Joint Annual Report of the MPS and MPA 2007/08

Policing London Annual Report 2007/08Metropolitan Police Service & Metropolitan Police Authority

ForewordThis annual report sets out the workundertaken by the MPS and MPA during2007/08 to protect and reassure thecommunities of London.The details of the reductions in crime arespread throughout this report, but this isan opportunity to mention the highlights:• Overall crime levels have reducedby 6.5% so that fewer than 900,000crimes were recorded in London lastyear for the first time in the last tenyears. The homicide rate was thelowest in the last nine years; robberiesdeclined 20% in the last year. Ourdetection rate has risen in almost everycategory of offences.• Just taking the total crime figures, ourachievements this year represent notonly a 6.5% drop on last year, but a12% drop on the year before, a 15%drop on the year before that and a 19%drop on the year before that. That hasnever happened before in the Met’srecent history.• The Crime Victims Survey showssatisfaction with ease of contactcontinuing to rise from 86% in 2006/07to 89%. The largest improvement is foroverall satisfaction of victims of racistincidents, which rose 5 percentagepoints in 2007/08 to 69%.However, our successes in thesecategories of crime are outweighed - andwe think quite rightly - in the public mindby the continuing rise in murders amongyoung people. 28 teenagers died inLondon during this performance year.This number is completely unacceptableand makes people, young and old,teenagers and parents, understandablyafraid. The MPS is taking co-ordinatedaction with the active involvement ofLondon’s communities, to changebehaviours and find long-term solutions.This annual report provides a collective viewof sustained activity to deliver our sevenstrategic priorities and meet a plethora ofperformance targets. Highlights include:• The imprisonment of a man for 33 yearsfor his part in the attempted bombingsof the London transport system• Improving public confidence byincreasing satisfaction in local policingto 64%• The seizure of £35.1 million in cashforfeiture and confiscation orders, anincrease of 36% on last year• 368 arrests made following a five weekinitiative over Christmas to tackle andreduce anti social behaviour on busesBoth the Authority and the Service similarlytake our corporate social responsibilityseriously and have made excellentprogress this year whilst ensuring a valuefor money policing service. Highlightsinclude:• The diversity of newly recruited policeofficers continues to increase with 20%of new recruits coming from black andminority ethnic background and 40.5%being female

• Targeted efficiency savings (cashableand non-cashable) of £76.1 millionwere over achieved by £47.3 million(unaudited) during the year.• A recycling level of 29%, which is anincrease of 9% on last year• The MPS utilises over 2,000 bicyclesfor operational policing activities andover 5,000 staff are cycle trainedGoing forward, it is clear that the yearahead will be a challenging one within atightening financial climate. Alongsidethis, concerns about the levels of seriousviolence amongst young people and thepolicing challenges presented by 2012Olympic and Paralympic Games drawever closer.The joint aim of the MPA and MPS is tocontinue the momentum of this year andwork in partnership to reduce crime,enhance public safety and improveservice delivery to make London safer foreveryone.Len DuvallChair MetropolitanPolice Authority2007/08Sir Ian BlairCommissionerof Police of theMetropolis

Section 1 Introduction 01Strategic Outcomes 02What we did well in 2007/08 02What we did less well in 2007/08 05Ongoing Challenges 06MPS Values 07The MPA 08Section 2 2007/08 Strategic Priorities 09Citizen Focus 10Counter-Terrorism 13Safer Neighbourhoods 16Criminal Networks 20Capital City Policing 23Information Quality 26Together 29Section 3 Corporate Social Responsibility 33Environment and Sustainability 34Equality and Diversity 36Health and Safety 38Section 4 Financial Performance 39Revenue 40Capital 41Section 5 MPS Performance in 2007/08 43MPS Performance in 2007/08 44Section 6 MPA Review of Performance 53Honours, Awards and Commendations 72Misconduct and Complaint Proceedings 74Threatened/Civil Actions and Damage Paid 74Section 7 Looking Ahead to 2008/9 75Policing Plan 2008-11 76Glossary of Terms 79Further Copies and Alternative Languages 81Contact Details 81

Section 1 Introduction01

Section 1: IntroductionSection 1 IntroductionThe purpose of the Policing London Annual Report is todemonstrate to the people of London, the government, the Mayorand other partners that the Metropolitan Police Service (MPS)and the Metropolitan Police Authority (MPA) have delivered whatwe promised to deliver in the most cost effective way possible.As such, this document has been structured to highlight theMPS’ performance regarding critical performance measures andtargets set by the MPA, as well as the MPS’ progress in deliveringimprovements in service delivery, as outlined in the PolicingLondon Business Plan 2007-10.Strategic OutcomesThis Policing London Annual Report ispart of our continuing mission of ‘workingtogether for a safer London’ and outlinesthe MPS’ key achievements in its journeytowards delivering improved policingoutcomes for Londoners, that of:• Crime, disorder, vulnerabilityand harm are prevented andreduced• More offenders are broughtto justice• Security is improved andthe public feel reassured• Communities are engagedwith, confident and satisfiedwith our police service.What we did well in2007/08The MPS is immensely proud of itssuccesses this year, achieving furtherreductions in crime, including violent crime,more offenders being brought to justiceand increased confidence in policing. Theservice has achieved the majority of thetargets set by the MPA. Below are someof the key performance achievements for2007/08:• Overall crime levels have fallen againthis year with recorded crime figuresfor 2007/08 at 862,032, down from921,779 in 2006/07. This is a reductionof 6.5% and is the lowest recordedcrime level in the capital for nine years.As such, this document builds on theprogress made in previous years indelivering these outcomes.02

Total Notifiable Offences 2005/06 to 2007/081,2001,000800984922862Thousands6004002002005/062006/07 2007/08• The number of offences brought tojustice during 2007/08 was 220,243,which exceeded our target of 197,200and maintained a year-on-year increaseof bringing more offences to justicesince 2004/05. This means that 72,171more offences have been brought tojustice this year than in 2004/05.• Violence against the person has alsoreduced again this year, with 24,521fewer offences than in 2005/06. This isthe lowest number of offences in the5-year period from 2003/04 to 2007/08,with almost 30,000 fewer offences thanthe peak year of 2004/05.Offences Brought To Justice 2005/06 to 2007/0830.0%25.0%26.1%20.0%15.0%18.5%22.4%10.0%5.0%0.0%2005/06 2006/07 2007/08Violence Against The Person 2005/06 to 2007/08200150197182172Thousands100502005/062006/07 2007/0803

Section 1: IntroductionThe MPS has also made significantprogress in delivering improvements inthe service it provided during 2007/08 ineach of its strategic priority areas. Keyachievements were:• The MPS has developed its servicesto improve its understanding of publicneeds, and introduced quality callbackto improve the support offeredto victims of crime. Although thetargets were not achieved this year,foundations have been put in place toimprove service delivery going forward• It has also improved its Counter-Terrorism capability throughrestructuring and enhancements inprocess, staffing levels and equipment,as well as developing a counterterrorismstrategy• The Safer Neighbourhoods teams haveimproved visible policing and havebeen working with partners to solvelocal crime and disorder problems.Crime and violent crime (aligned toBritish Crime Survey definitions) haveboth reduced, surpassing the targetsset• The number of Criminal Networksdisrupted has increased again thisyear and exceeded the target set.The homicide detection rate was alsoexceeded• Work on the Capital City policing priorityhas contributed to reductions in crimeand disorder in the capital, particularlywith regard to transport related crimeand reductions in road casualties• Information quality improvementshave assisted the MPS in providinga more efficient and effective service,particularly with regard to single signon and access to information• The Together programme hasintroduced the Leadership Academy(LA) local - a tailored interventionprogramme for Operational CommandUnits and expanded its portfolio ofleadership programmes.These achievements have been deliveredin the context of a tightening financiallandscape, including delivery of efficiencysavings.In addition, the MPS has undertakensignificant work to improve its efficiency,productivity and compliance. This hasrequired the Service to restructure itsbusiness support functions and review itsprocesses and put in place a more robustgovernance structure.04

What we did less well in2007/08The majority of the targets set for the MPSby the MPA around the agreed criticalperformance areas have been achievedduring 2007/08 (see section 5 for details).• Comparison of satisfaction of white andblack and minority ethnic persons withrespect to the overall service providedshows a 7% point gap against a 5.3%point gap target.• The percentage of domestic violenceincidents where arrests were maderelated to the incident was 42.1%against a 50% target. In July 2007an additional measure of offencearrest rate was introduced, as thiswas considered to be a more realisticmeans of assessing MPS/Boroughperformance.• While the MPS did not achieve thetarget set for it by the MPA for reducinggun-enabled crime this year, thereductions made in 2006/07 weresustained and a reduction was stillachieved during 2007/08.The chart below shows a 12.7% reductionon 2005/06, with 2007/08 showing thelowest number of gun enabled crimefor the five-year period from 2003/04to 2007/08, with over 600 (16%) feweroffences recorded than in 2003/04.Gun Enabled Crime 2005/06 to 2007/084,0003,8073,0003,375 3,3282,0001,0002005/06 2006/07 2007/0805

Section 1: IntroductionOngoing challengesThe MPS faces considerable ongoingchallenges in reducing crime and thefear of crime, set in the context of agrowing, complex, world city. Buildingon our genuine success in recent years,the Service will focus with its partners onreducing crime further and bringing moreoffenders to justice. We will focus on youthcrime, tackling antisocial behaviour andserious violence involving the use of knivesand guns.In addition, we will tackle serious crimeand the harm caused by drugs. The MPSwill seek to improve the access people -especially victims and witnesses - have toour services and the quality of the servicethey receive when they need it andimprove our engagement with London’scommunities and stakeholders.At the same time, the MPS must continueto prepare to deliver a safe and secureOlympic and Paralympic Games in Londonin 2012. The Service will continue toprovide policing services for the increasingnumber of public events held in theCapital.We will also continue to enhance ourcapacity and capability to keep Londonsafe against the real and continuing threatfrom terrorism.The MPS must carry out the full spectrumof our policing activities against anincreasingly tight financial backdrop.This means the Service must becomemore efficient, putting in place clearer,more robust governance arrangementsand realising full benefits from significantongoing change programmes.Achievement of the four strategicoutcomes for Londoners continued to befocused in the seven key areas outlinedbelow during 2007/08, as outlined inour Policing London Strategy and Plan2007-10.• Citizen Focus - To improve ourunderstanding of the needs of London’scommunities by engaging, listening tofeedback and communicating withthem to deliver the police service thatis wanted and needed06

• Counter-Terrorism, security andprotection - To minimise risk andvulnerability to life and property, createa hostile environment for the terroristsand increase the feeling communitieshave of safety and confidence• Safer Neighbourhoods - To makea positive change to the local policeservice we provide in London bylistening to the needs of local peopleand working with partner organisationsand communities to tackle crime andanti-social behaviour that negativelyimpact on people’s feelings of safetyand security in their neighbourhood• Criminal Networks - To understand,tackle and reduce the harm criminalnetworks cause in our communitiesand neighbourhoods by developinga new understanding of the socioeconomicand political impact ofcriminal networks• Capital City Policing - To providereassurance that the MPS is working24 hours a day with our partneragencies to ensure the safety ofresidents, commuters and tourists inLondon• Information Quality - To achievean effective police service for London,good quality information is one of theMPS’ most valuable resources andmust be reliable and complete. Theeffective management of informationenables vital decision making andallows us to be proactive, prevent crimebefore it occurs and bring offenders tojustice• Together - The Together programmeis about increasing values-basedleadership and management capabilityacross the organisation in support ofachieving improved quality of service,enhanced partnership working andincreased confidence and satisfactionin the service provided to the public.MPS valuesThe MPS understands that the way inwhich people work is as important aswhat they do. As such, the MPS’ valuesare integral to continuously improving theservice it delivers to the people of London.The MPS’ values are that:We will achieve our outcomes by workingtogether with all our citizens, our partnersand our colleagues and we will:• Be proud to deliver quality policing,there is no greater priority• Build trust by listening andresponding• Respect and support each otherand work as a team• Learn from experience and findways to be even betterWe are one team - we all have a duty toplay our part in making London safer.The MPS employs in excess of 50,000people across London in 32 BoroughOperational Command Units (BOCUs),supported by specialist operationalunits that provide pan-London, nationaland international support, together withsignificant business and informationtechnology support.07

Section 1: IntroductionThe service provides a 24-hour responseto calls for assistance from the public,in particular relating to crime, anti-socialbehaviour and public order. The Servicealso works in partnership at local, nationaland international levels to tackle violence,serious and terrorist crime and criminalnetworks as well as quality of life issues.Performance monitoring ofthe 2007/08 PlanMembers of the MPS’ Management Boardwere held accountable for specific areasof the Policing London Strategy and Plan,the critical performance areas and projectsand programmes.In order to ensure that our plannedactivities result in improvements, thestrategic priorities had key deliverablesidentified to assist the MPS in monitoringachievement in these areas. This includedmonitoring the critical performance areasat Performance Board and ManagementBoard.The MPA has 23 members - twelve fromthe London Assembly, four magistratesand seven independent members, one ofwhom is appointed directly by the HomeSecretary. The members are supported intheir work by the secretariat and internalaudit services. Each member is linked withat least one borough, and members arealso elected to promote and representviews or policies in specific areas of workagreed by the MPA and its committees.The Authority’s priorities are: to hold theCommissioner rigorously to account forimproving the operational performanceof the MPS; transform communityengagement to help Londoners securemore responsive policing; work with theMPS to achieve cultural change throughoutthe service so that everyone in Londoncan gain and retain confidence in policing;drive the MPS to make the most effective,efficient and cost conscious use of all of itsresources; deliver a fit for purpose, efficientand effective MPA.The MPAThe MPA is a statutory body, establishedunder the Greater London Authority Act1999, which came into effect in July 2000.The Authority gives Londoners a regime oflocal democratic accountability for policing.Members of the Authority scrutinise andsupport the work of the MPS.08

Section 2 Plan 2007/08 Strategic Priorities09

Section 2 2007/08 Strategic PrioritiesThe MPS’ 2007-10 strategic priorities were identified as partof the strategy development process. This took account ofthe MPS’ intelligence and performance assessments, as wellas government and mayoral priorities and includes public andpartner consultation. This is detailed within the Policing LondonStrategy and Plan 2007-10.This section is a summary of the MPS’ progress during 2007/08under each of the seven strategic priorities. A more detailedreview of MPS performance measures against objectives/keydeliverables during 2007/08 for each of these priorities can befound in section 5.Section 2: 2007/08 Strategic PrioritiesCitizen Focus‘To improve our understanding of the needs of London’s communitiesby engaging, listening to feedback and communicating with themto deliver the police service that is wanted and needed’Key Deliverables for 2007/08:• Working towards full complianceon the MPS Quality of ServiceCommitment, which includesensuring ease of contact to us,providing a professional and highquality service and keeping youinformed• Full customer call-back processin place• Continued dissemination of citizenfocus good practice across theMPS• Implementation of ‘Your VoiceCounts’ system for the public toleave comments• Development of a corporate andbusiness group performanceframework to more broadly reflectcitizen focus outcomes.10

Improved quality of serviceFront countersAchievements this year have includeddeveloping an improved understandingof how front counters are used in policestations, as well as what our customersneed and their expectations are. We havealso undertaken initiatives to reduce frontcounter waiting times and have recruitedand trained 93 Station Police CommunitySupport Officers (SPCSO), with a further140 awaiting training.Citizen Focused policing is aboutimproving the way the MPS understands,communicates with and engages withcommunities, whether as direct usersof services or as members of the widerpublic. It is a way of working that putsthe requirements of citizens at the heartof decision making and is integral toeverything we do.Further progress has been made thisyear in delivering critical pieces of workunder the Citizen Focus programme. Keyachievements have been made this yearin working towards improving people’saccess to, and engagement with, theirpolicing service. The programme isbeing delivered across the MPS undersix key areas, this includes ensuring thatthe full benefits of programmes suchas Safer Neighbourhoods and CentralCommunications Command (CCC) will berealised by ensuring that improvements inservice delivery are core to mainstreamingthese programmes throughout the MPS.Focus on crime victimsDuring 2007/08 the MPS introducedVictims Focus Desks into every boroughin order to improve the support providedto victims of crime.In 2007/08 Safer Neighbourhoods teamshave significantly increased their contactwith victims. During the year the teamsmade nearly 75,000 victims’ visits. Thisrepresents a very significant increase onthe previous year (nearly 80%). This hasalso made a significant impact in keepingvictims informed. Each of the 32 BOCUsnow has specially trained PCSOs (entitledVictim PCSO) staffing their Victim FocusDesks.Key encountersAlso during 2007/08 we have developeda Key Encounter Training Programme,which includes the MPS’ Quality ofService principles. This is intended to raiseawareness in our staff of the importanceof providing a good service at everyencounter, whether it is answering a queryvia e-mail or dealing with a victim of aserious crime.11

Introduced Quality Call-BackA significant achievement during 2007was the launch of a corporate Quality Call-Back process, which involves supervisorsroutinely contacting members of thepublic to seek feedback about the qualityof service that they received. This processwas developed in collaboration withinternal practitioners as well as victims ofcrime.The process gives supervisors real-timeinformation about the experiences ofpeople with whom their teams have hadcontact. This provides real opportunitiesfor service recovery at an early stagewhere feedback was poor and enablesreward and recognition when serviceprovision has been good. The overall aimof the process is to improve service qualityand the citizens levels of satisfaction andconfidence.Central CommunicationsCommandThe Central Communications Commandprogramme is now completed, thebenefits of which have started to berealised. For instance, more people whotelephone the MPS receive a speedier callanswering service. As a result first contactsatisfaction is high. We are also developinga better understanding of the end-to-endexperience of the MPS’ service users andhow and where the service can improve.Your Voice CountsAlso introduced this year was a new facilitycalled ‘Your Voice Counts’, hosted on theMPS internet site, through which membersof the public can give their feedback ontheir experiences of any aspect of MPS’service delivery.This facility has enabled the MPS torespond to and learn from service users’experiences, which it is hoped will increasetheir confidence, trust and satisfactionwith MPS services.Continued disseminationof good practice acrossthe MPSSafer NeighbourhoodsThis focuses on ensuring that theSafer Neighbourhoods programmeis mainstreamed into MPS business,progress is sustained and the expectedservice delivery benefits from thisprogramme are fully realised.The Citizen Focus policing approach toembedding Safer Neighbourhoods hasincreased the channels of engagementincluding Safer Neighbourhood wardpanels, community panels, publicconsultation exercises, surveys anddiscussion groups.Developed a performanceframeworkDuring 2007/08, we have developeda broader performance framework forCitizen Focus, including ensuring it isreflected in performance regimes andbusiness activities throughout the MPS.In addition, ‘Community and CustomerFocus’ standards of behaviour have beenincluded in all performance developmentreviews, promotion processes and internalappointments. Citizen Focus principleshave also been incorporated into theguidance that supports all training andpolicy development processes.Section 2: 2007/08 Strategic Priorities12

Counter-Terrorism‘To minimise risk and vulnerability to life and property, create a hostileenvironment for the terrorists and increase the feeling communitieshave of safety and confidence’Key Deliverables for 2007/08:• To create a safer environmentin London boroughs throughsecurity, protection and counterterrorismwork• To increase advanced identificationof threats from, andopportunities for countering,terrorism• To enhance the security of keylocations and protected personsDuring 2007/08 operational demandson the Counter-Terrorism Commandremained extremely high. Much of thework arose from the investigation of theevents in London and Glasgow duringJune/July 2007 as well as a number ofcontinuing cases that are progressingtowards court trial dates. Despite thesedemands, progress has been made toimprove the counter-terrorism capability ofthe MPS, including support for boroughs inimproving their counter-terrorism activity.In this reporting year, much has been doneto design and build a structure that will besuitable for us to meet any new terroristchallenges as they arrive. Whilst many ofthese may be invisible to the public eye,such as improvements and enhancementsto our intelligence flows, accommodation,staffing levels and equipment, we havealso been developing our relationship withfront line policing.A key aim of counter-terrorist investigationsis to disrupt terrorist networks and toreduce the capability of terrorists to carryout their crimes. To allow the planningof such crimes to continue may presentconsiderable risk to the public. Thenumber of such disruptions is monitoredas a measure of the effectiveness of ourresponse. Disruptions are assessed in thesame way as they are for conventionalcriminal networks and the processes thatsupport the assessment are the same.13

There will, however, be significant variationin the impact that such disruptions have.For example, some cases may result inthe foiling of a planned major bombingcampaign, while others may reduce thefunding or resources available to mountsuch an attack. Given that the disruption ofterrorist activity may lead to a reduction inthe overall number of networks a decreaseas well as an increase in such disruptionsmay be an indicator of success. Forthis reason no target for the number ofdisruptions achieved was set. Howeverduring 2007/08 a number of terroristnetwork disruptions were agreed throughthe MPS disruption assessment process.Improved support for localcommunitiesTo improve the safety of local environmentsit is essential that communities are properlyengaged and that front line staff have abroad understanding and awareness ofterrorism. It is also important that counterterrorismis embedded as ‘business asusual’ within all local policing activity.To ensure an appropriate CTIO capabilityexists, during 2007/08 the numbers of suchofficers were increased to ensure that atleast 85% of London boroughs (includingHeathrow) have a dedicated resource. Thenumber of CTIOs steadily rose during theyear and the target has been exceeded- 91% of London boroughs now have atleast one dedicated CTIO.The prompt attendance of specialistresources to the scene of incidents isalso vital if any risks to public safety areto be minimised. MPS CBRNE (Chemical,Biological, Radiological, Nuclear andExplosive) officers from within SO arecalled out to attend such scenes withina target time on 95% of occasions. Thenumber of callouts showed a significantincrease of just under 30% over 2006/07(444) due to increased vigilance followingthe terrorist incidents in Haymarket andGlasgow at the end of June. During2007/08, officers were deployed to 576incidents and on 100% of occasions theyattended within the target time.Section 2: 2007/08 Strategic PrioritiesWithin the MPS, Specialist Operations(SO) provide specialist capability for theinvestigation of terrorist offences andthe management of relevant intelligence.They also support activity at a local levelby maintaining close links and ensuringappropriate knowledge is shared withBOCU colleagues through a network ofcounter-terrorism Intelligence Officers(CTIOs). These are specially selectedcounter-terrorism detectives who workalongside locally based colleagues. Thisapproach enables the officers to improvetheir own understanding of communitieswhilst providing a valuable source of expertadvice and guidance for patrolling staff.14

Enhanced security of keylocations and protectedpersonsProviding effective protection againstterrorism and the threat it poses to keypeople or locations is a key element ofSO’s operational role. In this reporting yearthe MPS has been engaged in a number ofhigh profile visits to London; these includethe visits of the President of France andKing Abdullah of Saudi Arabia.Staff within SO also support public eventplanning, to ensure risk is minimised,and provide advice and guidance tothe business community in relation toprotective security measures againstterrorism.To ensure opportunities for improvementin service delivery are identified and actedupon, a number of operational processesrelating to the provision of security (forboth locations and people) have now beenmapped. The resulting process mapshave been used to assess regularly ourperformance in relation to the key activities.These assessments have identified areasfor improvement and these have beenimplemented.Developed an MPSCounter-TerrorismStrategyThe MPS has developed a Counter-Terrorism Strategy around four key areasof ‘Pursue’, ‘Prevent’, ‘Protect’ and‘Prepare’ which will further progress theMPS’ counter-terrorism capability and helpembed counter-terrorism work throughoutpolicing activity in the MPS during 2008/9and beyond.During 2007/08 following investigationsled by the MPSCounter-Terrorism Commandover 40 people were convicted ofterrorist-related offences. Prisonsentences imposed on theseindividuals ranged from a fewmonths to a minimum of 40 years.In total the sentences amountedto approximately 600 years.15

Section 2: 2007/08 Strategic PrioritiesSafer Neighbourhoods‘To positively change the local police service we provide in Londonby listening to the needs of local people and working with partnerorganisations and communities to tackle crime and anti-socialbehaviour that negatively impacts on people’s feelings of safety andsecurity in their neighbourhood’Key Deliverables for 2007/08:• To improve the quality ofcommunity information andintelligence• To increase satisfaction andconfidence in local police• To increase police visibility,familiarity and accessibility• Together with our partners, toimprove the feeling of securitywithin neighbourhoods• To reduce crime and anti-socialbehaviour• To reduce the harm to vulnerablepeople in the community• To increase the sanction detectionrate (to support the increase ofoffences brought to justice)The Safer Neighbourhoods programmewas conceived during 2004 with therollout of Safer Neighbourhoods teams toall 630 wards of London completed during2006/07 - 16 months ahead of schedule.The intention of these teams was to providevisible, accessible local teams to work withpartners to address the concerns of localpeople. Achievements during 2007/08include further decreases in overall crime,fear of crime and anti-social behaviourand an increase in visibility and publicconfidence in policing.• To protect the interests of and toensure the safety of children andyoung people16

The MPS has also made considerableprogress in recent years within itscriminal justice reform programme. Someexamples of work undertaken during2007/08 are as follows:The MPS has three areas pilotingCommunity Justice Boards. Theseare progressing well and stakeholdercommitment and enthusiasm is high.Work continues within the three projectboards to continually refine processes bothwithin the Court and ensuring offendersare correctly bailed to the CommunityCourts from custody. Early wins within thepilots have been the direct engagementbetween offenders and magistrates andthe judiciary have reported benefits ofbeing able to challenge offenders and getto the bottom of issues.The Criminal Justice Simple SpeedySummary (CJSSS) project was introducedto speed up and simplify case progressionand to adopt a more proportionateapproach. This has now beenimplemented fully across London andsigns of significant improvement are beingseen.The MPS is working as part of the LondonCriminal Justice Board (LCJB) to deliverthe Beacon programme. The Beaconprogramme is a national initiative led by theOffice for Criminal Justice Reform (OCJR)that seeks to support local criminal justiceboards to drive criminal justice change andreform in their area and to deliver improvedlocal services. LCJB agreed last year thatLondon should be one of ten nationalBeacons and that Westminster should bethe case study site. Westminster has madegood progress in implementing a numberof projects within the Beacon programmeduring 2007/08.Increased engagementwith young peopleYouth engagement is a main priority forthe MPS and local Safer Neighbourhoodsteams have made a concerted effort inthis area. Thus a key activity for SaferNeighbourhoods has been trying toengage with and understand the needsof young people, and since June 2007 all630 Safer Neighbourhoods teams acrossLondon have been tackling specificpriorities that reflect the needs of youngpeople. The overriding principle behindyouth engagement is to use a problemsolving approach to identify and resolveissues of concern to young people.The central Safer NeighbourhoodsUnit has initiated, for the second yearrunning, an on-line youth survey to identifyyoung people’s fears and perceptions ofcrime throughout London. Most seniorcomprehensive schools across Londonboroughs have backed this survey.Reduced harm tovulnerable peopleRecorded rape offences have declined in2007/08 and are at the lowest level since1998/99. Recorded sexual offences arealso at their lowest level since 2000/01.All three types of recorded hate crime havefallen, with improved sanction detectionrates compared with 2006/07:• Domestic violence reduced by 6.9%• Racist crime reduced by 13.3%• Homophobic crime reduced by 17.1%Section 2: 2007/08 Strategic Priorities18

This has resulted in a dramatic increase inthe use of POCA legislation during 2007/08.The number of cases where assets wererestrained or seized has increased from945 in 2006/07 to 2,288 in 2007/08,against a target of 1,000. The total valueof cash forfeiture and confiscation orderswas £35.1 million. This is an increaseof 36% on the 2006/07 figure of £25.2million and meets our ambitious target of£35 million.Engagement withcommunitiesProgress this year includes identifyingthose communities most affected by theactivities of criminal networks through theuse of the criminal networks prioritisationmatrix. This work is still underway. Thisinformation is being used to develop themost appropriate level of communityengagement in collaboration with ourDiversity and Citizen Focus Directorate.Improved analysisof victim supportDuring 2007/08, work has been undertakento analyse the causes of attritionfor cases against criminal networks.This has included the need to set up arobust mechanism to capture attritiondata. This information will then be usedto assist the MPS in tackling the issuesraised and improve services for victimsand witnesses.Officers from the Serious andOrganised Operational CommandUnit were alerted to akidnapping and took steps tosecure the assistance of a familymember to negotiate the victim’srelease. Through the deploymentof surveillance and intelligenceassets, staff managed to identifyeleven people connectedto this kidnapping and ransompayment. Once the hostage wasrescued the kidnappers werearrested. During this investigation£102,000 cash was seized.Section 2: 2007/08 Strategic Priorities22

Capital City Policing‘To provide reassurance that the Metropolitan Police Service isworking 24 hours a day with our partner agencies to ensure the safetyof residents, commuters and tourists in London’Key Deliverables for 2007/08:• To increase satisfaction andconfidence in the way we deliverCapital City Policing• To increase the levels ofsatisfaction with the way weprotect London’s people, buildingsand infrastructure• To ensure proper and effectiveplanning of the 2012 Olympic andParalympic Games, coordinatingwith other security andemergency services, in line withthe key milestones of the OlympicSecurity Programme• To increase the level of satisfactionwith the specialist policingresources we provide to preventand reduce crime, disorder,vulnerability and harm• To assist in the reduction of crime,disorder, vulnerability and harmthrough the provision of specialistpolicing services• To improve arrest and convictionrates for priority offencesThe overall aim of the Capital City Policingstrategic priority is to ensure the safetyof residents, commuters and tourists inLondon. Progress in this area includesreduction in those killed and seriouslyinjured in road traffic collisions, includingachievement of the target for reductionsin children killed and seriously injured thisyear. Transport Operational CommandUnit (TOCU) figures indicated reductionsin bus related crime, including significantreductions in the number of robberies.23

Reduction in crime,disorder, vulnerabilityand harmIn contribution to this priority, specialistunits within the MPS have made over22,000 arrests during 2007/08. Theseinclude units such as the Territorial SupportGroup (TSG) who provide pan-Londonsupport to BOCU’s and TOCU. This hasassisted in reducing crime and disorder aswell as contributing to improved sanctiondetection rates.A year on year comparison (from February2007 to January 2008) of key TOCUperformance measures indicate that:• Recorded bus related crime reduced by13% (5,336) from 39,540 to 34,204TOCU officers and Traffic PoliceCommunity Support Officers boardeddaytime, early evening and night busesacross the network in southeast, southwest,northeast and northwest London.As a result of this action, 368 arrests weremade for a range of offences.Reduced road casualtiesThe number of people killed per month orseriously injured in road traffic collisionsfrom April 07-Mar 08 reduced by 3.3%from 2006/07, which is a significantreduction on the target set of 3%. Also, forthe first time since figures were recorded,the number of children killed and seriouslyinjured in road traffic collisions has reducedbelow the target set by the governmentand the GLA.Section 2: 2007/08 Strategic Priorities• Robberies reduced by 30% (1,921)from 6,573 to 4,652• Criminal damage reduced 15% (2,015)from 8,026 to 6,011• Theft and handling reduced by 11%(1,515) from 14,820 to 13,305.In addition, the MPS has undertakenseveral major operations over the last12 months, which have resulted in over1,000 arrests, significant partnershipworking and visible reassurance acrossLondon. An example of this is OperationErica. This was undertaken over the peak2007 Christmas period and involvedimplementing a range of tactics to tackleand reduce anti-social behaviour anddisorder on buses. The five-week initiativetook place across the capital to provideincreased public reassurance, and tofocus on anti-social behaviour, theft androbbery and criminal damage.24

Improved air supportcapabilityThe MPS’ Directorate of Information (DoI)working with the Air Support Unit (ASU)has developed the most technologicallyadvanced police helicopters in the world.The state-of the-art technology providedin the three helicopters helps officers tocollect higher-quality evidence and providemore effective incident management.Each helicopter is equipped with a digitalvideo recording system and an uplinkand downlink system, which transmitsimages and audio of near broadcastquality over distances never achievedbefore. The three helicopters have beenused to support major public order eventswithin the capital such as the Notting HillCarnival, Trooping of the Colour and NewYear’s Eve celebrations.Improved satisfactionDuring 2007/08 work has been undertakento improve the satisfaction of thoseinvolved in road traffic collisions. Therewas a slight increase in overall satisfactionof road traffic victims in 2007/08 (73.1%)from 72.05% in 2006/07.Continued planningand preparation of theOlympicsThe planning year 2007/08 has beenone of challenge and success for theOlympic Security Directorate. Theprogramme governance structures havebeen established, including an OlympicStrategic Oversight Board chaired by theCommissioner.A vast amount of planning and preparationwork has been undertaken regardingareas such as Counter-Terrorism,command and control as well as otheroperational support, recruitment, training,infrastructure, accommodation and ITsupport.Operation ArgonThree operations ran inSeptember 2007, October/November 2007, and December2007/January 2008 (Argon) andtotalled 60 operations targetinggun crime in and around London’snightclubs. The operation was apartnership between a numberof MPS units, including Trident,Clubs and Vice, SpecialistFirearms, Met IntelligenceBureau, the Territorial SupportGroup, Traffic and Dogs.As 15% of all London shootingsoccur in and around bars andclubs, Operation Argon was setup to combat this directly. Theseoperations yielded; 904 vehiclesidentified with possible links to:firearms incidents (349), gangs(113), drugs (211). Of these 336were stopped, 274 searched,resulting in 102 arrests. Thesearrests were for offences rangingfrom possession of firearms andother weapons, drug dealing,weapons and violence, theft ofmotor vehicle, etc.25

Section 2: 2007/08 Strategic PrioritiesInformation Quality‘To achieve an effective police service for London, good qualityinformation is one of the Metropolitan Police Service’s mostvaluable resources and must be reliable and complete. The effectivemanagement of information enables vital decision making and allowsus to be proactive, prevent crime before it occurs and bring offendersto justice’Key Deliverables for 2007/08:• Saving officer time through lessre-keying of information, byjoining more systems together,and simplifying access to themsecurely using single sign on• Increasing detection rates bymaking better connectionsbetween information stored onour systems• Making our officers betterinformed through targeted dataquality improvements and sharingof good practice, focusing onfront-line systems• Faster, more accountable decisionmaking by improving the way wemanage electronic documents• Better access to stored documentsusing an improved intranetsearchingtool• Helping officers to protect childrenand vulnerable people by sharingappropriate information with ourbusiness partners• Enabling officers to captureinformation from incidents bytrialling and extending mobiledevices• Improving the way officers manageinformation by adjusting attitudesand values.26

This year has been one year of significantprogress within the strategic priority ofInformation Quality - from supportinghigh profile operations with state-of-thearttechnology, to ensuring our policinginformation is of the highest quality.The work conducted under InformationQuality directly supports the MPScorporate objectives through the deliveryof projects, programmes and Informationand Communication Technology (ICT)services as defined in the Policing LondonPlan, through:• Supporting the Counter-TerrorismCommand and other units with aspecialist technology frameworkto manage sensitive investigativeprocedures• Delivering and supporting a responsiveand accessible service for the citizensof London, through the utilization ofmulti media• Supporting criminal investigationsfocused on gang and gun crime,Criminal Networks and other violentcrimes with covert and overt technicalcapabilities• Improving the quality of our policinginformation, to support greateroperational effectiveness and efficiencyin making London safer• Supporting the Together strategicpriority, by providing a professionaldevelopment programme to enable ahigh performance workforce.Through the MPS’ Directorate ofInformation (DoI) we have sought to deliverinformation and technology solutions thatgive MPS officers and staff the capabilityto perform more efficiently, improveoperational outcomes and deliver a 21stcentury police service.Introduced single sign onThe MPS introduced Single Sign On(SSO), a secure password authenticationapplication that allows officers and staff tolog on securely to core MPS systems witha single password. SSO is saving officersan average of eight minutes a day, as SSOmeans officers and staff no longer needto remember multiple passwords, savingthem time logging in and reducing thenumber of passwords resets.• Providing Safer Neighbourhoodsteams with the information,communications and technologythey need to service their localcommunities• Supporting major events and preparingfor the Olympic and ParalympicGames by providing information andtechnology services and solutions tosupport large scale operational policingunder Capital City Policing27

Improved accessto informationOver 7,000 intelligence professionalsacross the MPS now have faster accessto intelligence information than everbefore, as a result of the introduction ofan intelligence tool, called IIP (IntegratedInformation Platform). This is a ‘google’like search engine, that allows staff tosearch across five core MPS systemssimultaneously through a single search.This allows staff and officers to makequicker and more effective deploymentdecisions, based on the richer informationobtained.Increased efficiencyReducing the amount of re-keyingwithin the MPS is priority initiative of theInformation Quality programme. During2007/08, copy and paste capabilities weredeveloped, allowing records to be copiedbetween MPS core information systems- saving officers time and increasingefficiency. Officers can now view custodyrecords within the crime managementsystem (CRiS) and paste more informationwithin the national missing personsdatabase (MERLIN), which saves themtime when reporting incidences involvingmultiple vulnerable subjects, for examplechildren.Improved InformationQualityHelping officers and staff to recordinformation more accurately, findinformation more efficiently and shareinformation more confidently, has beenthe mission of the ‘IQ (Information Quality)Helping you Campaign’.Driven by the DoI, the campaign has beensupporting MPS priorities through a seriesof road shows, promotional campaigns,presentations and communications,demonstrating helpful techniques andpractices to all front line staff across the32 boroughs.Again Information Quality has played apart in the successful outcomes for theother five MPS strategic priorities during2007/08. For instance:• The number of successful courtconvictions based on evidence gainedfrom CCTV footage has improved asa result of the introduction of a newsoftware package, PLUTO, whichallows officers to view and analyseCCTV footage from any computerstation in the MPS. The software allowsofficers to analyse CCTV footage fromtheir desktops to identify suspects andprovide evidence in pre-trial hearings.• The introduction of the PrisonerIntelligence Notification System(PINS) is also helping officers to bringcriminals to justice more quickly andassisting the tracking of Prolific PriorityOffenders (PPOs). This unique crimemanagement system allows any MPSunit or individual to be warned inadvance of a prisoner’s release datefrom prison.Section 2: 2007/08 Strategic Priorities28

Together‘The work conducted under Together directly supports the MPS’strategic priorities, it is about how we aspire to be when we deliverLondon’s policing service and the perception we want our colleagues,partners and the public to have of us as an organisation’Key Deliverables for 2007/08:• Tailored local intervention deliveredto Operational CommandUnits to enhance managementand leadership capability• Leadership development programmefor Command Leaders(Chief Superintendents and policestaff equivalents)• Leadership development programmefor MPS ProgrammeLeaders (Commanders, Directorsand Deputy Assistant Commissioners)• Development of a web-basedlearning portal to be available onthe local intranet and the internet.Improved leadershipdevelopmentThrough Human Resources (HR) we havesought to meet our aspirations of furtherimproving our leadership and people skillsacross the MPS for a 21st century policeservice.The Leadership Academy (set up in June2006) has a crucial role in delivering theleadership and managerial developmentthat is central to the MPS’ Togetherstrand. Over the last year it has expandedits portfolio and has delivered the followingcourses:• Leadership development programmefor Programme Leaders• Leadership development programmefor Command Leaders29

• Leadership development programmefor Portfolio Leaders• Leadership development programmefor Team LeadersThe benefits to staff in attending thesecourses are numerous, but specificallythese programmes:• Provide the key skills and knowledgethat enable staff to lead and performeffectively• Lead their teams to provide betterpolicing services and make best useof the financial and people resourcesunder their command• Engage staff with the values andbehaviour of the organisation• Are a means by which to enableindividuals to make the values andbehaviours a practical reality forthemselves and their commands; and• Are catalysts for organisationalchange.Increased access toleadership rolesDuring 2007/08 under Together, the MPSCareer Management Unit (CMU) sought toincrease the number of staff from underrepresented groups holding leadershippositions through a range of positive actionprogrammes. In summary, 98 people fromunder represented groups took part inpositive action programmes arranged bythe CMU during 2007/8.Developed localinterventionsLeadership Academy (LA) local schemeswere delivered in 2007/08 to four BOCUsinitially (Wandsworth, Hillingdon, Hackneyand Greenwich) and were expanded toinclude the Central CommunicationsCommand. These schemes have the aimof providing MPS officers and staff withthe skills and tools of effective leadership;engaging officers and staff at the local levelin helping make the MPS a more valuesconsistent workplace; and of ensuringthat the connection between operationalactivity and the values is clear to all staff.Introduced ‘Your ViewsCount’ staff surveyThe ‘Your Views Count’ staff survey hashelped provide an insight into the culture ofthe organisation, highlighting its strengthsand areas for development, allowing theMPS to make better-informed decisionsin its attempts to continually improve theservice we deliver.The survey is sent out to approximately1,200 members of staff every monthand measures aspects of an individual’sworking life that are linked to employeesatisfaction. Questions have also beenselected to ensure that benchmarkingagainst other public sector organisationsis possible.Section 2: 2007/08 Strategic Priorities30

Results from October-December 2007,which sought the views of 3,188 membersof staff, were very positive• Respondents’ satisfaction with theircurrent job has increased to 60% sincethe previous quarter• 84% of respondents agreed that “In myteam we take pride in delivering qualitypolicing”Development of a webbasedlearning portalThe MPS’ web-based learning portal,Teammet.com, has recently gone live and isavailable via both the internet and intranet.This allows staff access to informationrelated to the Together programme, theMPS’ leadership programmes, the CrimeAcademy as well as further and highereducation opportunities.• 82% of respondents stated that theywere clear what the priorities were fortheir team• 14% more MPS respondents than theIpsos Mori public sector norm statedthat they were trained to fulfil theircurrent role• 27% more MPS respondents than theIpsos Mori public sector norm statedthat they made good use of their skillsand abilities.One of the five major themes of the‘Your Views Count’ staff survey is that itcovers staff views of the MPS’ Values.The fact that staff are able to say whatthey think (all responses are confidentialand anonymous) has given the MPS theopportunity to develop open and honestcommunication channels with the MPSManagement Board.The survey, in conjunction with the ‘YourVoice Counts’ public survey has beena vital tool in gathering feedback on theMPS’ performance. Thus helping us totailor any initiatives like Citizen Focus to bemore effective.31

Section 3 Corporate Social Responsibility33

Section 3 Corporate SocialResponsibilityEnvironment and sustainabilityThe MPS’ five year Environment Strategy demonstrates how itwill manage its environmental impacts through the delivery of 24strategic objectives and the achievement of annual environmentaltargets. Progress against the Environmental Strategy is monitoredby the MPS and the MPA and reported annually in the MPA/MPSEnvironment Report. Environmental achievements in 2007/08include:• The MPS has worked in partnershipwith Transport for London (TfL), theLondon Development Agency (LDA)and London Fire and EmergencyPlanning Authority (LFEPA) to takepart in the first phase of the ClintonC40 Climate Change Initiative (CCI) todeliver carbon emission reductions andbetter energy efficiency in London. ABuilding Energy Efficiency Programme(BEEP) has been developed which willinvolve energy efficiency improvementsto ten MPS buildings. This is in line withthe MPS Environment Strategy and theClimate Change Action Plan (CCAP)Programme, under which the MPS isrequired to reduce carbon emissionsby 10% by 2010 and 30% by 2025.The MPA has allocated £5.7 million tothe delivery of a programme of energyefficiency works with a further £2.5million within the capital programmefor 2010/11 and 2011/12The works could save 25% of thebuilding carbon emissions, whichwould result in a saving of 2,500 tonnesof CO 2 per annum, if implemented onall ten sites• The MPS has successfully delivered itsfirst renewable energy system for one ofits buildings. A 50kWp (Kilo Watt Peak)photo voltaic and solar water heatingsystem has been installed as part of aroof refurbishment, which is expectedto save 41,000kWh/annum of energyand 21.3 tonnes of CO 2 per annum.Further renewable energy systems arebeing developed as part of the MPSEstate Renewal Programme buildingdesign• Sustainable waste management plansfor North and South of the MPA estatehave been developed, which set outhow we will achieve the 45% recyclinglevel and 25% waste reduction level by2010.Section 3: Corporate Social Responsibility34

user of hydrogen-powered cars, vansand motorcycles in phase one ofthe Mayor’s initiative to introduce 70hydrogen-powered vehicles to theCapital• Contributing to funding the GreaterLondon Authority Central ResponsibleProcurement Team and collaborationwith London Remade on thedevelopment of the Mayor’s new GreenProcurement Code• The MPS in partnership with TfL hasimplemented a programme of workto develop site-specific Green TravelPlans in line with the Mayor of London’sTransport Strategy. Travel surveys andaudits have been completed at 36 ofthe MPS’s largest sitesThe MPS has achieved a recycling levelof 29%, which is an increase of 9% onthe previous year. A variety of MPSwaste streams are recycled includinghorse waste, uniforms and cooking oil• The MPS utilises over 2,000 bicyclesfor operational policing activities andover 5,000 staff are cycle trained. Theuse of cycles brings many benefitsincluding being more approachableand accessible within the localcommunity. In addition, bicycles are amore sustainable form of transport thatdoes not produce any emissions• The MPS utilises 135 hybrid vehicles,mainly used by Safer Neighbourhoodsteams to travel within larger wardsacross the boroughs. The MPS alsocontinues to trial the use of alternativelyfuelled vehicles, is participating in theLondon Hydrogen Partnership and willbe the lead Greater London Authority• Within the 2007/08 EnvironmentalManagement Programme, 66%of targets were achieved. TheEnvironmental ManagementProgramme for 2008/09 has beenpublished• In partnership with the LondonProbation Service and local authorities,the Community Payback initiativehas been rolled out to each LondonBorough with over 270 projects takingplace each week during 2007/08.Community Payback enables unpaidwork done by offenders to receivepublic recognition and allows thepublic to contribute ideas of wherework should be undertaken. Theseare usually areas of environmentalcrime such as graffiti, litter and cleanup of local areas. Additionally, theCommunity Payback Initiative hasnow been rolled out to eight primarycare trusts. During 2007/08 the MPSparticipated in the 100 day clean upactivities and over 48 projects tookplace across London35

• Safer Neighbourhoods teams completed5,713 Environmental Visual Audits.A total of 2,057 environmental crimeswere prioritised by the local communityto be tackled through a multi-agencyapproach in partnership with localcommunities• To further prioritise the importanceof tackling environmental anti-socialbehaviour and crime, the Pan-LondonAnti-social Behaviour Board hasassisted the 2008 Capital 100 Cleanupcampaign by highlighting anumber of key areas where SaferNeighbourhood teams have identifiedenvironmental issues in secondaryshopping areas. To reinforce the linksbetween anti-social behaviour andenvironment, in 2007/08 a new chairwas appointed who is also a directorwithin Environmental Campaigns(ENCAMs).The 2006/07 MPA/MPS EnvironmentReport containing the latest environmentalperformance data and case studiesis available to view at http://www.met.police.uk/about/environment/.The 2007/08 MPA/MPS EnvironmentReport will be published during September2008.Equality and diversityThe MPS is committed to the adoption ofan equalities performance managementframework, which sets out the standardfor the mainstreaming of equality anddiversity across all of its business units.During 2007, working with the assistanceof an accredited assessor, the MPS hasdemonstrated that it has achieved Level3 of the Equality Standard for LocalGovernment. The MPS will now look todevelop a bespoke equalities performancemanagement framework for the policeservice.The MPS continues to undertake a verywide range of community engagementactivity across London, including withtraditionally ‘hard to hear’ and vulnerablecommunities, to shape its services.Some examples of work over the lastyear include: engagement to improve ourunderstanding of the needs of migrantdomestic workers; engagement withcommunities vulnerable to radicalisation,addressing the community safety issues ofrefugees; and the development of a DVDaimed at 16-17 year olds for distributionto schools across London to help identifyand tackle extreme behaviour.Section 3: Corporate Social Responsibility36

During 2007 the MPS launched thePolicing Diversity on-line intranet resourcefor staff that provides practical informationabout London’s diverse communitieswhich all MPS staff can access.A number of areas of work were identifiedthat the MPS would give particularemphasis to during 2007/08, some of thekey achievements in these areas include:• Stop and searchThe MPS has continued to improveborough performance in stop andsearch through Operation Pennant.This is focused on increasing arrestrates, addressing disproportionality andimproving the accuracy and timelinessof the information recorded• RapeDuring 2007/08, the MPS hascontinued to demonstrate itscommitment to improving victim careand the investigation of rape, throughthe work of Sapphire Teams and TheHavens - Sexual Assault ReferralCentres (SARCs). The MPS set asanction detection target for rape of32%, performance during 2007/08was 33%• ProcurementThe MPS has introduced procurementpolicies that promote equality anddiversity, ensuring that these principlesare embedded into all procurement/tender specifications and contractprocesses. For example, diversityquestionnaires are distributed with allinvitation to tender packs• Diversity of our workforceThe diversity of newly recruited policeofficers continues to increase with20.0% of new recruits coming froma black and minority ethnic (BME)background and 40.5% being female.Of the PCSOs recruited in 2007/0826% were BME and 37% female. Ourrecruitment results demonstrate thecontinuously improving status of theMPS as an employer of choice andcontinued success of campaigns torecruit officers from a wider range ofcommunities• Progression of womenWe continue to run a range ofpositive action initiatives to supportthe progression of women. This hasincluded leadership programmesto support the progression ofwomen into senior roles, a personaldevelopment programme for womenin non-managerial roles, a co-coachingprogramme with senior female leadersin other organisations and mentoringschemes37

Health and safetyHealth and safety is corporately driventhrough the Commissioner and MPACorporate Health and Safety Policy. Anew policy was published in January2008 of which the new revised policy nowprovides:• A more user-friendly policy with animproved layout• The roles and specific tasks of thoseresponsible have been specified inclearer language• Inclusion of new responsibilities e.g.MPA, MPA Corporate GovernanceCommittee, Training ManagementBoard and their relationships with otherstakeholders.Overall the MPS accident rate per 1000staff fell by 6.28% when compared againstthe previous 2006/07 reporting period,although the accident rate did increaseagainst a number of specific reportingcategories.Section 3: Corporate Social ResponsibilityAudits indicate that safety performanceis continuing to improve when comparedagainst the previous 2006/07 reportingperiod.Work continues, in consultation withthe MPA, to develop a safety assuranceprocess.38

Section 4 Financial Performance39

Section 4 Financial PerformanceRevenue2007/08 presented a number of key challenges, particularlyaround the prevention of terrorism and associated operations,which were necessary to help keep London a safer city, suchas Operation Seagram (relating to the response to the explosivedevice found in Haymarket in June 2007). Additionally, publicorder requirements such as Operation Hargood (policing of theenvironmental camp at Heathrow Airport), the London ArmsFair, the opening and subsequent events at the new WembleyStadium, the Tour de France and many other events madefinancial management a key issue.The budgets for 2007/08 reflected anumber of major developments including:• Continued roll-out of SaferNeighbourhoods teams across thewhole MPS area to enable all wardsto have a full complement of onesergeant, two constables and threePolice Community Support Officers,with extra coverage in 87 large wards• Planning the policing of the 2012Olympic and Paralympic Games• Investment in the reconfiguration of HRservices delivery• The establishment of 21 SaferTransport teams to focus on crime andanti-social behaviour on and aroundpublic transport.Section 4: Financial Performance• The funding of Integrated BoroughOperations• Improved MPS resilience in the area ofCounter-Terrorism as a consequenceof heightened security threats• Investment in the implementation ofthe Met Modernisation ProgrammeDespite all of the above pressures andagainst a background of falling crimefigures the MPS were still able to deliveran underspend position.The efficiency savings target (cashableand non-cashable) of £76.1 million wasover-achieved by £47.3 million (unaudited)during the year.40

CapitalThe provisional MPS capital programmeoutturn for 2007/08 is £154.9m, whichis £24.9m below the revised budget of£179.8m. This can be attributed to theplanned re-phasing of projects into futureyears.The MPS has successfully developedoperational properties that are suitableto provide for the modern policingagenda, including introduction ofpatrol bases, custody clusters and thecontinuing implementation of the SaferNeighbourhoods programme.There has been significant investmentin Information Technology, mainly in thedelivery of the Infrastructure RenewalProgramme, Information StrategyImplementation and the C3i and AirwaveProjects. The vehicle fleet continues to beupdated as part of the ongoing TransportFleet Replacement Programme.In accordance with statute, the auditedfinal accounts for the year 2007/08 will bepublished by 28 September 2008.Delivery of efficiency targets2006/07Performance2007/08 Target* 2007/08PerformanceCashable 3.7% 1.5% 3.7%Non cashableCashable & Non Cashable0.7% 1.5% 1.2%4.4% 3.0% 4.9%* Note that the HMIC target is an overall target of 3% of which a minimum of 1.5% must be cashable41

Provisional analysis of Revenue Expenditure in 2007/08Employee Related Expenditure - £2,599m (76.1%)Supplies & Services - £462m (13.5%)Premises - £225m (6.6%)Transport Costs - £66m (2.0%)Capital Financing - £21m (0.6%)Reserve movements - £40m (1.2%)Total Expenditure = £3,414mProvisional analysis of Revenue Expenditure Funding in 2007/08Section 4: Financial PerformanceGeneral Government Grant - £1,883m (55.2%)Precept - £649m (19.0%)Specific Grant - £532m (15.6%)Income - £349.5m (10.2%)Total Funding = £3,414m42

Section 5 MPS Performance in 2007/0843 01

Section 5 MPS Performance in 2007/08MPS Performance in 2007/08The Critical 12Critical Performance Area April-March Target April-March Trend & Additional2006-07 2007-08 InformationCrime victim satisfaction with theoverall service provided78.3%82.5%77.0%Comparison of satisfaction ofwhite and B&ME with respect tothe overall service provided6.3% pts gap5.3% ptsgap7.0% ptsgapPercentage of people who thinktheir local police do a good job(measured via British CrimeSurvey)54.7%0.5%increase on2006/0755.0%(Jan 07-Dec 07)British Crime Surveydata for the currentyear represents thetwelve months endingDecember 2007Reduction in the number ofpeople killed or seriously injuredfor all road users-2.0%3%reduction-3.3%Target achievedReduction in 10 British CrimeSurvey comparator crimes-6.8%5.5%reduction-8.8%Target achievedReduction in BCS violent crime-7.7%5.6%reduction-7.9%Target achievedPercentage of domestic violenceincidents where an arrest wasmade related to the incident(MPA target)45.5%50.0%42.1%The target of a 50%arrest rate for DVincidents was deemedunrealistic. Thereforewe are showing bothperformance against the50% target and againstthe internal MPS targetof 60% of DV offences.Percentage of domestic violenceoffences where an arrest wasmade related to the incident(MPS internal target)Reduction in the levels ofgun enabled crimeNumber of criminal networksdisruptedPercentage of notifiableoffences resulting in sanctiondetection58.8%-11.3%14.3monthlyaverage21.1%60.0%5%reduction18.8monthlyaverage24.0%64.3%-1.4%27.1monthlyaverage25.1%Target achievedTarget achievedSection 5: MPS Performance in 2007/08Homicide detection rate83.9%85.0%90.6%Target achievedThe number of offences broughtto justice17,093monthlyaverage16,667monthlyaverage18,446monthlyaverageTarget achieved44

April-March 2007/08 unless otherwise stated.Population based data reflects 2006 Mid-Year Estimates.SPI = Statutory Performance IndicatorPP = Policing PlanPerformance Indicator April-March 2007/08 April-MarchID 2006-07 Target 2007-08Strategic Priority: Citizen Focus/Counter-Terrorism, Security and ProtectionPPEmergency calls answered within10 seconds81%90%82%PPNon-emergency calls answeredwithin 30 secondsN/A90%86%PPSuspected or actual terroristincidents to achieve a ratingof ‘appropriate’ for scenemanagement98%90%99%PPExplosives officers to attendimprovised explosive deviceand other suspect devicecalls within set time100%95%100%PPEvery Safer Neighbourhoodsteam to receive Counter-Terrorism (CT) briefing byCT intelligence officers within2 months of appointmentN/A80%82%PPTo increase dedicatedcoverage of Counter-TerrorismIntelligence Officers (%of London Boroughs)76%85%91%PPCalls to the Anti-TerroristHotline answered withinset time98%85%98%PPNo intrusions into the Royalresidence (red or purple zones)10045

Performance Indicator April-March 2007/08 April-MarchID 2006-07 Target 2007-08Strategic Priority: Making Neighbourhoods SaferPSA1Reduction in 10 BCS comparatorcrimes-6.8%-5.5%-8.8%SPI 1aUsing the Crime Victims Survey(CVS), satisfaction of victims ofdomestic burglary, violent crime,vehicle crime and road trafficcollisions with respect to ease ofcontactSatisfied85.8%No targetSatisfied89.4%very/completely57.2%very/completely64.4%SPI 1bSatisfaction of victims ofdomestic burglary, violent crime,vehicle crime and road trafficcollisions with respect to actionstaken by policeSatisfied73.7%No targetSatisfied73.3%very/completely46.3%very/completely50.4%SPI 1cSatisfaction of victims ofdomestic burglary, violent crime,vehicle crime and road trafficcollisions with respect to beingkept informedSatisfied57.6%No targetSatisfied59.2%very/completely32.1%very/completely36.7%SPI 1dSatisfaction of victims ofdomestic burglary, violent crime,vehicle crime and road trafficcollisions with respectto treatmentSatisfied92.2%No targetSatisfied90.8%very/completely67.8%very/completely70.8%SPI 1eSPI 2aSatisfaction of victims ofdomestic burglary, violent crime,vehicle crime and road trafficcollisions with respect to overallservice providedUsing the British Crime Survey,confidence in local policing:Question - “how good a jobare the local police in this areadoing?”2007-08 British Crime Surveydata for twelve months endingDecember 2007Satisfied78.3%very/completely50.8%54.7%82.5%55.2%Satisfied77.0%very/completely53.7%55.0%Section 5: MPS Performance in 2007/0846

Performance Indicator April-March 2007/08 April-MarchID 2006-07 Target 2007-08Strategic Priority: Making Neighbourhoods SaferSPI 3aUsing the CVS, satisfaction ofvictims of racist incidents withrespect to the overall serviceprovidedSatisfied63.8%No targetSatisfied68.8%very/completely41.9%very/completely47.9%SPI 3bComparison of satisfaction for white usersand minority ethnic groups with respect to theoverall service provided5.3% ptdifferencein satisfiedWhite satisfied/very & completely79.8%/52.7% 78.8%/57.1%B&ME satisfied/very & completely73.5%/44.9%71.8%/45.1%7.0% differenceSPI 3cPercentage of PACE searches which lead to arrestby ethnicity of person searchedNo targetWhite11.6%10.4%B&ME12.9%11.7%SPI 3dComparison of sanction detection rates for violenceagainst the person offences by ethnicity of victimNo targetWhite victims26.5%32.6%B&ME victims20.6%26.5%SPI 4aUsing the British Crime Survey(BCS), the risk of personal crime8.6%No target8.2%2007-08 British Crime Surveydata for twelve months endingDecember 2007SPI 4bUsing the British Crime Survey,the risk of household crime20.6%No target 18.4%2007-08 British Crime Surveydata for twelve months endingDecember 2007SPI 5bViolent crime per 1,000population31.65%reductionin BCSviolence29.1SPI 5eViolent crime per 1,000population0.74No target0.70SPI 5fBCS acquisitive crime per 1,000population38.9No target35.5SPI 6bPercentage of offences broughtto justice22.0%Achievedthrough7a below25.7%47

Performance Indicator April-March 2007/08 April-MarchID 2006-07 Target 2007-08Strategic Priority: Making Neighbourhoods SaferSPI 7aPercentage of notifiable offencesresulting in a sanction detection21.1%24.0%25.1%SPI 8aPercentage of domestic violenceincidents where an arrest wasmade related to the incident(MPA measure)45.5%50.0%42.1%Critical 12 measurePercentage of domestic violenceoffences where an arrest wasmade related to the offence(MPS measure)58.8%60.0%64.3%SPI 10a2007-08 British CrimeSurvey data fortwelve months endingMarch 2008Using the British Crime Survey,the fear of crime (Burglary)18.4%No target16.5%SPI 10a2007-08 British CrimeSurvey data for twelvemonths endingMarch 2008Using the British Crime Survey,the fear of crime (Vehicle Crime)18.1%No target16.4%SPI 10a2007-08 British CrimeSurvey data for twelvemonths endingMarch 2008Using the British Crime Survey,the fear of crime (Violent Crime)28.2%No target22.2%SPI 10b2007-08 British CrimeSurvey data for twelvemonths endingMarch 2008Using the British Crime Survey,perceptions of anti-socialbehaviour25.7%No target22.0%SPI 10c2007-08 British CrimeSurvey data for twelvemonths endingMarch 2008SPI 11aPPUsing the British Crime Survey,perceptions of local drug use/dealingPercentage of police officer timespent on frontline dutiesNumber of outstanding fail toappear warrants owned34.3%64.8%6,898No targetNo target6,50030.6%63.8%5,825Section 5: MPS Performance in 2007/0848

Performance Indicator April-March 2007/08 April-MarchID 2006-07 Target 2007-08Strategic Priority: Criminal NetworksPPGun enabled crime per 1,000population-11.3%-5%-1.4%(0.427crimesper 1,000population)0.443PPNumber of taskingscommissioned regarding criminalnetworks from the CriminalNetworks prioritisation meetingN/ABaseline4PPPercentage of citizens (via PublicAttitude Survey) who think thatgun crime is a problem8%Noincreaseon 8%15%PPNumber of criminal networksdisrupted impacting on thebusiness community557584PPNumber of prevention initiativestargeting the business communityN/A2071PPValue of cash forfeiture ordersand confiscation orders£25.2m£35m£35.1mSPI 8cValue of cash forfeiture ordersand confiscation orders per1000 population£3,362No target£4,677.1PPNumber of cases where assetswere restrained or seized94510002288PPGun enabled crime sanctiondetection rate20.4%25%20.3%PPNumber of criminal networknominals arrested that arecharged with an offenceN/A80%N/AData currently unavailable for thisindicatorPPVictim satisfaction as measuredby victim satisfaction survey forcommercial robberyN/ABaselineN/AData currently unavailable for thisindicator49

Performance Indicator April-March 2007/08 April-MarchID 2006-07 Target 2007-08Strategic Priority: Capital City PolicingPPSatisfaction level of victims in thecontact they have with CentralOperationsN/ANo targetN/AThis item is under developmentand will not be available for2007/08PPSatisfaction level of stakeholdersin the service they receive fromCentral OperationsN/ANo targetN/AThis item is under developmentand will not be available for2007/08PPPassenger perception of safetyon buses83%No target80%PPPassenger perception of safetyand security at bus shelters79%No target83%PPProvide emergency response topersonal attack and perimeteralarm activations on theParliamentary Estate within3 minutes88%80%75% personalattackN/A90% perimeterPPProvide emergency mobileresponse to embassy warningsystem activations to diplomatic,government and vulnerablecommunities within 6 minutes95%90%94%PPNo intrusions into theParliamentary Estate000SPI 9a (i)SPI 9a (ii)Number of people killed in under30 days or seriously injured in roadtraffic collisionsper 100 million vehicle km travelled3,79711.5Reducekilled andseriouslyinjured(KSIs) by3%3,671%-3.3%11.2-3.3%Section 5: MPS Performance in 2007/0850

Performance Indicator April-March 2007/08 April-MarchID 2006-07 Target 2007-08Additional PPAF measures delivered within Business Group PrioritiesSPI 12aDelivery of cashable efficiencytargets (% of net revenueexpenditure)Cashable- 91.36m3.7%30.05m1.5%Cashable- 92.9m3.7%Final 2007/08 figures will beconfirmed in June 2008Noncashable--16.28m38.05mNoncashable- 30.5m0.7%1.5%1.2%SPI 13aPercentage of available hours lostdue to sickness for police officers3.2%No target3.2%SPI 13bPercentage of available hours lostdue to sickness for police staff4.3%No target4.3%SPI 3eProportion of police recruits fromminority ethnic groups comparedto the proportion in theeconomically active populationRecruits17.4%No target 20.2%Economically active population26.1%26.1%SPI 8gPercentage of female policeofficers compared to the overallforce strength20.9%21.0%21.6%51

Section 6 MPA Review of Performance53

Section 6 MPA Review of PerformanceIntroductionThe MPA is part oversight body, with responsibility for overseeingthe largest police service in England and Wales, representingnearly a quarter of the national provision in terms of officers,staff and budget, and part strategic decision making authorityresponsible for the financial probity, strategic direction and controlof the Service. These, and many other specific duties, are carriedout on behalf of Londoners by the Authority’s 23 members, 12 ofwhom are directly elected members of the London Assembly.The Authority’s remit includes oversight ofall the MPS’ functions, ranging from localpolicing through to specialist protectiveservices, much of London’s transportpolicing and the policing of Heathrowand City Airports. Our responsibility alsoextends to oversight of the MPS nationaland international operations conductedaround the world, including diplomaticand royalty protection and its crucial leadin UK counter terrorism work.We have distinct responsibilities at aborough level, as a statutory partner onCDRP’s; in addition we are required by lawto undertake community engagement andconsultation to inform the developmentof our work. This is achieved in partby funding a community engagementgroup in each London borough. With theincreasing focus on local accountabilityand responsiveness, this part of the MPA’srole is of ever-greater significance.The safety and security of Londonerswithout doubt forms the foundation of theAuthority’s work. We gave our full supportto the early introduction and extension ofSafer Neighbourhoods policing acrossthe entire capital, working assiduouslyto secure the political consensus andfinancial backing to make the ambition areality. Our oversight of the programmeand its continued development is essentialto ensure that it performs to its full potentialand continues to reduce crime and antisocialbehaviour at the local level.The MPA improvement programmehas continued throughout 2007/08 tostrengthen specific work streams, includingscrutiny and performance management,while our community engagementresponsibilities have been integrated toenhance the services provided. The focusmoving forward is to make the values andbehaviours live within the organisationso that we become more proactive andfocused on results.Section 6: MPA Review of Performance54

The Authority has seen some significantchanges within its senior staff during theyear. Deputy chief executive David Riddleretired on 3 March, while agreeing to stayon in a temporary capacity as Solicitor tothe Authority, and we welcomed MartinDavis, the new head of Engagement andPartnerships.Looking ahead, the London Mayoral andAssembly elections in May 2008 will notonly bring changes in the way the MPAconducts its business but also in how itsets the direction of policing in London.The Authority has already begun todevelop a new business model andperformance management framework,and is seeking to realign our own businessplanning cycle to ensure we take a strongleadership role in setting the strategicdirection of London’s policing. These, andother developments, will place us firmlyin the driving seat to deliver substantiveimprovements in our oversight of policing.This work will be spearheaded by the newassistant chief executive who took up postin April 2008.• Engaging with young people to drivedown crime and increase confidencein policing• Ensuring we maximise opportunitiesto change MPS culture and systems,thereby creating sustainableimprovements in service delivery, and• The Authority itself must become moreproactive in our approach to settingMPS strategic priorities to ensurethe policing concerns and needs ofLondoners are met.Overall, the Authority must hold thecommissioner and his senior managementteam to account for the performanceof the MPS and ensure that the servicecontinuously improves its operationalperformance. To perform this duty,members and staff of the Authority,working alongside MPS colleagues, muststep up to the challenge to make sure thatLondon’s police continue to provide theworld-class service that Londoners needand deserve.There are a number of challenges facingthe Authority:• The increasing importance ofcommunity engagement and makingservices more directly responsive tolocal agendas - citizen focus at work- which we need to be ever morealert and responsive to. Changesalready enacted within the Authority’sEngagement and Partnerships Unithave prepared the way for this• Recognising and addressing thefinancial challenge and the need tomake substantial efficiency gains andproductivity improvements55

Crime in LondonTotal recorded crime in London is downby 6.5% or nearly 60,000 fewer crimeswhen comparing 2007/08 with 2006/07.The number of recorded crimes is under900,000 for the first time in 10 years. Withthe exception of Trident gun crime, all crimecategories have seen a reduction whencomparing recorded crime in 2006/07.The overall sanction detection rate hascontinued to rise and stands at 25.1%.This has exceeded the target set by theMPA of 24%. Decreases in sanctiondetection rates are seen for rape (-0.2percentage points) and residential burglary(-3.8 percentage points).Recorded gun enabled crime (GEC) is nowat its lowest level since 2000/01 financialyear, but the MPS has not met the 5%reduction target set for 2007/08. GEC fellby 1.4% year on year or by 47 recordedcrimes. The sanction detection rate forGEC stands at 20.3% but did not meetthe target of 25%.Violent crime in total is down by 8% ornearly 19,000 fewer recorded crimes.Performance managementThe main way in which the Authorityholds the MPS to account for the peopleof London is by setting annual prioritiesand performance targets and monitoringprogress against these. To support thisthe MPS has its own internal performancemanagement arrangements includingthe MPS Performance Board, chaired bythe deputy commissioner, and the CrimeControl Strategy Meeting process whichfocuses on specific areas of performanceacross boroughs. This process identifiesconcerns and works to achieveimprovements, while also highlightingbest practice which is then broadcast tokey staff at regular events. The Authorityinfluences the choice of focus areas inresponse to concerns it has, therebycontributing to service improvements.Financial scrutinyThe MPA is ultimately responsible forthe finances of the MPS, which as a£3.3 billion operation is the largest localauthority budget in the country.Section 6: MPA Review of Performance56

The budget requirement for the MPA/MPS for 2007/08 totals £2,532.7 million(£3.3 billion gross expenditure). Efficiencysavings of £123.4 million were madeduring the year, contributing to a total of£570.9 million since 2000/01.The 2007/08 budget allowed for:• the continued rollout of SaferNeighbourhoods to enable all wardsto have a full complement of onesergeant, two officers and three PoliceCommunity Support Officers (PCSOs)a full 18 months ahead of schedule• a significant growth in PCSO numbers,alongside a small amount of furthergrowth in police numbers• the funding of integrated boroughoperations, and• improved resilience in the area ofcounter terrorism as a consequence ofheightened security threats.In addition to planned expenditure, £5.3million was spent on Operation Seagram,the response to the vehicle-borneimprovised explosive device (VBIED) foundin Haymarket at the end of June 2007.In terms of budget setting, the Authorityhas recognised the challenges we facein the foreseeable future, the need forresources to be used more efficiently andthe benefits of an integrated business andfinancial planning process. To this end, thefollowing key changes were made to thefuture 2008/09 planning process:• closer alignment of resources tostrategic priorities• improvements to future year planning,to align with the government’s threeyearplanning horizon for determininggrant allocations• clearer overview of the efficiencyplanning process from start to finish• setting of objectives, measures andtargets earlier in the planning process,and• closer alignment of local and centralplanning processes.A key duty of police authorities is tooversee the provision of an efficientand effective police service. While theMPA is responsible for managing overallexpenditure within the budget, day-todayfinancial management is delegatedto the Commissioner in accordance withthe financial framework agreed by theAuthority.57

One of our key responsibilities is financialcontrol, and monitoring of the actual andprojected spend of the MPS is overseenby the MPA Finance Committee, advisedby the MPA Treasurer. The Authorityrecommends each year’s budgetsubmission to the Mayor who providesapproximately 25.6% of the budgetfinance from council tax raised in Londonwith the remaining finance coming fromcentral government grants.The Authority has further developed itsinformal scrutiny arrangements during theyear to ensure appropriate scrutiny wasgiven to a wide range of important MPSactivities. These covered areas of activitysuch as IS/IT, estates, human resources,procurement, budget and overtime andEuropean Union funding.Bringing rigour to the MPS financialmanagement has resulted in better useof resources and some £570.9 millioncashable and non-cashable savingssince 2000/01. The Audit Commissioncommented in their annual letter that theAuthority’s hard won financial position hasbeen consolidated against a backgroundof substantial financial pressures anddemanding efficiency targets. A securefinancial basis has also enabled the serviceto expand rapidly, witnessing the biggestincrease in police numbers in the MPShistory together with the introduction ofdedicated neighbourhood policing acrossLondon.Recovery of policing costsfor Heathrow AirportThe Authority successfully led negotiationsduring the year with Heathrow AirportLimited to conclude the first formal PoliceServices Agreement. This agreement setsout for the first time the level of policing,the payments that Heathrow Airport areto make, and any accommodation andfacilities provided. It provides certaintyfor all parties and provides a fair recoveryof policing costs for the benefit ofLondoners.2012 Olympic andParalympic GamesThe MPA has been working hard to ensurethat the governance and finances for thepolicing and security arrangements for theLondon 2012 Olympic and ParalympicGames are coherent and fit for purpose.We have established the National OlympicSecurity Oversight Group, bringingtogether chairs of all the police authorities,fire authorities and ambulance trusts with2012 venues in their areas. We have beenan active member of the MPS managementboard’s Olympics Oversight Group, theHome Office’s Olympics Safety andSecurity Strategy Group and the ACPOOlympic Preparation Committee. TheMPA has held constructive discussions,both in committee and informally, onmatters relating to the 2012 Gamesand is to establish a formal Olympic andParalympic Committee dedicated toensuring optimum MPS contribution to asafe and secure Games.Section 6: MPA Review of Performance58

London’s boroughsThe MPA is strongly involved in reducingcrime and disorder across the whole ofLondon and has a statutory duty to play amajor role in each of London’s 32 CDRPs,The Authority achieves its 1998 Crime andDisorder Act statutory duties in four ways:ParticipationThe MPA is involved at the borough level inmonitoring the efficiency and effectivenessof the MPS in its delivery of crimereduction activity, and participates in thesetting of annual local policing plan targetsacross the 32 boroughs. The Authority isalso involved, when needed, in CDRPoperational working groups to addresscrime reduction activity, and has supporteddevelopment of the government’s newvehicle (LAAs) for delivery of partnershipactivity for safer communities.Additionally, the Authority leads theLondon Safer Communities Policy Forumand continues to support, and is activelyinvolved in, the work of the LondonCommunity Safety Partnership and theLondon Anti-Social Behaviour Board.We are also actively engaged in crossboroughareas of MPS activity, such as thefive-borough gang project, strategic workto address the policing of public spaces,and the London Week of Peace.Generating local/boroughengagement between London’scommunities and the MPSThe MPA takes an active interest inpartnership activity and CDRPs, andworks to visit each of the 32 CDRPs onan annual basis to discuss performance,strategies and challenges first hand.These visits have proved to be a valuablemeans of exchanging information andviews with key borough representativesand partners.Partnership fundThe Partnership Fund is the meansby which the Authority, through MPSborough command units, contributes toa wide range of partnership activities. Weallocate £50,000 to each borough andhave used it to promote initiatives relatingto:• Community engagement with blackand minority ethnic groups, youngpeople and crime prevention anddiversion• Witness support• Victim support• Crime prevention and diversion• Anti-social behaviour• General consultation/communication• Tackling hate crime• Safer Neighbourhoods• Crime reduction• CCTV.59

Community engagementThe MPA believes its responsibilitiesto engage and consult with London’scommunities are essential to increaseand enhance their say in how their city ispoliced. One of the Authority’s corporatepriorities is to ‘transform communityengagement to help Londoners securemore responsive policing’ and to achievethis the MPA has developed its communityengagement strategy.The Authority is committed to robustand effective community engagementarrangements being in place for eachLondon borough. Transforming the natureof community engagement has been atthe heart of our reform programme. Thisis being done through the developmentand, in some boroughs the establishment,of community and police engagementgroups (CPEGs). These groups providethe structure that enable local peopleto consult with the police, the MPA,key stakeholders in crime and disorderreduction (local authority, probation serviceetc.), and each other about strategicpolicing, neighbourhood policing andcrime reduction.Many groups have developed improvedlinks with local partnerships over the year,and the MPA has encouraged them toinvolve Safer Neighbourhoods panels intheir work. The MPA held it’s 3rd annualcommunity engagement conference inNovember 2007 to enable participants tolearn from best practice and identify andexplore the key elements of a strategicapproach to engaging young people.Most importantly it provided participantswith the opportunity to hear directly fromyoung people about effective means ofengaging with them and their peers.The sum of £80,000 was set aside withinthe 2007/08 community engagementfunding round to fund innovative communityengagement initiatives and hasproven a popular scheme to encouragenew thinking in crime and disorderreduction. Additionally, a new fundingstream will be available to boroughbasedcommunity engagement groupsthat develop community engagementactivities that link together two ormore boroughs, which will encouragecollaboration on issues that cut acrossborough boundaries.Section 6: MPA Review of Performance60

Safer London Problem SolvingAwards 2008The Authority is committed to a problemsolving approach to policing. It enables theeconomic and sustainable delivery of longterm solutions to those local problems thatare the key to community developmentand cohesion. Once again this year, inpartnership with Territorial Policing andthe Safer London Foundation, we hostedthese annual awards for which elevenprojects were short listed, ranging fromreducing the harm of an open cannabismarket in a local area to making children’sjourneys to school safer and healthier,combating local anti-social behaviour,tackling the problem of robbery at a largecentral London venue, addressing theproblem of criminal damage on a bus routeand tackling the problem of dangerousand nuisance animals. The award and£10,000 prize was won by the GascoigneEstate burglaries project from Barking andDagenham.Stop and searchStop and search continues to be a majorissue for Londoners. The MPA is workingconstantly with London’s communities tobuild trust and confidence in the policeuse of stop and search powers andensure there is an acceptable degreeof transparency and accountability. Tofacilitate this, the Authority created theStop and Search Community MonitoringNetwork to empower local people to meetregularly and examine stop and searchissues in their borough, challengingdiscrepancies and trends that are causingcommunity concern. There are now 30borough-based networks across London,and in the past year their members have:• Assisted the MPS in its presentation ofstop and search statistical data• Looked at the barriers faced by policeofficers in conducting a stop andsearch• Worked in partnership with the MPAin a constructive dialogue with theMPS regarding the use of police stoppowers, including section 44 (powersto stop and search under the TerrorismAct 2000).Almost all of the 55 recommendationsmade by the Authority’s in-depth scrutinyto secure further trust and confidence inthe use of stop and search were completedby the close of the year. Improvementsenacted include more detailed and efficientmonitoring of the powers across thecapital and clearer communication of therights of those stopped and/or searchedA DVD has been developed as a trainingand education resource for the MPSand community groups. It will providean effective tool to help young peopleunderstand stop and search, especiallythe rationale behind its use, as well astheir rights. Development of the DVD asan information vehicle complements theAuthority’s work of informing London’scommunities about their rights, usuallyfulfilled by distributing over 7,000 ‘Stop andSearch - Know your Rights’ cards everyyear. The DVD project board exemplifieda partnership approach, and included theMPA, MPS, Safer London Foundation,youth and community monitoring groupsand Greater Manchester Police Authority.61

In February 2007 the Home Secretaryapplauded the MPA/MPS stop and searchteams for their trail blazing improvementsin the delivery of the powers. In aparliamentary statement responding to theFlanagan report, Jacqui Smith lauded theMPA/MPS work to cut bureaucracy whilemaintaining accountability. The Authoritywill continue to influence governmentreview of the use of stop and searchunder Counter-Terrorism legislation andwill respond to the green paper on policereform when it is published.Independent CustodyVisitingProviding an Independent Custody Visiting(ICV) scheme in London is another ofthe MPA’s statutory duties. IndependentCustody Visitors, trained members of thecommunity who drop in to Police stationsunannounced to check and report onthe welfare of those being held in policecustody, operate panels in every Londonborough and almost 400 volunteersvisit detainees in 76 stations across theMPS, 52 of which are in permanent 24/7operation. During 2007/08 a total of 2245custody visits were carried out.In the past year the MPA has continuedto develop the scheme in London. Acomprehensive handbook for ICVs wasdistributed in April, providing guidanceon all issues relating to custody visiting.In addition to developing new publicitymaterials to assist our year roundrecruitment drive, the Authority establishedtwice yearly ICV open evenings to raise theprofile of the scheme amongst members ofthe public interested in becoming visitors.This year custody facilities in London havebeen impacted by Operation Safeguard,MPS facilities holding detainees heldon behalf of the prison service, whileimmigration detainees also continue toimpact on custody. ICVs are able to see allcategories of detainee in police detention,including those held under the TerrorismAct 2000. Many detainees seen by ICVs inLondon are particularly vulnerable, due toa high prevalence of mental health issuesand/or drug and alcohol dependency.ICVs in London continue to provide ahigh level of service and commitment toall detainees held in police custody. Theirvaluable contribution is appreciated by theMPA and provides important communityreassurance.Section 6: MPA Review of Performance62

Safer NeighbourhoodsSafer Neighbourhoods is about localpolicing, people working with the policeand partners in their own communities toidentify and tackle issues of concern in theneighbourhood. Safer Neighbourhoodsteams in 630 wards across the capitalare now supported by 21 boroughbasedSafer Transport teams which weresuccessfully rolled out during the yearto ensure passenger safety on majortransport routes. Each of these transportteams comprises two sergeants, onePC and 18 PCSOs. The MPA continuallyscrutinises the ongoing development ofthe programme to ensure the MPS buildson the work done to date to embed theteams within their communities, and thatthe investment made has a more positiveimpact on satisfaction with local policingacross London.The MPA conducted a valuable researchproject during the year exploringthe use of Key Individual Networks(KINs), representative cross sectionsof individuals who play a key role in thecommunity (e.g. shopkeepers, faith grouprepresentatives, teachers, young people,park keepers, residents and those whowork and commute in the area), by SaferNeighbourhoods teams. We believe KINsare a vital tool to engage with individualsin a ward and there is considerable scopeto utilise these mechanisms to improvelocal policing responses by gathering localintelligence, and broadcast successes, forexample by the fast time distribution ofinformation to the community.We were please to report that Her Majesty’sInspectorate of Constabulary (HMIC)inspection graded MPS neighbourhoodpolicing ‘Excellent’ in 2007.Counter-TerrorismoversightThe MPS has responsibilities to protectthe UK from terrorist activity. Followingthe establishment of new Counter-Terrorist Units based in four ‘host’ regionsacross the UK, the MPA was clearthat police authority oversight neededto be established nationally and haspioneered arrangements informed by ourlongstanding experience of scrutinisingthe MPS activity in this area.While the day-to-day oversight remains theresponsibility of the host police authority,effective oversight of this significantnational resource requires collaborativework between the four authorities andthe Association of Police Authorities. Tofacilitate this the MPA established theJoint Counter-Terrorist Oversight Group.The MPA has also worked to developand promote the Prevent strand of thegovernment’s counter terrorist strategyboth in London and nationally, whilecontinuing to oversee the work carried outby the MPS to reassure our communities.63

MPA scrutiny activityThe MPA carries out a regular programmeof in-depth scrutinies investigating specificaspects of MPS performance in its roleof monitoring and securing continuousimprovement in service delivery. During2007/08 the Authority carried out thefollowing scrutinies:• Succession planning and careerdevelopment scrutiny: a short scrutinyto ensure that the MPS’ senior officersof the future continue to be of thehighest calibre. Recommendationswere made to identify and addressgaps and support an accessible andtransparent process to provide policeofficers with the skills they require to beeffective leaders, and the MPS with theright calibre of leaders, at every rank• Crime data recording scrutiny; toexamine the accuracy of MPS crimerecording. Accurate recording is vitalto issues of public confidence. If thepolice are to show real evidence ofaddressing public concern there mustbe trust that the figures recordedare accurate. In addition, accuraterecording is an important process thatcan help to drive intelligence, taskingand performance improvements in theMPS, while it is also essential to enablethe MPA to effectively hold the MPSto account. Recommendations wereset to improve the accuracy of datarecording• Drugs: to evaluate the current MPSposition and ensure the MPS hasa coherent strategic approach tocombating drugs. Recommendationswere made to influence MPS policiesand procedures in dealing with peopleinvolved in drugs and acknowledgemore widely the impact drugs have onoverall crime.Progress of recommendations made bythe Authority is reviewed regularly throughour committee structure.The Authority also began an ambitiousscrutiny to explore young people’sexperiences as victims, witnesses andperpetrators of crime in the capital andhow this influences their interactionsand relationships with the MPS. A majorstrand of this work is to engage directlywith young Londoners at consultativeevents and in focus groups. This majorpiece of work will report its findings in theforthcoming year.Section 6: MPA Review of Performance64

Equal opportunitiesand diversityAn important role of the MPA is toincrease community confidence andtrust in London’s police. If the MPS is topolice all London’s diverse communitiesfairly, it must recognise that professionalcompetency includes actively embracingthe celebration of diversity, andunrelentingly challenging discrimination,both personally and institutionally.Providing effective training is of vitalimportance. Our police officers need toknow how to respond appropriately to theneeds of London’s diverse communities.This area of work is overseen by theMPA Equal Opportunities and DiversityBoard (EODB). Each meeting of theboard has a focus item, where, uniquely,members of London’s communities havethe opportunity to question an aspect ofpolicing. In the past year, there have beenfocus items on counter-terrorism, guncrime and officer training.MPA Generic EqualitiesSchemeThe MPA has developed and publisheda Generic Equality Scheme (GNES)which recognises that people cannot bedefined purely by their particular group orcommunity - many factors contribute to anindividual’s identity. Our GNES enables usto review our services with full recognitionof the complexity and diversity ofLondon’s communities. The MPA schemeperforms three key functions: it sets outwhat we have to do to meet our legalduties in relation to age, disability, faith/belief/non-belief, gender, race and sexualorientation; outlines how we will safeguardand promote employment rights; andpublishes action plans on how specificareas of service delivery and communityengagement will be delivered with and toLondoners.During 2007/08 we:• Completed the MPA Gender EqualityScheme• Reviewed the MPA Race EqualityScheme, and• Reviewed the MPS Race EqualityScheme.65

MPA Equality Standardfor Local GovernmentOriginally designed for local authorities,the ESfLG is a benchmark for measuringan organisation’s progress in deliveringfair, equitable and responsive servicesin employment, service delivery andcommunity engagement. The Standardhas five levels of attainment. In December2007 the MPA was self-assessed at levels1 and 2. This means the Authority haspublicly demonstrated a commitment to acomprehensive equality policy (level 1) andassessment and consultation/participation(level 2). To reach the next level the MPAis using the services of Capital Ambition, aresource network created to support localcouncils reach level 5. Work continues tolink the evidence provided through theMPA Generic Equalities Scheme to thestandard to ensure the Authority attainslevel 3.Race Hate Crime ForumIt has taken four years to complete theforum’s initial scrutiny of all 32 Londonboroughs, bringing together police andlocal councils to explain partnershipplans to support victims and deal withperpetrators of hate crime.There is now a baseline of activity carriedout across London. Those accused andcharged with race hate crimes during thisperiod of scrutiny have increased from18.3% in 2004 to 35.2% at the end of thereporting year in 2007.The MPA has taken the decision to assumesole responsibility for maintaining the workof the forum, which will expand its currentremit to take account of all hate crime,therefore adding age, disability and genderto its current remit. The new forum will berenamed the London Hate Crime Forum(HCF) in recognition of these changes.StockwellDuring this year the ramifications andconsequences of the tragic death of JeanCharles de Menezes at Stockwell on 22July 2005 continued to unfold. Followingthe investigation into the circumstancesthat led to the shooting, carried outby the Independent Police ComplaintsCommission (IPCC), the MPS wasprosecuted for a breach of health andsafety at work and was convicted andfined in October 2007. Shortly afterwardsthe IPCC published the full report of theirinvestigation - earlier it had published itsinvestigation of complaints about the waythe MPS responded after the shooting andabout allegations of misinformation.Both the IPCC reports raised penetratingand wide-ranging issues about theeffectiveness of the MPS commandand control systems in the face of theunprecedented challenges of July 2005.The coroner’s Inquest into the death ofMr de Menezes will not take place untilSeptember 2008, when all the evidencerelating to his death will be presented andexamined in public.The MPS has already made substantialchanges to address the recommendationsmade by the IPCC - dealing with operations,communications and strategic direction ofmajor incidents. HMIC has independentlyreviewed the MPS progress and reportedin favorable terms. For its part, the MPAwill strive to ensure that the necessarylearning is disseminated and embeddedin MPS policy or operations. The Authorityitself has initiated a major scrutiny of theaction taken so far by the MPS to addressthe wide-ranging recommendations fromthe IPCC reports, and the outcome ofthat in depth scrutiny will be published asa report to Londoners in the summer of2008.Section 6: MPA Review of Performance66

The two IPCC Reports also raised issuesabout possible misconduct by seniorofficers of the MPS. In both cases, theMPA eventually concluded that there wasno ground for disciplinary proceedings,decisions that were confirmed by theIPCC.The challenge of securing the public ofLondon against terrorism, and suicidebombing in particular, is immense. Thetasks faced by the MPS in July 2005were unprecedented. The MPA valuesand commends the courage, skill anddedication of all those police officers whoday in and day out strive to protect thelives of Londoners, and the Authority willcontinue to work with the Commissionerto ensure that this vital aspect ofpolicing is carried out safely with totalprofessionalism.Professional standardsMaintaining a high level of professionalstandards in policing, and particularly thehandling of complaints and misconduct,is vital to building and keeping the trustand confidence that is the foundationof the relationship between police andthe public. The MPA has oversight ofstandards and conduct by police officersand staff in London, including the handlingof complaints and misconduct matters,and monitoring the way the MPS tacklescorruption and other internal threats.During 2007/08 the total number of publiccomplaints fell by 4% from the previousyear, and internal allegations also fell by 5%.One third of all complaints were resolvedinformally at local level which the Authoritybelieves is the best route for customersatisfaction, though it is disappointing thatthe MPS has not yet achieved the targetof 50%.The timeliness of complaint handling hasimproved, this year the average being71 days to complete a full investigation.However, the number of appeals to theIPCC against decisions made by theMPS has increased by a third, and theproportion of appeals upheld has alsorisen. These trends are disappointing andthe Authority will keep this under review asit reflects on the quality of local decisionmaking.Overall, only a very small proportion(1%) of public complaints were foundsubstantiated after investigation. The kindsof complaints received show concern withoppressive behaviour and incivility bypolice, but at a declining level comparedwith previous years. There is also a highlevel of complaint about ‘failure in duty’,which often reflects the reality that thepolice force has to establish priorities forresponding to incidents and crimes.67

Senior police appointmentsThe Authority is responsible for theappointment of Association of Chief PoliceOfficer (ACPO) ranks and carried out threeselection exercises in 2007/08. RobertQuick QPM (formerly chief constableof Surrey) was appointed assistantcommissioner (Specialist Operations)and John McDowall (formerly an MPScommander) was appointed deputyassistant commissioner (National Coordinatorof Terrorist Investigations).The most recent selection process wasfor Commanders and there were nineappointments.Police Advisory Boardfor England and Wales(PABEW)A key activity this year was the Authority’sinvolvement in drafting the new discipline/conduct regulations and guidancefollowing the ‘Taylor Review - Reform ofPolice Misconduct Procedures.’ The aim ofthe new regulations are to give managersthe means to deal with unsatisfactoryperformance, attendance and misconductin a way that is proportionate, equitableand timely.The MPA has a key role in relation to seniorofficers’ conduct matters, monitoringpolice conduct and discipline proceduresand in Police Appeal Tribunals, which are‘owned’ by police authorities and dealprimarily with appeals against dismissaland other disciplinary sanctions.Police Negotiating Board(PNB)Undoubtedly the most contentious issuethis year was police pay which went toarbitration for the second year running. ThePolice Arbitration Tribunal recommended2.5%, but following decisions made by theHome Secretary the award was in effectworth only 1.9% on the basis of affordabilityand government pay policy. The chair ofthe Authority wrote to the Home Secretaryasking her to agree the tribunal rulingin full with a view to concentrating onthe essentials of agreeing a fair way indetermining police pay in the future.Section 6: MPA Review of Performance68

The latter point was a reference to Sir CliveBooth’s review of the police negotiatingmachinery that took place during the year.The thrust of the Authority’s responseto this review was a desire to negotiatedirectly with the police staff associationsin order to manage the process moreefficiently and to explore the scope forpay to rise in return for real and significantchanges in productivity. The MPA firmlybelieves it is time to move towards localpay determination to address London’sspecific operational and organisationalneeds.Internal AuditInternal Audit assists both the MPA andthe Commissioner in the discharge of theirresponsibilities for the policing of London.Internal Audit is an assurance function thatprovides an independent and objectiveopinion to the MPA and MPS on thecontrol environment, by evaluating theireffectiveness in achieving their objectives.The work of Internal Audit primarilysupports the MPA priorities of holding theCommissioner rigorously to account forimproving the operational performance ofthe MPS, and driving the MPS to makethe most effective, efficient and costconscious use of all its resources.During 2007/08 Internal Audit:• Evaluated the adequacy andeffectiveness of the corporate controlframework within the MPS, which isshowing an improvement• Conducted over 60 risk-based reviewsof systems, making recommendationsthat will further improve the internalcontrol framework• Advised on the adequacy andeffectiveness of planned controls innew and developing systems withinthe MPS, ensuring key systems thatsupport front line policing are moreeffective.• Promulgated areas of best practiceacross the MPS• Advised on the prevention anddetection of fraud affecting the MPS,investigating waste or abuse withinthe systems that support the policingof London. As a result of this worksavings or losses stemmed during theyear were approximately £4.3 millionand a contribution made to recoveriesof approximately £0.3 million.One matter in the year received, andcontinues to receive, considerable concernfrom both internal and external sources -Amex corporate charge cards issued toofficers who have to travel outside Londonon duty. Investigations are continuingby the MPS Directorate of ProfessionalStandards and MPA Internal Audit, andthe IPCC is overseeing this work. Thesubstantial values of ‘unreconciled’expenditure reported in the media havelargely been brought to account andthe bulk of the funds are no longer atrisk. Both the MPA and MPS continueto work together to bring the matter to aconclusion.The Director of Internal Audit’s annualreport containing his opinion on the controlenvironment in the MPS and details ofaudit performance will be submitted to theMPA Corporate Governance Committeein June of this year. It will be published onthe MPA website.69

The police estateEffective policing cannot be deliveredwithout the right property to operate with.As owners of the Metropolitan PoliceEstate, the MPA places great value onensuring we have the right property andsupporting the need to modernise ouraccommodation and facilities acrossLondon. The estate has to be modernisedto provide accommodation that enablesa more accessible, flexible and effectivepolice service for each borough. Changesto the estate will directly improve policingby increasing public accessibility by beinglocated closer to the communities theMPS serves, maximising the use of currentspace and providing more space toaccommodate an evolving police service.We need to move out of old and out of datebuildings and focus on more sustainablebuildings, from planning through tooccupation, with reduced maintenancecosts, which will also lead to costs savingsfor the police service. Work on providinga network of Safer Neighbourhoodsbases serving every ward in London iswell underway. We need better custodyarrangements so we can free up moreofficers for frontline policing. Improvingthe estate and providing our staff with themodern facilities they need will lead to amore efficient police service and improvedresponse times.Plans to modernise our facilities havebeen published for each of the capital’s32 boroughs. These asset managementplan (AMPs), outlining the local strategy toimprove facilities, including the provisionof front counters, patrol bases, custodycentres, Safer Neighbourhoods teambases and office accommodation, as wellas ensuring the buildings are fullyaccessible in line with legislation, offeredlocal communities the unique opportunityto make their voices heard in the drive tomake the police service more responsiveto their needs. We will carefully considerthe views received before producingrevised versions of the AMPs and startingto implement proposals.Every Child MattersFollowing the tragic death of VictoriaClimbié, which highlighted woefulinadequacies in childcare provision, thegovernment acted to introduce a newapproach to caring for children. Every ChildMatters, incorporated within the ChildrenAct 2004, seeks to provide a more joinedup approach to safeguarding children. Allagencies involved with providing servicesto children, including the police, need towork in a more joined-up way, sharinginformation and working together toprotect children from harm.The Authority has been noted as a leadingauthority for its oversight and scrutiny ofMPS activity and performance in childprotection and youth policy. But whileoversight of police force activity is a majorpart of police authority compliance withthe Act, it is not enough on its own. TheAssociation of Police Authorities, activelyassisted by the MPA, has developed clearguidance for national police authoritypolicy, placing further duties on them tohelp meet the legislative requirements ofthe Act by 2008. In carrying out its dutiesthe Authority has developed a benchmarktool to monitor MPS delivery and we willreceive updates twice a year, while we willalso monitor our own performance underduties placed on us in the Act.Section 6: MPA Review of Performance70

London European OfficeThe MPA and MPS joined the partnershipwith London’s European Office (LEO)in April 2007. The main functions of thepartnership are to:• develop relations with EU institutionsand relevant organisations• monitor up-coming policies andlegislation• ensure EU policy makers are aware ofLondon’s interests and best practice.Security and justice has risen up the Unionagenda, particularly building relationshipsto fight serious and organised crime andterrorism. To ensure that the venturepartnership works effectively to promoteLondon’s interests the Authority hasestablished an oversight group to enhanceits ability to scrutinise European workingacross the MPS. In particular the groupwill support the MPS in identifying financialand policy opportunities available acrossthe EU.71

Statutory review of reportingHonours, Awards and CommendationsMember of the Royal Victorian Order (MVO)Christopher Collins (retired)John SmythInspectorInspectorRoyal Victorian Medal (Silver)William MorrisDavid SmithKeith ChadbandPolice ConstablePolice ConstablePolice ConstableCommander of the Order of theBritish Empire (CBE)Mr William GriffithsDirector of Leadership DevelopmentOfficer of the Order of theBritish Empire (OBE)Mr John AzahMr John BarradellVice Chair Independent Advisory GroupLately Chief Officer of theMetropolitan Special ConstabularyMember of the Order of theBritish Empire (MBE)Mr Ellis Parker (known as Dave Parker)Mr Michael FlockhartMr Alastair ThompsonRetired Higher Catering OfficerLately Forensic EngineerSpecialist Crime DirectorateDirector Of Logistical ServicesHuman ResourcesQueen’s Gallantry Medal (QGM)Paul HumphreyExplosives Officer CTCSection 6: MPA Review of Performance72

Queen’s Police Medal (QPM)Susan AkersCommanderStephen BloomfieldChief SuperintendentTimothy WhiteDetective Chief SuperintendentDavid DouglasDetective SuperintendentDavid Commins Chief Superintendent (retired 21/10/07)Alfred HitchcockDeputy Assistant CommissionerKenneth MacRaeDetective SergeantJohn MacBrayneDetective SuperintendentAndrew MurphyDetective Chief SuperintendentQueen’s Commendation for BraveryGary WrightExplosives Officer CTCCommissioner’s High Commendations 4Commissioner’s Commendation 71Royal Humane Society Awards 22Sun Bravery Awards 3These figures refer only to MPS staff.73

Misconduct and complaint proceedingsAllegations Recorded 2007/08Allegation TypeA Serious Non-Sexual AssaultB Sexual AssaultC Other AssaultD Oppressive Conduct or HarassmentE Unlawful/unnecessary arrest or detentionF Discriminatory BehaviourG Irregularity in relation to evidence/perjuryH Corrupt PracticeJ Mishandling of propertyK Breach of Code A Stop & SearchL Breach of Code B on Searching Premises and Seizure of PropertyM Breach of Code C on Detention, Treatment and QuestioningN Breach of Code D on Identification ProceduresP Breach of Code E on Tape RecordingQ Lack of fairness & impartialityR Multiple or unspecific breaches of PACE which cannot beallocated to a specific codeS Failures in dutyT Other irregularity in procedureU Incivility, impoliteness and intoleranceV Traffic irregularityW OtherX Improper disclosure of informationY Other sexual conductGrand TotalNumber28291375531553413185603372391882421312041124441241867701278039124Threatened/civil actions and damage paid2005 – 20062006 – 2007 2007 – 2008Actions receivedCivil actionsThreatened actions5043378446108400Number of threatened& civil action cases settledSettled civic actions4048 57Settled threatened actionsCourt awardsSettlement amountSettled civil actionsSettled threatened actionsCourt awards824£1,149,992£760,015£24,370858354£1,057,828 £508,299£274,603 £392,376£62,500 £16,000Section 6: MPA Review of Performance74

Section 7 Looking Ahead to 2008/975

Section 7: Looking Ahead to 2008/9Section 7 Looking Ahead to 2008/9Policing Plan 2008-11The MPS is constantly focused on our mission of WorkingTogether for a Safer London.• As such, we are committed to improvingservice delivery to all those who requireour services, particularly victims andwitnesses. This includes implementingthe Home Office’s Quality of Servicecommitment• While we have made progress inour service delivery over the last fewyears (and these gains have largelybeen maintained during 2007/08), werecognise that there is still much to do,both to improve people’s experienceof our service and satisfaction with thequality of our service. In 2008/09 oneof our key aims is to set compliancetargets for the Victim Code of Practice(VCoP) to further improve the levelof victims’ contact within the MPS,resulting in victims being kept betterinformed on the progress of their case• The MPS has been involved withpartners in the formation of a nationalCounter-Terrorism Strategy coveringthe four key strands of Prevent, Protect,Pursue and Prepare. During 2008/09,the MPS plans to implement these fourstrands within all areas of policing fromthe local Borough level to the widerinternational aspects of policing• Despite reductions in recorded violentcrime in recent years, there is continuedconcern from the people of London,the Home Office and stakeholdersabout levels of serious violence,particularly in relation to young people.The MPS will look to reduce the levelsof victimisation of young people andto work with partners to help preventthem becoming offenders. During2008/09, we will place particularfocus on sexual violence, gun enabledcrime and serious violence as part ofour Serious Violence Strategy andreducing victimisation as part of ourYouth Strategy• The Corporate Strategic Assessmenthighlights the significant challengesfaced by the MPS and its partnersthrough young people becominginvolved in gangs and carryingweapons, increasing their risks ofcommitting, or becoming victimsof serious violence. Whilst ourperformance in disrupting criminalnetworks has improved from 167in 2006/07 to 251 in the 2007/08financial year to date, during 2008/09we look to further increase the numberof criminal networks disrupted, thenumber of sanction detections fortrafficking Class A drugs and seizemore assets to reduce the harm causedto communities and individuals76

• Now that all our Safer Neighbourhoodsteams are in place, we are focusing ourefforts on developing these to provideeffective frontline policing, publicreassurance and to further improvepublic confidence• During 2008/09 we will continue tofocus on partnership working to solvelocal problems relating to reducingcrime, anti-social behaviour andbringing more offenders to justice. Wewill also work with partners to enhancesafety for people travelling aroundLondon and reduce the number ofroad casualties• The 2012 Olympic and ParalympicGames will be one of the largest securityoperations ever to be conductedin the UK, with the MPS working inpartnership to ensure a safe, secureand peaceful celebration of the games.During 2008/09 we will, subject tofunding, continue preparation forthe games in accordance with ourOlympics programme.77

Glossary of TermsASBASUBEEPBCSBMEBOCUCBNRECCAPCCCCCICCTVCMUCRiSCTCTIOCVSC3iDOIDVENCAMsGLAHMICICTIIPIQLALDALFEPAAnti-social BehaviourAir Support UnitBuilding Energy Efficiency ProgrammeBritish Crime SurveyBlack and Minority EthnicBorough Operational Command UnitChemical, Biological, Radiological, Nuclear and ExplosiveClimate Change Action PlanCentral Communication CommandClimate Change InitiativeClosed Circuit TelevisionCareer Management UnitCrime Reporting Information SystemCounter-terrorismCounter-terrorism Intelligence OfficerCrime Victims SurveyCommand, Control, Communication and InformationDirectorate of InformationDomestic ViolenceEnvironmental CampaignsGreater London AuthorityHer Majesty’s Inspectorate of ConstabularyInformation and Communication TechnologyIntegrated Information PlatformInformation QualityLeadership AcademyLondon Development AgencyLondon Fire and Emergency Planning Authority79

MBEMERLINMPAMPSMVOOBEOCUPACEPCSOPINSPOCAPPPPAFPPOQPMSARCSN teamSOSPISSOTfLTOCUTSGVCoPMember of the British EmpireMissing Person Linked IndicesMetropolitan Police AuthorityMetropolitan Police ServiceMember of the Royal Victorian OrderOrder of the British EmpireOperational Command UnitPolice and Criminal EvidencePolice Community Support OfficerPrisoner Intelligence Notification SystemProceed of Crime ActPolicing PlanPolicing Performance Assessment FrameworkProlific and other Priority OffenderQueen’s Police MedalSexual Assault Referral CentreSafer Neighbourhoods teamSpecialist OperationsStatutory Performance IndicatorSingle Sign OnTransport for LondonTransport Operational Command UnitTerritorial Support GroupVictim Code of PracticeSanction detectionsSanction detection: charged, reported for summons or cautioned, taken intoconsideration by the court, or penalty notice issued.80

Further copies andalternative languagesThis document is the joint MPA and MPSAnnual Report 2007/08. This documentcan be made available in the languageslisted below, large print, audiotape orBraille by writing to the communicationsunit at the MPA whose address can befound below:ArabicBengaliChineseFrenchGreekGujuratiHindiPortuguesePunjabiSomaliSpanishTurkishUrduVietnameseContact detailsHow to contact usWe welcome feedback and if you haveany comments about this Annual Reportthey should be sent to:The Chief ExecutiveMetropolitan Police Authority10 Dean Farrar StreetLondon, SW1 0NYConsultation opportunitiesThe MPA holds regular meeting aboutpolicing with the people who live and workin London. Details of these can be foundin main libraries on the Metropolitan PoliceAuthority Internet site or by ringing us on020 7202 0202.Paper copiesPaper copies of this joint MPA/MPSAnnual Report 2007/08 can be obtainedby contacting the email address above,calling 020 7202 0202 or by writing toeither of the addresses below:Communications UnitMetropolitan Police Authority10 Dean Farrar StreetLondon, SW1 ONYMetropolitan Police ServiceStrategy and ImprovementDepartment - Resources DirectorateNew Scotland YardBroadwayLondon, SW1H 0BGInternet addressesMetropolitan Police Authority:www.mpa.gov.ukMetropolitan Police Service:www.met.police.ukHer Majesty’s Inspector of Constabulary:www.inspectorates.homeoffice.gov.uk/hmicYou can also email us at:enquiries@mpa.gov.uk81

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