MET Volunteer Programme

Report: 7
Date: 5 May 2011
By: Assistant Commissioner Territorial Policing on behalf of the Commissioner

Summary

This report outlines the development of the Met Volunteer Programme (MVP) since it was last reported on 8 July 2010 and sets out background information of operational processes. It refers to questions raised at the last MPA Communities, Equalities and People Committee review, as well as providing an overview of the project underway to deliver 2012 volunteering and the MVP Cultural Change Programme, which as one project will be delivered by the 2012 and MVP work stream, part of the Met Special Constabulary and Volunteers Operational Command Unit (OCU). 

A. Recommendation

That members note the contents of this report.

B. Supporting information

Background

1. The MVP was introduced in 2001. In 2009 the MVP Programme moved from Territorial Policing (TP) Safer Neighbourhoods to the TP MSC and Volunteering OCU. There is now a very different emphasis as Games-time places an increase in demand on the Service. Staff within the command have been realigned to focus on the objectives of this project by means of an associated action plan under the control and direction of the Head of MVP. It is acknowledged by the OCU that the same improvements brought to the MSC programme must also now promote the MVP business which will be incorporated into the strategy to raise the culture of the MVP within the organisation. The MSC and Volunteers OCU have over the last fifteen months focused the majority of their activities on growing and professionalising the MSC. They are now beginning to give an enhanced focus to MVP requirements. Detailed background to the programme is contained in the earlier MPA CEPC report presented on 8 July 2010 and the following report will include updates to that report.

2. On 31 January 2011 there were 1,337 active volunteers registered. Between the period of 1 April 2010 to 31 January 2011, volunteers gave a total of 121,000 hours. The average hours given per volunteer per month is 9; an increase from last year’s figure of 6.5 as reported w.e.f. 31 March 2010. From 2008 to 2011 the MVP has contributed £1.9m of Efficiency Savings to the MPS. Presently the total hours for this financial year stand at 122,435. Volunteered time is currently valued at £19.69 per hour (Annual Survey of Hours and Earnings - ASHE rate for London).

Raising Cultural Awareness of MVP

3. The Cultural Change project will focus on raising awareness of the MVP by demonstrating the value of the volunteering programme within the organisation.

4. MVP Training and Recruitment needs are currently under consideration by the OCU. The existing MVP Manager job description which was created in 2005 is being refreshed in consultation with MVP Managers. This revised job description will form the basis for a training needs analysis in order to provide a bespoke MPS MVP Manager training programme.

MVP Performance - 2011

5. The MVP operates within at all 32 boroughs across London and Central Communications Command, CO19, the MSC and Volunteers OCU and HR3. Additionally, Safer Transport Command has recruited a dedicated MVP Manager and Central Operations are now looking to introduce volunteers more widely following the successful integration of volunteers in CO19.

6. New volunteering roles include MVP volunteer support for MSC/MVP Managers. Placed on every borough these individuals provide much valued support to the MVP and MSC managers, in particular supporting potential candidates as they progress through the MSC recruitment process. There are also volunteering support roles for VPC on boroughs and centrally.

7. The MVP targets for 2011/12 up to Games-time itself is notionally set at 2000+ active volunteers within the MVP, each donating an average of 10 hours volunteering time per month. Targeting against qualitative performance data is another requirement which will be supported by the Performance Management strand of the OCU. Targets for 2012/2013 will be decided based on the increased recruitment levels which may be required to support 2012 volunteering roles specifically.

8. MPS Volunteer Chaplains fall within the remit of the MVP. This has the benefit of providing a structured format to the chaplaincy scheme and increasing community links on boroughs.

9. Since December 2010, reasons for volunteers leaving the programme are fed into a formal exit interview process. The attrition rate of volunteers has been developed so that intervention and support can be offered to those who are considering leaving the programme. This will assist the de-registration process and inform the OCU on trends to address or areas for management action. Since inception of this new initiative, 28 Met volunteers have resigned from the programme. Of these 28, six have had a career change or embarked on further training, four have been deregistered as they were inactive for a period longer than two months without contact. Five resigned for health or medical reasons, and two remained Met volunteers but joined the Volunteer Police Cadets to become cadet leaders.

10. Performance of both MSC and MVP activities are monitored through area link visits by the MSC OCU Chief Inspectors. These routine visits are also used to identify any pressure points or areas of risk and ensure that high achievers gain the appropriate recognition as well as flagging up poor performance.

Volunteer Recruitment, Training and Management

11. Volunteers are recruited in many different ways, for example through local volunteer centres, the MPS careers site or through Safer Neighbourhood teams. MVP is now registered with do-it.org, the national volunteering database. The database is used by all volunteering centres and key volunteering agencies in the UK. Since its roll out to all MVP Managers in January 2011, to date there have been over 200 interested parties contacting their local MVP managers.

12. Every Met volunteer must complete the corporate MVP induction training package delivered by MVP Managers locally or centrally. This package is currently under review to ensure that it remains fit for purpose. It is mandatory that every volunteer is trained before giving time. Front counter volunteers also undergo further role specific corporate training delivered by MPS Trainers. The team are working with HR to ensure continuity during the transition of all training to HR and Regional Learning centres.

Corporate Communication with Volunteers and sharing best practice

13. The Met Volunteer Programme celebrates its tenth anniversary in 2011 and plans are in progress to hold several celebratory events during National Volunteers’ Week to herald this event and to award ten year service badges to the 20+ Met Volunteers who have given ten years of volunteering time to the organisation. Part of the ten year celebration will include “Going the Extra Mile” volunteers’ awards, which will recognise outstanding contributions over and above that which might be expected.

14. In future Met volunteers achieving 5 and 10 year service awards are being included in the MSC long service ceremonies.

15. Representational groups of volunteers are invited to attend a bi-annual Volunteer Focus Group at Empress State Building. This is an opportunity for volunteers to raise issues and to bring ideas for the OCU to consider.

16. The main method of communicating directly with MVP volunteers is by cascading messages through MVP Managers, as there is yet no central database of contact details for individual volunteers. The intention is to parallel the MSC connectivity with its teams via MSC on- line and this intention will be progressed once the MVP is part of mainstream corporate IT.

17. Some boroughs have their own newsletters. The OCU will address the need for the MVP to be brought more in line with the MSC in terms of communicating the differences that Met volunteers bring to the organisation and the value they add. Consideration is being given to one corporate newsletter being produced by the Communications and

Marketing lead for the OCU.

18. The OCU has established a Strategic Reference Group which meets quarterly. It comprises of a diverse group of internal and external colleagues, who are responsible for various volunteering programmes. The aim of the group is to advise the OCU team with regard to volunteer management techniques that will better enable the MPS to promote itself as an organisation of volunteer choice.

Working towards 2012 Volunteering

19. Having completed a pan London review of all MSC and MVP Managers over the second half of 2010, a set of strategic and operational recommendations have been produced which now forms part of the enhanced team’s project management delivery.

Preparation for Olympics and Future Legacy

20. All existing MSC and MVP volunteers will again be approached during 2011 to recognise their contributions to date and to request that they commit to giving even more time during the periods of peak demand in 2012. A survey was conducted in October 2010, to start to identify from MSC and MVP volunteers how they were planning to attend during 2012. There were 289 returns from MVP volunteers and the main findings show:

• 95% of MVP respondents said that they would give extra time in the summer of 2012 to the MPS.
• 32% of respondents would be willing to give 5-10 extra hours a month.
• 5% of those who answered said they would consider volunteering in a different role anywhere in the MPS.
• 32% of respondents have language skills that they believe would be of benefit to the MPS.

21. The MSC and Volunteers OCU is also working with HR (6) Communications Services to create a language and skills database in order to support the MPS in 2012 and beyond.

22. Many innovative MVP roles are now being considered and once approved will be communicated to BOCUs for their consideration when they are formulating their specific plans to police 2012 locally. There will be a specific focus on operational roles with links into TP Development.

Risks to volunteering delivery in 2012

23. There are a number of external factors which may impact on the level of support the MSC and Volunteers are able to provide in 2012:-

• An increase in demand for staff by employers.
• Opportunities for casual employment.
• The 2012 Games taking place during what is traditionally the main
• Summer holiday period.
• Opportunities to volunteer elsewhere.
• Desire to experience the Games directly as a volunteer - a ‘once in a lifetime experience’ and so volunteering for either LOCOG or London Ambassadors
• Improvement in the economy and the creation of jobs.

YOU LONDON

24. MPS YOU co-ordinators and Volunteer Police Cadet (VPC) Coordinators are encouraged to link in with the local MVP manager to provide volunteers to help in a newly created MVP role designed to support YOU.

25. The VPC is particularly keen to encourage local volunteers and as it expands, ultimately the intention is to increase this number to ensure the majority of leaders within the VPC, are all volunteers. A borough focused VPC MVP role has been created and one to support the VPC Central team is in creation. The same VPC ‘Keep Warm’ process afforded to potential MSC officers is now in place, provided by MVP volunteers.

Update following last MPA review

Met Volunteers and MPS staff

26. MPS staff are welcome to join the MVP and those who do welcome the opportunity to experience a different side of the business from the one they support in their ‘day job’. There is no facility for staff to volunteer with the MVP during paid time (as with the MSC ESP scheme) and therefore all time given is their own unpaid time. Currently there are approximately ten members of MPS staff who are MVP volunteers in their spare time.

What numbers of MVP transfer to MSC?

27. This information is not presently available because the MVP is not part of MetHR (where a change of status from ‘volunteer’ to that of Special would be recorded). However, the newly created MVP exit form does record volunteers moving to the VPC (whilst remaining a Met volunteer) and to the MSC and regular reports will continue to update the team. Anecdotal evidence suggests very few, if any MVP members join the MSC.

What is the retention rate of MVP?

28. This is not known, as the MVP is not included in a corporate database and therefore this information is not presently available.

MPS Voluntary Redundancy Scheme

29. The OCU is in discussion with HR1 Business Support with regard to including opportunities for colleagues who are taking voluntary redundancy to retain their links with the organisation, by giving volunteering time to any one of the MPS three volunteering units. Discussions along these lines with regard to approaching retiring police officers are also planned as part of the Cultural Change programme.

Management and promotion of volunteering

30. The OCU is represented on the NPIA PSV (Police Support Volunteers) Programme Board as well as chairing the NPIA PSV London Region meetings which includes representation from City of London and British Transport Police. This enables the MVP to directly influence the development of and share best practice in volunteering within a police environment. Additionally the MVP is represented on the Home Office’s 2012 Emergency Services Forum enabling an input into discussions about how and where volunteers will be able to support the emergency services during Games-time.

31. Later in 2011 as part of the Cultural Change Project, work is planned to update the current MSC OCU site to include MVP.

Plans for the Future

32. A draft strategic document “MSC Blueprint for Metropolitan Police Specials and Volunteers prior and post the 2012 Games” contains recommendations to the Management Board seeking long term direction of TP services, including volunteers, to meet strategic priorities, restructuring and legacy issues post 2012. Agreement will also be sought as to quantitative and qualitative performance targets as well as dedicated budget lines and financial support.

C. Other organisational and community implications

Equality and Diversity Impact

1. The programme prides itself on social inclusion. The Fit to Volunteer Process identifies any health issues which might impact on a volunteer’s performance and with the individual’s permission, any areas of concern are shared with the host MVP Manager to be accommodated whenever possible. Year end figures (March 2011) indicate 1390 active volunteers who gave 152,076 hours of time, an increase over 2009/2010 (136,275 hours) of 15,801. There are two thirds female and one third male volunteers. MVP Managers are tasked to recruit a team of volunteers which reflect their borough’s diversity. The following main ethnic categories are reported:

• Asian 192
• Black 218
• Indian 148
• Mixed other 53
• Pakistani 45
• Turkish 29
• White 801

Age ranges:

• 18-30 586
• 30-40 363
• 40-60 541
• 60-70 275
• 70-75 93
• 75-80 44
• 80+ 49

Consideration of Met Forward

2. The activity within the paper falls under the Met Forward work strand 'Met Streets'. Whilst the strand's performance demand in terms of Volunteer numbers to be achieved is not specific, it is clear that in delivering an ongoing increase in numbers and hours, if matched by a positive volunteering outcome, this will directly deliver two of the three key MF outcomes i.e. increase confidence in policing and give better value for money. Indeed, there is also considerable potential to indirectly support the delivery of the third outcome, fighting and

Financial Implications

3. Cumulative efficiency savings on the MVP Programme over the period 2006-2010 have been calculated at £1.876m, with MPS Volunteered time currently valued at £19.69 per hour (based on Annual Survey of Hours and Earning figures).

4. As part of the MVP’s strategic planning, budgetary control and risk management processes, all associated costs relating to the MVP programme are currently being identified. Existing budgets will be matched to planned costs to identify any funding gaps which may affect identified objectives and may need to be addressed as part of the 2012-15 budget and business planning process. This will be covered in future papers on the MVP Programme once the future budgetary requirement has been confirmed.

5. In addition work is on-going to ensure that robust governance arrangements are in place for the management of the MVP expenses budget.

Legal Implications

6. There are no direct legal implications arising from this report which is submitted as part of the governance process and is for information only.

Environmental Implications

7. A risk register was created when the MSC and Volunteers OCU was created to support delivery of the project. They were designed in support of the delivery of the MSC project and not specifically the MVP. However, the risks which remain within that document are also relevant to the MVP.

D. Background papers

• None

E. Contact details

Report author: Sue Rich, Head of Met Volunteer Programme and 2012 Games-time lead, MSC and Volunteers OCU

For information contact:

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

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