Minutes - draft

These minutes are draft and are to be agreed.

Minutes of the meeting of the Communities, Equalities and People Committee of the Metropolitan Police Authority held on 2 September 2010 at 10 Dean Farrar Street, Westminster, London SW1H 0NY.

Present

Members

• Cindy Butts (chair)
• Reshard Auladin
• Victoria Borwick
• Clive Lawton

MPA officers

• Michael Wadham
• Alan Johnson
• Natasha Plummer

MPS officers

• Anne McMeel
•  Neil Grange

13. Apologies for absence

(Agenda item 1)

13.1. Apologies for absence were received from Kirsten Hearn.

14. Declarations of interests

(Agenda item 2)

14.1. There were no declarations of interest.

15. Minutes and action sheet:  Communities, Equalities and People Committee 8 July 2010

(Agenda item 3)

15.1. The minutes of the meeting held on 8 July 2010 were agreed as a correct record subject to the following caveat being recorded:

15.2. With regard paragraph 7, equality and diversity implications were discussed and Members had concluded that not enough consideration had been given to these.

Action: Martin Tiplady and Denise Milani tasked to create a joint action plan for increasing numbers of BME citizens and females in detective ranks.

15.3. Members requested to know the likely implications – in regard career progression up the ‘pyramid’ of the Service – of introducing a mandatory two year period of volunteer service prior to being considered for paid police officer roles. It was noted that a report on this subject is to be received at the November meeting, and in light of the findings of the Race and Faith inquiry.

16. MPS Corporate Social responsibility strategy

(Agenda item 4)

16.1. This report was introduced by Anne McMeel. The objective of constructing the CSR indicators is to encourage efficient business practice, in support of the budget planning process. This strategy enables the MPS to use the language of confidence and value for money when promoting its work to key stakeholders, and allows for a swift response to external drivers (by providing the guidelines for identifying best practice and areas of improvement required within the Service).

16.2. Members welcomed the strategy, and raised a number of questions. Firstly, they sought clarification regarding the financial implications of rolling out this framework. The MPS responded that this work has been on going since December 2009, and in the expectation of decreasing resources. Many of the issues raised by the strategy should help to save money – e.g. by identifying best practice in procurement.

16.3. With regard how this strategy will be embedded throughout the Service, it was contended that whilst officers on the streets are unlikely to quote the objectives, they will, however, be embedded into the budget and business processes, and how the Service does its business, which will lead to a somewhat ‘invisible’ cultural change.

16.4. Members raised concerns that the language of Met Forward was entirely absent from the strategy.

Action: Met Forward to be referenced within the final strategy.

16.5. Members asked whether action plans will sit under each objective. The MPS concurred that they will be developed. Each business group will be looked at with reference to the objectives and action plans will be developed in response to this audit.

Action: A progress report will be brought to the MPA on an annual basis.

16.6. Members queried where it was that the strategy would add value. It was asked whether any previously underexplored areas were identified (and elaborated on within the strategy). It was reaffirmed that the objectives are broadly similar to those of the business plan, but the emphasis is different. The area of support for charitable endeavor was raised at ‘lively’ staff workshops and subsequently came to Management Board. Other areas of development have included how the MPS will look at employment targets in light of the recruitment freeze (organizational ‘progress’ must be the key, not static targets). With regard to charitable endeavour, Members were concerned that there was no mention of Safer London (an MPA/MPS charity) in the strategy. The MPS confirmed that there would be in the action plans sitting under these broad objectives.

16.7. Members mentioned that similar plans have been developed within the GLA and learning should be incorporated from there. It was confirmed that the MPS work with such partners, and will be looking at such work in developing the action plans. Following a visit to the TOCU, the Commissioner had asked Martin Tiplady to consider the roll out of the more environmentally friendly motorbikes across the whole fleet. A ‘values framework’ will enable such learning to be fed into business planning.

16.8. The MPS outlined that a central Government procurement strategy will not necessarily reduce opportunities for local suppliers in favor of national contracts. Both ACPO and the NPIA use specialist providers and staff to ensure sustainability, for instance. Within the MPS it has been that budgets have been devolved, with no standard corporate guidelines in place. With the CSR strategy, the Service will have a tool to assist in telling budget-holders what they need, and not just provide them with want they want. Unfortunately, most MPA/MPS contracts are subject to EU regulations, which are onerous for small businesses. The MPS do hold conferences for contractors – providing advice on how to attain contracts.

16.9. It was concluded that success will be measured in terms of the MPS being seen as a value for money organisation and one which others would want to do business with.

Resolved that: The CSR strategy be endorsed.

Send an e-mail linking to this page

Feedback