Forcewide and Divisional Plans 2021/22

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Policing Forcewide and Divisional Great Britain’s Plans 2021/22 Rail Network

2 Forcewide and Divisional Plans 2021/22

E Division Specialist capabilities D Division Scotland C Division Scotland Pennine Wales Midland Contents Western B Division North South TFL A Serving A Division E all areas Central Chair’s Foreword 3 Pennine Operational Chief Constable’s Introduction 4 Support

Our strategic priorities 2018-22 5

Our Annual Forcewide Objectives 6

Resources 9 Midland A Division Commitments 12 Wales ...the British Transport North B Division Introduction 13 Police repeatedly B Division Commitments 14 demonstrated its resilience and C Division Introduction 19 commitment and TFL successfully faced C Division Commitments 20 South the challenge to keep D Division Introduction 25 rail staff, passengers Western D Division Commitments 26 and critical national infrastructure safe in Divisional Contacts 28 testing conditions. 3 Forcewide and Divisional Plans 2021/22

Welcome to the British Transport Police’s Policing Plans for 2021/22. This year, our strategic engagement for the Policing Plan has undergone a somewhat different, yet more robust approach, due to a difficult and unpredictable operating environment. That said, the British Transport Chair’s Police (BTP) repeatedly demonstrated its resilience and commitment and successfully faced the challenge to keep rail staff, passengers and Foreword critical national infrastructure safe in testing conditions.

As with every year, stakeholder Our core focus areas such as preparing As we move towards a change in lockdown engagement across the rail industry and protecting the railway from terrorist status, and the resulting increase in footfall remains an important criterion which attacks, tackling serious violent crime and as customers return to work, we remain underpins the policing plan objectives that robbery, reducing the impact of disruption committed to delivering quality services we have outlined in this document. We are and anti-social behaviour and supporting that address the primary needs of our gratified to report that we believe that the and safeguarding vulnerable people and customers and staff and protect our vital BTP and rail industry partnerships have those at risk remain a priority. We have also critical national infrastructure. strengthened during this time as we have prioritised another objective which tackles all sought to work through the obstacles sexual offences and incidents involving Supported by the Authority, these policing faced during this national health crisis. unwanted sexual behaviour as we identified objectives will be managed and led by We have listened carefully to the vitally a need better to understand the nature our new Chief Constable, Lucy D’Orsi, important feedback from our rail industry of this issue and want to encourage more who joined us in March 2021 following the partners, passengers and staff during reporting and positive outcomes. Each of retirement of Paul Crowther CBE. We are Ron Barclay-Smith the year, ensuring their views have been the Divisions within BTP is committed to deeply grateful to Paul and all staff and Chair fed into our planning discussions as we delivering these policing plan objectives, officers whose impressive performance Email revisited the policing plan objectives. based on specific industry-related has been so notable in these unknown and [email protected] measures which are based upon data trying circumstances. Follow Although our strategic priorities remain review and trend analysis. @BTPAuthority the same, we have enhanced the policing plan objectives to further support the Additionally, we have outlined a specific Force, rail industry partners and the current objective aimed at providing support to the environment in which we now operate. industry, its passengers and staff around BTP recently developed the ‘Moving the Covid-19, and while the long-term impact Needle’ action plan, which sets out a clear of the pandemic is yet fully to emerge, it ambition to improve trust and legitimacy, will naturally be a key factor in our planning expanding our capabilities and reach in the assumptions for the next three-year communities we serve. strategic plan. 4 Forcewide and Divisional Plans 2021/22

Chief Constable’s Introduction

The 2021/22 Policing Plan sets out the priorities British Transport Police (BTP) will focus on in the coming year.

The objectives outlined within this Policing busier, we will continue to work closely Plan accurately reflect the extraordinary together with our rail industry partners Lucy D’Orsi times in which we currently operate. This and stakeholders to build confidence Chief Constable year, after extensive consultation with our in passengers and staff ensuring their Email stakeholders and rail industry partners, safety and security which is paramount. [email protected] we agreed to include two new objectives; Having recently taken on the role of Chief Follow the first of which supports rail staff and @BTPChief passengers during the pandemic and the Constable of British Transport Police I feel second is aimed at tackling unwanted very privileged to lead the Force and look sexual behaviour which is an area of forward to applying my strategic vision ongoing concern. and operational experience to policing Britain’s railways and ensuring a safe, The rail industry and BTP has collectively secure and reliable network. I would like overcome countless challenges this to thank all the officers, PCSOs and staff past year and should be very proud for their dedication and professionalism of how they adapted to the pandemic during a very difficult time. and related unfolding events. The commitment of rail staff and BTP I would like to thank all the officers across the country kept the officers, PCSOs and staff network running and allowed those that for their dedication and needed to travel to do so safely. In the professionalism during months ahead, as societal restrictions a very difficult time. are lifted, and the network becomes 5 Forcewide and Divisional Plans 2021/22

Reducing Delay and Disruption Our strategic Services that run safely and on time are critical to priorities 2018-22 the success of the railways.

The Authority’s role is to work with the British Transport Police (BTP) to ensure an effective and efficient specialised police service for Great Britain’s railways. To achieve this the Authority agrees commitments annually with the BTP that Protecting and feed into long term strategic objectives. These objectives are: Safeguarding People Work with industry to minimise risk and harm to passengers, staff and visitors to the railway.

Building a Skilled Providing Value and Specialist for Money Workforce Assess demand to ensure Our workforce will be our people are deployed trained and equipped with when and where they will the skills needed to provide have the greatest impact. specialist policing. 6 Forcewide and Divisional Plans 2021/22 Our Annual Forcewide Objectives

Preparing and Tackling serious Partnership protecting the railway violent crime and working focused from the impact of robbery on the at key locations terrorist attacks railway for passengers with volume crime and rail staff

BTP will track, record and analyse the data and information gathered using the below measures and evaluate trends accordingly. Positive outcomes are defined with specific parameters for each measure.

• Number of armed patrols at • Number and % of positive outcomes • Notifiable offences for volume crime Category A stations conducted for at agreed key locations • Number of serious violence and at least 30 mins robbery offences • Number and % of positive outcomes • Number of multi-agency Op at agreed key locations • Number and % of positive outcomes Largo (MTA) exercises at Category for weapon-enabled offences • Officer activity and output at agreed A Stations key locations such as: • Outcomes of operations including: • Number of ACT Awareness - Stop & Search - Weapons seized and Operational inputs at Category - Intelligence submissions A stations delivered and number of - Stop & Search - Weapons seized participants - Intelligence submissions • Repeat victims and offenders at key • Number of intelligence-led taskings locations completed to tackle crime and safeguarding issues 7 Forcewide and Divisional Plans 2021/22

Our Annual Forcewide Objectives continued...

Reducing disruption Adopting problem- Protecting, supporting and through problem- solving approach to safeguarding vulnerable solving activity at high policing Anti-Social people and those at risk of impact locations Behaviour (ASB) and harm on the railway violence associated with major events

BTP will track, record and analyse the data and information gathered using the below measures and evaluate trends accordingly. Positive outcomes are defined with specific parameters for each measure.

• Number of primary disruption • Number and % of positive • Vulnerability concern reports by category; minutes at key locations broken outcomes compared to - Life-saving interventions - Adults at Risk down by category compared to previous years - Crisis interventions - Missing persons long term trends • Offences compared to - Children and Young persons - Cable theft previous years - Vandalism/theft - Trespass • Number of repeat presenters and high frequency • Number of ASB incidents presenters - Drunks/disorder/trespass and comparison against • NHS trust and GP referral data and individuals - Fatality/ injuries involving a train previous years coming to notice on the rail network • Number of disruption incidents • Officer activity and output • County Lines Disruptions broken down by key locations at major events such compared to previous years as Stop & Search and - Outcomes - Drug/weapons/cash seizures • Average fatality handback times intelligence submissions - Safeguarding interventions and referrals • Partial handback times • Number of hate crimes and positive outcomes 8 Forcewide and Divisional Plans 2021/22

Our Annual Forcewide Objectives continued...

Supporting the railway through the Covid-19 Tackling sexual offences and pandemic and working together to implement incidents involving unwanted relevant controls, protecting the public, essential sexual behaviour workers and rail staff as the industry adapts and returns to new levels of service.

BTP will track, record and analyse the data and information gathered using the below measures and evaluate trends accordingly. Positive outcomes are defined with specific parameters for each measure.

• Number of Fixed Penalty notices, directions to leave and interventions • Number of sex offences, including incidents involving unwanted sexual behaviour • Number of COVID-related crimes • Number of positive outcomes for sex offences • Number of Record of Contact (ROC) forms completed • % of victim engagement • Transport Focus survey results against public compliance levels and security • Number of known offenders being actively monitored • Number of applications for Sexual Harm Prevention Orders • % of compliance with prohibitive orders for managed offenders 9 Forcewide and Divisional Plans 2021/22 old numbers Resources The Cost Of Policing For 2021/22 the BTPA set a core policing budget of £328.1 million for policing Great Britain’s railways. A total of £255.5 million has been allocated to overgroundIncome rail services and £72.6 million for London Underground. Overground Expenditure Core £236.2m A-Division £164.8m Overground budget Total cost B-Division TOC £41.2m EPSA £11.5 £236.1mm of national operations Other Core policing £0.6 m£13.8m B-Division TfL £39.5m £328.1m DrawdownsEnhanced policing services£9.0 m £5.6m C-Division £47.1m Other income D-Division £10.6m Total Sub total£257.4 £255.5mm E-Division £22.3m Underground budget Total budgets by division BTPA £2.6m Underground A Division £164.8m Core policing services B Division (Overground) Core £46.5m £41.2m Total £328.1m Enhanced policing services B Division (Underground) £39.5m £72.6m OtherEPSA income -£8.3m C Division £47.1m Other £0.8- m D Division £10.6m E Division £22.3m Sub total £72.6m Total £55.6m BTPA £2.6m

Total operating budget £328.1m PCSO FH 0.00 10 Forcewide and Divisional Plans 2021/22 B-Division 193.11 C-Division 97.59 D-Division 0.00 E Division 0.00 Resources PCSToOtal 290.70 FH 0.00 B-Division 193.11 FH 608.05 PCSO C-Division 97.59 Staff Numbers B-Division 1232.07 FH 0.00 D-Division 0.00 C-Division 787.59 B-Division 193.11 E Division 0.00 D-Division 173.12 C-Division 97.59 Total 290.70 E Division 341.55 PCSDO-Division 0.00 PCSO Police Officer Total 3142.37 FHE Divi sion 0.000.00 A Division 0.00 A Division 608.05 FH 608.05 TB-Dotaivl ision 290.70193.11 Total B Division 193.11 Total B Division 1232.07 290.70 3142.37C-Division 97.59 B-Division 1232.07 C Division 97.59 C Division 787.59 FH 1167.17 D-Division 0.00 C-Division 787.59 D Division 0.00 D Division 173.12 B-Division 139.86 FHE Divi sion 0.00608.05 D-Division 173.12 E Division 0.00 E Division 341.55 C-Division 67.44 TB-Dotaivl ision 1232.07290.70 E Division 341.55 D-Division 19.83 C-Division 787.59 Total 3142.37 E Division 49.23 D-Division 173.12 Total 1443.53 EFH Divi sion 608.05341.55 Police Staff B-DTotaivl ision Special3142.371232.07 Officer FH 1167.17 A Division 1167.17 C-Division 787.59A Division 6.00 B-Division 139.86 Total B Division 139.86 TotalD-D ivision 173.12B Division 139.00 C-Division 67.44 FH 6.00 1443.53 C Division 67.44 307.00EFH Divi sion 1167.17341.55C Division 118.00 D-Division 19.83 D Division 19.83 B-DTotaivl ision 3142.37139.86D Division 41.00 EB D Diviivsioisionn 49.23139.00 C Division 118.00 E Division 49.23 C-Division 67.44E Division 3.00 Total 1443.53 D-Division 19.83 D Division 41.00 FHE Divi sion 1167.1749.23 E Division 3.00 Total 307.00 B-DTotaivl ision 1443.53139.86 C-Division 67.44 FH 6.00 This is where we expect resources to be based at time of publication, actual deployments may change in year. D-Division 19.83 B Division 139.00 E Division 49.23 C Division 118.00 TFHotal 1443.536.00 D Division 41.00 B Division 139.00 E Division 3.00 C Division 118.00 Total 307.00 D Division 41.00 EFH Divi sion 3.006.00 BTo Dtaivlision 307.00139.00 C Division 118.00 D Division 41.00 E Division 3.00 Total 307.00 11 Forcewide and Divisional Plans 2021/22 12 Forcewide and Divisional Plans 2021/22

A Division Commitments

Protecting and Providing Value Reducing Delays Building a Specialist Safeguarding People for Money and Disruption and Skilled Workforce

• Number of abandoned calls vs. total • Deliver the in-year cashable • Use data sources to focus on key • Through the ‘Moving the Needle’ calls answered (emergency) <5% efficiency requirement of £3.38m risk locations for vulnerability action plan; as set out in the medium term • Achieve contact centre (Children, Young Persons and financial plan - Improve the diversity of BTP’s satisfaction rates in excess of 75% Mental Ill Health related disruption) workforce through recruitment, • Work with partners to develop • 95% of victims to be contacted • Run events to educate on the retention and progression reports to show how BTP delivers within 28 days as per the dangers of the railway and help to value for money - Reduce the levels of BAME requirements of the Victim reduce trespass and level crossing disproportionality in relation Care Policy • Deliver in-year plans for digital deliberate misuse to use of powers through a transformation including an • 95% of vulnerability concern Governance structure and upgrade of devices to enable; reports submitted within the accountability framework required 24 hours - 90% of officer generated reports • Enable an efficient and to be self recorded on mobile • Cyber Crime Unit to engage effective recruitment process with 100% of train operating - Use of technology to prevent by completing new vetting companies, promoting cyber and detect crimes applications within 28 days security awareness and • Complete roll out of Single encouraging incident reporting • Reduce absence rates to below Online Home 2019/20 levels (excluding Covid • Establish a management unit to • Complete the move to new First related absences) improve triaging calls for service Contact Centre in Birmingham 13 Forcewide and Divisional Plans 2021/22

Chief Superintendent Martin Fry B Division Divisional Commander B Division Email [email protected] Introduction Follow @BTPFry

Without question, the past 12 months have proved We will also be paying close attention to the issues to be very difficult for policing and the rail industry. that impact the day to day running of the railway Throughout, our officers have worked in step with such as work place violence, unwanted sexual our partners on the railway, treading the fine line behaviour, trespass, theft, anti-social behaviour and between enforcement of Coronavirus regulations and criminal damage – issues that are a prime concern for engagement, ensuring those who need to travel can rail operators and the communities they serve. do so safely. As London and the South East becomes increasingly A new financial year brings a new policing plan. mobile, more services are resumed, and the railway One that reflects the current environment but also begins its road to recovery, we will be on hand accounts for the onset of effective vaccines, the to support it every step of the way, ensuring the eventual relaxation of lockdown measures, and one continued safety of its passengers and staff. that supports the ultimate social and economic recovery of the UK. The safety and security of the railway will always be our highest priority – securing stations from terrorist threats and protecting the public will be at the core of every plan we implement. 14 Forcewide and Divisional Plans 2021/22 Proposed priorities and a selection of measures* Some measures will be particular to Central Sub-Division*

B Division T/Superintendent John Loveless Superintendent Chris Horton Subdivisional Commander North Subdivisional Commander South North and South [email protected] [email protected]

Preventing serious Working with Industry to prevent Increasing rail staff and Improving reliability violent crime by work-related violence and passenger confidence through faster incident keeping knives aggression and deliver successful by tackling the issues, response, fatality and weapons off prosecutions, while also providing a times and locations of handback times and the network. high standard of support for victims. most concern. preventative action.

BTP will track, record and analyse the data and information gathered using the below measures and evaluate trends accordingly. Positive outcomes are defined with specific parameters for each measure.

• Number and % of • Number and % of positive outcomes • Number of joint exercises • Incident response positive outcomes for for VAP and public order offences to tackle fare evasion and times to meet national violence with injury against rail staff other issues of concern standards, broken down and robbery offences by category • Outcome types for assaults against • Number of joint • Number of violence rail staff preventative initiatives • Fatality handback times, with injury and with industry to tackle under 90 minutes • Through collaboration improvement robbery offences issues of concern on average in % of outcome type; rail staff willing (i.e. graffiti) • Number and % of to support police investigation positive outcomes • Ancillary orders for • Number of violence against the for weapon-enabled persistent offenders of person and public order offences offences ASB/byelaw/public order against rail staff offences • Police Generated • Compliance with Victim Code offensive weapon • Action against TOC of Practice offences nominated taskings • Ancillary orders for repeat offenders 15 Forcewide and Divisional Plans 2021/22 Proposed priorities and a selection of measures* Some measures will be particular to Central Sub-Division*

B Division North and South

Tackling theft of passenger Improving awareness and response to Tackling hate crime property (TPP) through sexual offences and incidents involving and supporting those a multi-agency problem- unwanted sexual behaviour that feel vulnerable to solving approach. victimisation.

BTP will track, record and analyse the data and information gathered using the below measures and evaluate trends accordingly. Positive outcomes are defined with specific parameters for each measure.

• Number and % of positive • Number of sex offences, including incidents involving • Number and % of outcomes for TPP offences unwanted sexual behaviour (by outcome type) positive outcomes for hate crime offences • Number of TPP offences and • Number of positive outcomes for sexual offences (by (including where associated arrests outcome type) victim is willing to • Development of a multi- • % of victim engagement support investigation/ agency problem-solving plan • Number of applications for Sexual Harm Prevention Orders prosecution), by to deliver reduction in long outcome type term trend of theft offences • Number of days of action or proactive operations • Number of hate crimes and better handling of lost undertaken in conjunction with partners (by offence type and property • Number of patrols undertaken at hot spot locations motivating factor). • Number of Farrier days / directed through local tasking • Victim satisfaction as weeks of action • % of increase in reports of sexual offences and measured by BTP survey incidents involving unwanted sexual behaviour 16 Forcewide and Divisional Plans 2021/22 Proposed priorities and a selection of measures*

T/Superintendent Lisa Garrett B Division Subdivisional Commander Central [email protected] TfL Follow @BTPLGarrett

Preventing serious Working with Industry to prevent Increase rail staff and Improving reliability violent crime by work-related violence and passenger confidence through faster incident keeping knives and aggression and deliver successful by tackling the issues, response, fatality weapons off the prosecutions, while also providing a times and locations of handback times and network. high standard of support for victims. most concern. preventative action.

BTP will track, record and analyse the data and information gathered using the below measures and evaluate trends accordingly. Positive outcomes are defined with specific parameters for each measure.

• Number and % of • Number and % of positive outcomes • Number of joint exercises • Incident response positive outcomes for for VAP and serious public order to tackle fare evasion and times to meet national violence with injury offences against rail staff other issues of concern standards, broken down and robbery offences by category • Outcome types for VAP and serious • Number of joint • Number of violence public order offences against rail staff preventative initiatives • Fatality handback times, with injury and with industry to tackle under 90 minutes on • Through collaboration improvement robbery offences issues of concern (i.e. average in % of outcome type; rail staff willing aggressive begging) • Number and % of to support police investigation • Civil Protection Unit positive outcomes • Ancillary orders for locally agreed measures • Number of violence against the for weapon-enabled persistent offenders of person and public order offences offences ASB/byelaw/public order against rail staff offences • Police Generated • Compliance with Victim Code of offensive weapon • Action against TfL Practice offences nominated taskings • Ancillary orders for repeat offenders 17 Forcewide and Divisional Plans 2021/22 Proposed priorities and a selection of measures*

B Division TfL

BTP will track, record and analyse the data and information gathered using the below measures and evaluate trends accordingly. Positive outcomes are defined with specific parameters for each measure.

• Number and % of positive • Number of sex offences, including incidents involving • Number and % of outcomes for TPP offences unwanted sexual behaviour (by outcome type) positive outcomes for hate crime offences • Number of TPP offences and • Number of positive outcomes for sexual offences (by (including where associated arrests outcome type) victim is willing to • Development of a multi- • % of victim engagement support investigation/ agency problem-solving plan • Number of applications for Sexual Harm Prevention Orders prosecution), by to deliver reduction in long outcome type term trend of theft offences • Number of days of action or proactive operations • Number of hate crimes and better handling of lost undertaken in conjunction with partners (by offence type and property • Number of patrols undertaken at hot spot locations motivating factor). • Number of Farrier days / directed through local tasking • Victim satisfaction as weeks of action • % of increase in reports of sexual offences and measured by BTP survey incidents involving unwanted sexual behaviour 18 Forcewide and Divisional Plans 2021/22 19 Forcewide and Divisional Plans 2021/22

Chief Superintendent Allan Gregory C Division Divisional Commander C Division Email [email protected] Introduction Follow @BTPGregory

Throughout the past extraordinary year C Division’s seek taskings. We have a long track record of support to officers and PCSOs have worked collaboratively with the industry – and not solely on the issues around which industry partners to support the rail network through the Policing Plan revolves. the challenges of a public health crisis. Our real strength comes from the collaborative nature Whilst the policing and the visibility has been heavily of our relationship with the rail industry, building on centred around delivering on the regulations governing the trust and confidence we enjoy from our partners. movements, gatherings and face coverings, our teams That relationship is one of healthy challenge and being across C Division have also had to maintain a clear focus held to account for policing decisions. That relationship on responding to continuing crime, disorder, disruption, is also two-way and BTP work to encourage greater vulnerability and mental health challenges in our public understanding of our policing mission on the part of spaces. Throughout the pandemic, the challenge of the rail industry. BTP add value to the public space supporting vulnerable adults at risk and children and and we know that front line staff on the network really young people in particular showed little sign of abating. prize our visibility. Sometimes – when detaining people Elsewhere Divisional colleagues worked proactively with, or supporting the vulnerable - BTP colleagues can and in support of, County Lines teams – who again saw be abstracted from the front line. The key is that we significant crime demand throughout the pandemic. maintain confidence and work with industry partners to ensure full understanding of our suite of responsibilities. In many ways the priorities for the Division in That understanding can only come through first class 2021/2022 will build on themes that have appeared relationships, communication and feedback, and I in previous iterations of the Policing Plan. They are pride myself on C Division delivering exactly that important themes and they represent something of a across a wide range of stakeholders, from Independent constant – a focus on preventing aggression towards Advisory Groups to industry partners – both strategic front-line network staff, reducing violence and anti- and frontline. With constructive relationships like that social behaviour, reducing disruptions of all manner it is easier to succeed. The whole of the C Division to the network, and focussing on our response to policing team looks forward to tackling these objectives sexual offending and incidents of unwanted sexual and being held to account throughout. We love behaviour. This collection of priorities – backed by a the specialism of our role and our unique operating selection of measures – will be scrutinised throughout environment. We see the value we add to public the performance year at my quarterly meetings with spaces and the confidence we can drive into a network Directors for all the main operators and routes and will recovering from the most challenging pandemic. be debated at a variety of BTP – Rail Industry monthly forums, where attendees can hold BTP to account and 20 Forcewide and Divisional Plans 2021/22

C Division Midland, Superintendent Mark Cleland Superintendent Sue Peters Superintendent Glen Alderson Western Subdivisional Commander Western Subdivisional Commander Midland Subdivisional Commander Pennine [email protected] [email protected] [email protected] and Pennine Follow @BTPCleland Follow @BTPPeters

Preventing physical and verbal assaults Reducing violence, serious Reducing disruption related incidents on rail staff to increase positive public order offences and through a joint problem solving approach outcomes, ensuring that there is anti-social behaviour. with industry effective communication with victims

BTP will track, record and analyse the data and information gathered using the below measures and evaluate trends accordingly. Positive outcomes are defined with specific parameters for each measure.

• Number and % of positive outcomes for • Number and % of • Number of disruption incidents broken into the physical and verbal assaults against rail staff positive outcomes for sub categories: Violent Crime and Public • Outcome types for assaults against rail staff - Cable Theft - Disorder/Drunks Order offences - Fatalities - Level Crossing • Number of notifiable offences for physical • Number of notifiable - Trespass - Vandalism and verbal assaults offences for Violent • Number of primary lost minutes due to the • Level of crimes where victim code of Crime and Public Order above sub categories practice compliance is within 28 days and offences and ASB number over 28 days incidents • The effectiveness of problem solving plans to design out or otherwise mitigate the risk of • Number of BTP and trespass at high risk or hotspot locations industry operations and outcomes 21 Forcewide and Divisional Plans 2021/22

C Division Midland, Western and Pennine

Maintaining an average handback Improving awareness and response to time of under 90 minutes for non sexual offences and incidents involving suspicious incidents. unwanted sexual behaviour

BTP will track, record and analyse the data and information gathered using the below measures and evaluate trends accordingly. Positive outcomes are defined with specific parameters for each measure.

• Overall handback times for non-suspicious fatal incidents • Number of sexual offences, including incidents involving unwanted sexual behaviour • Partial handback rates • Number of days of action or proactive operations • Metrics and trends for the most important contributory undertaken in conjunction with partners factors to prompt handback including: • Number of patrols undertaken at hot spot - BTP arrival time locations directed through local tasking - MOM arrival time • % of increase in reports of sexual offences and - Availability and use of CCTV incidents involving unwanted sexual behaviour 22 Forcewide and Divisional Plans 2021/22

Superintendent Andy Morgan C Division Subdivisional Commander Wales [email protected] Wales Follow @BTPWales

BTP will track, record and analyse the data and information gathered using the below measures and evaluate trends accordingly. Positive outcomes are defined with specific parameters for each measure.

C Division Wales

Maintaining an average handback Improving awareness and response to time of under 90 minutes for non sexual offences and incidents involving suspicious incidents. unwanted sexual behaviour

BTP will track, record and analyse the data and information gathered using the below measures and evaluate trends accordingly. Positive outcomes are defined with specific parameters for each measure.

Chief Superintendent Eddie Wylie D Division Divisional Commander D Division Email [email protected] Introduction Follow @BTPWylie

The global pandemic has had a life changing impact on The impact that these crime types have on victims so many people in our communities. Crime is dramatically cannot be understated and it is crucial that BTP fully down which is to be expected with large parts of the year understand and treat any victim with empathy and seeing restrictions on how people go about their daily understanding. lives. The number of people using the rail network is also The Scottish Railway Policing Committee has now much reduced which is in stark contrast to last year when been going for 18 months and I have found this to be a the network was busier than ever. much-valued scrutiny panel. The committee continues With the introduction of the vaccine programme which to give a greater level of accountability and governance has been a real game changer we are starting to see to the Scottish Government. I have also been able to some real progress and can now all look forward to a demonstrate alongside colleagues from the Police more social way of life again. BTP Scotland will continue Service of Scotland the continuing efforts to work to engage with the travelling public as they have done together where appropriate and share best practice. throughout the last performance year. It is important I do hope that this policing plan delivers what is that we maintain visibility across the network as I fully expected by communities who either use, live near expect that the passengers will take some time to or work on Scotland’s Railway. It will be delivered in regain confidence levels. An anticipated swing from partnership working alongside our key stakeholders commuting to leisure travel will bring its challenges for and partners with an ethos that working together policing more generally. makes us stronger. The 2021/2022 policing plan has been set with all of this I also wish to express my sincere gratitude to all officers, in mind as we slowly exit lockdown. This year’s plan has staff and volunteers who have stepped up to the again gone through a period of consultation to ensure plate during an incredibly difficult year; often putting our focus and priorities are not set by BTP alone. The themselves in harm’s way whilst being flexible enough views of our key partners, stakeholders and the public to adapt to the changing restrictions or new legislation. have ensured we capture what matters and what BTP Their commitment has been second to none and they Scotland should dedicate its energy and commitment deserve immense credit for the way they have operated to. This plan has also considered both the Scottish throughout the year. I know that this level of service by Government strategic priorities for policing and those of officers throughout Scotland will continue during this Police Service for Scotland to ensure we are all working policing plan year. It will be a challenging time coming collectively for the good of the communities in Scotland. out of lockdown as we see the return of events; night This year one of the policing plan objectives will see a time economy and wider travel. However, I have no focus on tackling sexual offences and unwanted sexual doubt that BTP Scotland will respond to these challenges behaviour. Throughout mainland UK there is a drive to whilst continuing to support our communities. better understand this area of crime on the rail network. 26 Forcewide and Divisional Plans 2021/22

D Division Scotland

Preventing physical and verbal assaults on rail staff Reducing disruption-related incidents through members to increase positive outcomes, ensuring a joint problem solving approach with industry effective communication with victims at key red route locations

BTP will track, record and analyse the data and information gathered using the below measures and evaluate trends accordingly. Positive outcomes are defined with specific parameters for each measure.

• Number and % of positive outcomes for physical and verbal • Number of disruption incidents at red route locations broken assaults against rail staff into categories: • Outcome types for assaults against rail staff - Cable Theft - Disorder/drunks - Fatalities - Level crossing • Number of notifiable offences for physical and verbal assaults - Trespass - Vandalism • Level of crimes where victim code of practice compliance is • Number of primary lost minutes within 28 days and number over 28 days • Effectiveness of problem solving plans to design out or otherwise mitigate the risk of trespass at high risk or hotspot locations • Provide information regarding red route locations and joint problem solving initiatives with industry through liaison with embedded Disruption Analyst 27 Forcewide and Divisional Plans 2021/22

D Division Scotland

Increasing passenger and rail staff Maintaining an average handback Improving awareness and confidence by joint problem solving time of under 90 minutes for non- response to sexual offences and with Police Scotland to tackle Anti- suspicious incidents incidents involving unwanted Social Behaviour (ASB) sexual behaviour

BTP will track, record and analyse the data and information gathered using the below measures and evaluate trends accordingly. Positive outcomes are defined with specific parameters for each measure.

• Number of ASB offences • Overall handback times for non- • Number of sexual offences, suspicious fatal incidents including incidents involving • Number and % of positive outcomes unwanted sexual behaviour for ASB • Partial handback rates • Number of days of action or • Monitor football related offences • Metrics and trends for the most proactive operations undertaken (crimes and positive outcomes) important contributory factors to in conjunction with partners prompt handback including: • Number of BTP and industry • % of increase in reports of sexual operations as well as details of - BTP arrival time offences and incidents involving interoperability working with Police - MOM arrival time unwanted sexual behaviour Scotland and associated outcomes - Availability and use of CCTV 28 Forcewide and Divisional Plans 2021/22 Divisional Contacts 29 Forcewide and Divisional Plans 2021/22

B Division C Division D Division

Chief Superintendent Martin Fry Chief Superintendent Allan Gregory Chief Superintendent Eddie Wylie Divisional Commander B Division Divisional Commander C Division Divisional Commander D Division Email [email protected] Email [email protected] Email [email protected] Follow @BTPFry Follow @BTPGregory Follow @BTPWylie

T/Superintendent John Loveless Superintendent Mark Cleland Subdivisional Commander North Subdivisional Commander Western Email [email protected] Email [email protected] Follow @BTPCleland T/Superintendent Lisa Garrett Subdivisional Commander Central Superintendent Sue Peters Email [email protected] Subdivisional Commander Midland Scotland Follow @BTPLGarrett Email [email protected] Follow @BTPPeters Superintendent Chris Horton Subdivisional Commander South Superintendent Glen Alderson Email [email protected] Subdivisional Commander Pennine Email [email protected]

Superintendent Andy Morgan Use this map to Pennine Subdivisional Commander Wales find the contact Email [email protected] for your area. Follow @BTPWales

Midland Wales North

TFL South Western BTPA BTP Ron Barclay-Smith Jennifer Crowther Chair Strategic Planning Manager For more British Transport Police Authority British Transport Police Phone 07900 394397 Phone 020 7830 8829 Email [email protected] Email [email protected] information, Ivason House, 8a London Bridge St. Headquarters, 25 Camden Road, contact: London, SE1 9SG London, NW1 9LN @BTPAuthority @BTP