You know when that鈥檚 happening, because some hapless station attendant鈥檚 ears are burning under a torrent of complaints from customers either late for business meetings or deeply concerned about whether or not they鈥檙e going to make the next connection on time.
That鈥檚 the picture of our railways with which we鈥檙e all most familiar. It鈥檚 also the version you鈥檒l read about in your newspapers every other day. However, try to put any personal grievances you might have with your rail operator to one side for a moment (if you dare), because there鈥檚 now a much more sinister problem bedevilling the train companies.
Trains and stations are generally safe places to be, and your chances of becoming the victim of serious crime are indeed low. However, like anywhere else the railways will 鈥 on occasion 鈥 suffer from criminality and unacceptable behaviour perpetrated by miscreants. In the main, this will translate as low level anti-social behaviour encompassing vandalism, drunkenness, pick-pocketing, ticket touting and fighting (normally among youthfully exuberant weekend revellers who鈥檝e had one pint of the Amber Nectar too many).
There鈥檚 also vehicle crime, small-scale robbery from retail outlets on platforms and bouts of generally unruly behaviour from the odd individual that鈥檚 somewhat out of step with what society deems to be the norm.
On top of that, the drug dealers have started to show up. Although it鈥檚 a rare occurrence, they鈥檒l sometimes arrange the odd rendezvous with specific trains carrying current and potential 鈥榗lients鈥 such that they can pedal their abhorrent merchandise. And let鈥檚 not forget the burgeoning threat of terrorist activity in the current climate, nor the extremely serious spectre of sexual and physical assault.
The task of enforcing law and order on our railways falls to the British Transport Police (BTP), the specialist police service covering National Railways, the London Underground, the Capital鈥檚 Docklands Light Railway and an ever-growing number of tram systems.
The BTP鈥檚 chief constable of two years鈥 standing 鈥 Ian Johnston CBE QPM 鈥 has just laid down his vision for a safer transport network in the Force鈥檚 鈥楽trategic Plan for 2003-2006鈥. In that document, Johnston has committed to reviewing and improving the quality of the Force鈥檚 response to major incidents (such as accidents and fatalities), developing a co-ordinated approach to terrorism, enhancing levels of property management and supporting the management of performance through the use of integrated technology.
In practice, this translates into the implementation of the National Strategy for Police Information Systems Command and Control network for better resource allocation.
Central to Johnston鈥檚 ideals is a desire to 鈥渄evelop partnerships and plans with the railway industry and other agencies to reduce and prevent crime, and the fear of crime鈥. Here, Johnston is talking about, for example, promoting accreditation in Secure Station and Secured Car Parks schemes within the railway industry, setting up a National Route Crime Partnership Unit in conjunction with Network Rail and implementing an intelligence-led, cost-effective approach to managing football and sporting event-related disorder on the railways (via the high and low level alignment of BTP activity with the railway industry).
In truth, Johnston鈥檚 overall policing strategy will be realised on the ground by annual Area Policing Plans. Plans which will, in time, help to 鈥渟ecure a balance between corporate aims and local needs鈥.
Strategies in the north west
The need for coherent planning is perhaps nowhere more important than in the north west, where the once run down but now vibrant commercial and cosmopolitan hubs of Liverpool and Manchester are beginning to attract businesses 鈥 and, in their wake, the criminal fraternity 鈥 in larger numbers. The population of the region tops seven million, many of whom rely on a safe and secure railway system to travel to and from work or use during their precious leisure time.
Manchester, of course, recently played host to the XVII Commonwealth Games, while the region as a whole hosts 23 professional football teams whose hooligan 鈥榮upporter鈥 element is a constant source of worry and potential powder keg of trouble.
鈥淭he railway is very much a microcosm of north western society in general,鈥 opines chief superintendent Martyn Ripley, commander of BTP North Western Area. 鈥淚n real terms, the railway contributes greatly to social cohesion and the economic and cultural well-being of the communities it serves.鈥
Ripley 鈥 a former detective chief inspector in the CID and Silver Commander at the Selby rail disaster 鈥 was promoted to his current posting back in 2001. Since then, he has wholeheartedly embraced chief constable Johnston鈥檚 views in laying down his own policing strategies for the north west (see box panel 鈥楴orth Western Area Policing Plan for 2003-2004鈥: the central objectives鈥).
鈥淲e are really keen on engaging with stakeholders and delivering a professional and caring police service to all the people in our community,鈥 states Ripley with genuine enthusiasm. 鈥淭hat includes staff and passengers on the railways, as well as the victims of crime and offenders themselves. We鈥檙e always looking to those communities to keep us informed of emerging issues so that we can look for timely solutions to criminality. Communication is of paramount importance in solving the crime agenda.鈥
No surprise to learn, then, that communication 鈥 and much of it 鈥 is playing the lead role in Ripley鈥檚 latest project on the railways. With the Police Reform Act 2002 paving the way for BTP to accredit private security companies for complementary policing (in line with Home Secretary David Blunkett鈥檚 calls for a 鈥榳ider policy family鈥), Ripley has jumped at the chance to climb on board the Home Office bandwagon.
Tentative toes were dipped in the private sector waters when Ripley engaged Carlisle Security some months ago to help safeguard and ultimately secure the entire MerseyRail network across the region of Merseyside (the contractor is also responsible for security on Merseyside鈥檚 bus routes). 鈥淲e鈥檝e had a good deal of success here,鈥 states Ripley. 鈥淎 system of joint patrolling between my officers and those of Carlisle Security meant that we were able to reduce crime on the network by 90% over the Christmas period.鈥
A highly satisfactory result realised very much in the wake of solid relationships already built with Network Rail during the massive policing operation that surrounded the aforementioned Commonwealth Games.
Complementary policing in action
The real breakthrough came earlier this year, when the railway industry 鈥 in the shape of client Virgin Trains 鈥 approached Ripley regarding the necessary West Coast Main Line upgrade engineering works which would create 鈥榖ottlenecks鈥 at certain stations, in turn presenting something of a security and safety dilemma. 鈥淲e were asked to supply around 20 officers full-time to cover the transportation issues regarding passengers and their transfer between trains and coaches where certain parts of the main line were out of action,鈥 comments Ripley. 鈥淭o be honest, I didn鈥檛 feel this would be the best use of BTP resources, nor represent the best value for money for all concerned.鈥
Knowing full well that he couldn鈥檛 shirk his responsibilities to the industry and the travelling public alike, though, the question remained as to how Ripley might provide a safer environment for railway staff and the wider community at the six stations earmarked by Virgin Trains 鈥 Stafford, Crewe, Macclesfield, Congleton, Stoke-on-Trent and Stockport (Manchester Piccadilly is being brought into the fold this month) 鈥 for upgrades in security, both during the engineering works and beyond. The answer lay in complementary policing and strategic partnerships.
Ripley takes up the story. 鈥淔or me, complementary policing is very much the way forward,鈥 he urges. 鈥淭he high visibility of law enforcement bodies in the local community is crucial, and we can add to that mix by engaging private sector security companies. That said, there has been a big cultural barrier to break down, perhaps more so on our side of the fence. Complementary policing is very much a baby that has to be carefully nurtured.鈥
Ripley is doing just that. In mid-May, he decided to further the Government鈥檚 desired fostering of a wider policy family by working alongside leading north west contractor Noble Security Services (UK) with a view to securing the six stations. 鈥淲e鈥檙e using Noble鈥檚 officers as a deterrent to crime on the stations,鈥 urges Ripley. 鈥淭hey鈥檙e really acting in much the same way as Police Community Support Officers, and are there to provide genuine and tangible support to my own officers. They鈥檙e employed by Virgin Trains, but deployed to their duties by the BTP.鈥
The rolling contract with Virgin Trains is described by Noble Security partner Geoff Deane as 鈥渘ot so much a contract, but more of a development scheme鈥. Deane and his colleague 鈥 fellow Noble partner George Mensah 鈥 have geared their multi award-winning company up for the task by recruiting 52 new officers just for this contract (38 of whom will be on duty at the stations on any one day of the week). 鈥淲e have recruited the very best labour we could,鈥 suggests Mensah. 鈥淲e knew we needed to seriously up the ante on this particular contract.鈥
Six new mobile patrol vehicles have also been purchased, some 拢20,000 invested in a state-of-the-art digital radio communications system courtesy of BRP and a complete revamp of the company鈥檚 computer systems carried out by Widnes-based Xencom Technologies. Technology is vital, then, but for all concerned the security officers remain the most important link in the chain.
A high proportion of the new recruits are ex-police officers, all of whom have received four-to-five days鈥 specialist training in citizens鈥 powers of arrest, confrontation management, Health and Safety (for specialist environments) and bomb threat management.
In addition, the officers have been put through the standard SITO three-day Basic Job Training course, have received one day of specialist instruction at Crewe Police Station 鈥 Martyn Ripley鈥檚 鈥渆picentre鈥 for the entire project 鈥 and been taught elements of Noble Security鈥檚 ground-breaking Guardsafe scheme (鈥極n Guard鈥, SMT, December 2001, pp20-25).
Security companies need to start asking themselves what they can do for the police, not what the police and Local Authorities can do for them
The private security-policing relationship examined
How is it all working on the ground, one wonders? Noble Security鈥檚 officers are 鈥榦n station鈥 from 05.00 am through to midnight during weekdays, while providing a 24-hour guarding service at weekends. That equates to over 2,300 鈥榤an hours鈥 per week. No small undertaking by any standards.
Initially, a major duty involved traffic management at the front of stations, moving on cars that inadvertently block access routes to and from the rail terminals. This remains an on-going duty, but having passed that little test with flying colours, direct links to the BTP Control Room in Manchester were firmly established by chief superintendent Ripley such that Noble鈥檚 officers could be tasked by BTP operators to move on drunks and juveniles causing disturbances.
鈥淯nruly juveniles congregating in and around the station have been a real problem for us at Congleton,鈥 sighs Ripley, 鈥渁nd it used to take up much of my officers鈥 time. Noble鈥檚 officers do that for us now.鈥
The Noble officers also routinely patrol the stations, offering a permanent uniformed presence (and a degree of assurance) that is much welcomed by retailers and the public alike. The guards have been trained in basic First Aid, and will administer treatment to passengers prior to the arrival of the emergency services as and when necessary.
As BTP now has the power to take out anti-social behaviour orders on ill-disciplined members of the public, the Noble Security station teams are putting into practice David Blunkett鈥檚 鈥榚xtra eyes and ears鈥 philosophy.
鈥淲e鈥檝e nurtured a situation in which the Noble officers are collating intelligent incident reports about what鈥檚 happening on the ground,鈥 posits Martyn Ripley. 鈥淭heir presence is not viewed as being nearly so intrusive as that of a police officer, so they tend to pick up little nuggets of information on incidents that we might otherwise miss.鈥
Harking back to the need for clear lines of communication, Ripley stresses that this dialogue must be two-way between police and contractor. 鈥淢y officers will pass on 鈥榟ot spot鈥 analysis of those times and places where anti-social behaviour occurs on a frequent basis,鈥 he comments. There鈥檚 no sharing of radio waves as yet, but that鈥檚 an avenue Ripley would like to see explored in the years ahead. 鈥淥nce statute allows it,鈥 he adds, 鈥渨e鈥檒l also be able to pass on intelligence information concerning specific individuals to the security officers.鈥
The hardest people to convince that such a close tie might exist between the police and the private sector are the 鈥楤obbies on the Beat鈥. That鈥檚 why Ripley has broken new ground with his deployment of Noble鈥檚 officers by allowing them to work out of local police stations 鈥 Crewe Police Station being a good case in point. The same security officers turn up at the train and police stations each day as part of a rostering pattern devised by Mensah and Deane (with the help of Professional Practice Systems鈥 RosterMan software), interacting with their police brethren and the local community to build up a rapport.
What Martyn Ripley always demands is 鈥渁 consistent presence鈥 at the stations. In other words, the same Noble officers need to appear on a regular basis. Alas, that doesn鈥檛 square with the private sector guarding companies鈥 appalling record of retaining staff, all-too-many of them suffering lamentably high churn rates. To buck that trend, Noble has employed strictly revisionist tactics.
鈥淲e interviewed nearly 200 prospective candidates for the 50-odd positions, and picked the very best,鈥 states Geoff Deane. 鈥淥n top of that, we鈥檙e paying the officers between 拢7.25 and 拢7.55 per hour, which is not only top money for this region but for the industry as a whole鈥. The tactic of employing loyal individuals (including ex-prison officers and aviation security specialists from the transport sector) has paid off 鈥 Noble hasn鈥檛 lost any of its 52 new officers to date.
鈥淭hat just goes to show you it鈥檚 not the industry that鈥檚 necessarily bad. It鈥檚 the rate of pay that鈥檚 the problem,鈥 adds Deane. 鈥淭he right calibre of staff can be brought in if you pay them enough. Train them properly and offer them enough variety in their day-to-day duties and you鈥檒l keep them on the books.鈥
Such a refreshing approach to the problem should not be lost on the industry as a whole, with Noble鈥檚 attitude towards customer care for its client and the travelling public commendably extending to an obviously grateful officer and supervisor base.
The battle for hearts and minds
The relationship between BTP and Noble is working at the officer level, then, but what about those in the management ranks? Are they seeing eye-to-eye on everything thus far?
鈥淢artyn briefed all of his staff before we came on board,鈥 asserts Geoff Deane. 鈥淗e invited George and myself to discussions with his management team. We were able to bond with them such that any barriers to higher level management working together successfully were broken down from Day One鈥. Communication to the fore yet again.
Who better to ask about how this particular job is progressing than Steve Jackson, Noble Security鈥檚 dedicated contracts manager who oversees the six West Coast Main Line stations.
Having spent 12 years in the army, serving in both Germany and Northern Ireland, Jackson left in 1987 to join the police service where he was trained in firearms, dog handling and also recruitment. 鈥淭he message coming out of the 43 police forces in England and Wales and the Home Office is that the police service can no longer cope without complementary policing,鈥 says Jackson, who鈥檚 ably backed up on a day-to-day basis by Noble鈥檚 new general manager Steve Goodwin MBE. 鈥淭he police are really stretched. It鈥檚 an opportune time for us to come in and help them.鈥
Jackson points out that, since Noble began this particular security contract, there鈥檚 been a marked decrease in crime, particularly at Stockport Station. 鈥淥ne of our officers reported a mugging there only last month,鈥 states Jackson. 鈥淭hanks to his vigilance and reporting skills, the local police caught the suspect within half an hour. The BTP officers are always on scene really quickly to help our guards, which makes for a highly effective relationship.鈥
That relationship will face a stiff challenge this month when the new Premiership and Nationwide League football season gets underway. Crewe, Stockport and Manchester Piccadilly Stations are all in the 鈥榝iring line鈥 as main interchange stations where the potential for clashes between sets of rival fans is always looming. 鈥淲e鈥檒l be working alongside Railtrack鈥檚 in-house security teams to prevent the hooligans from damaging the stations and posing any threat,鈥 adds George Mensah.
鈥淭o be honest, there鈥檚 quite a few guarding companies who have had the opportunity to pursue assignments like this one at the local level but they haven鈥檛 done so,鈥 continues Mensah, whose company has been providing guarding services at Piccadilly and Manchester Victoria Stations for the past 12 months as part of additional contracts.
鈥淪ecurity companies need to start asking themselves what they can do for the police, not what the police and Local Authorities can do for them. Our contract with the client and working relationship with BTP isn鈥檛 a multi-million pound 鈥榮pecial鈥, but what it is doing is laying the foundations for the UK security and policing landscape of tomorrow. That鈥檚 what makes it very special to all of us who are involved with the project.鈥
Developing the security agenda
鈥淐omplementary policing will not work if a rough and ready approach is adopted. All parties involved must believe in it,鈥 stresses Martyn Ripley. 鈥淭he security companies we work with must display the highest levels of integrity. The relationship is working and is paying dividends for us, but we don鈥檛 want a situation where there are too many cooks spoiling the broth. Too many private sector partners would make for a policing environment that could be difficult to control.鈥
Ripley adds: 鈥淲e need proper licensing in place, which thankfully is now on its way through the Security Industry Authority. The background checks [of security personnel] are key. If they鈥檙e solid, and the communication lines are open, then you鈥檙e on to a winner.鈥
Above all, complementary policing must be seen to be transparent and open. Integrity and accountability are the main factors involved, it seems. 鈥淭here hasn鈥檛 been a radical shakedown of the police service on this scale for years,鈥 adds Ripley. 鈥淲e鈥檙e on the cusp of changing the way in which the police service operates for the next decade and beyond.鈥
The reputation of the private security industry has been damaged by concerns about poor service delivery and criminal behaviour involving drugs, intimidation and violence. We鈥檝e reached a stage where there鈥檚 a tangible need to ensure that only well-trained and reliable people work in positions of trust.
With this truism firmly in mind, Home Office mandarins should take a long, hard look at the BTP鈥檚 alliance with Noble Security Services.
鈥楴orth Western Area Policing Plan for 2003-2004鈥: the central objectives
With this in mind, chief superintendent Martyn Ripley has set some demanding targets for 2003-2004. For instance, Ripley wants to see the number of offences of 鈥榲iolence against a person鈥 not exceed 590 offences come 31 March 2004. That represents a 6.3% reduction on the previous calendar year. Additionally, the detection rate for staff assaults is targeted to increase by 3%.
In a similar vein, area commander Ripley is aiming to ensure that robberies in the north west鈥檚 鈥榬ail community鈥 do not exceed 89 offences by the 31 March cut-off date, which would represent just over a 4% cutback on the previous year. Detection rates are also due to be 鈥渁t least 27%鈥. Vehicular crime is a big deal for Ripley and his officers, and to hold down current crime levels he鈥檚 aiming to make sure offences here don鈥檛 top the 713 鈥榳atershed鈥.
Ripley is also hoping that route crime will be reduced by 5%, and that the average time taken from receiving a report of a fatal accident to the conclusion of police activity that might disrupt train movement on the line will not exceed 90 minutes.
Last, but by no means least, Ripley is committed to the development and delivery of partnership initiatives targeting anti-social behaviour 鈥榟otspots鈥 using reliable intelligence data. The partnership-driven chief superintendent is adamant that the number of detections for offences relating to such behaviour must increase by around 10% come 31 March 2004. 鈥淥ur determination is not to set one or two objectives across the region,鈥 stated Ripley, 鈥渨hich couldn鈥檛 possibly capture the complexity of local needs, but to remain open and flexible and ready to address local issues and concerns as they arise. This community focus is an area of policing to which we attach great importance.鈥
Complementary policing at Crewe Station: the security officers鈥 perspectives
Noble security's team leaders for the BTP project in the north west include Chris Bebbington and Karl Bickerton. Speaking candidly to SMT about their experiences at Crewe Station to date, the pair paint a picture of determined co-operation to serve the police and public well at all times.鈥淲e know the station, we know the station staff and we know our role,鈥 affirms Bickerton, a former policeman of 20 years鈥 standing. 鈥淲e also know we鈥檙e on a steep learning curve, though. We explain to the public the powers that we have to fine people who park their cars illegally at the front of the station, and we鈥檝e already 鈥榯alked down鈥 two people who were determined to throw themselves on to the lines in a bid to commit suicide. These are the sort of bread-and-butter occurrences where we can really assist the police.鈥 Apparently, the station staff are delighted Bickerton, Bebbington and Crew are there.
At this point Chris Bebbington chips in. 鈥淲e patrol the retail outlets on a regular basis. It鈥檚 all about showing a consistent presence,鈥 he says. 鈥淟ast night there were only three police officers on duty in the area, and two of them were called to a shout leaving only one Special Constable behind. That鈥檚 the time when we become crucial to the whole operation.鈥 Passing on intelligence reports Every Saturday there鈥檚 a team leader briefing session reviewing the week鈥檚 events such that the Noble officers can decide those areas in which they鈥檝e performed well, and those which may need improvement. 鈥淲e鈥檒l also fill in and fax off BTP intelligence reports to Crewe Police Station, from where they鈥檙e passed on to BTP鈥檚 hq at Manchester Piccadilly for collation,鈥 opines Bickerton.
32-year-old security officer Gerald Long gave up a career in engineering to join the Noble team at Crewe, so how is he finding life a mere two months into the job? 鈥淚t鈥檚 interesting and varied,鈥 comments Long, whose working hours vary from 34 to 45 hours per week. 鈥淲e patrol the platforms, move on cars and help members of the public. We also talk to the station staff and reassure them at every opportunity. The police have really encouraged us ever since the contract began. They know we鈥檙e making a very real difference here.鈥
Source
SMT
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