Met Volunteer Programme

Report: 5
Date: 8 July 2010
By: Assistant Commissioner Territorial Policing on behalf of the Commissioner

Summary

This report outlines the current strategy to deliver the Met Volunteer Programme (MVP) across all 32 London boroughs as well as within individual MPS directorates. It sets out background information, current operational processes and gives an overview of the work underway to support the MPS in its plans for 2012 Games-time policing. The report is intended to raise awareness of the MVP (in general terms), the risks and benefits of the programme and to highlight plans for its future development.

A. Recommendation

That members note the report.

B. Supporting information

1. In 2001 the project drive for a volunteering programme was initiated, through public consultation, to support the MPS plan of increasing accessibility to underutilised police stations. From 2001 to 2005, the programme was developed with 12 BOCUs engaging in a volunteering programme, originally known as “Volunteers in Policing” or “VIPs”.

2. In 2005, a strategic decision was made to expand the programme across London. The Met Volunteer Programme (MVP) Central Team was established, based within Safer Neighbourhoods. The central MVP team has three full time members of staff who co-ordinate and support the activity of the 35 BOCU MVP operational delivery managers. The role of the central team is to formulate and develop strategic processes to ensure compliance and consistency across the MVP growth programme.

3. In 2009, the co-ordination and delivery of the Metropolitan Special Constabulary (MSC) & MVP were combined into one central operational command unit (OCU).

4. The MVP HQ Team work closely with Volunteering England, a volunteer development agency committed to supporting, enabling and celebrating volunteering in all its diversity. Their work links research, policy innovation, good practice and grant-making in the involvement of volunteers.

5. Volunteers are a vital part of policing through their community engagement activities. They have shown themselves to be strong MPS champions, raising awareness for London’s public and contributing to increasing levels of confidence in London.

6. The underlying principle of the MVP is to be creative in providing Met volunteers to all parts of the organisation. MVP colleagues perform a wide range of roles in support of full time staff.

7. To ensure a proper work/life balance, the MPS has recommended a 40 hour guideline, whereby each Met volunteer is encouraged to limit their contribution to 40 hours per month. This has been adopted as ‘good practice’ by Volunteering England and declared an innovation in volunteering programmes within the third sector. However, flexibility in the guidelines allows individual emendation to suit the needs of the individual and the MPS, for example during the Olympic and Paralympic games in 2012.

8. In recognition of the MVP programme, two Met Volunteers received National Policing Improvement Agency (NPIA) Police Support Volunteer Awards on 17 June 2010.

Current Status of MVP

9. 1728 volunteers have given 135,100 hours to the MPS across 70 volunteer role profiles (volunteers average approx 6.5 hours per month – 2009/10 end of year figures)

10. There are currently 35 MVP Managers plus three based centrally. The role and function of the MVP team and managers is being reviewed as part of the Territorial Policing Development Programme.

11. The MVP is part of the NPIA’s Police Support Volunteers (PSV) unit. The MPS team has been instrumental in supporting the development of volunteer programmes across London, specifically within the City of London and British Transport Police. The MVP is also part of the Home Office ‘Engage work stream’ Emergency Services 2012 Forum.

Actual Performance for 2007-10 and targets for 2010 - 2013

Table 1 below demonstrates increased statistics and highlights increased recruitment targets 2010-2013. (It should be noted that individual borough targets quoted for 2010-2013 are awaiting formal sign off).

Table 1

*Pre-April ’10, volunteer numbers included all individuals registered to the MVP whether or not they were giving any time. From April ’10 onwards, only volunteers giving time at an average of 10 hours per month i.e. active, will be reported.

**NB - Games-time specific targets will be added in Q3

MVP Performance 2009-10

Table 2

*Safer Neighbourhood teams provide one MVP volunteer per ward.

From July 2006 to January 2008, 314 volunteer leavers were recorded. 20% left to take up employment, with 29 joining the MPS and 36 gaining employment elsewhere.

MSC & Volunteers OCU Step Change - Governance

12. The MSC & Volunteers OCU Step Change project is managed through a Strategic Programme Board chaired by the ACPO lead for Neighbourhood Policing. The MVP Central Team falls within the MVP and 2012 Games-time volunteering work stream, led by the Head of the Met Volunteer Programme, being one of the five work stream within the OCU’s Step Change Project.

MVP Diversity

Drawn from MVP end of year figures March 2010, the table below presents a summary of levels of diversity groups within the MVP.

MVP Recruitment

13. Recruitment, selection and ongoing support for each volunteer is provided by the local MVP Manager. MVP Managers focus on increasing volunteer numbers and raising the average number of hours per volunteer per month given. Additionally specific targets aimed at ensuring 2012 support will be added in the third quarter of 2010/11.

14. MVP Managers engage regularly with local Volunteer Centres, Job Centre Plus, local Council Volunteer Managers, Personal Best Programme activities, community and academic institutions and establish close working relationships within the volunteering world. Joint recruitment events with these external contacts include MSC colleagues on boroughs. All MVP volunteers are vetted appropriately (initial vetting clearance as a minimum) and sign the Official Secrets Act. Each is considered via the “Fit to Volunteer” Health Assessment, managed by Hendon’s Human Resources Capability Team which, in conjunction with the local role risk assessment, supports Health and Safety guidance for each volunteer.

MVP roles and operational supervision

15. MVP Managers currently co-ordinate a local steering group to approve the appropriateness of local MVP development, agree new role profiles and general activities required from its team of volunteers. As well as the MVP Manager, the steering group includes the local Senior Management Team lead for volunteering, MSC Managers, Partnership or Safer Neighbourhood Chief Inspector, Trade Union representatives and an active MVP volunteer. This process is currently under review within the OCU’s Blue print modeling programme.

Role profiles are created in three main ways:

• by the MVP team Central Team
• by the local MVP Manager
• to utilise the particular skills being offered by a potential volunteer.

16. Once approved, all roles are locally risk assessed. A total review of all MVP processes is currently underway by the MVP Central Team and a central Quality Assurance (QA) Review group is to review all new role profiles before any are adopted by an MVP Manager. Trade Union representatives are invited to attend each QA Review Group meeting.

17. Every time a volunteer gives time to their particular role, a report form is completed and returned to the MVP Manager. These daily (or monthly) report forms provide the basis of MVP performance management statistics and also enable the MVP Manager to ensure that the role being performed falls within the boundaries of the approved role profile.

Links to MSC

18. One big advantage of uniting both MSC and MVP centrally has been to identify best volunteer management practices. Both MSC and MVP Managers are encouraged to attend recruitment events together and are both included in supporting MSC officers who may wish to leave the organisation because they have reached retirement age or to try a different method of volunteering for the organisation.

MVP Training

19. Every Met volunteer must undergo mandatory corporate MVP Induction training before giving time. Those giving time to a front counter must also attend the appropriate corporate training which is delivered by borough trainers. All other on-task training is provided by the Unit Manager on whose unit the volunteer is giving time. All training necessary must be included in each role profile.

MVP Volunteer assessment and management

20. MVP Standard Operating Procedures stipulate that all MVP managers should hold a formal 1:1 review with each volunteer in their team on an annual basis. Additionally managers are encouraged to hold informal reviews throughout the year, especially when volunteers are new to the programme or moved to a different role. Volunteers are encouraged to be flexible within the programme and try various volunteering roles. Should any problems occur either with a volunteer or as a result of a volunteer raising a complaint, the MVP has its own detailed problem-solving procedure. This difference ensures that the MVP management strategies for volunteers are clearly separate from those that apply to paid staff, but follow best practice guidance as provided by Volunteering England.

London 2012 Olympic and Paralympic Games

21. Part of 2012 planning is to utilise the skills and expertise of Met volunteers in the most appropriate way. The Olympics Directorate and Territorial Policing are reviewing and assessing how best that can be achieved.

22. For example, work is underway to scope any gaps identified when officers and staff are deployed to support Games-time policing or during periods before the Games commence. Testing events in 2011 will ensure that resilience and a robust programme is in place. By end of autumn 2010 there will be a full report recommending how resources drawn from the two volunteering strands can be most effectively utilised. Specific training and other cost implications will be considered once the size of the additional resource is known. The legacy beyond the Games constitutes an important planning aspect, making clear how the expectations of those joining can be met. Communications and marketing will play a vital role in the build-up to 2012, keeping existing volunteers aware of opportunities available.

23. MMPS will be the first policing service to register with ‘do.it.org’ the national volunteering database which is used extensively now and in the build up to 2012.

24. The Volunteer Police Cadets are also engaged in 2012 planning. It will become the third strand of MPS volunteering to ensure a consistent approach to volunteering within the organisation. Ideally a pathway of volunteering should exist; from 14 years old as a Cadet, via the MVP or MSC to remain engaged with the MVP.

MVP volunteers and corporate communication

25. Local MVP managers are tasked to keep their individual volunteer teams informed of news and developments. The centrally-based team produces a corporate newsletter at least once a year as well as a quarterly briefing for MVP Managers. A Volunteer Focus Group - designed to give volunteers an opportunity to meet directly with the Head of the MVP and her colleagues, has been created, this meets bi-annually.

26. Corporate reward and recognition events are being planned for the MVP’s 10th anniversary in 2011 to celebrate the contribution of its volunteers and to continue the recruiting for 2012.

YOU London

27. MPS has developed a Youth Organisations in Uniform (YOU) London borough coordinator role profile to support the programme across London. There are approximately 16,000 YOU volunteers supported by a borough Volunteer coordinator. Waiting lists for young people and policies relating to ratios of young people to leaders mean that despite existing numbers of volunteers, there is a shortage that needs addressing. The Volunteer Police Cadets (VPC) is a uniformed youth group with 1645 members aged between 14 and 19 years.

National Volunteers’ Week (1-7 June 2010)

28. MVP representatives promoted volunteering to GLA staff at City Hall on 2nd June and to MPS staff at ESB on 3 and 4 June. The MVP was represented at the Personal Best Programme graduation ceremony at the O2 on June 8. Examples of events that took place across the MPS during Volunteers’ Week are as follows:

The below table represents events planned across MPS to celebrate Volunteers’ Week

Benefits and risks:

Benefits to the community

29. MVP is a community engagement method which supports and promotes social cohesion. The Met Volunteering Programme engages with those communities that ordinarily may not have strong relationships with the MPS, thus improving community links and offering an opportunity to develop public advocates of the work the MPS undertakes in keeping London safe. For example, Haringey engages with the Turkish community, Kingston with the Korean community and Harrow with the Tamil community, all of them supporting Safer Neighbourhoods teams with translations and access to new communities. Havering volunteers opened an MPS front counter service at the council’s drop-in centre (PASC site). Recruiting volunteers from local communities brings greater diversity and local expertise/ knowledge to the MPS.

Benefits to the organisation

30. Volunteers bring specialist skills into the MPS - for example, language skills, business functions, IT and project management. The MPS continues to review how skilled volunteers from both the MSC and MVP volunteers are deployed to best effect.

Benefits to the individual

31. Volunteering has proven itself to support people to re-engage in the work place through providing meaningful roles with opportunities to gain experience, retrieve lost confidence and develop new skills. Volunteers can apply for internal vacancies as external candidates. Their volunteering experience will ensure that they remain longer with the organisation, having initially had the opportunity to see the organisation for themselves before deciding that the MPS is their employer of choice.

32. Volunteering is now recognized and viewed as part of the extended police family. The major charter principles are upheld in the Met Volunteer Programme. MVP fully involves the PCS union and other staff associations in its decision making processes to ensure close working relationships exist.

Plans for the future

33. MVP Central Team is developing a more supportive performance framework for volunteering with a view to moving to a collective average of 10hrs per month. All MVP Managers are being encouraged to work towards ‘excellent’; every MVP manager will be expected to have a team of at least 60 volunteers; a team of 75 will be considered ‘excellent’. The new performance frameworks will focus on three areas of work;

• New People (additional volunteers recruited to the team)
• New Time (more hours achieved on average from each member of the team)
• Renewals (ensuring that maximum levels of capacity are maintained)
• Quarter 3 2010/2011 - additional targets will be set to support specific 2012 requirements.

34. Focusing on 2012 volunteer support is a major feature of the MVP Central Team within the 2012 Games time volunteering work stream, which encompasses both MVP and MSC volunteers.

C. Race and equality impact

1. An Equality Impact Assessment (EIA) for the MVP was completed in 2007 to coincide with the publication of the new MVP policy and SOPs; additionally the MVP has been addressed in the EIA for the MSC Step Change project date 28 October 2009. Three workshops for MVP Managers were held in 2008 by SCOPE, a charity, to advise on inclusive volunteering opportunities. Equality/diversity issues identified are as follows:

2. The MVP has no upper age limit (subject to completion of ‘Fit to Volunteer’ health assessment). MVP is not currently offered to people under the age of 18 years, following a consultation with MVP Managers some years ago - however the VCC programme covers the lower age limit on volunteering.

3. ‘Volunteers’ are not covered by the provisions of the Disability Discrimination Act. Some potential volunteers with impairments who require reasonable adjustment may not be accommodated. However the MVP Manager works with Occupational Health colleagues to ascertain where it may be possible to overcome these difficulties, so that steps can be taken to support individuals with impairments if at all possible.

4. The MVP presently has a gender mix of 66% female to 31% male

The MVP has a policy to reflect the diversity of the local community within each borough based volunteer team and uses census information as a benchmark. Present BME figures for the MVP stand at 38%.

D. Financial implications

1. For the purpose of this document two comparative analyses have been completed to show how much the MVP costs the MPS and to demonstrate the value of volunteered hours to the MPS as part of its Cash Efficiency Savings target:

Table 4. How much does each MVP volunteer cost the MPS before giving time?

Salaries based on current TP averages

Volunteers expenses are represented by a mean figure from the previous three financial years reported by TP Operational Resourcing TPHQ support

Vetting costs are an estimate from John Clarke, Personnel Security Manager SCD26

How much does each MVP volunteer bring to the MPS as an efficiency saving?

ASHE figures (correct as of 2010) Source: Office of National Statistics, 2009 Annual Survey of Hours and Earnings.

Therefore, at financial year end 2010, the MVP could be said to demonstrate a net efficiency saving £1,144,003.

E. Legal implications

This report arises as part of the governance process and no legal implications arise.

It is recommended that legal advice is sought prior to alteration or expansion of any the initiatives described in this report.

F. Background papers

None

G. Contact details

Report authors: Tony Eastaugh

For information contact:

MPA general: 020 7202 0202
Media enquiries: 020 7202 0217/18

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