed full funding from the Home Office. Provided the required funding is forthcoming
from the Home Office, Olympic Games-related policing costs will not impact upon the precept.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Carbon offsetting
Question No: 114 / 2007
Damian Hockney

How much has the Metropolitan Police Service spent on ‘carbon offsetting’ between 2004 and 2007,
and is it not absurd that the EU will in future force us to pay VAT on these additional costs to the

In 2006/07 and 2007/08 (to September) the MPS has spent a total of £70,158.82 on offsetting CO2
from air travel.

At the time of payment Defra advised that VAT was not payable, but that HM Treasury were still
debating whether offsets should be tax exempt and this was subject to change. Some carbon offsetting
businesses have been instructed by Her Majesty's Revenue & Customs (HMRC) to charge VAT on
their services in the UK, while others have been advised that offsetting is simply the making of
donations to "projects" and therefore the money received for offsetting is outside the scope of the
European Union's rules on VAT. The confusion has been made worse as a number of carbon offsetting
entities have established themselves as charities or not-for-profit organisations. However, recent legal
advice has been published which states that all carbon offsetting is subject to VAT rules as set by the

The MPS has requested clarification from Defra on the process, but it is likely that the MPS will pay
VAT on carbon offsetting for 2007/08 unless lobbying is successful and the EU have carbon offsetting
zero rated for VAT.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Notting Hill Carnival
Question No: 115 / 2007
Damian Hockney

Policing at Notting Hill Carnival was successful but there remain flashpoints (in particular at the end of
the final day). Having been present and witnessed some of these difficulties at first hand, I can confirm
that there is general agreement that the Metropolitan Police Service handled them well, and that earlier
intelligence-led operations and planning decisions had a very positive impact, but is there anything
further that can be done to try and prevent the Monday problems?

The MPS works extremely hard with a range of other partners to ensure that Notting Hill Carnival
passes off well and 2007 was no exception.

Following Carnival, there have been a number of multi-agency debriefs which feed into and influence
the plans for Carnival in 2008. The multi-agency Operational Planning Safety Group will consider
what other measures that can be put in place to deal with the disorder associated with the Monday
evening. One possibility that will be considered is starting and ending the event earlier.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Violent Crime: Lambeth and Southwark
Question No: 116 / 2007
Valerie Shawcross

Lambeth and Southwark are unique in South London during 2006/7 for both showing an increase in
violent crime in the statistics for the two Borough Police Commands. Why is the case? Do you believe
that these units need additional police resources?

Recorded violent crime fell by 6.1% across the MPS in the financial year 2006/07 compared to
2005/06. In Lambeth there was a 6.7% reduction (843 less offences) and in Southwark a 7.3%
reduction (918 less offences). The reductions in Southwark and Lambeth are consistent with those of
other south London Boroughs.

In view of the concerns regarding serious violence in these and other Boroughs, Operation Alliance is
delivering some additional resource, and co-ordinating the deployment of new and existing tactics
across five Boroughs in south-east London. Learning is being spread through a range of agencies to
other areas of London with existing or emerging issues.

The MPS corporate tasking systems allow for the tactical deployment of additional resource in
response to short-term trends in violence. Both Southwark and Lambeth benefit from such deployments
on a regular basis. The MPS has recognised the need to maintain officer strengths in these Boroughs
and both are currently designated to prioritise the deployment of staff to vacancies and restrict some
transfer of existing staff in the short-term.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Property Strategy
Question No: 117 / 2007
Valerie Shawcross

Streatham Police station is substandard as both a workplace for our police officers and staff and as a
facility that is visited and used by the public. What plans are there for replacing and improving this

The Asset management Plan for Lambeth currently envisages the replacement of Streatham Police
Station, with facilities currently housed within the police station being located in more appropriate
facilities. However no decision re the future of the police station will be made until a proper
consultation process has been undertaken, and the station would not be disposed of until alternative and
better located facilities were in place.

Streatham Police Station is an important location for Lambeth Borough and Property Services are
giving serious consideration to the nature of a replacement facility. The long term replacement is
dependent upon other elements of estate modernisation for Lambeth Borough.

In the meantime, Property Services are implementing a thorough and detailed review of the options for
the replacement for this Police Station, and developing a medium term strategy including an
appropriate replacement Front Office/Safer Neighbourhood Base to serve the community in that area.
A Front Office/SN Base at 326-328 Streatham High Rd has been identified and acquired and fit out is
expected to be completed in Spring 2008.

We are also progressing a scheme for the refurbishment of the decommissioned Computer Aided
Despatch (CAD) Room to alleviate some of the overcrowding issues. This will become a new PC's
writing room, allowing the current writing room to become a Sergeant's locker room. This scheme
should be completed in 3 to 6 months. We are then hoping to refurbish the Sergeant’s locker room in
the Basement in to accommodation for the Property Store staff. It is anticipated that work will
commence in 6 months.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Question No: 118 / 2007
Valerie Shawcross

Do you think that there will be a reduction in the violence and intimidation on the streets and estates of
south London this year because of multi agency working to combat the abuse and misuse of fireworks?

The MPS has worked closely with the Mayor’s initiative and very early indications from Halloween are
reduced levels of street violence across London.
In support of the many initiatives that take place across London on an annual basis, the Metropolitan
Police, a key member of the London Anti-social Behaviour Board and Joint Action Group are working
closely with partner agencies and Operation Curb to coordinate a pan-London approach to tackling the
anti-social behaviour associated with the Halloween and firework period and raising awareness of
firework safety.
Every London borough has engaged in this initiative, with a wide variety of action taking place on a
local level across the Capital. This includes a requirement and commitment from every Safer
Neighbourhoods team in London to extend their regular working hours to cover peak periods and
engage with young people in their borough to deter unwanted behaviour and provide crime prevention
and safety advice.
In support of this, a range of partnership activity is taking place across boroughs ranging from school
visits to raise awareness of staying safe on the streets and consequences of misusing fireworks etc.,
engagement with retailers, local media campaigns, extended police patrols, additional litter and fly-tip
clearance to reduce secondary fires, proactive education and enforcement provided by London Fire
Brigade officers and promoting/encouraging attendance at organised firework displays. Some boroughs
are holding organised events for Halloween and fireworks on estates and in local communities and
local clean ups are being organised to remove any excess rubbish.
In addition, the Government Office for London has drawn £120,000 (in total) from the Home Office for
six London boroughs, which were selected due to the large robbery rate during the Halloween and
firework period last year. This is to supplement their work to tackle ASB and crime during the

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Question No: 119 / 2007
Valerie Shawcross

What additional resources will the Metropolitan Police Service have at their disposal in order to
prepare for and police the Olympics? Will this meet the demands suggested by the MPS’s risk

We are currently modelling our requirements and a project is well underway that is scoping the
capacity of every UK police service. For our preparation for the Olympics, we already have a multi-
agency Olympic Security Directorate, with representatives from over 20 partner agencies. During
Games time, the MPS will have access to a significant range of diverse policing skills to meet the
unique environment the Games will bring. We are working closely with our partners and stakeholders
to design and implement the plans to meet the demands of policing the Games.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
City Airport
Question No: 120 / 2007
Valerie Shawcross

Why doesn’t City Airport make a significant contribution to its own security costs? What
discussion is underway on this?

London City Airport is not a designated airport under section 25 of the Aviation Security Airport of
1982. The costs of policing airports can only be recovered from airport operators if the airport is
designated under this legislation therefore MPS /MPA is legally unable to recover any of the costs of
policing from London City Airport.
The MPS/MPA has had discussions and written communication with the Airport Operator over
whether the Operator would be prepared to make a voluntary payment towards the costs of policing
London City Airport. The Airport Operator has declined to make a voluntary payment to the
MPS/MPA stating that it would only pay the costs of policing if the Operator is legally required to so
and the Operator is able to pass the policing costs onto passengers via an additional tax. This would
require a change to existing law.

The Chair of the MPA has written to the Secretary of State for Transport on several occasions
requesting that consideration be given to designating London City Airport under the Aviation Security
Act so that the costs can be recovered. Thus far the response from the Secretary of State has been to
wait for changes to legislation arising from the independent review of Airport Policing by Stephen
Boys-Smith. Legal advice received by the MPS/MPA suggests that these legal changes may be up to
two years away. In the meantime the MPA/MPS will continue to press the Secretary of State for
Transport for designation of London City Airport.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Question No: 121 / 2007
Valerie Shawcross

How has the operation of the new Licensing Act affected London’s Police Service? Could it be
improved further?


The new Licensing Act has been in force across London since November 2005. As well as allowing for
longer opening times, the act also introduced a completely new regime for the administration and
management of licensed premises. It is run by Local Authorities and gives the MPS great opportunities
for taking action against problems premises.

Since the introduction of the Act, the MPS has been making use of the variety of powers that it has
available to deal with the problems that are experienced in the night-time economy. This includes
taking action against those who cause crime, disorder and anti-social behaviour as well as targeting
those premises that are at the centre of the problems. However, the underlying problem is a culture of
excessive drinking that pervades our society and culture is not changed by enforcement activity alone.

The MPS and ACPO have been encouraging the Government to address the issue of culture for a
number of years and it is clear that the Government’s new alcohol strategy ‘Safe. Sensible. Social’,
launched in June 2007, recognises the importance of culture and is focused on addressing this issue.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Safer Neighbourhood Teams
Question No: 122 / 2007
Murad Qureshi

The Metropolitan Police Service took the decision to make all of its Safer Neighbourhood Teams have
the same number of officers/Police Community Support Officers in them, regardless of whether they
are in high/low crime areas.
       How is this compatible with the ‘policing according to need’ rhetoric when affluent low crime
        areas will have as many officers as high crime areas of deprivation?
       How do you see this working for areas with high crime rates?
What are the chances of this decision being reconsidered?

The evaluation of the National Reassurance Policing Programme established that people’s fear and
perception of crime was not driven by actual levels of crime. Nationally, crime has been falling for a
number of years but the perception and fear of crime has been rising, this is known as the ‘reassurance
gap’. The Safer Neighbourhoods Programme introduced local policing teams to provide a visible,
familiar and accessible policing presence across London in order to close the ‘reassurance gap’ and
further reduce overall incidents of crime and disorder. The teams will deal with locally identified
priorities that in most cases relate to the lower levels of anti-social behaviour and criminality that make
communities feel unsafe. Previously these types of crimes did not always feature prominently for
police activity.

The Resource Allocation Formula (RAF) provides the allocation of police resources outside of the
Safer Neighbourhoods Programme and takes into account reported crime levels and areas of
deprivation both of which influence these figures. As a result, Boroughs with higher crime rates do
receive more police officers. Borough Commanders can use these additional resources to build on the
Safer Neighbourhoods minimum model. There are currently no plans to change the minimum model of
1 sergeant, 2 police constables and 3 PCSO’s for each ward in London.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Ethnic minority recruitment targets
Question No: 123 / 2007
Murad Qureshi

An Asian Police Officer, who won an employment tribunal against the Metropolitan Police Service on
the grounds of victimisation, warned ethnic minorities to steer clear of careers in the Metropolitan
Police. Will comments like these make it more difficult to meet the Home Office targets of increasing
the ethnic minority complement of the force to 25 per cent by 2009?

The Metropolitan Police Service has created sustained interest from BME communities and other
minority groups and this interest is not showing any immediate signs of diminishing. This interest from
BME groups is reflected by applications in excess of the BME economically active population in
London. MPS police intakes are becoming increasingly diverse in terms of both ethnic origin and
gender, with about 25% BME and 38% female on this year's intakes.

The MPS is also very popular with experienced BME officers moving to London from other forces,
with approximately 8% likely to transfer to the Met during the year (this exceeds BME representation
amongst police officers on a National level). During the last six years BME police officer strength will
have increased by 149%, comprising 2622 BME officers by March 2008.

The safer neighbourhoods scheme and other diversity -related initiatives focusing upon social cohesion
are likely to develop the relationship between the local London communities and MPS, resulting in
sustained interest from minority groups in a policing career. The MPS has developed an extensive pre-
application support programme to help particularly vulnerable groups during the selection process,
increasing the chances of success.

The MPS anticipates continued growth in terms of the representation levels of BME officers next year
and thereafter. The representation levels amongst Police Community Support Officers (PCSOs) and
Metropolitan Special Constabulary (MSC) officers are both around of 30% from BME communities.
Recruitment is not targeted for either of these recruitment strands and as neither experienced the white,
male legacy of regular police officer recruitment, strength levels similarly exceed the proportion of the
BME economically active population. The MPS will continue to monitor closely the impact of negative
press and where any adverse impact occurs, take all appropriate means to address any
disproportionality that is detected.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Policing Performance Assessment Framework
Question No: 124 / 2007
Murad Qureshi

The Home Office’s Policing Performance Assessment Framework (PPAF) aims to: achieve a more
citizen-focused service to the public, tackle anti-social behaviour and disorder, reduce crime in line
with the Government’s Public Service Agreements, combat serious/organised crime, and narrow the
justice gap. How confident are you that the 2007/2008 performance indicators will have the intended

We are confident that these performance indicators have assisted us in achieving their aims.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Stop and Search
Question No: 125 / 2007
Murad Qureshi

How will you be responding to the call from Keith Jarrett, President of the National Black Police
Association, to increase stop-and-searches among Ethnic Minorities to reduce the number of shootings
that have claimed the lives of many teenagers over the past few months?

The use of the power to stop and search is an important element in the approach the MPS takes to deal
with violent crime. However it must be remembered that violent crime is committed by and against all
communities and the use of police powers must be dependent upon reasonable grounds based upon
incidents and intelligence. Whilst the MPS is aware of many calls from communities for greater use of
the power it is also aware of the huge risks that come from community groups and individuals of
perceptions of being improperly targeted. The MPS will therefore continue to use stop and search
powers both under Section 1 and Section 60 in order to make London safer and will continue to engage
with communities concerning issues in relation to the power. At this time there is no intention to
change the way we do business.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Working more closely with the churches
Question No: 126 / 2007
Murad Qureshi

A poll by Premier Christian Radio and the Metropolitan Black Police Association among 3,240 church
members and leaders in the UK, found that 65% of respondents felt churches and the police should
work more closely together to tackle violent crime and that 89% thought that gun crime should be
addressed by the church.
       Do you believe a closer co-operation between church and police will result in less gun crime
        among inner city youths?
       Does the Metropolitan Police Service currently offer any advice to religious leaders and faith
        groups about how to address these issues with young people?

 The MPS is keen to work with all faith communities in the collective effort to drive down crime and
disorder and make our neighbourhoods safe. This is not just an aspiration but is a present reality. The
MPS is a significant partner in the London Week of Peace initiative – founded by a Christian Pastor
(Rev. Nims Obunge) - and together with others has worked towards making this a major event in every
The MPS consults with faith communities through a number of channels. For instance, we work with a
multi-faith group committed to assisting us in the delivery of local policing by offering advice and
guidance and by facilitating contacts at a local level.
The MPS supports the Street Pastor scheme which is now operating in a number of boroughs (and
nationally). We recognise that faith communities contribute significantly to their wider communities
and Street Pastors is just one example of this work.

There are opportunities for members of faith communities to come together to form watch schemes in a
manner similar to that promoted by neighbourhood watch. In this way, they can provide mutual
support and crime prevention as well as working more closely with the police. This activity is co-
ordinated by the Safer Neighbourhoods teams. Amongst these teams there are many examples of close
cooperation with faith communities.

The 'Faith' Strand of the Diversity and Citizen focus directorate provides a strategic lead for the
Metropolitan Police Service (MPS) engaging with London's Faith Communities to drive forward
existing community engagement programmes and generate new and innovative approaches to such

Their key responsibilities include promoting and sustaining effective relationships with key partners
and individuals and also internal MPS faith based Staff Associations.

Projects have included the setting up and support for Borough based Faith Liaison officers, and
supporting staff association work with recruitment and retention.

Officers responsible for Operation Trident’s community engagement seek to maximize contact with
young people, in the main 11 years and upwards, to raise their awareness and understanding of gun
crime and the severe consequences involvement in gun crime can have on victims, perpetrators and
their families, friends and the broader community.

They attend venues that allow police to promote the anti-gun crime message and this includes faith
groups and individual faith leaders or representatives.

Since 1 April 2007 in excess of 7000 young people have met with Trident officers and a number of
these have been prompted by working closely with faith groups and individuals.

The MPS welcomes the opportunity to work with such groups, and recognizes the need for the police to
expand and to build even better ties with London Churches and Christian groups.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Contribution of business to policing costs
Question No: 127 / 2007
Murad Qureshi

What, if any, contribution do businesses make to the cost of policing London?

The MPS police many commercial event, which have a consequential impact on other policing
priorities because of the abstraction of resources. For this reason the MPS policy is to ensure that
organisers of commercial events meet the full cost of policing them so that the MPA is not subsidising
an event to the detriment of communities. The following table provides the forecast income receipts
from Businesses for 2007/08.

Cost Recovery of Policing Services Provided          £33,871 m

Property Rental income                        £4,076m

Sponsorship                                  £747,000

Total                                        £38,694 m

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Failing criminal justice system
Question No: 128 / 2007
Murad Qureshi

In October, the latest Home Office quarterly crime figures showed that public confidence in the
criminal justice system was falling, with only 34% believing the courts and the police meet the needs of
crime victims and only 24% believing it is good at dealing with young people accused of crime.
       What measures have you got in place to restore public confidence in the London police force?
       What are the initiatives are you already undertaking that you can point to in order to rebut the
        pubic perception that the police is dealing with young suspects in an inadequate way?

The latest British Crime Survey about ‘Public Confidence in the Criminal Justice System’ shows a
figure of 42% nationally with the London figure higher at 48%. This is the highest in the country. The
national figure for ‘Meet The Needs Of Victims Of Crime’ is 34% nationally with the London figure at
40%, increasing from 34% in March 2003. The national figure for ‘Dealing with Young people
Accused Of Crime’ is 24% with the London figure at 28% increasing from 26% in March 2003.

Whilst we are pleased to be leading the way with the highest national confidence in the Criminal
Justice System figure, we are not complacent and have implemented a number of measures particularly
in relation to young suspects.

Victim Focus Units -
The MPS are currently introducing Victim Focus Units (VFUs) at all Boroughs to enhance the level of
care provided to victims and witnesses from the point of allegation of the offence through to charge or
other completion. These units adhere to the obligations laid out in the Code of Practice for Victims of
Crime. We currently have 29 VFUs and are expected to have a VFU in all 32 Boroughs December

Young offenders –
The MPS are working closely with partners in order to deal effectively with young offenders and have
a new Youth Strategy and in partnership with the London Criminal Justice Board, the LCJB Youth
Working Group. This group will look at ways in which young people are dealt with on entering the
Criminal Justice System and will create performance measures around public confidence in how young
offenders are dealt with.

Prolific and Priority Offenders –
The current percentage of young PPOs (17 and under) is only 6%. The PPO unit, reflecting community
concerns, are working closely with Boroughs to encourage the selection of those youths causing the
most harm to the community to be selected as PPOs who would then be subject to a range of measures
including police targeting and to ‘Premium Service’ on entering the Criminal Justice System.

Persistent Young Offenders –
Boroughs are set targets to deal with those youths (up to and including 18), identified as PYOs. Once
arrested, they must be sentenced within 71 days. The MPS has met this target in the last two months
figures, achieving a 70 day average in June and 71 days in July.

Operation Curb –

All offences involving murder, attempted murder, GBH and any involving a weapon where the victim
or suspect are between 10- 19 come within Operation Curb. The unit work with Boroughs to reduce
offending and encourage youth diversion. So far this year to date there on average there is a 15%
reduction on last year’s figures.

Together all these measure should rebut the public perception that the police are dealing with young
suspects in an inadequate way.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Question No: 129 / 2007
Darren Johnson

Do you have clear environmental guidelines that have to be considered when authorising travel, and in
what ways do they encourage rail and telephone conferencing as preferred options to short haul flights?

The MPS Standard Operating Procedure on Overseas Travel has been revised to reflect the requirement
of all B/OCUs to consider the environment and pay an additional offsetting charge to reflect the
environmental impact of flying. In addition, the procedure requires significant justification for any
overseas travel which must be authorised by the B/OCU Commander (ACPO).

It is recommended that MPS officers and staff avoid air travel unless absolutely necessary for
operational reasons and consider using trains for short haul destinations.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Wildlife Crime Unit
Question No: 130 / 2007
Jenny Jones

The Greater London Authority Group Budget and Sustainable Development report (September 2007)

concluded that “the proposed cuts (to the Wildlife Crime Unit) could result in the loss of extremely
valuable partnership and preventative initiatives as well as losing an essential central resource”. Do you
agree that cuts to the Wildlife Crime Unit would undermine the environmental performance of the
Metropolitan Police? Will you now agree to reverse the proposed cuts even if sponsorship funding does
not materialize?

The MPS have listened to public opinion and have, on this occasion, decided to reverse the decision in
the proposed cuts to the Wildlife Crime Unit.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Question No: 131 / 2007
Jenny Jones

How many times have Metropolitan Police officers made use of Taser stun guns each year since
their introduction? How do you expect this to change following the trial of issuing Tasers to non-
firearms trained officers?


Taser was first introduced in April 2003 as part of a trial involving the MPS and four other Forces.

Since that time it has been used by MPS AFOs on 198 occasions, details as follows;

Force              Drawn/aimed/red       Arced           Drive      Fired           Total
                   dot                                   Stun

MPS                      65                   4            25            104           198

(Details correct as of 12 October 07)

All MPS AFO’s are now trained in the use of the weapon and officers from each Armed OCU deployed
with the device.

The more problematic part of the question is addressing future use by non-AFOs, of which there will
be a maximum of 18 officers (this will not be 24 hours a day), attached to the TSG, on duty in London
at any one time. Each TSG unit comprises three carriers and each carrier will have a pair of Taser
officers on board (that is six per unit = three vehicles). Hence each unit will have six Taser officers and
a maximum of 18 across London on any given day.

The ACPO guidance states that the weapon can be used in incidents,

where officers are facing violence or threats of violence of such severity that it is likely that they will
need to use force to protect themselves or a member of the public

Clearly it is difficult to predict how many such incidents the Specially Trained Officers of the TSG will
be deployed to during the trial period.

Those officers when confronted with such incidents will need to decide on the most appropriate tactical
option, Taser being only one of them, would be best suited to resolving the incident in the safest
possible manner.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Sponsorship funding
Question No: 132 / 2007
Jenny Jones

Can you list the types of police work that receive sponsorship funding and give the sums raised
for each type of work over the last three years?

The following breakdown of sponsorship (cash, loans, donations and equipment) is by Business Group
rather than activity.

It was more expedient to provide the breakdown by Business Groups as overall these mirror the type of
policing e.g. Territorial Policing Boroughs encompasses local policing, Specialist Crime tackles serious
and organised crime, Central Operations provides a broad range of policing functions, including public
order and traffic.

The figures do not include property sponsorship. This data is held by Property Services and is not
readily available.

                       2005/06              2006/07                2007/08
                                                                   (Up to 29.10.2007)

Business Group
Territorial Policing   £229,754             £833,656               £458,291
Territorial Policing   £114,388             £548,275               £427,925
Central Operations     £154,725             £279,177               £30,875
Specialist             £551,932             £330,055               £106,405
Specialist Crime       £2,818,375           £2,896,971             £1,906,004
Deputy                 £25,596              £62,655                Nil

Human Resources     £24,119      £75,948      £69,960
Resources           £12,650      £79,680      £663.00
Directorate of      £2,073       Nil          Nil
Directorate of      Nil          Nil          Nil
Public Affairs
Met Modernisation   Nil          Nil          £2,000
Total               £3,933,612   £5,106,417   £3,002,123

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Rape investigations
Question No: 133 / 2007
Jenny Jones

Following the Metropolitan Police Service’s review of the handling of rape investigations, can you
outline the changes that have been made in the approach to rape cases? To what extent have these
changes led to improved outcomes, especially in terms of the proportion of cases resulting in successful

The commitment of the MPS towards the investigation of rape predates the Rape Review of 2005 with
the launch of Project Sapphire in 2000.

The MPS conducted the rape review in 2005. The rape review highlighted the lack of a central MPS
audit of No Crimes and Crime Related Incidents. Among other areas, the report recommended that
borough performance on rape be subject to the same level of scrutiny as volume crime. The formation
of Borough Public Protection Units was also recommended. The authors of the report focussed on the
level of service provided to victims of rape. The report did not specifically address conviction rates.

The review resulted in new central crime management processes. The MPS “good practice” of centrally
auditing No Crimes, was reflected in a key recommendation from the Her Majesty’s Inspectorate Of
Constabulary report “Without Consent” of 2007. In the period immediately before the Rape Review the
combined No Crime/Crime Related Incident rate was 41.4%. This rate dropped to 27% after the
implementation of recommendations.

Through Project Sapphire the MPS have implemented a series of measures to improve rape
investigation and victim care since 2002. Investigative techniques centred on a victim-focussed
approach are reflected in a steady rise in the detection rate for rape offences and the services available
for victims of rape and serious sexual assault.

London now has three Haven Sexual Assault Referral Centres. The service is now growing to provide
additional support through Young Persons’ Workers and the Asian Development worker. The MPS has
developed a Havens text service and supported media campaigns. A new, GLA supported campaign,
has now been launched to encourage “non-police” referrals.

Within the MPS the Violent Crime Directorate has been formed. This team will drive the MPS
response to form Public Protection Units on all London Boroughs. This process is currently being

In 2001/2 the sanctioned detection rate for rape in London was 22.5%. At the end of the reporting year
2006/7 the rate was 33%. It should also be noted that now all charges of rape require the authority of
the CPS, this was not the case in 2001.

The conviction rates for rape in London and the rest of the UK remain low. The responsibility for
obtaining convictions does no lay solely with the police. It is the police service responsibility to

investigate offences thoroughly and present the highest standards of evidence to the Crown Prosecution
Service. Our performance is evidenced in the 33% detection rate for 2006/7.

The wider considerations for improving conviction rates are being addressed through the London
Criminal Justice Board – Rape Convictions Working Group. All disciplines of criminal justice
professionals are brought together. They are currently completing a program of work to ensure that
victims of crime are supported at all stages of the criminal justice process. The wider aspects such as
public attitudes to sexual violence are being considered by London’s Response to Rape Board –
Chaired by the GLA.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Road traffic policing
Question No: 134 / 2007
Jenny Jones

What is the role of Safer Neighbourhood Teams in carrying out enforcement action against illegal
drivers? What support and encouragement are they given by the Traffic Operational Command Unit or
other specialist officers? Do local public consultation exercises by Safer Neighbourhood Teams
routinely include road traffic policing as an option for priority work?

Safer Neighbourhoods Teams work locally to tackle the issues most effecting the safety and security of
the community within their neighbourhood. Neighbourhood Ward Panels are responsible for agreeing
the priorities for their area by examining the results of the wide community consultation and research
undertaken by police and partners. This includes taking account of results from public events and
meetings where the community has voiced concerns. This does apply to traffic related matters. If a
priority set by a particular Ward Panel is 'to improve road safety by targeting illegal drivers' then it
would be quite appropriate for the Safer Neighbourhoods Team for that particular Ward to focus on
that activity.

There has recently been an increased level of contact with Traffic OCU (CO15) around the
enforcement of traffic issues where a local Safer Neighbourhood Ward Panel has indicated this as one
of the ward priorities. For September 2007 there are 101 priorities recorded for ASB by motorists (e.g.
dangerous driving, illegal parking and speeding) that are being tackled.

Safer Neighbourhoods officers will of course take positive action against illegal drivers when they
identify such individuals during the course of their daily patrol.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
MPS Recruitment
Question No: 135 / 2007
Richard Barnes

Would you say that the Metropolitan Police Service is struggling to recruit from BME communities? If
so, what do you see as the biggest hurdle in tackling the problem?

The Metropolitan Police Service (MPS) is not currently struggling to recruit from London's Black and
Minority Ethnic (BME) communities. With regard to Police Officers, focused marketing has created
sustained interest from BME communities and other minority groups. This interest from BME groups
is reflected by applications in excess of the BME economically active population in London. MPS
police intakes are becoming increasingly diverse in terms of both ethnic origin and gender, with about
25% BME and 38% female on this year's intakes.

The MPS is also very popular with experienced BME officers moving to London from other forces,
with approximately 8% likely to transfer to the Met during the year (this exceeds BME representation
amongst police officers on a National level). During the last six years BME police officer strength will
have increased by 149%, comprising 2622 BME officers by March 08. The safer neighbourhoods
scheme and other diversity -related initiatives focusing upon social cohesion are likely to develop the
relationship between the local London communities and MPS, resulting in sustained interest from
minority groups in a policing career.

 The MPS remains concerned with differential outcomes between BME and white applicants during the
Home Office selection process for police officers, where there appears to be a relationship between
factors such as English as an additional language and levels of academic attainment and continues to
monitor and report on the impact of changes made to the process. The MPS has developed an extensive
pre-application support programme to help particularly vulnerable groups during the selection process,
increasing the chances of success. The MPS anticipates continued growth in terms of the representation
levels of BME officers next year and thereafter. The representation levels amongst Police Community
Support Officers (PCSOs) and Metropolitan Special Constabulary (MSC) officers are both around of
30% from BME communities. Recruitment is not targeted for either of these recruitment strands and as
neither experienced the white, male legacy of regular police officer recruitment, strength levels
similarly exceed the proportion of the BME economically active population. The MPS does not
interpret this success as "struggling to recruit from BME communities.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
MPS Investment Board Fund
Question No: 136 / 2007
Richard Barnes

Can you outline the function of the Investment Board Fund?

The overall purpose of the Investment Board Fund (IBF) is to provide support to key programmes that
modernise the Metropolitan Police Service and support delivery of its strategic priorities. The fund is
used as a corporate start up to new projects and initiatives, rather than funding "business as usual"
projects. It is expected that - once the IBF allocation for any given year has been spent - Business
Groups will fund ongoing project/programme costs from within their own budget. The following
criteria are applied to prioritise the fund’s use:

IBF Funding Criteria
1. Impact on delivery of the MPS strategic priorities and/or the Met Modernisation Programmes
2. Improve outcomes and minimise unit cost of delivery
3. Achievability
4. Clear business benefits, with particular impact on direct performance

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
MPS Operational Services
Question No: 137 / 2007
Richard Barnes
Can you outline the function of Operational Services?

Operational Services (OS) is responsible for ensuring that the MPS provides an enhanced quality of
service to the people of London. OS provides MPS officers and staff with the support, information and
tools to do this effectively, including central communications, diversity and citizen focus, professional
standards investigations, legal services and professional advice.
OS comprises the following MPS Directorates:
Central Communications Command

      http://intranet.aware.mps/OS/Central_Communications_Command/Responsible for optimising
       the MPS' communication resources by bringing together people, technology and information
       into three centres to manage calls from the public, despatch staff to deal, co-ordinate the
       policing of public order, ceremonial and sporting events and operate casualty bureau.

Diversity and Citizen Focus Directorate

      Lead role in transforming the MPS into a citizen focused service by identifying the diverse
       needs of individuals and communities in London, promoting diversity to change culture and
       drive performance and building the trust, confidence and satisfaction of those we serve and
       those with whom we work.

Directorate of Professional Standards

      Responsible for promoting the integrity of the MPS by ensuring that the principle of
       Professional Standards is understood and promoted by all staff and seen as a priority across the
       MPS, by fostering the principles of prevention and organisational learning and by promoting
       pride in professional and high quality service delivery.

July Review Group

      Set up to address the aftermath of the tragic events of July 2005. It has a key role to ensure the
       implementation of the recommendations arising from the IPCC Stockwell reports and to
       promote the principles of knowledge management in the MPS response to critical incidents.

Directorate of Legal Services

      Responsible for the provision of legal advice across a range of operational and non-operational

Operational Services and Central Business Support
      Responsible for the provision of professional advice and transactional support services.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
MPS Operational Services Business Group
Question No: 138 / 2007
Richard Barnes

What does the Operational Services business group do that is different from the Commissioner’s
Private Office and Strategy Modernisation and Performance directorate?


Operational Services

The work of Operational Services is detailed in the response to question 137/07.

The Commissioner’s Private Office consists of the Commissioner and Deputy Commissioner's
support and secretarial staff together with the awards, events and official visits team.

The Strategy, Modernisation and Performance Directorate (SM&PD) develops MPS/MPA
strategy and ensures that a robust performance framework is in place to monitor delivery of that
strategy. SM&PD undertake environmental scanning, co-ordinate the MPS corporate strategic
assessment, undertake strategic research, manage corporate risk and support Management Board and
the MPA.

SM&PD leads the Met Modernisation Programme (MMP) ensuring that the programme of change is
properly co-ordinated and aligned to deliver the expected benefits and that the MPS is positioned to
meet the challenges placed upon it in the most efficient and effective way.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
MPS Sickness Absence
Question No: 139 / 2007
Richard Barnes

Can you provide a schedule detailing the average amount of sickness absence taken by police officers
and police staff for each year from 2000?

You can see that the MPS has made significant progress in reducing overall absence rates since
2000/01 particularly around police officers, TWs and PCSOs. Absenteeism figures for the month of
September 2007 show that further downward trends are being achieved, e.g. the September figs are:
police - 7.2 days per officer, staff - 9.9, TWs - 11.6 and PCSOs - 8.3.

Although the traffic warden figure is high the number of days lost is numerically very low and even a
75% reduction would not impact on the overall position.

Average working days lost for all police staff by financial year from 2000/01 - 2006/07

Financial Year      Police Officers Police Staff Traffic Wardens    PCSO's Total average working days lost
2000/01                  10.550       10.619          21.438                            10.791
2001/02                  10.483       10.849          19.285                            10.744
2002/03                   9.615       10.854          19.869          4.052             10.113
2003/04                   8.419       10.785          14.339         11.816              9.221
2004/05                   7.472        9.889          15.509         12.171              8.421
2005/06                   7.159        9.859          11.768         11.171              8.159
2006/07                   7.423       10.343          12.412          9.263              8.416

     Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
     PCSO Steve
     Question No: 140 / 2007
     Richard Barnes

     What would you say to the police sergeant who felt compelled to complain that PCSO Steve, the Safer
     Neighbourhood mascot left his team feeling isolated because he was too white and too male?

     The Safer Neighbourhoods' mascot PCSO Steve was developed by a team in Sutton and based on a real
     life PCSO. The mascot is used very successfully as a youth engagement tool especially for children of
     primary school age. Due to the high demand of use from other Safer Neighbourhoods Teams further
     costumes were purchased after consultation with all of the Safer Neighbourhoods sergeants. Other
     mascots are currently being developed to represent both PSCOs and Constables that better reflect the
     diverse communities of London. These will hopefully be available for use during the early part of next
     year. Sergeants are not compelled to use the mascot and guidelines are available as to what type of
     engagement activity the mascot can be used for.

     Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
     PCSO Steve
     Question No: 141 / 2007
     Richard Barnes

     What was the cost to the MPS of introducing PCSO Steve?

     The original PCSO Steve costume (which was invented and designed on Sutton borough) cost around
     £1,000. This was paid for through local sponsorship in Sutton from a plumbing firm.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
PCSO Steve
Question No: 142 / 2007
Richard Barnes

Have the MPS allocated funds to enable the creation of more ethnically diverse mascots? If so, how

The project has been widened out, firstly by renaming it 'Police Pals' and secondly by enlisting the
services of the Diversity & Citizen Focus Directorate.

The 'Police Pals' Working Group have commissioned DCFD to design three further characters: a
female PCSO, a male PC and a female PC. These characters will be more representative of London's
population and the diverse range of police personnel. The choice of characters will allow the concept of
a SN team to be presented to young children as well as delivering an important message about the
different roles of PCSOs and Constables.

Funds have been allocated for the creation of additional more diverse characters. The approximate cost
is as follows:
   £600 for the design of three new characters
   £14,400 for the production of 12 costumes, 4 for each new design.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
MPS Diversity Training
Question No: 143 / 2007
Richard Barnes

How much has the MPS spent on the delivery of diversity training courses in each year from 2000?


2000 – 2002 - From 2000-2002 MPS-wide diversity training was delivered under the umbrella of the
Community and Race Relations (CRR) Training Programme. The CRR Programme was delivered
across the police service from the end of 1999 onwards as a direct response to the training
recommendations of the Stephen Lawrence Inquiry.

The total programme delivery cost was £3.3M or £1.1M per year, which equated to approximately
0.5% of the MPS annual budget at that time. The programme was completed on 31 December 2002.

At the time every police officer and member of 'front-line' police staff attended a two-day programme
and the programme was delivered to approximately 34,500 personnel. Approximately 6,500 non-
frontline personnel also attended a one-day version of the programme.

The majority of programme costs were taken up with Associate Trainer fees, given that the programme
was co-delivered by MPS Diversity Trainers and approximately 80 trainers recruited from the
community. Associate Trainers received £325 per training day and the total Associate Trainer
expenditure was approximately £2.2M. The remainder of the budget was required for accommodation
costs as the majority of the training was delivered at community-based venues.

2002 to date - From 2002 onwards the MPS like the majority of other forces has focused on integrating
diversity issues into existing training programmes rather than the delivery of separate stand alone
courses. For example diversity issues across the six primary strands of age, disability, gender, race,
religion/faith and sexual orientation have been integrated into training for student officers and trainee

From 2004-2006 the delivery of the diversity elements of the Recruit Foundation Course, training for
Dedicated Detention Officers, Station Reception Officers and PCSOs was supported by MPS Diversity
Trainers and Associate Trainers together with input from a range community contributors.

In 2004 Associate Trainer and Community Contributor expenditure was £212.251K

In 2005 Associate Trainer and Community Contributor expenditure was £247.239K

In 2006 Associate Trainer and Community Contributor expenditure was £236.172K

During 2006 the Directorate of Training and Development took over the delivery of the diversity
elements of the PCSO Foundation Course and the Initial Police Learning and Development Programme
and the employment of Associate Trainers to support these programmes was discontinued. Community
contributors continue to support a number of facilitated diversity modules and community contribution
for 2007 is anticipated to be approximately £130K.
Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
MPS Diversity Training
Question No: 144 / 2007
Richard Barnes

Do the MPS outsource their diversity training to third party organisations? If so, can you
provide a schedule of these third party providers since 2000 along with the amounts paid to each


As detailed above, since the end of 2002 no separate stand alone diversity training has been delivered
in the MPS. From 1999-2002 the Community and Race Relations programme was co-delivered by
MPS Diversity Trainers and (approximately 80) trainers recruited from the community rather than by
separate companies or organisations. Associate Trainers received £325 per training day and the total
Associate Trainer expenditure was approximately £2.2M.

To summarise, MPS Diversity Training expenditure from 2000 to present:

2000:                   £1.1M

2001:                   £1.1M

2002:                   £1.1M

2003:                   No significant expenditure1

2004:                   £212K

2005:                   £247K

2006:                   £236K

  In 2003 there was a period of evaluation and review across the Police Service to assess the impact of diversity
training programmes. This included work undertaken by HMIC pending the publication of the National Race and
Diversity Learning and Development Programme in 2004.
Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Safer Neighbourhood Patrol Bases
Question No: 145 / 2007
Richard Barnes

How many Safer Neighbourhood teams have now been accommodated into their own patrol bases
within the community?

There are currently 450 Safer Neighbourhoods teams from a total of 630 that have been accommodated
in their own patrol bases within the community.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Safer Neighbourhood Patrol Bases
Question No: 146 / 2007
Richard Barnes

How many teams are still waiting for patrol bases within their own communities?

There are currently 180 teams awaiting their final accommodation. These teams are currently
accommodated in other areas of the borough as close as possible to their wards.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Safer Neighbourhood Patrol Bases
Question No: 147 / 2007
Richard Barnes

Can you provide an analysis of how many ward based patrol bases have been opened in each
year since the creation of the Safer Neighbourhood programme?

The Safer Neighbourhoods Programme started during the early part of 2004 and the teams have been
accommodated in ward bases as the programme progressed. The following figures relate to the number
of new build patrol bases.

2004 -5
2005 -60
2006 -51
2007 - 42

Total - 158

The number of Safer Neighbourhoods Teams permanently accommodated in ward based
accommodation was as follows (these are cumulative figures)

2004 – 41
2005 – 226
2006 – 404
2007 - 450

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
MPS Advertising
Question No: 148 / 2007
Richard Barnes

Can you provide a schedule detailing how much has the MPS spent on advertising in each year since

The answer is as follows:

                      Advertising Costs

     2000/01                4.3
     2001/02                4.7
     2002/03                6.2
     2003/04                3.0
     2004/05                4.2
     2005/06                3.5
     2006/07                6.7
     2007/08 *              4.6

*Forecast cost

Sir Ian Blair, Commissioner of Police of the Metropolis
MPS Overseas Travel
Question No: 149 / 2007
Richard Barnes

Can you provide a schedule outlining the number of foreign trips taken by MPS personnel since 2000
along with the associated cost?

Between 2000-2007 the MPS has undertaken a total of 29,784 foreign trips. A break down of the
number of flights taken by calendar year can be found below:

Year             Cost          No of Trips
2000            £2,217,018     2367
2001            £3,032,632     2767
2002            £3,622,769     3338
2003            £4,512,484     3699
2004            £4,650,960     4280
2005            £7,453,106     6477
2006            £4,282,523     4067
2007            £3,054,368     2789

There was a substantial increase in the number and cost of overseas trips in 2005 as a result of travel
requirements during the undertaking of Operation Bracknell, in response to the Boxing Day Tsunami of
2004 in South-East Asia.

All overseas travel by members of the MPS is subject to authorisation by an ACPO ranking officer or a
senior member of police staff in overall charge of a business area. All proposed foreign travel must be
fully justified and supported by a robust business case.

The MPS seeks to book the cheapest price travel available bearing in mind operational requirements.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Operation Safeguard
Question No: 150 / 2007
Richard Barnes

What is the total cost to date of the MPS of complying with Operation Safeguard?

The MPS commenced providing cell accommodation to hold prisoners on behalf of the Home Office
on the 23 November 2006 following the invocation of Operation Safeguard by the Home Secretary.
Operation Safeguard has been in continuous operation within the MPS since that time apart from a
brief period between the 23 December 2006 and 16 January 2007.

The estimated total cost of complying with Operation Safeguard, to the MPS, between 23 November
2006 and 30 September 2007 is £9.2m.

The Home Office has paid £5.2m to date to the MPS for the provision of cell accommodation to hold
prisoners as a result of the invocation of Operation Safeguard. The MPS is in the process of invoicing
the Home Office in respect of outstanding monies.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Operation Safeguard
Question No: 151 / 2007
Richard Barnes

How much to date has the Home Office paid to the MPS following compliance with Operation

The Home Office has paid £4.1m for the provision of cell accommodation to hold prisoners as a result
of the invocation of Operation Safeguard in respect of 2006/07 and April 2007. The MPS is in the
process of invoicing the Home Office in respect of sums due from May 2007.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Operation Safeguard
Question No: 152 / 2007
Richard Barnes

Can you provide a schedule detailing the number of MPS cells used by the Prison Service month by
month since the implementation of Operation Safeguard?


Operation Safeguard - Allocation and usage of MPS police cells for 2007

                                              Provided               Used

  Jan                                              915                466
  Feb                                             1391                278
  Mar                                             1524               1054
  Apr                                             1491                987
  May                                             1513               1237
  Jun                                             1772               1501
  Jul                                             1367                 76
  Aug                                             1491                962
  Sep                                             1468               1248

  Total                                           12932           7809
               (Operation Safeguard activated in January 2007)
Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Operation Overt
Question No: 153 / 2007
Richard Barnes

What is the current cost to the MPS of Operation Overt?

The total net additional costs the MPS has incurred on Operations Overt / Overamp since the beginning
of the Operations to September 2007 is: £23m.

This is a net figure, having been adjusted for the £3m funding the MPS has received from the Home
Office (2007/08) specifically to assist in the funding of Overt.

Sir Ian Blair (Commissioner of Police of the Metropolis) and Len Duvall (Chair, MPA)
Workforce Data
Question No: 154 / 2007
Richard Barnes

Can you provide a schedule detailing workforce strength broken down between officers, PCSOs and
police staff by borough as at 31st October 2007?

The Workforce Data Booklet (which breaks down the information as requested) is supplied to the
Mayor’s office by the MPS every month. The most up to date information currently available is for the
end of September. This version has already been forwarded to the Mayor’s office.


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