Utilising the Expertise of Faith and Staff Associations to improve Community Engagement

Report: 6
Date: 3 March 2011
By: Director of Human Resources on behalf of the Commissioner

Summary

This report provides Members with an overview of how the MPS utilises Faith Staff Support Associations to improve community engagement across Business Groups and at BOCU level and the extent to which good practice is embedded across the organisation to inform community intelligence. The report also provides information about how Equality Impact Assessments (EIAs) are used, particularly at borough level, to identify faith issues and how the MPS is addressing some of the potential disincentives to faith communities joining the MPS. The report concludes with an overview of work being undertaken in response to Recommendation 1 of the Race and Faith Inquiry, in particular progress made on improving Staff Support Association governance.

A. Recommendation

That Members note the contents of the report.

B. Supporting information

MPS Faith Staff Support Associations

1. Black and Minority Ethnic (BME) Police Officers and Staff have served in the MPS for many years and whilst the statutory organisations such as the Trade Unions, Police Federation, Superintendent's Association and ACPO, meet the general needs of the Service, it is acknowledged that they may not necessarily have the expertise and knowledge to meet the individual needs of BME staff and those from other underrepresented groups.

2. To help meet these needs, Staff Support Associations (SSAs) were established. The Catholic Police Guild, Christian Police Association and Black Police Association were among the first. At present there are 19 SSAs, of which 6 represent faith issues. These are the Catholic Police Guild, the Christian Police Association, the Metropolitan Police Hindu Association, the Jewish Police Association, the Association of Muslim Police and the Metropolitan Police Sikh Association.

3. The MPA Race and Faith Inquiry published in July 2010, included an assessment of the effectiveness of Staff Support Associations, and concluded that overall the picture was mixed in terms of how effectively the MPS and SSAs engaged with each other. The Inquiry also concluded that it was difficult to gain a clear sense of whether the MPS was maximising the benefits offered by SSAs.

4. This report provides an overview of how the MPS utilises Staff Support Associations to improve community engagement with a particular emphasis on those SSAs representing faith issues. Whilst acknowledging that SSAs have a key role to play in supporting the internal community in terms of those they represent, the focus of this report is on external community engagement activities.

5. In addition, this report considers a number of other issues in relation to whether Equality Impact Assessments (EIAs) are being used to identify faith issues, particularly at a borough level, and how the MPS is addressing some of the disincentives to faith communities joining the MPS. The report concludes with an overview of work being undertaken in response to Recommendation 1 of the Race and Faith Inquiry, in particular progress made on improving Staff Support Association governance.

MPA/MPS Community Engagement Commitment 2010-2013

6. In July 2010 the joint MPA/MPS Community Engagement Commitment 2010/2013 was approved at Full Authority. The Commitment recognises that effective community engagement is fundamental to the policing of London and sets out to build on the MPA/MPS Community Engagement Strategy 2006-09, MET Forward and the MPS Diversity and Equality Strategy 2010-13.

7. Extensive consultation with communities across London informed the development of the Commitment and helped to identify the key changes required to improve the effectiveness of MPA and MPS community engagement activity. The MPS has established a Confidence and Satisfaction Board to oversee and coordinate work being undertaken across the organisation to improve public confidence and customer satisfaction including the implementation of an Action Plan.

8. The involvement of MPS Faith SSAs in community engagement activity is at present not directly linked to work on the delivery of the Community Engagement Commitment, although opportunities exist for formal links to be established, including potential SSA representation on the Confidence and Satisfaction Board.

9. The examples of Faith SSA community engagement detailed in this report illustrate a range of activity across a number of different faith based community groups and have been obtained following consultation with each Faith SSA Chair. It should be acknowledged however that not every Faith SSA is involved in extensive community engagement activity, due in part to their greater focus on supporting the internal issues that affect their members. Historically this is primarily why SSAs were established, although many SSAs also recognise the direct link that exists between the internal MPS community and the communities the MPS serves, and have undertaken community engagement as a result.

Faith Staff Support Association Community Engagement Activity

Catholic Police Guild

10. The Catholic Police Guild (CPG) was established in London in 1914 and is now a national organisation representing Catholic Police Officers and Staff from across the UK.

11. At present the CPG is not involved in community engagement activity as it feels this is outside of its remit as a Faith organisation, established primarily to support Catholic Police personnel. The CPG has highlighted however that many of its members participate in activities at Parish level in their private capacity, and as they are often known locally as police officers it is felt that this helps enhance the reputation of the police service generally within the broader Catholic community. The Guild has also engaged with the Senior Chaplain to the MPS to support the development of an effective Chaplaincy Service across the organisation. The Auxiliary Bishop of Westminster is also supporting this work to encourage participation in the MPS Voluntary Chaplaincy Service by Roman Catholic Clergy including lay people from the Diocese of Westminster and Southwark.

Christian Police Association (CPA)

12. The Christian Police Association was formed in 1883. There are currently 1,400 members, associates and supporters, internally and outside the MPS. Its main aims are:

• to assist the MPS to recruit and retain staff, creating a police service that more closely represents the community it serves
• to provide mentoring and welfare support, with a Christian emphasis, for all staff who request it
• to assist the MPS to build bridges and confidence with its diverse communities
• to promote MPS values
• to be a source of information and consultancy in MPS policy development

13. Current CPA community engagement activity includes:

• The Word 4 Weapons initiative founded by a member of the CPA, which actively seeks to discourage the use of knives and guns and to help people caught up in gang culture
• Facilitating links with Street Pastors; a partnership initiative between local churches and police which involves Street Pastors patrolling, typically in the evenings. In some areas this has resulted in significant decreases in local crime and anti-social behaviour
• The Redeeming our Communities Programme which seeks to encourage churches to be more proactive in tackling anti-social behaviour

The Metropolitan Police Hindu Association (MPHA)

14. The Metropolitan Police Hindu Association was founded in 2002 and has approximately 250 members. Its main aims are to:

• Raise awareness and understanding of Hinduism
• Help to improve recruitment, retention and progression of its members
• Develop positive relationships between Hindu communities and the MPS
• Project a positive image of the MPS

15. Recent examples of MPHA community engagement activity include:

• Provision of mediation services between Newham Council, Newham Borough Command and Maha Lakshmi Temple Eastham, to address security issues relating to the annual Rathyatra religious procession
• Helping to establish better relationships with Hindu Temples
• Participation in the organisation of a Security Conference on Stop and Search and Counter Terrorism issues with the National Hindu Students Forum
• Support for Operation Makepeace, which involves working with Safer Neighbourhood Teams to help address issues of youth crime and Anti-Social Behaviour.

Jewish Police Association

16. The Jewish Police Association (JPA) was established in 2001 and aims to:

• Provide a network for support and advice to Jewish personnel within the Police Service
• Promote understanding of the Jewish faith within the Police Service
• Act as a resource reference for Police Services regarding religious, cultural and community issues, and in particular those that affect front-line policing
• Actively promote the Police Service as an employer of choice for the Jewish community

17. Recent examples of the JPAs community engagement activity include:

• Recruitment community engagement with the Jewish community. The JPA has taken an active lead role to encourage members of the Jewish community to join the MPS. This has included recruitment events in predominantly Jewish areas, visiting Jewish faith schools and mentoring and supporting applicants through the recruitment process. The JPA have also actively engaged with the orthodox and ultra-orthodox Jewish communities which has resulted in the recruitment of a number of special constables
• Organising annual events to bring the Jewish community into contact with the Metropolitan police in a positive way. This includes the Holocaust Memorial Day (which includes the participation of Jewish schools) and the Chanukah Festival of Lights event.
• Assistance to Boroughs and Departments where community related issues have been identified, by either providing advice and guidance, bringing in community experts, or referring colleagues to other community contacts

18. The JPA is also currently engaged in extensive community consultation as it moves towards a formal national structure. In parallel, it will shortly be launching the ‘One Synagogue, One Officer’ Metropolitan Special Constabulary (MSC) recruitment campaign which aims to recruit one MSC officer from each Synagogue.

Association of Muslim Police

19. The Association of Muslim Police (AMP) was established in 1999 and currently has around 500 members nationally. Its main aims are:

• to assist Muslims in the police service to observe their faith and to promote an understanding of Islam within the police service and the wider community
• to provide a forum for Muslims in the police, and support their religious welfare needs, with a view to improving their working environments
• to assist in the recruitment and retention of Muslim Police Officers and Police staff, and to assist in the creation of a fair and just working environment

20. The AMPs community engagement activity has primarily focused on establishing links with Muslim communities to help decrease community tensions and increase community cohesion. The following are recent examples of the AMPs community engagement activity.

• Working with and mentoring young people as part of the Preventing Violent Extremism agenda
• Working with local ‘Prevent’ officers and Safer Neighbourhood Teams on Islamic related issues
• Work between the AMP Youth Committee and the Diversity and Citizen Focus Directorate (DCFD) on the Street Chance cricket project
• AMP Youth Committee work with local Safer Neighbourhood Teams to improve relations with young Muslim children through sport
• Work with the Football Association (FA) aimed at improving relations and understanding between Jewish and Muslim young people
• Working with the FA and the ‘Kick it Out’ campaign to help address Islamophobia in football
• Support for the MP Recruitment Services Community Engagement Programme

21. The AMP is also an affiliate member of the Muslim Safety Forum (MSF) the key advisory body to the MPS on safety and security issues that affect the Muslim community.

Metropolitan Police Sikh Association (MPSA)

The Metropolitan Police Sikh Association was established in 1999 and currently has 239 members. Its main aims are to:

• Advance the Sikh religion among members of the MPS
• Promote the efficiency of the Metropolitan Police Service
• Assist the MPS implement the recommendations of the MPA Race and Faith Inquiry
• Assist the MPS to engage with the Sikh community

22. Recent examples of MPSA community engagement activity include:

• Publication and distribution of advice on unlawful doorstep collections. An information pamphlet, translated into Hindi and Punjabi provided information in relation to charity collection regulations, permits and the type of identification charity collectors are required to wear
• Community liaison and reassurance activity following the arson attack against the Bow Gurdwara
• Contribution to the ACPO Strategy on Honour Based Violence together with the publication of guidance material for officers
• MPSA partnership with Sikh Community Youth Services (SCYS) a charitable organisation established in Slough and Ealing which works with young people from the Sikh Community. Activities include:
  • Khalsa Club, a weekly workshop run by volunteers, including teachers from local schools. Young people from the Sikh community attend regularly to learn about Sikhism and how to develop social skills to deal with issues in the school/community
  • Kaurageous, a similar workshop to the Khalsa Club aimed at Sikh girls to help promote their self awareness and self-esteem
  • Annual Week Long Summer Camp, for young people from the Sikh Community aged six to sixteen plus.

How good practice is embedded across the organisation to inform community intelligence

23. The way in which Faith SSAs become involved in community engagement activity appears to vary, with some being directly approached to support a particular initiative and others identifying opportunities raised by their members as a result of their already established community links. At a local borough level the main mechanism for community engagement is often via the local Independent Advisory Group (IAG) or through other community networks, and although Faith SSAs have provided direct support in relation to community issues their assistance does not appear to be routinely sought.

24. It is therefore difficult to obtain a detailed picture of the extent to which Faith SSA good practice has been embedded across the organisation. This is further complicated by the fact that Faith SSA community engagement activities are not formally linked to MPS strategic community engagement programmes, and information about SSA community engagement work is not formally captured and monitored.

25. As highlighted in para 8 of this report however, opportunities now exist for formal links to be established with MPS community engagement programmes, including potential SSA representation on the MPS Confidence and Satisfaction Board.

26. Work due to be undertaken by the Director of the Diversity and Citizen Focus Directorate, detailed in para 39 of this report, to implement a performance and governance structure for the work of SSAs, will also help to shape Faith SSA community engagement and help ensure that it is closely aligned to MPS priorities.

How Equality Impact Assessments (EIAs) are used, particularly at borough level to identify faith issues

27. The use of Equality Impact Assessments (EIAs) particularly at a borough level to identify and respond to key equality and diversity issues in an operational context, is currently under review by the Diversity and Citizen Focus Directorate. At present information in relation to the key issues identified as a result of EIAs is not collated or recorded centrally and there appears to be inconsistency in the way in which EIAs are being conducted.

28. DCFD recently undertook research to identify the extent to which EIAs were being utilised at Borough level and how EIAs were being supervised and quality assured. The research identified that during 2009-2010, 44 EIAs were undertaken by BOCUs. Further work work will shortly be undertaken to identify key trends in relation to the various equality and diversity issues identified at Borough level and to document action taken to address any adverse impact.

29. Work is also underway to utilise the results of the research to develop guidelines to improve consistency in the way in which EIAs are being conducted, and to help ensure that when equality impact issues have been identified, appropriate action is taken to address them.

Recruitment Services Community Engagement Programme

30. In evidence submitted to the Race and Faith Inquiry a number of issues were identified relating to potential disincentives that may exist to joining the MPS from certain faith communities.

31. Activities to help address some of these issues have been undertaken by MPS Recruitment Services, as part of its Community Engagement Programme. To date, much of the focus of this work has been in relation to the Muslim faith based groups, including those from the Somali, Bangladeshi, Turkish and Pakistani communities, where representation in the MPS is particularly low.

32. In developing its Community Engagement Programme, Recruitment Services conducted focus groups with members of these communities from inside and outside the MPS, including the Association of Muslim Police and the Turkish Staff Support Association.

33. As a result of this work, potential barriers to recruitment were identified and community engagement activities have been designed to help address them, with a particular focus on communicating that it is possible to practice as a Muslim and be a Police Officer in the MPS. This has been communicated via local partnership offices and builds on the relationships already established with Muslim faith-based communities through Safer Neighbourhoods and Safer Schools.

34. In December 2010 Recruitment Services commenced a programme of community engagement activity with London Colleges identified as having a high percentage of students from Muslim faith-based communities. The first of these programmes was in a North London Academy where the largest minority communities are Somali and Turkish. Role models from these groups from within the MPS were utilised to help address some of the potential barriers to recruitment through discussions with students.

35. In addition to work undertaken by Recruitment Services, many faith SSAs have been actively involved in supporting recruitment community engagement activity by positively promoting the MPS as an employer of choice, with the communities they represent.

Addressing issues identified in Recommendation 1 of the Race and Faith Inquiry

36. Recommendation 1 of the Race and Faith Inquiry stated that the culture and values of the Metropolitan Police Service must shift to become more recognisable to minority members of staff. This means:

1. putting in place better governance of Staff Support Associations in order that benefits are maximised;
2. continuing to build and develop the relationship between MPS and the Met Black Police Association (MetBPA);
3. linking staff survey findings and management action more explicitly and transparently;
4. ensuring that the process by which lessons relating to race and faith issues (including employment tribunals) are learnt and applied, is clearly set out and understood.

37. The following section of this report details work undertaken to date in response to these issues.

Putting in place better governance of Staff Support Associations

38. New arrangements regarding the funding and governance of SSA budgets were introduced in December 2009, including the funding for a full-time coordinator. SSAs also prepared business cases setting out how they intended to use funds and how their activities would be linked to MPS priorities.

39. This process is currently under review due to the recent transfer of lead responsibility for the governance and management of SSAs to the Director of the Diversity and Citizen Focus Directorate. Work is now underway to:

• Enable the smooth migration of Staff Associations into the Deputy Commissioner’s portfolio
• Agree business and supporting action plans
• Agree budget to support prioritised objectives
• Introduce a governance and performance management framework to support the delivery of prioritised objectives
• Develop the role of Staff Associations against agreed criteria
• Support the development of a SAMURAI communication strategy
• Review the physical resources available to Staff Associations to ensure need is aligned to corporate priorities.

Continuing to build and develop the relationship between the MPS and the Met Black Police Association (MetBPA)

40. Relations with MetBPA have improved considerably since the publication of the Race and Faith Inquiry Report, with regular meetings taking place between the MetBPA Executive and the Acting Commissioner. The MetBPA are now actively supporting MPS recruitment programmes and working closely with the other SSAs and Business Groups across the MPS.

Linking Staff Survey findings and management action more explicitly and transparently

41. The Deputy Commissioner holds Business Group leads to account on differential outcomes in the MPS Staff Survey through the Diversity Executive Board and MPS Performance Board.

42. As part of the Professionalism agenda, the DAC Leadership and Learning, has established a Professionalism Executive Board (PEB) to bring together the Leadership and Learning portfolio with those of the Directorate of Professional Standards (DPS), HR Organisational Development, DCFD and HR Employment Relations. These Business Groups will work in partnership with other Business Groups and Staff Support Associations to respond to issues arising from the Staff Survey and develop targeted interventions.

43. Work has also been undertaken to address potential disproportionality, in terms of staff satisfaction levels, within the various diversity strands. The initial focus has involved work with the Disabled Staff Association (DSA) to explore the main areas of concern amongst disabled staff and managers, using Staff Survey data, as disabled staff have indicated lower satisfaction rates compared to other groups. Activity to address these concerns will include support for managers around deployment, attendance management, progression, development and reasonable adjustments.

44. Each Business Group also has an Action Plan to respond to the key staff experience issues raised within their business area. At the corporate level, these are coordinated by the HR Organisational Development Team. The HR OD Team also looks at cross cutting themes that, for example, may impact upon a specific group of staff and lead on the response to these. 2010-2011 Quarter 2 Staff Survey results indicated that 65% of staff agreed that they were treated with fairness and respect, which was an increase of 3% from the previous quarter and now exceeds the public sector norm of 64%.

Ensuring that the process by which lessons relating to race and faith issues (including employment tribunals) are learnt and applied, is clearly set out and understood

45. This work continues to be developed and has been significantly enhanced by the formation of a dedicated Organisational Learning Team. The newly established Professionalism Executive Board will also help ensure that there are clearer and quicker routes for learning to inform practice in the workplace and long term training and development programs.

46. In relation to learning arising from Employment Tribunals, the MPS has a structured process to identify whether there are any learning points for the organisation following the completion of an Employment Tribunal (ET) claim, including any equality and diversity issues.

47. The HR Employment Tribunal Performance and Learning Manager works closely with ET case managers to identify and draw out local and organisational learning from ET claims and a range of methods are then utilised to share organisational learning including inputs to training events and seminars for key personnel. Case specific learning is also in some cases fed back through line managers as a development need for individuals or teams.

48. Policy issues are also followed up with the relevant policy portfolio holder and the ET Unit is regularly consulted for input during reviews and the revision of MPS HR policies and Standard Operating Procedures. In addition, data is also provided to Business Groups or OCUs if trends or issues relating to their area of business are identified.

49. In key cases, structured debriefing of the Commissioner's witnesses and senior managers are also arranged to help identify any potential organisational learning and claimants may be invited to identify any learning issues from their perspective.

C. Other organisational and community implications

Equality and Diversity Impact

1. The key equality and diversity issues are detailed within the body of this report. DCFD will develop an EIA to ensure that it informs all planning activity to support the process of engagement with Staff Support Associations and ensure that any potential negative risks associated with the transfer of management to DCFD and associated initiatives are effectively managed.

Consideration of MET Forward

2. Faith Staff Support Association community engagement activity actively contributes to the MetConnect strand of MetForward.

Financial Implications

3. New arrangements regarding the funding and governance of SSA budgets were introduced in December 2009. This process is currently under review due to the recent transfer of lead responsibility for the governance and management of SSAs to the Director of the Diversity and Citizen Focus Directorate. Work is now underway to finalise the budget and administrative arrangements for Staff Support Associations for 2011/12.

4. For 2011/12, it is currently anticipated that £431,440 core funding will be available to support SSA activity. Funded SSA posts currently cost £386,367, £45,073 will be available to fund other core SSA activity. Funding for all the above costs are contained within existing approved budgets held in HR and will be transferred to the Diversity and Citizen Focus Directorate as part of the transfer of governance and management responsibilities for SSAs.

5. SSAs also receive funds to support some Service-specific activity subject to approved business cases and the Service’s normal decision making process.

Legal Implications

4. There are no direct legal implications arising from this report, which is for information only. This report sets out the MPS’s commitment to Staff Support Associations to participate in community engagement activities in order that the organisation can best meet the needs of its workforce, and also provide citizen focused policing.

Environmental Implications

5. There are no environmental implications arising from this report.

Risk Implications

6. There are no risk implications arising from this report.

D. Background papers

None

E. Contact details

Report authors: Shaun Kennedy, Strategic Manager, HR Organisational Development Team, MPS

For information contact:

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

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