The Future of Local Policing in London

1. The Future of Local Policingin London 16 October 2012Deputy Assistant Commissioner Stephen Kavanagh TOTAL POLICING Date Arial 14pt

2. Our Vision Delivering services to the public Total Policing – to be the best A total war on crime, total care for victims and total professionalism from our staff Our objective is to: Cut crime Cut costs Change our culture TOTAL POLICING

3. Our Challenge – Crime Reduction Domestic Burglary per 1,000 Population Personal Robbery per 1,000 Population The situation • As of July 2012: • For the previous 12 months we are the poorest performing force across a range of crime types when compared against other forces most similar to ourselves (Greater Manchester, West Midlands, West Yorkshire). • The MPS also has the lowest levels of victim satisfaction (see below). Vehicle Crime per 1,000 Population Violence involving injury per 1,000 Population TOTAL POLICING

4. Our Challenge – Budget Gap The situation • As of May 2012: • To meet the existing budget gap cumulative savings of £148M (13/14) rising to £232M (14/15) and to £362M (15/16) are required. • This gap assumes we deliver identified savings of £118m (13/14) rising to £152M (14/15). Delay or non-delivery of these savings will increase the budget gap. • We have to take a total of £514M out of our Net Revenue Budget by April 2016. TOTAL POLICING TOTAL POLICING

5. Our work to date includes: • Streamlining our support services: • Centralised crime reporting • Improving the efficiency of command and control • Improving the consistency and efficiency of our intelligence systems • Removing officers from back office roles: • Re-structuring our headquarters functions • Improving and professionalising our performance management systems • Re-structuring custody provision • Total savings within Territorial Policing to date = £30 million pa TOTAL POLICING

6. Our high level offer - the One Met Model TOTAL POLICING

7. The One Met Model Neighbourhood Policing services are at the forefront of visible policing in London, working with communities to reduce crime by removing opportunities for offenders, investigating local crime and working with partners to improve the quality of life for residents Met HQ drives corporate governance and decision making through effective scanning, planning and continuous improvement. It will provide professional and expert services to the whole organisation to ensure we are 'future fit' Service to London Neighbourhood Policing Pan London Services deploy our response, investigative and other specialist operational policing services visibly, flexibly and dynamically across the whole of London Pan London Services Control Infrastructure Central Planning & Tasking Control & Coordination Call Handling & Despatch Intelligence & Performance Resource Mgmt Met HQ Support Services provide an integrated streamlined professional support service to enhance operational policing and deliver a significantly improved customer experience for all Control Infrastructure services drive the effective delivery of MPS operations through a single, coherent system that links planning to delivery and defines processes for control Contact Centre Support Services Service and Account Mgmt Supplier Relationship Mgmt Shared services Expert Services Transaction support TOTAL POLICING

8. Our approach to Local Policing • We will maintain boroughs and wards as the foundation of delivery • We will reduce management costs and invest in front line teams • We will move 2000 police officers into Safer Neighbourhoods Teams to increase our visibility and impact on the street • We will convert 891 PCSO posts into 591 police constable posts so that SNTs can focus on crime fighting in the community. • We will simplify our structure, reducing the number of separate teams and squads, to help us operate in a more flexible way • We will establish a more effective way to control and task local police resources so that we can operate with more pace and momentum TOTAL POLICING

9. Our service commitments Investigation Custody Emergency Response Teams Safer Neighbourhoods Teams Borough Support Units Grip & Pace Centre Senior Leadership Team (and Leadership Support) The Local Policing Model TOTAL POLICING

10. Public Access • We intend to improve public access to our services by reforming and modernising our delivery • We will establish a Public Access Promise that sets out our commitments • We will maintain a minimum 1 x 24/7 Front Counter in every borough • We wish to share more public access points with partners • We will maximise our presence in every neighbourhood by going out to schools, places of worship, community centres, supermarkets etc • Before any change to Front Counters takes place, every borough will establish and have agreed a 'Public Access plan' that sets out local commitments to providing access to our services. TOTAL POLICING

11. Basic Command Units • Basic Command Units (BCUs) are designed to be a more efficient and effective management structure to support local policing • Response, Safer Neighbourhoods and Investigation teams will continue to have a strong and distinct borough identity in every BCU • Where appropriate, senior management and support services will be shared between boroughs • The size and shape of BCUs will vary across London. Some will contain a single borough, others will contain two boroughs • We are now working to confirm which boroughs would most benefit from sharing and which should continue to operate on their own. TOTAL POLICING

12. Basic Command Units: what might shared management and support services look like? TOTAL POLICING

13. Next Steps • Further consultation, led by MoPAC, will begin in Oct 2012. • We will begin work on local Public Access plans in Sept 2012 with a view to changing front counter provision in November. • We will confirm proposals and, if appropriate, the number and composition of Basic Command Units by the end of 2012. • We aim to begin implementation of the Local Policing Model from Spring 2013. TOTAL POLICING