Specials and Volunteers

Report: 5
Date: 31 July 2009
By:  Assistant Commissioner Territorial Policing on behalf of the Commissioner

Summary

The Metropolitan Police Service has three significant groups of volunteers that support us in delivering policing services to Londoners. Those groups are the Metropolitan Special Constabulary (MSC), the Met Volunteer Programme (MVP) and the Volunteer Police Cadets (VPC). Each has a diverse makeup which is much more reflective of the communities of London than the regular service. This paper answers 13 main questions and a number of supplementary questions posed by the MPA Equalities & Diversity Subcommittee.

A. Recommendation

That the Sub Committee:

1. Note the current position with volunteers within the Metropolitan Police Service (MPS)
2. Note the different status and roles of volunteers
3. Note the diversity profile of MPS volunteers.

B. Supporting information

1. The MPS has three groups of volunteers:

• The Metropolitan Special Constabulary (MSC);
• The Metropolitan Volunteer Programme (MVP); and
• The Volunteer Police Cadets (VPC)

2. Each group is led by a Central policy and co-ordination team that comes within the remit of the MPS Neighbourhood Policing Portfolio.

Roles of MPS Volunteers and the links between the wider community and full-time officers

MSC

3. MSC officers have the same powers and wear the same uniform as a regular officer in the MPS. They can be identified by an ‘SC and Crown’ insignia above the unit code and number on their epaulettes. The role of an MSC officer is to support the MPS in a visible front line role which contributes to delivering the outcomes in the MPS Policing Plan.

4. MSC officers are expected to perform a minimum of 200 hours duty per year, which equates to two, eight hour shifts per month. Based on the current number of specials this equates to additional efficiency savings of £14.8m for 2009/10, which will increase in future years with the proposed growth in special constables.

5. MSC officers are deployed on a range of duties but with particular emphasis on:

• Safer Transport hub teams,
• Safer Town Centre teams and
• Safer Neighbourhood teams.

6. MSC officers are drawn from local communities and deliver their role in that local environment. The increase in policing capacity they give, especially on a Friday and Saturday evening and early night, when most MSC officers are available, allows the MPS to use their knowledge and understanding to be deployed effectively in transport hubs and town centres. This reduces the number of calls for assistance because of their visible presence and the deterrent they provide for incidents developing, thus enabling regular officers to concentrate on other calls for service.

7. A significant number of MSC officers are drawn from Black and Minority Ethnic (BME) communities and the presence of members of that community can have a positive impact on the confidence of communities in the MPS. For example the use of MSC officers engaging with community members at armed operations targeting gang members in and around night clubs has enabled the MPS to explain what is happening and why and show that local community members are actively involved in ensuring that communities are kept informed.

8. Community intelligence gained from MSC officers and other volunteers is used to enhance the information available to the MPS in identifying local issues which require a response by police and partner agencies, often through Safer Neighbourhoods teams. MSC officers are often able to give context to information because of their knowledge of local communities.

9. The MPS works with a range of public and private sector employers who have agreed to support some of their staff to become Special Constables under a scheme known as Employer Supported Policing (ESP). Employers release the member of staff to complete their foundation training and two tours of duty per month as MSC officers, working in an area which is either geographically close to their premises or relevant to their business. In return the MPS provides all training and equipment and deploys them in a relevant area. ESP officers are covered by MPS indemnities in the same way as other Special Constables. The skills and training that ESP MSC officers gain would be difficult for an employer to buy through training providers and there is considerable evidence that these officers bring new skills of conflict resolution, leadership and decision making to their normal employment. There are 120 externally supported ESP MSC officers and the MPS has 460 of its own police staff who are supported to be MSC officers through ESP.

10. Full time officers increasingly work alongside MSC colleagues in the roles outlined above and pass on knowledge and experience. Regular officers who are supervisors also act in a leadership role towards MSC officers.

11. During 2008/09 MSC officers showed a high level of activity in a range of policing activities:

• Stop & Search - 11,299 conducted (70.4% increase on 2007/08)
• Stop & Search leading to arrest - 298 (24.7% increase on 2007/08)
• Stop & Account - 4,914 conducted (49.7% increase on 2007/08)
• Total Arrests - 2,772 (51% increase on 2007/08)
• Cannabis warnings - 196 (39% increase on 2007/08)

MVP

12. Met volunteers working in their local community increase confidence by giving additional capacity to reduce waiting times at public counters or deliver that service at locations across their area such as in local libraries. The roles they undertake free up officers and staff to concentrate on front line or support duties. The background from which MVP members are drawn allows them to influence the local view of policing and feed community feelings into the MPS via the teams on which they work.

13. A pilot has begun in Enfield, Lambeth and Brent which sees MVP members aged 18 to 24 being appropriately trained and offering practical support to young people of a similar age who are vulnerable witnesses and victims during the period running up to court proceedings. They do not perform the role of victim support but complement the work of the witness care service by offering a befriending role. Early feedback is that this is making a difference to the feelings of these witnesses and victims at what can be a difficult and stressful time.

14. The MVP members do not wear uniform, but are identified by a ‘volunteer’ badge and lanyard. Where they have face to face contact with the public this also includes their first name. They perform one of over 70 distinct roles which range from staffing public counters at police stations or at information points in community premises, to working as administrative support for Safer Neighbourhoods teams and taking part in role play exercises with regular officers during post foundation training.

15. MVP members may perform up to a maximum 40 hours per month, unless with the express approval of the borough commander.

16. MVP members give additional capacity to the MPS and there is clear guidance around not undertaking tasks which amount to job substitution of police staff roles.

17. Met volunteers are predominantly local people who are seeking to support neighborhood policing in a way that gives them new experiences and skills and enables them to see how the MPS works and delivers its services. Many have some spare time available either because they are retired, between roles or looking to return to work. Others volunteer alongside other voluntary work. As community members they are able to bring community views to the MPS and tell others of their experiences within the MPS. Often this results in a friend or family member of that volunteer (drawn from the same background) coming forward encouraged by word of mouth celebration of the MVP.

18. MVP members interact directly with regular officers and police staff members working alongside them in support roles or helping to deliver a face to face service to the public. The support given by Met volunteers is increasingly being recognised by officers and staff because of the extra capacity and additionality that they bring.

During 2008/09 MVP members contributed 114,605 hours of volunteering to the MPS, an increase on 9% on 2007/08. The 2009/10 efficiency plan included additional efficiency savings of £1.56m per year

VPC

19. The VPC are young people drawn from the diverse communities of London. They wear a distinctive uniform and meet on a weekday evening to train and practice skills. At weekends they take part in activities in their local area or in competitions against other Cadet units. In addition they support the MPS in activities such as:

• Crime Prevention including Leaflet Deliveries and phone marking.
• Street Audits
• Stewarding at events
• Test Purchase Operations including firework and knives
• Large events such as the London marathon

20. Cadet members, as with the other volunteer groups, closely match the communities of London in their area and therefore offer a strong link between the young people in those communities and the MPS. The recent parade in Horseguards Parade, celebrating 21 years since their formation, showcased the cadets and received extensive press coverage. Cadet units are supervised by a mixture of regular officers and police staff and the role they play is increasingly bringing them into contact with other members of the MPS workforce in a positive light.

21. During 2008/09 the VPC undertook 40,000 hours of voluntary duty with the MPS. Again the 2009/10 efficiency plan identified additional efficiency savings of £1.15m per annum.

22. The VPC is increasingly a route the MPS uses for positive and meaningful engagement with young people who are at risk of offending behaviour. In Westminster 25% of the VPC are made up of those referred by the local Youth Offending Team and there has not been a single case of re-offending by those young people. They act as positive role models for other young people, an area where the MPS will continue to use the planned VPC expansion to engage with the communities of London.

223. Intelligence gained by these young people in the course of their role is fed back through their leaders into the MPS intelligence system.

Key equalities and diversity issues relating to MPS volunteers in employment, service delivery, training, community engagement and performance

MSC

24. Like the other volunteer groups, the MSC are drawn from a wide range of backgrounds with an enormous range of life experience. All MSC officers, including those from a BME background are able to directly apply the knowledge they gain in their role to other employment, education or training settings.

25. Raising awareness of the opportunities and nature of the MSC across all communities is continuing and is often based on London wide advertising supported by local engagement by MSC officers. During the application stage BME members are offered additional support by the MPS careers team. MSC officers receive a structured training programme, which prepares them for the role of being a constable, and includes diversity training. Training continues during their service and is both practical and theoretical. There are currently 1,600 applications at various stages being processed from across the communities of London.

MVP

26. The MVP are locally managed by a member of police staff of Band D. Managers are tasked with recruiting volunteers which matches the diversity of their borough and recruitment, as with the other two volunteer groups, is in accordance with the principles of the MPS Equalities Scheme. Whilst exempt from the DDA all volunteers are treated in accordance with the spirit of the act, in accordance with best practice.

27. The skills learnt through role based training and practical experience are able to be used to strengthen employment opportunities of advancement as appropriate.

VPC

28. Whilst BME members are very well represented in the VPC there is still work to be done to expand the units and encourage applications from young people from every background. Working with schools, colleges and Youth Offending teams, this is progressing positively.

Successful outcomes relating to equality and diversity and areas for improvement

MSC

29. Currently 31% of MSC officers are from a BME background and 32% are female.

30. This proportion has remained constant over the last 12 months and work is beginning shortly, piloted in Camden, to make attraction and recruitment activity locally based to maximise the opportunities to recruit from all communities and backgrounds. A cornerstone of this work will be using Safer Neighbourhoods teams and existing MSC officers to be central to that engagement.

MVP

31. The diversity picture within the MVP shows that at the end of March 2009 40% of members were from a BME background and 69% were female.

VPC

32. The diversity within the VPC is 41% and females account for 47%.

Eligibility to become an MPS Volunteer

MSC

33. To become an MSC officer an applicant must meet the following criteria:

• Be between 18½ and 57 years old (but can remain until the age of 65)
• Be a British Citizen or have indefinite right to remain in the UK
• Resident in the UK for the last three years
• Pass MPS vetting

34. These criteria are identical to those of an applicant to be a regular paid police officer and are the same as for other police forces in England and Wales. The MPS standards relating to disability are also identical to those of regular officers.

35. The Home Office lists a number of ‘restricted occupations’ in relation to those wishing to be a Special Constable. These are based on potential conflict of interests between paid roles and policing or where having staff who are Special Constables would give an employer’s business a commercial advantage. These are:

• Serving members of HM Armed Forces
• Magistrates
• Clerks to justices and clerks to courts
• Local parking attendants
• Members of private security organisations (whether directors, patrons or employees including security guards and door supervisors)
• Neighborhood and Street Wardens and other uniformed Patrol Wardens
• Prison Custody Officers (Prison Officers are eligible but must obtain permission from their Prison Governor before applying)
• Traffic Wardens and School Crossing Patrols
• Members of employers’ police forces and private constabularies
• Members of police authorities
• Probation officers
• Youth workers and social workers involved in the administration of criminal law
• Bailiffs, warrant officers, private detectives and inquiry agents
• Employees of security organisations including custody escort officers
• Security personnel, guards and doorman
• Police Community Support Officers (PCSOs)
• Highways Agency Traffic Officers
• Occupations that are in any way under police supervision, such as, civilian enforcement officers, traffic wardens, police community support officers and vehicle removal officers.
• Some categories of people with specified liabilities to the Armed Forces are ineligible for enrolment, but others, although having certain Armed Forces Reserve liabilities, may, with the permission of their Armed Forces Record Office, be enrolled.

MVP

36. The eligibility criteria for MVP applicants are the same as for MSC officers, however the minimum age is 18 and there is no upper age limit. Satisfactory references are required and the applicant must be able to show that they are ‘fit to volunteer’ by the completion of a health questionnaire which is relevant to the role they will undertake. This enables the MPS to offer volunteers with disabilities appropriate roles following a confidential review by an HR professional. Some other police forces allow volunteering from 16.

VPC

37. Young people wishing to be volunteer cadets must be between 14 and 18 years of age, but they can remain a cadet until the age of 21.

Measures taken to encourage under represented groups and the breakdown of diversity within MPS volunteers

MSC

38. The MPS encourages applications from under represented groups by advertisements in minority community publications. Roadshow events have taken place at a range of locations across the Capital, such as the Design Centre in Camden and at Westminster Civic Offices. As mentioned, support sessions are available for MBE community members.

39. With the move to local attraction and selection these events will take place in every borough in the next 12 months using the contacts and local community knowledge of Safer Neighbourhoods teams and MSC officers. For example, an event in Golders Green is planned for later in July 2009 in partnership with the Jewish Police Association and the London Jewish Forum.

40. The recruitment figures with plans for the period to 2012 are shown below:

• 2006/07 - 1,778 MSC officers
• 2007/08 - 2,510 MSC officers
• 2008/09 - 2,622 MSC officers

41. The diversity data for the MSC over the period 2007/08 and 2008/09 is shown below:

• 2007/08
  • Recruited overall - 1,022
  • BME recruited - 325
  • Female recruited - 327
  • BME strength - 791
  • Female strength - 782
• 2008/09
  • Recruited overall - 727
  • MBE recruited - 228
  • Female recruited - 241
  • BME strength - 843
  • Female strength - 791

42. The self declared faith data of MSC officers at 31 March 2009 is shown below:

• Agnostic – 125
• Buddhism – 9
• Christian – 598
• Hindu – 57
• Islam – 132
• Jewish – 15
• Sikh – 34
• Other – 9
• Not stated – 1,643

43. The self declared disability data of MSC officers at 31 March 2009 is shown below:

• With a disability – 35
• Without a disability – 1,299
• Preferred not to say – 26
• Not stated – 1,262

44. No data is currently held about the self declared sexual orientation of MSC officers.

MVP

46. Recruitment of MVP members takes place locally and is run by the borough volunteer manager, who is a member of police staff. The managers are tasked with recruiting a team that matches the diversity of their borough. They run recruiting events and link with other volunteer organisations through the local volunteer centre, of which there is one in each London borough. In addition to using MPS best practice, the advice of ‘Volunteering England’ is also followed.

47. At 31 March 2009 the MVP has 1454 volunteers. Future growth targets are currently being determined and will be dependent of the requirement by the Home Officer for the number and roles of MVP members to deliver a service during the 2012 Olympic and Paralympic Games in partnership with other volunteers agencies. In addition, the MPS will have volunteers delivering services on boroughs to support policing during Games time.

48. The recruitment figures for the MVP are shown below:

• 31/3/06 - MVP Strength - 550
• 31/3/07 - MVP strength - 850
• 31/3/08 - MVP strength - 1,320
• 31/3/09 - MVP strength - 1,454

49. The diversity profile of the MVP for the period 2005/6 to 2008/9 is shown below:

• 2006/07
  • Overall strength - 850
  • BME strength - 281
  • Female strength - 552
• 2007/08
  • Overall strength - 1,320
  • BME strength - 488
  • Female Strength - 871
• 2008/09
  • Overall strength - 1,454
  • BME strength - 581
  • Female strength - 1,003

50. No data is currently held which breaks down the age, disability, faith or sexual orientation of members of the MVP.

VPC

51. VPC recruitment is dealt with locally by the cadet leader and includes referrals from agencies such as Youth Offending teams. The cadets are largely from communities within the borough.

52. The current VPC strength is 1,400 and the plan is to reach 4,000 by 2012, as shown below.

• 31/3/07 - 996
• 31/3/08 - 1,118
• 31/3/09 - 1,304
• 31/3/10 - 1,900
• 31/3/11 - 2,750
• 31/3/12 - 4,000

53. The diversity date for the VPC over the period 2006/07 and 2008/09 is shown below:

• 2006/07
  • Overall strength - 996
  • BME strength - 368
  • Female strength - 469
• 2007/08
  • Overall strength - 1,118
  • BME strength - 395
  • Female strength - 515
• 2008/09
  • Overall strength - 1,340
  • BME strength - 550
  • Female strength - 639

Measures undertaken to enable various groups to fulfil their role as MPS volunteers

54. No data is currently held which breaks down the age, disability, faith or sexual orientation of members of the VPC.

MSC

55. The role of MSC officers as patrolling officers with full police powers can be a physically demanding one. Therefore the same fitness and physical mobility requirements apply as to paid regular officers. However where an existing officer through accident of illness becomes unable to perform the full range of MSC duties every effort is made to allow the officer to remain part of the MSC on a specific role which matches their skills and MPS needs. One such example is an officer who lost full mobility in an accident who has been given training to enable him to deliver training to other MSC officers.

56. MSC officers with specific faith requirements are permitted to perform their duty in a way that takes their needs into account. This may cover the avoidance of Holy days or festivals or being permitted to pray in local multi-faith rooms or places of worship during duty. MSC officers are permitted to wear headwear appropriate to their faith and MPS policy.

MVP

57. The MVP members are asked to complete a ‘fit to volunteer’ medical questionnaire which remains confidential with the MPS medical branch to assess a minimum level of fitness. Where the role has a higher level of general health and fitness, e.g. working away from a police building in delivering a front counter service direct to the public, then only those who meet that level will be used in this role. The MPS Occupational Health department is consulted when appropriate. The MPS has a range of volunteers with mobility limitations, but roles appropriate to these and their skills exist or can be developed.

58. Permitting them to volunteer when their faith commitments permit, including taking time for prayer as required accommodates volunteers with faith considerations.

VPC

59. No specific physical or fitness requirements are applied to young people within the VPC. Members with mobility limitation, including those who are wheelchair users are able to take part in a wide range of activities.

60. Faith needs of the MVP members are taken into consideration in relation to the days and times of meetings and events.

Training provided to MPS volunteers

MSC

61. MSC recruits undertake 20 days of foundation training which covers a range of legal and MPS procedural topics. It is a scaled down version of the five months of training undertaken by paid regular recruits, either on weekdays or at weekends depending on the needs and availability of the student. Diversity training is included involving computer based learning and face to face work with community members. The MPS recognises that with a wide range of backgrounds of MSC officers there will already be considerable knowledge around diversity issues, however there is an expectation that the same level of diversity training is given to MSC officers in the early stages of their service as is given to their paid colleagues.

62. Continuation training, including mandatory courses in officer safety, emergency life support and ‘Every Child Matters’ are delivered alongside or in line with regular paid officers and police staff. These take place within the borough or unit in which the MSC officer performs duty. The MPS is in the process of reviewing this to ensure it is to a common standard and content.

63. The monitoring of performance by supervisors allows any training needs to be identified and addressed on an individual basis. Where new training is rolled out MSC officers are considered as part of that process to ensure they are aware of and compliant with the obligations placed on them as police officers.

MVP

64. All Met volunteers undergo corporate induction training, which includes a diversity element. Local induction and task specific training is delivered from MVP managers and line managers. For front counter volunteers reception service training is given and a revised package will be available in autumn 2009.

VPC

65. Training for VPC members is locally delivered and tailored to the needs of the local unit. Diversity awareness is included. When a specific operation involving the VPC takes place, e.g. the London marathon, then specific training and briefing is delivered.

Learning, development and advancement opportunities

MSC

66. The MSC has a structure of grades that allows progression for suitably talented and motivated members and is able to lead and manage other MSC officers. Badges are displayed on the shoulder or epilates. These grades are:

• Special Constable
• Special Sergeant
• Special Inspector
• Assistant Chief Officer
• Deputy Chief Officer
• Chief Officer

67. MSC officers undertake development training throughout their career and those seeking progression receive training in modules developed by the MPS leadership academy. Selection is through an application and assessment process in line with that for paid officers linked to the national ‘integrated competency framework’.

MVP

68. No ranks or grades are present within the MVP, although there are a number of individuals who have subsequently gained regular employment within the MPS.

VPC

69. The VPC have four levels above Cadet. Each unit has a Head Cadet, a Deputy Head Cadet, a Section Leader Cadet and a Deputy Section Leader Cadet. Progression to these positions is based on age, experience and commitment.

Volunteers wishing to join the MPS as paid constables or employees

MSC

70. During the year to 31 March 2009, 104 MSC officers left to join the regular service. Of those 17 were from BME communities and 37 were female.

71. Currently MSC officers wishing to become regular constables complete the same application, selection process and foundation training as external candidates. Members of police staff and Police Community Support Officers wishing to apply complete a shortened application form. This procedure was also applied to MSC officers from 1 July 2009.

72. Work has begun to explore how accreditation could be given to the training, skills and knowledge built up by MSC officers when they apply to join. This would recognise the value of MSC training and skills, clearly signpost a route into the paid regular service and reduce selection and training cost.

73. There are a small number of retiring regular officers who join the MSC allowing their skills and experience to be put to continuing use within the communities they police. It is intended to work to increase this number.

74. MSC officer’s talent, skills and commitment are recognised by the MPS in a variety of ways. Officers who have undertaken work which is above that which might be expected can receive ‘quality of service’ reports which are placed on their personal files. MSC officers regularly receive commendations from their borough commander and the MSC Chief Officer also awards commendations for outstanding individual or team work. After nine years service and after every subsequent ten year period MSC officers receive a Long Service and Good Conduct medal or bar. At a national level the annual Ferrer’s trophy is presented by the National Policing Improvement Agency (NPIA) for outstanding work by Special Constables. At the ceremony held in June 2009 the Employer Supported Policing award was given to Special Constable Ravi Cahyne of the MPS for exceptional work as an MSC officer working with the Hospital Trust on Ealing borough.

75. Skills and talent are also recognised through the MSC selection system for promotion to the next grade. Where an MSC officer is recruited with specialist skills, they work within the appropriate specialist MPS department. The MPS has MSC officers within SCD6, Arts and Antiques and the ‘e-crime’ unit who give valuable support, knowledge and undertake policing operations with partner agencies.

MVP

76. Role profiles for Met volunteers are either designed to meet a specific corporate need, for example in public counters, Safer Neighbourhoods team support or a more particular borough requirement. The skills of the volunteer are matched to a particular role, but where the volunteer has very specific skills a role profile which matches this within a borough or specialist department can be created.

77. On an annual basis MVP members have a formal discussion with their manager to review how the MPS can continue to use their skills to best effect and to identify any new areas of talent which should be taken into account.

78. After two and five years volunteer service the MPS awards commemorative pins as recognition of commitment and thanks. There have also been celebration events for the MVP members, including one held in the early spring of 2009 at City Hall.

VPC

79. VPC members are rewarded for their commitment and achievement through presentations at awards events linked to a specific piece of work or cadet competition. The MPS encourages and supports VPC members to undertake the Duke of Edinburgh’s Award scheme. At the end of their service with the VPC young people are asked to consider continuing to volunteer with the MSC or joining the MPS in paid capacity.

80. The VPC parade held in June 2009 already mentioned was an opportunity for the MPS to celebrate the work of the VPC and of its members and their families in a high profile way.

Retention of volunteers

MSC

81. As volunteers it is recognised that MSC officers are not tied to a contract of employment and may leave whenever they choose. Currently the numbers of MSC officers resigning is at twenty percent. This is in part the product of updating records that have not always accurately reflected when an officer left the MSC. The level of officers leaving the MSC is focus of considerable attention within the MPS. Changes to the support structure to make it more locally based with MSC officers working on units where they are offered appropriate levels of supervision and training coupled with a variety of operational roles is expected to make a positive difference to retention over the next year.

82. In 2008/09 498 officers left the MSC, 76% through voluntary resignation. The number of officers from a BME background leaving in that period was 124. Females leaving amounted to 188.

83. A small team of retired and long serving MSC officers and MVP members has been brought together to undertake an exit interview process, which is tailored to the needs of MSC officers. Part of their role will be to identify if there are underlying internal issues that could be addressed thus enabling the MSC officer to continue to serve.

MVP

84. Formal exit interviews take place and the volunteer is asked to complete a questionnaire about their experiences and reasons for leaving. These are used as learning locally and centrally to develop the MVP programme. No specific diversity patterns or issues have been identified.

VPC

85. Relatively few young people leave the VPC. Where they do so it is after a discussion with the VPC leader and they are thanked for their contribution to the local community, their unit and the MPS. No specific diversity issues have been identified.

Support mechanisms for MPS volunteers

MSC

86. The MSC are not members of the Police Federation, but a number of support mechanisms exist. The NPIA provide legal insurance cover for an MSC officer who is accused of conduct on duty which falls below the standard expected. Line managers, both within the MSC and regular service, offer support and can call upon assistance from human resources professionals and occupational health.

87. Within the MSC there is a support network set up by the Chief Officer, which includes an MSC officer with counselling skills.

88. On a case by case basis an individual MSC officer usually receives advice and guidance from a Police Federation representative, although this is not a formal arrangement.

MVP

89. An MVP focus group exists on each London borough where matters can be raised with the MVP central team which have a strategic impact on the programme.

90. At a local level MVP members can raise issues with their volunteer manager and if appropriate with a senior MPS manager. A formal one to one meeting is held with each volunteer at least once a year.

91. The Met volunteers are not supported by the trade unions within the MPS, indeed the PCS union are hostile to the presence of volunteers in policing at a national and local level, as outlined in their literature.

VPC

92. Support for VPC members is offered through the adult leaders on each borough. Any concerns raised by the young people or their parents or carers can be discussed at one to one meetings.

Volunteers allowances

MSC

93. MSC officers receive travel expenses for attending for duty and are entitled to an allowance to pay for food when they have attended for a minimum number of hours. Certain other expenses are paid against receipt, e.g. dry cleaning of uniform. The intention is that the MSC officer should not be out of pocket for performing their voluntary duty. A full policy exists within the MSC Standard Operating Procedure (SOP).

MVP

94. Like the MSC a full SOP exists for the payment of expenses to Met volunteers, which is approved by MPS Exchequer Services. Volunteers may be reimbursed monthly by cheque or daily in cash, a process managed by the MVP manager and subject to local and central audit.

95. Reasonable travel expenses are paid and a meal allowance of £3 is given for a period of over four hours volunteering. These expenses are reimbursed from borough budgets.

VPC

96. Out of pocket expenses are paid to cover the cost of public transport for attending meetings about specific events that take place away from the Cadet’s normal borough. The number of occasions where such expenses are paid is very low.

Abbreviations

BME

Black and Minority Ethnic

DDA

Disability Discrimination Act

ESP

Employer Supported Policing

HM

Her Majesty’s

MSC

Metropolitan Special Constabulary

MVP

Metropolitan Volunteer Programme

NPIA

National Policing Improvement Agency

PCSOs

Police Community Support Officers

SCD6

Economic & Specialist Crime

SOP

Standard Operating Procedures

VPC

Volunteer Police Cadets

C. Race and equality impact

The three strands of volunteering in the MPS have very positive representation from the diverse communities of London, however each policy change, especially in relation to the infrastructure changes within the MSC and the expansion of all three groups is subject to a formal Equalities Impact Assessment.

D. Financial implications

The current budgets for territorial Policing includes ongoing costs for the existing number of volunteers included within the three groups above.

A business case for the growth of MSC is currently being prepared and will be dependent on additional funding being identified. This will be considered as part of the normal MPS business planning process.

In terms of the VPC, £400k from the Youth prevention fund has been allocated, to be used as pump priming funding to attract external funding to fully fund the growth to 4,000.

The current efficiency plan already includes additional efficiencies as identified above, and any additional growth would need to be reflected in any future efficiency plan.

E. Background papers

• None

F. Contact details

Report author(s): Alan Horton, Superintendent

For more information contact:

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

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