1. The Metropolitan Police Service Approach to Corporate Resilience, Business Continuity (COOP)
Chief Inspector Tim Marjason MBCI
Metropolitan Police Service
CO3 - Central Operations
New Scotland Yard, London
Simon
Moving onto the response to the events of 7th July it’s worth briefly reflecting on what was happening in London around that time.

2. Central Operations C03 Emergency Preparedness OCU Overview of Other Functions
Emergency Procedures – Major Incident C&C Tactical Advice, Electronic Contingency Plans (ECP database), Fuel, Telecommunications, Prisons, Flooding, etc.
Partnership - (GLaLRT London Resilience Team).
Olympic/Paralympic Games Consequence Management Strand, Strategic Coordination Centre (SCC) Design, National Olympic Coordination Centre (NOCC) BC/COOP SME advice.
‘Prepare’ Strand of CONTEST 2 – UK Govt CT Strategy

3. Profile of Metropolitan Police Service
32,500 Police Officers (27% of all UK Police Resources), 17,000 Police Support Staff, 9 Business Groups, 620 square miles, 7.5 million residents:
Territorial Policing (TP), Central Operations (CO)
Specialist Operations (S0) inc. CT - SO15
Specialist Crime Directorate (SCD)
Directorate of Information (DOI)
Directorate of Resources (DoR)
Directorate of Public Affairs (DPA)
Deputy Commissioners Command (DCC)

4. Business Continuity Management (BCM/COOP)
Defined as an holistic management process that identifies potential impacts that threaten the continued delivery of a service.
It provides a framework for building resilience, together with the capability for an effective response that safeguards the interests of its key stakeholders and reputation.

5. Civil Contingencies Act (CCA) 2004
The Metropolitan Police Service is the largest Category 1 responder in the UK: -
“Category 1 Responders are to maintain plans to ensure that they can continue to exercise their functions in the event of an Emergency so far as is reasonably practicable”.
CCA 2004 prompted by 3 national crises?

6. Fuel Crisis 2000

7. Floods 2000

8. Foot and Mouth 2001

9. The three ‘F’s
Fuel Crisis
2000
Floods
2000
Foot and Mouth
2001

10. BCM: In the words of the CCA
“Category 1 Responders are to maintain plans to ensure that they can continue to exercise their functions in the event of an Emergency so far as is reasonably practicable”
Category 1’s
- Emergency services
- Local authorities
- NHS Bodies
Some Government agencies
Category 2’s (Co-Operators)
- Utilities- Gas, Water, Electricity
- Water & Sewerage
- Public Communications providers
(Landlines and Mobiles)
- Highways agency

11. What is an Emergency? Human Welfare in the UK Environment in the UK
Defined as an event or situation which threatens serious damage to -
Human Welfare in the UK
Environment in the UK
The Security of the UK

12. Facilities - Radios, Uniforms, Documents

13. Possible circumstances to consider:
Fire
Floods or Storm
Terrorist attack
Power Failures
Loss of IT and Communications
Supplier failure
Pandemic

14. Embedding BCM in your organisation’s culture BS25999
Determine BCM Strategy
Understanding the Organisation
Exercising, Maintaining & Reviewing
Developing & Implementing BCM Response
BCM
Programme
Management

15. Overarching Core Police Functions in the UK are:
Keeping the Queens Peace
Preventing the Commission of Offences
Protecting Life and Property
Preserving Order
Bringing Offenders to Justice
Duties under Common & Statute Law

17. Identify your core critical activities
Following a series of Workshops in 2006, ACPO agreed with the UK Govt the following critical police activities: -
Management of Operational Police Information and Intelligence (MOPI)
Crime Investigation
Responding to 999 calls
Command and Control
Maintain Public Order
Receipt of 999 calls
Communications/the Media
Major Incident Response
Health/Safety, Staff Welfare
Security & Protection
Community Policing
Criminal Case Progression
Custody Management
( )

18. Metropolitan Police approach to BCM
The MPS CO3 approach to BCM methodology was to examine the resilience of four key areas:
Providers – 3rd party supply chain resilience
Technology – e.g. Airwave Radio
Infrastructure – buildings and facilities
People – skills, availability (e.g. flu pandemic, industrial action)

19. Airwave, IBO's

20. MPS – CO3 Corporate Approach
Compliance with ACPO/CCS Guidelines:
Follow BS25999 Part 1 Methodology, not Part 2 Cert
MPS ACPO Lead for BCM is AC Lynne Owens
Each MPS Business Group has an ACPO Sponsor
Local B/OCU Silver SMT Champion + BC Practitioner
Intranet Site setting organisational Policies/SOPs
BCM Workshops / Training / 1–2–1 coaching
Exercising and Training – min 75% compliance
Corporate BC Templates (Flu, BIA, BC, Ex + Test, KD)
Performance Management Framework – BCM KPIs

21. MPS – Performance Management Framework 6 x Monthly KPIs
Ensure that 90% of MPS B/OCUs have BCM Leads
Ensure that 90% of MPS B/OCUs have BCM Planners
Deliver BCM training to 80% of MPS Planners
Completion of 90% of BIA's
90% of MPS B/OCU's have a BC Plan in place
75% of MPS B/OCU's have in place current tested and exercised BC Plans in accordance with minimum standards (on a rolling annual basis)
SMT driven and sign off, Deputy BC Planner SPOF

22. Example - CCC Business Continuity Plan – includes BCM solutions for the following: -
1st Contact calls (2.5 million pa) + Non Emer (5 million)
Call Dispatch
Special Operations Room, Central Casualty Bureau (CCB)
Single/Multiple technology failure
Key Management & Support Processes
Infrastructure/Utilities failure
Transportation/Catering/People + Command Structure at Bronze (Op), Silver (Tactical) & Gold (Strategic) levels

23. UNISON is Britain and Europe's biggest public sector union with more than 1.3 million members. Our members are people working in the public services, for private contractors providing public services and in the essential utilities. They include frontline staff and managers working full or part time in local authorities, the NHS, the police service, colleges and schools, the electricity, gas and water industries, transport and the voluntary sector .
The Public and Commercial Services Union (PCS) is the fifth largest trade union in the UK, with over 300,000 members

24. Governance Civil Contingencies Act 2004 London Resilience
Metropolitan Police Authority (MPA) Corporate Governance
British Standard - BS25999
HMIC (Baseline assessments in 2008 and 2010)

25. Tavistock Square, London - 7/7 (13 dead & 73 injured)

26. MPS BCM Challenges for 2012?
Identify and Procure a fit for purpose BCMS document management software tool
Maintain and exceed current objectives around Business Continuity Exercising and Testing
Achieve MBCI post nominal status for the BCM Team
Continue to be flexible and adapt!!
Continuing to embed the BCM Culture in the MPS
Olympic & Paralympic Games 2012

27. Central Operations
Business Continuity CO3(2)

28. Thank you