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    Mayor’s Office for Policing And Crime (MOPAC) July 2015 City Hall The Queen’s Walk More London London SE1 2AA www.london.gov.uk/mopac Enquiries: (020) 7983 4100 Minicom: (020) 7983 4458

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    CONTENTS Foreword 4 About MOPAC 6 What MOPAC wants to achieve – the 20:20:20 challenges 7 Key achievements 9 Cutting neighbourhood crime 12 Boosting confidence 14 Cutting costs 18 Reducing court delays 20 Increasing compliance with community sentences 21 Reducing reoffending by youths leaving custody 23 Mayoral priorities 24 Meeting our national and international responsibilities 28 About MOPAC 30 MOPAC governance arrangements 32 MOPAC financial performance 33 Mayor’s Office for Policing and Crime • Annual Report 2014/15 3

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    FOREWORD Something had to change and MOPAC has led the way. We are using the infrastructure of the past to fund the infrastructure of the future, unleashing the transformative power of technology in the MPS at a time of strict austerity in public finances by raising hundreds of millions of pounds for investment in new IT systems by disposing of many of our old and underutilised buildings. Our police are being liberated from their desks by mobile technology – boosting their visibility and their productivity. Ambitious plans are underway to further embed technology into the way the MPS works – cutting back office support costs, boosting confidence and opening new ways for the public to engage It is now two years since MOPAC published the with their services. This change programme has capital’s first Police and Crime Plan. In that time, provided wider benefits for our city too. Sales we have formulated a clear and ambitious agenda to of police buildings have led to the creation of make London the safest global city on earth, based 12,000 new jobs, 4,000 new residential units and on the MOPAC 20:20:20 challenge for the Met and 9 new schools. the MOPAC 20:20:20 challenge for the Criminal For all of our investment in hardware and software, Justice System. This document shows how we are at its heart policing will always be a job that revolves performing against those two MOPAC challenges. around people and reaching the Mayor’s target of 32,000 police officers for London has been an Alongside our work to deliver the 20:20:20 targets important milestone for this year. in the Police and Crime Plan, we have taken important and necessary steps along the path Equally important is how representative of London towards creating a truly 21st Century police service those 32,000 officers are. MOPAC’s work to boost for London. recruitment amongst women and black and ethnic minority communities means that the MPS of 2015 is Londoners have enthusiastically embraced more diverse and representative of modern London technology and our city is thriving in the digital era. than ever before. There is a long way still to go to Yet our police have not kept pace. Officers still make the MPS truly representative of the capital, but have to carry out many routine tasks using methods these are welcome steps in the right direction. We unchanged for decades - handwritten notes and hope to build on that momentum with London-only reports of incidents have to be typed up; basic recruitment for the MPS, which began last year. information is rekeyed time and time again; an arrest – and the burdensome administration that comes Most importantly, perhaps, the MPS has continued with it - can take an officer off the street for hours. the fantastic work to cut crime. Since the Mayor took office, crime has fallen by 18% (118,327 It is true that much work has been done to fewer victims). In the three years between March reduce this bureaucratic burden on front line 2012 and March 2015, neighbourhood crime was officers, but technology can take this much further cut by 19.8%, against our 20% target. A recent and revolutionise the way they work. For most MOPAC survey suggests that Londoners are seeing Londoners, technology has made everyday tasks the difference, revealing that almost two-thirds (64 easier and opened up a wealth of new opportunities. percent) of those questioned felt that policing has Until now, in policing, it has done neither. improved or remained the same since 2010. 4 Mayor’s Office for Policing and Crime • Annual Report 2014/15

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    Reductions in crime are always hard-won and the achievements we have seen over the last few years are a testament to the hard work of the officers and staff of the MPS who serve London with diligence and distinction. We know, though, that the nature of crime in the capital is always changing and we continue to work hard with police and partners to identify areas of challenge and address them quickly and effectively. Increasing levels of violence remain a concern to us and we have worked closely with the MPS and Boroughs to identify key trouble-spots and agree joint action to tackle these offences. We continue to explore all the options to keep up the pressure on violent crime in all its forms. In carrying out our work, I am determined that MOPAC leads the way in transparency and use of robust evidence. This is why we have launched a suite of ground-breaking crime and criminal justice data dashboards. These dashboards present the high- level data we use to scrutinise the police and other agencies in an accessible, interactive way for the public to view. These are a national first and something that I encourage Londoners to take advantage of. And the public are also increasingly engaging with our work – more and more are following us on Twitter @MOPACLdn, subscribing for our newsletters and getting in touch – our team answered nearly 5,000 questions or enquiries last year, an increase of around 1,000 from the year before. I welcome this increased engagement and hope to see MOPAC build on this further in the year ahead. As we enter the final full year of this Police and Crime Plan, we are as determined as ever to work hard and fulfil the Mayor’s vision for London as the world’s safest big city, with a police force equipped and ready to meet the challenges of today and of tomorrow. STEPHEN GREENHALGH Deputy Mayor for Policing and Crime Mayor’s Office for Policing and Crime • Annual Report 2014/15 5

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    ABOUT MOPAC The Mayor’s Office for Policing And Crime (MOPAC) was established in January 2012. It is led by the Mayor of London, Boris Johnson, and the Deputy Mayor for Policing and Crime (DMPC), Stephen Greenhalgh. The Mayor’s key roles include setting the direction THE ANNUAL REPORT for how London is to be policed, based on consultation with the public and victims of crime This report discharges the Mayor’s duty under and the commitments made in his manifesto; Section 12 of the Police Reform and Social holding the Metropolitan Police Service (MPS) to Responsibility Act 2011. The Annual Report must account; and working across the criminal justice cover: system to improve its effectiveness and efficiency. n The exercise of MOPAC’s functions in each MOPAC works by setting the MPS’s priorities financial year, and and budget, encouraging greater collaboration n The progress which has been made in the and integration of local services to join financial year in meeting the objectives in the up prevention and enforcement activities, Police and Crime Plan. commissioning services proven to reduce crime, and using accurate data, academic analysis, and The Police and Crime Plan 2013-2016 was evidence (including audit and inspection) to manage published on 25 March 2013 and relates to the performance across sectors. period 2013/14-2016/17. This report is focused on reviewing the second year’s progress 2014/2015 THE DEPUTY MAYOR FOR POLICING AND CRIME (up to 31st March 2015). As Deputy Mayor for Policing and Crime (DMPC) Stephen Greenhalgh leads MOPAC. The Mayor, as occupant of MOPAC, has delegated the majority of his day-to-day decision making to the DMPC. There are, however, a number of duties which have been explicitly retained by the Mayor, including issuing the Police and Crime Plan and the appointment and removal of the most senior MPS officers. 6 Mayor’s Office for Policing and Crime • Annual Report 2014/15

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    WHAT MOPAC WANTS TO ACHIEVE – THE 20:20:20 CHALLENGES The MOPAC Police and Crime Plan sets out clear performance measures that focus on results, not process or activity. These include the policing and criminal justice 20:20:20 challenges. INCREASED REDUCED CRIME REDUCED COST CONFIDENCE 20% reduction in 20% increase in confidence 20% reduction in cost neighbourhood crime By the end of 2014/15, Confidence hit a record high Savings delivered for 2014/2015 neighbourhood crime had reduced of 68% in June 2014, before are £104.5m. by 19.8% against baseline year. slipping back slightly to 67% later Total cost savings to date are in the year. £366.4m, with a target for 2016/17 of £500m. On target for 20% reduction in Confidence has risen, but is not on On target to achieve 20% reduction MOPAC 7 crimes. track to meet the 75% target. in cost. REDUCING SWIFT JUSTICE SURE JUSTICE REOFFENDING To seek swifter justice for victims To achieve surer justice by To reduce reoffending by by reducing delays in the criminal increasing compliance with young people leaving custody justice system by 20% community sentences by 20% in London by 20% Average time from offence to The compliance level is improving, Latest available data indicates youth completion overall is 165 days, a reaching 81% in 2014/15 from a reoffending levels stand at 58%, reduction of 3 days from baseline. level of 77% in 2011/12. down from a baseline of 70.8%. Compliance is higher in London than in the rest of England & Wales. Improvements have been made, but Compliance rates have improved On target to reduce reoffending not enough to meet the 134 day but lower than expected to meet the by youth people leaving custody in target. 92% target. London by 20%. Mayor’s Office for Policing and Crime • Annual Report 2014/15 7

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    March 2015: Mayor Boris Johnson welcomes London’s newest Constables at a parade to mark the completion of their training and the MPS reaching his target strength of 32,000 officers. 8 Mayor’s Office for Policing and Crime • Annual Report 2014/15

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    KEY ACHIEVEMENTS n The MPS achieved a reduction in key neighbourhood crimes of 19.8% since March 2012 and is on track to meet the target of a 20% reduction by the end of the Police and Crime Plan period. Robbery fell by 44% and burglary fell to its lowest level since 1974. n MOPAC has driven tough action by police and partner agencies to tackle violence in the capital following an increase in reported offences. n The number of “bobbies on the beat” increased, with the Mayor’s promise to put 2,600 more officers in neighbourhoods being met and overall Metropolitan Police officer numbers reaching his target of 32,000. Numbers of BME and female recruits hit record highs. n Millions of pounds were released for investment in frontline policing through the streamlining of back office functions and the sale of outdated, costly and underused police premises. London as a whole has benefited from this, with the buildings sold so far boosting London’s Gross Value Added (GVA) by providing at least 4,000 new residential units, 12,000 direct and indirect jobs, and 9 schools. n MOPAC has set new standards for transparency, launching a range of ground-breaking online dashboards to allow the public open access to a wealth of crime and criminal justice information. Mayor’s Office for Policing and Crime • Annual Report 2014/15 9

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    CUTTING NEIGHBOURHOOD CRIME The Mayor has set out his vision for London as the country, with the Office for National Statistics the safest big city in the world. Through a wide attributing much of it to better recording practices range of operations and activities targeting high- and an increase in reporting of domestic violence. volume crimes that have a significant impact on quality of life, London’s neighbourhoods have Nonetheless, any increase in violence is taken extremely seriously and MOPAC have facilitated become even safer places to live. joint problem-solving meetings in the Boroughs In his Police and Crime Plan, the Mayor challenged most affected by violence to identify approaches the MPS to reduce seven specific neighbourhood for tackling this issue. In November 2014, the crimes by 20% – violence with injury, robbery, MPS launched Operation Equinox, a co-ordinated burglary, theft of and from a motor vehicle, theft crackdown targeting activity against licensed from the person and criminal damage. These crimes premises, geographic areas and fast food outlets – chosen for their high volume and high levels of where violent offending disproportionately occurs. victimisation – are known as the MOPAC 7. Outcomes of this operation to date have included: 9,039 weapon sweeps; the recovery of 663 Rising to the challenge set by the Mayor, at the weapons; 667 test purchase operations and end of the 2014/15 financial year, data shows that 11,128 full licensed premises inspections. the MPS had driven these crimes down by 19.8% overall since 2012, on track to meet the target by MOPAC is keenly exploring the possibilities for the end of the Police and Crime Plan period. using technology to cut neighbourhood crime. In March, the Mayor launched MetTrace, a three- The chart below, taken from MOPAC’s interactive year programme with the MPS and SmartWater Crime Dashboard (which can be found at Technology Ltd to provide 440,000 homes in www.london.gov.uk/MOPAC), illustrates the rate burglary hotspots across the capital with a free kit at which these crimes fell, outstripping the rate containing an invisible traceable liquid, allowing of reduction required to meet the 20% goal by owners to mark their possessions with a unique 2016. This reduction means around 80,000 fewer forensic code and to display warning stickers to Londoners fell victim to these types of offences in deter burglars. This technology – which allows the 2014/15 than in 2011/12. That is a fine achievement police to trace stolen items and link offenders with for which the MPS and partner agencies deserve crime scenes – is proven to work and during a great credit. recent trial in five boroughs, burglary rates fell by an average of 49%. Within these reductions there are particular crime types where truly remarkable progress has been MOPAC continued to support a wide range of other made. Burglary and robbery are down 24 percent crime prevention and community safety projects in and 44 percent respectively - with burglary at its 2014/15 via the London Crime Prevention Fund, lowest level since 1974. Only one of the seven which provides long-term funding of up to four years neighbourhood crime types – Violence with Injury to enable organisations to tackle ingrained, complex – has seen an increase, rising by 14 percent since problems. In the last year the Fund allocated over 2012. This increase has been reflected across £18m in total. ALL MOPAC 7 OFFENCE VOLUME AGAINST 20% REDUCTION TARGET 411,036 328,829 329,733 Rolling 12 Month Offences 20% Reduction Target MOPAC 7 crime is currently 19.8% down against the baseline 12 Mayor’s Office for Policing and Crime • Annual Report 2014/15

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    March 2015 DMPC Greenhalgh launching MetTrace at Colindale Police Station with Assistant Commissioner Helen King, Commander Simon Letchford, Borough Commander Adrian Usher and Alan Given of Smartwater Technology Ltd. Mayor’s Office for Policing and Crime • Annual Report 2014/15 13

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    BOOSTING CONFIDENCE British policing is built on the Peelian principle that the police are the public and the public are the police. MOPAC is working to renew the relationship between the public and police in London by building a more representative MPS workforce, focused on community priorities and held to account publicly. Confidence in the police is integral to the British system of policing by consent. That is why in the Police and Crime Plan, the Mayor challenged the MPS to increase confidence by 20%, which equates to an increase from 62% to 75%. Public confidence in the police reached its highest ever recorded level of 68% in June 2014 and is currently standing at 67%. LONDONERS’ CONFIDENCE IN POLICING (MARCH 2012-DECEMBER 2014) 80% % excellent / good 60% 40% Sep 13 Dec 13 Sep 12 Dec 12 Sep 14 Dec 14 Mar 13 Mar 12 Mar 14 Jun 13 Jun 12 Jun 14 CSEW: Crime Survey for England and Wales CSEW Local PAS Local PAS: Public Attitude Survey CSEW Target PAS Target Confidence in policing is an extremely complex, nuanced subject and MOPAC has made significant investments into research into the patterns and drivers of public confidence in policing. This year, MOPAC published its ground-breaking Public Confidence Dashboard, which allows users to see the latest data on confidence in policing across the capital and by Borough, as well as information on some of the issues that influence people’s confidence. Figures reveal that since March 2012, confidence in the police has improved or held steady across all groups, increasing most markedly amongst BME respondents. LONDONERS’ CONFIDENCE IN POLICING (MARCH 2012-DECEMBER 2014) Demographic / period Male Female Mixed Black Asian White Other 16-24 25-34 35-64 65+ 80% 74% 73% % excellent / good 68% 69% 67% 68% 64% 65% 66% 73% 64% 64% 66% 60% 65% 63% 64% 64% 63% 63% 62% 60% 49% 40% Mar 12 - Dec 14 Mar 12 - Dec 14 Mar 12 - Dec 14 Mar 12 - Dec 14 Mar 12 - Dec 14 Mar 12 - Dec 14 Mar 12 - Dec 14 Mar 12 - Dec 14 Mar 12 - Dec 14 Mar 12 - Dec 14 Mar 12 - Dec 14 14 Mayor’s Office for Policing and Crime • Annual Report 2014/15

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    This year, MOPAC has also launched its Neighbourhood Confidence Comparator, which divides London’s 108 policing neighbourhoods into similar groups depending upon dozens of economic, demographic and social indicators. This allows users to make better comparisons of crime and confidence rates. NEIGHBOURHOOD CONFIDENCE (London) Highest Lowest Mayor’s Office for Policing and Crime • Annual Report 2014/15 15

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    RECONNECTING POLICE AND PUBLIC MOPAC has made £1m available for Safer Neighbourhood Boards to bid for to fund projects Research has shown that Londoners consistently that will help cut neighbourhood crimes and boost rank police visibility and street policing as top public confidence. priorities and the Mayor is determined that the police renew their relationships with the communities RECOGNISING VOLUNTEERS they serve, putting reinvigorated neighbourhood The Mayor also recognised the contribution of the policing at the heart of the Police and Crime Plan. Special Constabulary, fulfilling his promise to deliver In 2014/15, the MPS reached the Mayor’s target a council tax rebate of £150 (half of the mayoral headcount of 32,000 officers and also completed precept on an average property in London) for the move of 2,600 extra officers into neighbourhood Londoners who volunteer to serve the capital and its policing teams. people as Special Constables, in recognition of their As well as ensuring that the MPS is at full strength hard work and public spirit. across London, the Mayor is committed to making Inroads are also being made into the Mayor’s target sure that the workforce is representative of the city to double the number of police cadets in London it serves. In 2014, there were more BME officers to 5,000. Numbers are up to more than 3,500 and serving in the MPS than at any time in its history and increasing with the creation of new junior police initiatives to boost the numbers of new BME and cadet units for those aged 10-13. The scheme is an female recruits have generated further momentum, important means to make sure that young people of with their numbers hitting record highs in 2014/15. every background can feel included in policing and The commitment to a representative workforce has empowered to make a positive difference. been further cemented this year with the beginning MOPAC has maintained its strong support of of a London-only recruitment policy for police Neighbourhood Watch in London, working with the constables in the capital. MPS and London Neighbourhood Watch Association Safer Neighbourhood Boards are now in place (LNWA) to reinvigorate the scheme in the capital. in every London Borough, bringing police and A milestone in this work was reached this year as communities together to decide local policing and local Neighbourhood Watch Associations were crime priorities, solve problems collaboratively and established in every Borough in the city, providing make sure that the public are involved in a wide local leadership and organisation to build the range of other community safety decisions. strength of this invaluable scheme. February 2015 Deputy Mayor for Policing and Crime Stephen Greenhalgh and Chief Officer of the Metropolitan Police Special Constabulary John Conway launching the council tax rebate for Special Constables at City Hall 16 Mayor’s Office for Policing and Crime • Annual Report 2014/15

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    BODY-WORN VIDEO In the past year, MOPAC Challenge has focused on a range of serious issues, with the Deputy Mayor for In 2014, MOPAC and the MPS launched the world’s Policing and Crime leading in-depth investigations largest trial of body-worn video technology, with into police performance, youth reoffending, 1,000 body cameras used across 10 boroughs as substance misuse, diversity in policing and intrusive well as armed response teams, with around 6,000 police tactics. videos uploaded per month. MOPAC maintains the country’s largest Independent Officers’ feedback suggests the devices are most Custody Visiting Scheme – more than 400 members valuable where trust is key and police behaviour is of the public who volunteer to visit police stations under scrutiny, for example in Stop and Search, and unannounced at any time of day or night to check where early evidence and victim testimony is critical on the welfare of those in police custody and make such as in cases of domestic abuse. The cameras recommendations for improvements if required. are also helping to demonstrate better the impact of London’s Independent Custody Visitors (ICVs) crime on victims, aid professional development and continue to play a vital role in maintaining public training, and to increase trust in officers. confidence in police custody arrangements. SCRUTINY AND CHALLENGE MOPAC acknowledges the difficult job that The police are granted significant powers to do police officers do every day. The vast majority are their job of keeping us safe, including the power professional and work with the utmost integrity. to deprive people of their liberty and, in extremis, MOPAC has oversight of how the MPS handles any use force to protect the public. It is vital that public complaints that are made. The table below the police are subject to rigorous oversight and outlines the number of public complaints made MOPAC provides robust and detailed scrutiny of the against MPS officers and staff over the past year. Metropolitan Police on behalf of Londoners to ensure that they do their work to the highest standards of The volume of complaints made by the public – total conduct and fairness. This is done in public, with the public complaint cases and officer/staff allegations – regular MOPAC Challenge meetings taking place at has decreased in the past year. Numbers of officers City Hall and broadcast live via webcast. and staff on the Complaints Intervention Scheme - a combination which includes either a public complaint, conduct matter or civil action, have also fallen. Conduct matters – complaints from other staff or officers – have risen. MOPAC is investigating this change, which may be due to increased confidence amongst offers and staff in reporting wrongdoing. April ‘13 to April ‘14 to % Volume MPS March ‘14 March ‘15 Change Change Total Public Complaint Cases 7,022 6,762 -4 -260 Officer / Staff Allegations 17,340 13,722 -21 -3,618 Conduct Matters Cases 1,462 1,718 18 256 Officers / Staff on Complaints Intervention Scheme 389 222 -43 -167 Mayor’s Office for Policing and Crime • Annual Report 2014/15 17

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    CUTTING COSTS The way people live their lives and engage Between 2013-15, MOPAC has sold 59 sites with services is being transformed by digital worth £294 million, delivering savings of £21.9 technology. MOPAC is saving public money and million. With the sale of Scotland Yard for £370m providing the funds needed to equip the MPS this year and with further building sales expected to to police and serve London in the digital age by take place in the year ahead, MOPAC anticipates reducing overheads, releasing old, underutilised delivering receipts totalling £900m for the period assets and reforming the policing model. 2013/14 to 2016/17. Policing, like all public services, has had to face The programme of sales has had wider benefits the challenge of responding to reductions in funding outside of policing, making land available to whilst modernising to improve services. In the Police London’s economy and the wider public, boosting and Crime plan, the MPS was challenged to cut the city’s Gross Value Added (GVA). The buildings gross costs by 20% and deliver savings of £500m sold so far have provided at least 4,000 new by 2016/17 whilst achieving reductions in crime and residential units, approximately 12,000 direct and improvements in public confidence. indirect jobs, 9 schools and 4 hectares of open land for London, all of which increase London’s GVA. The MPS have a good record of delivering savings, having already delivered £261.9M savings REFORM in 2013/14. A further £104.5M has been saved in 2014/15 and the MPS is on track to deliver its target MOPAC has committed to reforming the policing to achieve gross savings of 20% by 2015/16. These model, increasing police numbers and delivering savings are enabling the MPS to meet the challenge savings by reducing the number of senior officers, of austerity whilst also making vital investments in recruiting more constables and reducing the back technology to support greater operational capability office. By 2015/16 MOPAC will have delivered and public accessibility. hundreds of millions of pounds in savings whilst maintaining its full strength of 32,000 officers. The savings are being delivered through the Deputy Mayor’s 3 principles set out in the In addition, capital released from the sales Police and Crime Plan. of underused buildings is contributing to the vision of an MPS equipped to meet the policing REDUCE challenges of the future, with the Deputy Mayor and Commissioner attending the ‘topping-out’ ceremony MOPAC has committed to reducing overheads for the MPS’ new, state-of-the-art training and through driving down organisational support costs, operational centre in Hendon in March. removing duplication and unnecessary overheads and delivering savings in supplies and services and other contracts, most notably IT. By 2015/16 MOPAC will have delivered savings of £220M. RELEASE Holding on to out of date, underused premises not only increases costs to policing but also locks up wider benefits available to London’s economy. MOPAC is disposing of underutilised assets and reducing the police estate by one third, putting bobbies before buildings, reducing revenue costs and generating capital receipts for investment in new technologies to enable truly 21st century policing in London and provide more economic investment. March 2015, Hendon Deputy Mayor for Policing and Crime Stephen Greenhalgh and Commissioner Bernard Hogan-Howe at the topping out of the new Hendon Training and Operational Facility 18 Mayor’s Office for Policing and Crime • Annual Report 2014/15

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    n MPS h 2 0 1 5 , Hendo eadcount Marc target h Mayor’s reaches d officers 2 ,0 0 0 warra te n of 3 Mayor’s Office for Policing and Crime • Annual Report 2014/15 19

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    REDUCING COURT DELAYS Court cases in London take longer to complete from arrest to court disposal. This has culminated than in most other parts of the country. in the development of MOPAC’s Criminal Justice Identifying and reducing the delays in court Timeliness Dashboard, which allows greater end- cases means reducing the distress caused to to-end oversight and identification of the problems victims and the wasted time and money for causing delays. courts, prosecutors and police. It is well known that a small number of offenders Cases take too long to go through the courts in commit the majority of crime. These offenders are London and MOPAC has challenged partners to placing significant demand on the system, recent reduce delays in the system by 20% to ensure that research indicating that those who had ten previous victims of crime receive swift justice. court appearances took on average twice as long to go through the criminal justice system as first time Magistrates Courts have made good progress offenders. The Deputy Mayor is driving forward with towards speeding up their service to victims. Since ‘Gripping the Offender’ a project to ensure there 2012, the average length of cases from offence is a whole systems response to these high harm to completion has fallen by ten days, from 156 to individuals where all partners work together to grip 146. Some areas have demonstrated significant offenders as soon as they are identified as high improvements, with reductions in time to completion harm/high cost and focus their efforts on them until of more than 20 days. However, this improvement that risk of reoffending is reduced. has been offset by the deterioration in the speed of cases going through London’s Crown Courts, the In addition, in November 2014, using data average of which has increased from 309 days to highlighted on the Criminal Justice Timeliness 343. As a result, on current performance the target Dashboard, the Deputy Mayor for Policing and to reduce delays in the system overall is not on Crime quizzed senior figures from the London track to be achieved. justice system on the current situation at a MOPAC Challenge meeting on criminal justice timeliness. MOPAC is working closely with partners in the From this meeting has stemmed an agreement justice system to bring to light the issues that affect on further actions to improve timeliness, including timeliness and identify measures to alleviate the tackling the impact of domestic abuse cases on problems. Significant progress has been made by the speed of the system; taking concerted action partners in providing relevant, robust and up-to-date aimed at reducing Summary Motoring Offences to timeliness data to MOPAC that assists in identifying the national average; and holding formal MOPAC where things are operating well and where there Challenge meetings on Criminal Justice Timeliness are delays, gaps and pinch points in the system twice a year. CRIMINAL JUSTICE TIMELINESS ROLLING YEAR COMPARISON All courts (against a 20% target) 165 168 160 154 134 England & Wales London Target Sep 13 Dec 13 Sep 12 Dec 12 Sep 12 Dec 12 Dec 12 Sep 14 Dec 14 Mar 13 Mar 12 Mar 12 Mar 14 Jun 13 Jun 12 Jun 12 Jun 14 20 Mayor’s Office for Policing and Crime • Annual Report 2014/15

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    INCREASING COMPLIANCE WITH COMMUNITY SENTENCES Offenders should pay the price for their behaviour, A pioneering project launched in in July 2014 completing their sentences and making amends demonstrates the potential for technology to assist to the community. This sends out a clear message in improving compliance with sentences. Stemming to the public that justice is being done and an from the Mayor’s manifesto commitment to enforce equally clear message of deterrence to other sobriety on drunken offenders, MOPAC launched a would-be offenders. compulsory sobriety scheme in Croydon, Lambeth, Southwark and Sutton where a court will order an The public expect that those who have committed offender to a period of sobriety. The scheme uses crimes are robustly held to account for their offences. electronic ankle tags to detect the presence of The public also expect that offenders abide by alcohol in the wearer’s system. If alcohol is detected the sanctions imposed on them by the courts. In by the tag at any time over the duration of their 2014/15, 81% of Community Orders in London were sentence, additional enforcement action can be successfully completed, up from a figure of 77% in taken. Initial findings from the first six months of this 2011/12. This improvement – from an already high scheme are promising, showing that 51 offenders level – is welcome, but is lower than expected to were fitted with the tag, with a 94% compliance rate meet MOPAC’s ambitious target to reach 92% by – a figure significantly higher than other similar court 2016/17. orders. MOPAC has maintained its commitment to The Deputy Mayor is also putting the transformative Community Payback schemes – unpaid work carried power of technology to greater use in criminal justice out by offenders in high visibility jackets. Through management processes, advocating and driving Safer Neighbourhood Boards, now in place in every forward improvements to the web-based IDIOM Borough, the public can shape these schemes to system used to track prolific offenders. ensure they satisfy their demand for visible reparation for offending. In November 2014, the Deputy Mayor In the coming year, MOPAC will be bringing together visited one such scheme in Waltham Forest, where its data on adult reoffending and compliance with offenders were put to work cleaning war memorials community sentences and publishing it through to bring them back to their best. another interactive dashboard, allowing practitioners and public alike to explore and understand current performance towards this target and identify areas for improvement. Mayor’s Office for Policing and Crime • Annual Report 2014/15 21

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    March 2015 Deputy Mayor for Policing and Crime Stephen Greenhalgh showcasing MOPAC’s interactive Youth Reoffending Dashboard to Redbridge Youth Workers 22 Mayor’s Office for Policing and Crime • Annual Report 2014/15

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    REDUCING REOFFENDING BY YOUTHS LEAVING CUSTODY Of all offenders, young people are the most entrants as well as a broader review of the volume likely to reoffend, especially those leaving and reoffending levels of those offenders managed custody. By improving understanding of what in the community and in custody. causes young people to reoffend and by putting In January the Deputy Mayor kept up the momentum in place effective, timely interventions, MOPAC is towards further reductions as he brought senior working to break the cycle of youth reoffending in London. colleagues and experts together to consider the youth offending / reoffending in London within the There has been significant activity, driven through context of a challenging financial future. the London Crime Reduction Board and MOPAC, to tackle youth reoffending in London. This is MOPAC and the Youth Justice Board are jointly delivering real progress, with the Mayor’s target of funding a Resettlement Manager for London reducing reoffending by youths leaving custody by to develop a resettlement offering for London, 20% being met ahead of schedule. considering existing provision, funding flows and the gaps that exist which result in higher reoffending This progress can be tracked at the MOPAC website via the Youth Reoffending Dashboard, rates for young people leaving custody. which presents comprehensive data on reoffending Research has shown that young offenders have across the capital and by Borough. very often been victims of serious crime and abuse The Deputy Mayor continues to press for themselves in the past and MOPAC has secured improvements and at the MOPAC Challenge on £400k in Ministry of Justice funding to utilise the Youth Reoffending held in September 2014, he London Resettlement Consortia to support young questioned senior figures from London’s criminal offenders with prior experience of victimisation justice system on the current Dashboard data with including but not limited to mental, physical and regard to youth offending; the levels of first time sexual abuse. LONDON PERFORMANCE AGAINST TARGETS AND ENGLAND & WALES This dashboard visualises Youth Reoffending performance across the whole of London focusing on agreed indicators. The MOPAC target to reduce proven reoffending rates for those leaving Including those youth offenders managed in the community, the total cohort custody by 20% has been achieved. However, those leaving custody only size of youth offenders is over 8000. London is currently performing below the reflect a small portion of youth reoffending, currently 326 offenders. England & Wales average. Proven reoffending rates of youths leaving custody London first-time entrants against target (rolling 12-month) 7,878 70.8% 58% 56.6% 3,156 Mar Nov Jul Mar Nov Jul Mar Nov Apr Oct Apr Oct Apr Oct Apr Oct Apr 11 11 12 13 13 14 15 15 10 10 11 11 12 12 13 13 14 Total proven youth re-offending rates (%) Average number of re-offences per offender (frequency) (rolling 12-month) (rolling 12-month) 41.7% 1.15 36.3% 0.97 36.1% 1.08 34.1% 0.96 Mayor’s Office for Policing and Crime • Annual Report 2014/15 23

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    MAYORAL PRIORITIES SUPPORTING VICTIMS OF CRIME Centres, which are known as the Havens. This AND TACKLING VIOLENCE AGAINST funding is matched by the NHS England, London WOMEN AND GIRLS region. London operates the only national example of sexual assault referral centres (known as the Crime can have a devastating, life-changing Havens) running in multiple locations; offering effect on victims and their families. MOPAC is services to under 18 year olds and adults. leading work across London to provide more effective and consistent services to support In June 2014, the MPS Commissioner and the victims of crime as they come to terms with their Director of Public Prosecutions commissioned experiences and start to rebuild their lives. Dame Elish Angiolini DBE QC to carry out an in-depth review of how the MPS and the Crown In July 2014, Baroness Newlove, the Victims’ Prosecution Service investigate and prosecute Commissioner, completed a major review into the rape cases. This report was published in June 2015 treatment of victims and witnesses of crime in and MOPAC is giving careful consideration to its London on behalf of MOPAC – the first review of recommendations, which will inform its future work. its kind. This review preceded a significant change in the care of victims of crime in London Looking ahead, MOPAC has committed to when, on 1st October 2014, MOPAC took over co-funding (alongside NHS England) a sexual commissioning for all victims’ services in the city. violence needs assessment to ensure that future MOPAC is now working with the range of partner commissioning of services for victims of sexual agencies involved in supporting victims to maintain offences in London achieves best results. current provision whilst developing a new and When the Mayor was elected, he pledged to make comprehensive system. London a safer city for women and girls. His vision Reports of domestic and sexual violence are rising is for a society where every woman and girl can nationally as more victims gain the confidence to live their life free of violence and abuse. To deliver come forward. Progress has been made to bring this pledge, MOPAC has provided £3.85 million more perpetrators to justice, but conviction rates for this year to local authorities for projects tackling domestic violence in London remain too low, with violence against women and girls, with an victims who come forward often feeling isolated and additional £200,000 to deliver a harmful practices unsupported during the legal process meaning that pilot to tackle Female Genital Mutilation (FGM), cases collapse and perpetrators go unpunished. faith based abuse, forced marriage and “honour”- based violence. The Mayor is committed to addressing these problems - encouraging more victims to come GANGS forward, improving their experience through the Since taking office, the Mayor has concentrated criminal justice system and increasing conviction significant resources to deal with gang crime in rates. In March, the Mayor announced £5m London. The police cannot solve this problem funding for the first London-wide support service alone and MOPAC is working with the MPS, for victims of domestic abuse. Previously, support agencies and voluntary groups on a wide range for victims of domestic violence in the capital was of projects to tackle gang crime from every angle. patchy and inconsistent – by drawing support providers together into the Pan-London Domestic In June 2014, City Hall hosted a Gangs Summit Violence Service, every victim can be given access which convened world leading experts and senior practitioners to explore new findings and to specialist support from Independent Domestic approaches to gang crime in London and other Violence Advocates (IDVAs) and other experts. comparable global cities. On the same day, The Mayor has continued to fulfil his commitment MOPAC, with the London Crime Reduction to Rape Crisis Centres in London, providing just Board (LCRB) set out new strategic ambitions under £1.3 million per year to fund Centres in the to ensure further progress in preventing youth North, South, East and West, together with £2.2m violence in London, including a more consistent funding for London’s Sexual Assault Referral and sustainable gang exit offer. 24 Mayor’s Office for Policing and Crime • Annual Report 2014/15

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    These ambitions cover three key themes: Prevention Stopping young people from getting involved in gangs by ensuring universal access to gang prevention programmes in schools, supporting those transitioning from primary to secondary school and linking in with the Troubled Families programme to address issues at home. Intervention Introducing a pan-London gang exit service to stop the cycle of reoffending and get gang members into stable jobs and housing, whilst addressing the mental health problems and trauma of both gang members and their victims. Enforcement Maintaining the resources of the Trident Gang Crime Command at their current level, ensuring the risk that gang members pose is judged consistently across the criminal justice system, and seizing the assets of gang offenders so they don’t profit from crime. 165 February 2015 Deputy Mayor Stephen Greenhalgh at the launch of the new initiative to put youth workers in London’s Major Trauma Centres Mayor’s Office for Policing and Crime • Annual Report 2014/15 25

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    These ambitions build on the work and successes BUSINESS CRIME that have been seen since the first LCRB As the engine of the nation’s economy and Partnership Anti-Gangs Strategy, which for the first a centre of global business, London has led time brought together key criminal justice agencies the way nationally on tackling business crime. and local authorities as part of the first pan-London MOPAC’s strategic focus on Business Crime has strategy to gangs in the capital. been hailed as best practice by business and In 2015, MOPAC launched its Gangs Dashboard security experts alike. to provide free and open access to data on gang- In July 2014, following major consultation in the related offending and public perceptions of it. previous year, MOPAC unveiled its Business Crime Figures on the Dashboard show that the number Strategy - a call to arms for the police, businesses, of gang offences in London has fallen by around local authorities and others to work together to build 20% since 2012, and the Mayor is keeping up the confidence and prevent business crime. pressure on gangs with tough action, investing £200,000 in Operation Shield, a pilot project MOPAC has overseen changes in the MPS to launched in Haringey, Westminster and Lambeth ensure more officers are trained to deal with cyber- to target gangs with tough enforcement against crime. There are currently over 250 trained officers lawbreaking and support for those who wish to working in a specialist unit to deal with referrals leave the gang lifestyle behind. of cyber-crime from City of London Police. This command is called Fraud And Linked Crime ONline To boost prosecutions, the Crown Prosecution (Falcon) and was launched in October 2014 by Service is introducing dedicated gangs prosecutors Deputy Mayor for Policing and Crime Stephen to ensure that these cases have specialist support. Greenhalgh and MPS Commissioner Sir Bernard There has also been concrete progress on other Hogan-Howe. efforts to divert young people from crime with the Mayor’s mentoring programme now at its target to To ensure that the police and private security firms pair 1,000 at-risk young Londoners with personal work closely together to make London a safe place mentors, to help them steer clear of offending and to shop, in December 2014 MOPAC launched the reach their potential. Police and Security Group Initiative to roll out best practice in shopping areas of London. Significant investment has also been made to support the victims of gang violence in the city. In Working with statutory partners and the business February, £600,000 was allocated to a new project community, MOPAC is now developing specialist with youth charity RedThread to put specialist youth support for businesses in London to help secure workers in every major hospital trauma centre in themselves, particularly against the growing threat London. The scheme also links with MOPAC’s of cyber-crime through the London Digital Security work to tackle violence against women and girls Centre, which is due to launch later in 2015. by providing specialist support to young girls and women who have been sexually exploited and abused by gangs, or coerced into participating in criminal activity. In addition, MOPAC is now providing free mental health and safeguarding awareness training for up to 8,000 front line youth workers in the capital to support young people displaying signs of mental illness or emotional trauma, particularly those who have been involved in gang activity. In total, through the London Crime Prevention Fund (LCPF), MOPAC is working with London’s 32 boroughs, providing funding to 25 gangs projects worth £3 million per year. 26 Mayor’s Office for Policing and Crime • Annual Report 2014/15

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    June 2014 Deputy Mayor for Policing and Crime Stephen Greenhalgh attending Pride London 2014 HATE CRIME London thrives on diversity and its global reputation as a place where people can live their lives without fear of prejudice and hatred. In December 2014, the Mayor’s Hate Crime Reduction Strategy was unveiled, underlining his commitment to boosting confidence in reporting hate offences, reducing repeat victimisation and improving the authorities’ ability to respond effectively. MOPAC ran a 12 week public consultation on Hate Crime and worked with key partners including the Metropolitan Police Service, the Crown Prosecution Service and Ministry of Justice, as well as voluntary and community organisations across the capital in producing this strategy. A Hate Crime Panel, involving people from across London’s agencies and communities and chaired by the Deputy Mayor for Policing And Crime, has been established in 2015 to push this Strategy forward, with the launch of an interactive Hate Crime dashboard to provide open access to our current data on these offences to follow. As part of a broader response to supporting victims of crime, MOPAC has invested over £2.2m to ensure an enhanced response to high priority victims, including those targeted for hate crime, and to also support direct hate crime service delivery and capacity building within the VCSE (voluntary, community and social enterprise) sector in London. In addition, a further £600,000 has been earmarked for investment in hate crime service delivery in 2015/16. Mayor’s Office for Policing and Crime • Annual Report 2014/15 27

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    MEETING OUR NATIONAL AND INTERNATIONAL RESPONSIBILITIES THE STRATEGIC POLICING REQUIREMENT BUILDING INTERNATIONAL CO-OPERATION TO FIGHT CRIME MOPAC is committed to supporting the MPS to meet its national and international enforcement A seamless working relationship with other major commitments, such as counter-terrorism, serious cities is essential to the fight against crime in the and organised crime, public order, cyber-crime, globalised, digital age. responding to civil contingencies. In December 2014, it was announced that London COUNTER-TERRORISM had won a prestigious place in a network of resilient cities that will bolster the capital’s efforts to improve In light of continued violence and unrest in the cyber, and other types of resilience. Membership Middle East and a number of terror attacks in of the 100 Resilient Cities Network means that Western countries, the Counter Terrorism threat MOPAC will receive a share of a $100m fund from level was raised to Severe in 2014. MOPAC the Rockefeller Foundation, with particular focus on is working with other PCCs through the Police building London’s resilience plans to tackle cyber- Counter Terrorism Board to undertake coordinated crime and emerging digital threats that if realised, oversight of national counter-terror efforts. The could disrupt the running of the city. This includes Mayor and Deputy Mayor brought together police access to a package of support and resilience leaders from England’s major cities to discuss building-expertise from private and non-profit shared approaches to tackling the threat. In sectors, worth millions of pounds. September 2014, the Deputy Mayor and London Councils convened partners across London The Mayor and Deputy Mayor for Policing and to share best practice in safeguarding those Crime visited New York Police Commissioner vulnerable to radicalisation. Taking this commitment William J Bratton in early 2015 to discuss the latest further, MOPAC is joining with London Councils approaches to policing and safety, reaffirming our to establish the London CONTEST Board, which partnership to fight crime in our cities together. will help further co-ordinate efforts across the city to prevent terrorism, protect the public, prepare for emergencies and pursue terrorists. This continues. 28 Mayor’s Office for Policing and Crime • Annual Report 2014/15

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    February 2015 Mayor of London Boris Johnson and New York Police Commissioner William J. Bratton at the Headquarters of the New York Police Department Mayor’s Office for Policing and Crime • Annual Report 2014/15 29

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    ABOUT MOPAC MOPAC is headed by Mayor of London, Boris THE SENIOR LEADERSHIP TEAM Johnson, who has delegated the vast majority of Chief Operating Officer his duties to the Deputy Mayor for Policing and Helen Bailey Crime, Stephen Greenhalgh. Helen Bailey is the Chief Operating Officer and leads the staff team at Director of Strategy MOPAC. Rebecca Lawrence As the strategic oversight body that sets the direction Director of Integrated Offender Management, and budget for the Metropolitan Police Service, Programmes and Neighbourhoods MOPAC must exemplify the standards it expects of Marie Snelling the MPS. MOPAC values equality and diversity in Director of Audit, Risk and Assurance its workforce and welcomes applications to current Julie Norgrove vacancies – all of which are stated online - from across the community. Director of Police Resources and Performance Camilla Black At 31st March 2015, MOPAC had 112 members of staff. A staff structure is available on our website. ADVISORS 65 (58%) of MOPAC staff members are female, The DMPC has appointed four advisors to assist him 23 (23%) are of an ethnic minority, 6 (5%) have a in his role. disability. Advisor for Neighbourhoods Steve O’Connell AM – Croydon councillor and London Assembly Member for Croydon and Sutton. Advisor for Property and Estates Jonathan Glanz – Director and Chairman of property company “45 West” and Councillor in Westminster Advisor for Crime Prevention Keith Prince – Redbridge Councillor Advisor for Organisational Change Faith Boardman – Former Chief Executive of Lambeth Council, Director-General at the Department for Work and Pensions, and Independent Member of the Metropolitan Police Authority (MPA) All expenses and registers of interests are available on the MOPAC website. 30 Mayor’s Office for Policing and Crime • Annual Report 2014/15

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    CORRESPONDENCE, MAYOR’S QUESTIONS, ENQUIRIES AND FOI REQUESTS As the oversight organisation for the country’s biggest police force, MOPAC receives a significant number of letters, emails, calls and questions about its work. The table below provides more information on MOPAC’s work to respond to correspondence, London Assembly questions, public enquiries and Freedom of Information requests in 2014/15. Assembly % responded to Enquiries FOI Correspondence Members % responded within 20 working from the requests Total received in MOPAC questions to to on time days public received the Mayor Apr-14 126 79% 0 n/a 104 9 239 May-14 69 82% 0 n/a 135 3 207 Jun-14 61 85% 180 78% 206 6 453 Jul-14 78 81% 88 97% 117 5 288 Aug-14 93 84% 0 n/a 432 0 525 Sep-14 91 85% 152 84% 181 3 427 Oct-14 102 82% 189 86% 136 6 433 Nov-14 85 46% 221 77% 176 9 491 Dec-14 115 68% 158 80% 169 5 447 Jan-15 101 71% 146 83% 190 7 444 Feb-15 78 76% 84 85% 507 7 676 Mar-15 91 75% 68 75% 117 14 290 Total 1090 1286 2470 74 4920 Mayor’s Office for Policing and Crime • Annual Report 2014/15 31

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    MOPAC GOVERNANCE ARRANGEMENTS The business conducted by MOPAC is set out in the LONDON POLICING ETHICS PANEL Police Reform and Social Responsibility Act 2011. The Mayor established the independent London MOPAC ensures that its business is conducted Policing Ethics Panel (LPEP) in September 2014. in accordance with the law and proper standards, The Panel acts independently to provide external and that public money is safeguarded, properly ethical advice to the Mayor and the DMPC. accounted for, and used economically, efficiently and It sets an annual programme of work on strategic effectively. issues which is agreed with the Mayor. The Panel The Mayor of London’s Police and Crime Plan (PCP) does not undertake casework and is not able outlines how MOPAC should hold the Metropolitan to examine or consider individual incidents or Police Service (MPS) to account, and deliver his complaints. manifesto commitments and expectations. Lord Alex Carlile (Chair), Baroness Elizabeth MOPAC carries out its scrutiny functions through a Berridge, Grace Ononiwu, Meg Reiss and Professor range of Boards and Panels. Leif Wenar published their first report - Ethical Challenges of Policing London – in October 2014. OVERSIGHT BOARD You can read this report and find out more about The Oversight Board was established to enable the the work of the Panel at their website Deputy Mayor for Policing and Crime (DMPC) to www.policingethicspanel.london effectively exercise the role and duties of the Police MOPAC CHALLENGE and Crime Commissioner for the Metropolis, as delegated by the Mayor of London. MOPAC Challenge is a mechanism through which the Mayor holds the MPS Commissioner and his top It meets bi-monthly and has responsibility for team to account publicly, with the meetings at City commissioning the MPS strategy to support the Hall open to the public and webcast live at delivery of the MOPAC PCP. All MPS strategies www.london.gov.uk are jointly owned with MOPAC to facilitate more effective working relationships with partners across Each month subject matter experts are invited to the Criminal Justice (CJ) sector. MOPAC have joined explore different themes from across the spectrum of with the wider CJ partners to develop a far richer policing, crime and community safety. understanding of shared challenges and broken the THE LONDON CRIME REDUCTION BOARD (LCRB) impasse on sharing data. LCRB is the place where the Mayor, the AUDIT PANEL Commissioner, London’s Boroughs and key The Audit Panel is responsible for enhancing public criminal justice agencies come together to agree trust and confidence in MOPAC and the MPS. a coordinated approach to crime reduction, local It also assists MOPAC in discharging statutory policing and community safety in London. High-level responsibility to hold the MPS to account. It intelligence on crime and public concerns about advises MOPAC and the MPS Commissioner safety is also reviewed. according to good governance principles and MOPAC also conducts its role through a number provides independent assurance on the adequacy of other boards and meetings, including the Joint and effectiveness of MOPAC and the MPS Investment Board (JIB), which supports the DMPC internal control environments and risk management in considering how MPS investment decisions frameworks. deliver the Police and Crime Plan and are founded on a sound business case; and the Joint Asset Management Panel (JAMP), which considers whether the estates strategy meets the objectives outlined in the Police and Crime Plan and the operational requirements of the Commissioner. 32 Mayor’s Office for Policing and Crime • Annual Report 2014/15

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    EXTERNAL SCRUTINY FINANCIAL PERFORMANCE 2014/2015 MOPAC is itself scrutinised in a number of ways. The Police and Crime Committee Full Year Full Year Budget Outturn The London Assembly’s Police and Crime Committee £’000 £’000 (PCC) is the statutory body that scrutinises the work of MOPAC, meeting twenty times a year to do so. Personnel costs Ten of those meetings are used principally to hold question and answer sessions with the DMPC or Staff Pay 8,033 7,210 his representative and the Commissioner and his representative. Overtime 0 4 Mayor’s Questions The Mayor’s Question Time (MQT) meetings take Total Pay Costs 8,033 7,214 place ten times a year. Assembly Members as part of their role in holding the Mayor and his functional Other expenditure bodies to account can ask the Mayor a range of Other Employee questions within the remit of his role, which includes 235 170 Costs policing. Functional Body Question Time Transport 22 44 At least once a year, Functional Body Question Time (FBQT) or Plenary sessions on Policing issues are Premises 1,328 1,329 held with the Mayor and the Commissioner. This forms another opportunity for Assembly Members to hold both the Mayor and the Commissioner to Supplies & Services 2,597 2,308 account and scrutinise policing matters in London. Budget and Performance Committee London Initiatives 36,628 30,495 The London Assembly’s Budget and Performance Total Running Committee scrutinises the Mayor’s budget for the 40,810 34,346 Expenses financial year and the implications for services and council taxes in London. It also examines, monitors Gross Controllable 48,843 41,560 and reports on the budgets and performance of the Expenditure GLA and Functional Bodies which includes MOPAC. Income (12,190) (11,270) MOPAC BUDGET MOPAC has a small budget to meet its running costs Net Expenditure 36,653 30,290 and fund crime prevention initiatives in support of before Reserves the Police and Crime Plan. In 2014/2015 the gross Transfers to/from expenditure was £41.6m of which £30.4m funded 0 6,362 reserves crime prevention initiatives, with the balance meeting the office running costs. The costs were offset by an Net Expenditure income of £11.2m. As part of the 2013-16 Police and 36,653 36,652 after Reserves Crime Plan MOPAC set out to reduce costs by 20%, which equates to £3.2m. To date savings of £2m have been delivered with savings of £1.2m budgeted to be delivered in 2015/16. Mayor’s Office for Policing and Crime • Annual Report 2014/15 33

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    34 Mayor’s Office for Policing and Crime • Annual Report 2014/15

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