Minutes

Minutes of the meeting of the Communities, Equalities and People Committee of the Metropolitan Police Authority held on 17 May 2010 at 10 Dean Farrar Street, Westminster, London SW1H 0NY.

Present

Members

• Cindy Butts (chair)
• Faith Boardman
• Victoria Borwick
• Valerie Brasse

MPA officers

• Catherine Crawford (Chief Executive)
• Hamera Asfa Davey
• Natasha Plummer

MPS officers

• Steve Bloomfield
• Martin Tiplady
• George Clarke
• Anthea Richards
• Darren Williams
• David Skelton
• Adrian Hanstock

60. Apologies for absence

60.1 Apologies for absence were received from Reshard Auladin, Victoria Borwick (for lateness), Kirsten Hearn, Clive Lawton, AC Dick, AC McPherson and DAC Owens.

61. Declarations of interests

61.1 There were none.

62. Minutes and Acton Sheet: Communities, Equalities and People Committee 14 January 2010.

62.1 Approved as a correct record with the following amendments:

• 53.4 – the aspiration to achieve 10% of the workforce refers to BME and not female officers, and
• 55.5 - MPS to provide data on why the majority of BME victims call 999.

63 Update on Metropolitan Special Constabulary and proposed new model of recruitment and training for police officers

(Agenda item 4)

63.1 The Director of Human Resources presented the report, which outlined the proposal under consideration for utilising the Metropolitan Special Constabulary (MSC) as the principal point of entry for new police officer recruits, with additional entry points through the graduate recruitment scheme and through the police community support officer (PCSO) role. The expectation would be that potential recruits would join the MSC and acquire their independent patrolling status and undertake a programme of accredited learning (usually acquired at Hendon) prior to any application to become a regular police officer. The MPS advised that the proportion of recruits through each route would be approximately two thirds through the MSC and one third across the two remaining routes of entry. The MPS informed the committee that there were some financial advantages to this approach. For example, potential recruits would train at the MPS’ expense, but in their own time, rather than at Hendon on a salaried basis. The MPS further advised that while the prevailing financial climate is a key driver for the proposed changes, it had become apparent that there would be other advantages, particularly the opportunity to test a person’s skills and abilities prior to acceptance as a trainee regular officer and to ensure best fit for both the individual and the organisation.

63.2 The MPS supplemented the report with a slide presentation, which provided an overview of the MSC programme. The committee was informed that the MPS target was to recruit 6667 MSC officers by 2012, which would generate approximately two million hours of service, providing enhanced capacity and additional visibility particularly around town centres at weekends. The MPS advised that the diversity within the MSC exceeds that of the economically active population of London and that they were aiming to retain both the level of diversity and the overall numbers of MSC officers beyond the Olympic and Paralympic games in 2012. The MPS estimated that they would need to receive an average of 900 applications per month to achieve the target. The average length of service for an MSC officer is 3 years and although wastage rates appear to have increased in recent years, the MPS advised that this was in part attributable to a recent cull of inactive MSC officers.

63.3 The chair advised the MPS of members’ considerable concern at plans to limit entry to just three routes, which could prove impractical for many people who might otherwise join the MSC and offer a great deal to the MPS. Members also raised the point that it could be that those who would apply to join the MSC would not be the same people who would apply to join the MPS as regular officers. A member suggested that it would be helpful if the MPS had a clear view about the mix of skills and abilities that would be needed in the future to inform current decisions on the recruitment process. Specifically the member suggested that perhaps there was too much emphasis on the requirements for territorial policing and not enough consideration as to how to encourage experienced people seeking a career change to join the MPS. It was also suggested that this would add a further layer to the recruitment process below the rank of police constable, which would go against the Authority’s general views on the need for additional points of entry to police service above the rank of police constable. In light of these proposals a Member advised that the MPS also needed to give appropriate consideration to the current and future requirements for training capacity at Hendon.

63.4 The MPS recognised that some people might be discouraged from joining the MPS through this new process, but suggested that given the numbers currently waiting to join the MPS the impact on the organisation’s ability to recruit regular officers would be minimised. At the present time, the rate of recruitment through the regular officer route has already slowed down, because of the reduction in the number of officers leaving the MPS. As a result, lots of people have already joined the MSC to gain experience prior to becoming a regular officer. In addition, the MPS recognised that in five years’ time the recruitment market might be quite different and a further review of recruitment processes might be necessary. The MPS further advised that MSC recruits would be asked early on if they would want to become a regular officer at some point in the future, but it would not be held against them if they did not choose that path or did not pass the appropriate qualification processes to join as regular officers (the MPS did not anticipate this being a large number of officers); the MPS would continue to need MSC officers. However, the focus on the requirements of territorial policing would remain because at present all regular police officers have to join as police constables and work their way up through the ranks. With regard to considerations as to the future use of the Hendon training facility, the MPS advised that there are several aspects to what is delivered at Hendon across an extensive site of 63 acres. The MPS recognised the need to retain flexibility in their training capacity and would be considering these issues in the coming months.

Action: a report to be presented to CEP on the MPS’s training capacity and future requirements

63.5 Member also raised concerns about the Equality Impact Assessment (EIA) for the proposed new model of recruitment, which had not been finalised, particularly given the potential for the scheme to have a disproportionate impact on some groups, such as women and those from black and minority ethnic communities. Members suggested that the consultation process needed to be as broad and inclusive as possible on such an important issue, and that serving MSC and regular officers specifically should be consulted on this matter. The MPS welcomed the committee’s contributions to the EIA process and informed members that the consultation process had started and would be completed over the coming weeks. Early indications from the Police Federation were positive and this consultation would be broadened to include a wide range of stakeholders.

Action: circulate completed EIA to members

63.4 The MPS raised the issue that these proposals might necessitate an amendment to Regulation 10 of the Police Regulations, which provide the minimum standards for entry to the police service. However, initial advice from the National Policing Improvement Agency (NPIA) was that “previous advice to forces on additional appointment criteria (issued by the Home Office to Chief Officers in 2006) was determined to be lawful by Home Office lawyers, providing that the application of any such criteria is justifiable in terms of operational need”. Members were concerned to hear that the MPS did not as yet have unequivocal authority to go ahead with this proposal and asked for more detail on the advice received.

Action: a copy of the letter from NPIA to be circulated to members

63.7 A further matter raised by members was the issue of the provision of accommodation to support this increased MSC capacity. Members were very concerned that this should be considered at an early stage in the process and that this matter should be properly fed into the work of the MPA Estates Panel and to the Finance and Resources Committee as appropriate. The MPS acknowledged that accommodation was a challenging issue for the MPS. An internal MPS accommodation sub-group has been formed and its current focus is on producing a snapshot of available accommodation within the existing estate. There would clearly be a need to discuss these matters with the Authority once the MPS had greater clarity on current capacity versus future requirements.

Resolved that:

• the matter be referred to full Authority for further consideration

64. Policing women, weapons and serious youth violence

(Agenda item 5)

64.1 The MPS presented the report, which provided information regarding women and girls reported, cautioned and charged with knife and gun enabled offences for the year to date. It also provided aggregated data in terms of age and ethnicity as compared to equivalent data for males. The MPS advised that while concerns had initially focused on the coercion of women into participating in youth violence, there was now an additional threat of women as willing participants in such activities. The MPS informed the committee that a considerable amount of effort had been put into preventative and diversionary work with young people, as well as enforcement activity, in partnership with a range of partners including borough youth offending teams.

64.2 Members sought clarity on the focus of the MPS Strategic Violence Panel and on what types of weapons had been included in the data as firearms offences. In addition, members sought further information on the amount of funding allocated to this area of work and whether the MPS had conducted a risk assessment with regard to the potential impact of any funding shortfalls in future months.

64.3 The MPS advised the committee that the work of the Strategic Violence Panel emanated from recent concerns about serious youth violence and is focused on the tasking of resources both internally and beyond the MPS. With regard to whether the firearms data was limited to gun enabled offences or not, the MPS undertook to provide clarity on this after the meeting. In terms of risks to funding for related provision, the MPS advised that they were aware of the potential risk and were considering this issue.

Resolved that:

The report be noted.

65. Restructure of MPS Diversity and Citizen Focus Directorate

(Agenda item 6)

The Director of Diversity and Citizen Focus presented the report, which outlined the key responsibilities and functions of the revised directorate and how it will support the implementation of the Diversity and Equality Strategy 2009-2013. The MPS advised the committee that despite concerns expressed at earlier stages in the change programme, real progress was now being made, with high level leadership from the Deputy Commissioner and the appointed diversity champions. In addition, the governance structures were now in place and providing appropriate oversight and rigorous challenge to the Director with regard to the delivery and implementation of the changes. The committee was also advised that there had been significant improvements in both internal and external communications, which was having a positive impact on the change process.

Action: The terms of reference for the governance boards to be circulated to members

65.1 Members noted that it is very important in such matters to have clarity with regard to the responsibilities allocated to the operational command units (OCUs) and business groups, as opposed to a central team, and the related governance structures.

65.2 The MPS acknowledged these concerns, particularly regarding the boundaries of responsibilities between OCUs/business groups and advised that such matters were being addressed with the support of the directorate of HR and the diversity champions who are holding people to account. The focus is now on harnessing the energies of those working at borough level or business level and a practitioners’ forum has now been set up to provide support and advice.

65.3 Members were interested in how the changes were being received by MPS staff. The MPS informed members that while many of the changes being considered across the MPS were being driven by the financial challenges, the central issue with respect to the delivery of diversity and citizen focus is how the service and quality of experience of London policing can be improved. People find change difficult and this was reflected in some of the earlier concerns that were raised, but things have improved and more staff are now positively engaging with the process.

65.4 Members were interested to know whether the MPS had a clear vision of what success would look like and how delivery against that vision was specifically being managed and monitored. They recognised that this might not be a straightforward exercise, but felt it should be possible to identify the critical success factors against which to measure delivery.

65.5 The MPS advised that the vision and direction of change was clear as were the critical success factors feeding into the delivery of the Equality Standard for the Police Service. However, the challenge would be in converting those success factors into measureable performance indicators and that work was ongoing.

Resolved that:

1. The report be noted; and
2. That a follow up report be received in September 2010.

66. Draft MPA and MPS Community Engagement Commitment 2010 – 2013 and Draft MPA Community Engagement Action Plan 2010 – 2013.

(Agenda item 7)

66.1 The committee was presented with an amended version of the commitment following the comments and advice from members and other stakeholders. The committee was informed that the MPA action plan was appended to the report for consideration, but that the MPS action plan had not yet been signed off by MPS management board and would then come to committee for consideration in July.

66.2 A member sought clarity on the plans to publish and disseminated the commitment, which would be important in terms of making a public statement about the importance of the commitment.

66.3 The officer advised that the budget for any publicity was minimal and previous experience had proved that it would be relatively costly to produce a professionally printed version of the commitment. As such, the publication and dissemination of the commitment would be through electronic means, e.g. the website and e-communications, which would be signposted to relevant stakeholders through the local policing summaries to be published in local authority newspapers. In addition, the document would be distributed as an A4 printed copy to all Community and Police Engagement Groups.

66.4 Members did not feel this would be adequate and asked that this be reconsidered. The Chief Executive undertook to review the resources available for this purpose to ensure the commitment is properly advertised and disseminated.

Resolved that:

1. The report be noted; and
2. Further consideration given to the publication of the commitment.

67. Report from Sub-committees and updates from the Domestic and Sexual Violence Board and Hate Crime Forum

(Agenda item 8)

Members noted the Report.

Meeting end: 16:14

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