MPS Language Programme

Report: 5
Date: 22 April 2010
By: Director of Human Resources on behalf of the Commissioner

Summary

On 18 June 2009, the Finance and Resources Committee noted the decision of the Metropolitan Police Service to put in place an integrated Language Programme solution and agreed £5.6m capital investments to support the Programme. This report provides members with an update on implementation on the programme.

A. Recommendation

1. Members are requested to note the progress made to date on the MPS Language Programme.

B. Supporting information

The description and scope of the programme.

1. The MPS Language Programme is a total overhaul of the way in which linguistic support is provided for the service. The integrated solution has a number of distinct elements which are aimed at providing speedier access to interpreters and making more efficient use of MPS resources. The programme also aims to make use of technology wherever possible.

The current stage of implementation, including roll-out, language skill training, employment and video-conferencing arrangements.

Management Service Centre

2. Language and Cultural Services has successfully delivered phase one implementation of the service centre and now operates 24/7 in 17 boroughs. The first phase of operation for the Service Centre is now complete. Analysis shows that for the 7 boroughs which were part of this implementation (Camden, Brent, Ealing, Harrow, Lambeth, Newham and Westminster) over 4700 assignments were serviced between the 09th September 2009 and the 19th February 2010, 86% of which were serviced within 30 minutes and 92% within one hour. It should be noted that servicing a requirement means that a named interpreter is assigned to the required location at an agreed time to the requesting officer.

3. The second phase of operation commenced on the 22nd February 2010. This involved moving the service centre premises from the temporary location at ESB to Hendon within the CCC complex and operating on a 24/7 basis over seventeen boroughs. An additional ten boroughs have been added to the existing seven which represents an estimated 75% of language volume. The newly added boroughs are Tower Hamlets, Haringey, Southwark, Barnet, Islington, Lewisham, Kensington and Chelsea, Hackney, Hammersmith and Fulham and Enfield. Over 1000 assignments were serviced in the first to weeks of operation of the new phase two activity.

4. Phases three and four involve low volume boroughs in language demand terms. In short, implementation will move from the west through the south of London finishing in the north by the end of April 2010. Whilst implementation continues service is provided as usual in the remaining fifteen boroughs.

Video Conferencing Platform

5. Proof of Concept trials have taken place across the MPS in order to determine the feasibility of conducting video conferencing using the AWARE core network. These trials have proved successful.

6. Procurement for the video conferencing hardware is complete and a contract has been awarded to SCC for the provision and support of Video Conferencing hardware.

7. The first stage of the video conferencing rollout will commence in May 2010. This will take the form of a pilot covering four key boroughs Newham, Lambeth, Ealing and Westminster and two interpreter hubs Ealing and Hendon.

8. The pilot is intended to test both the benefits from a reduction in travel requirement for interpreters and the special requirements which will be necessary in order for interpreters to use the medium of video conferencing. The findings from the evaluation of the pilot will form the basis of a training programme for interpreters and police officers when conducting interviews via the video conferencing platform. Following successful evaluation of the pilot the full service will be rolled out. Full rollout is still anticipated to finish in March 2011.

Specialist Deployments (CCRU)

9. Following extensive consultation the former CCRU has been renamed ‘Specialist Deployments’. This is to reflect that the service will operate as the upper tier of a two tier system to utilize the skills of MPS officers and staff dealing with serious crime and terrorism matters, whilst non complex task will be delivered at borough level.

10. Language and Cultural Services is supporting boroughs in the creation of their own ‘skills database’ by supplying an IT solution and rules of engagement for the use of borough based staff.

Language Training

11. In order to support specialist deployments, verifying existing skills and to future proof this activity the language skills training pilot commences in April 2010 with the delivery of level one language training based around the Rosetta Stone package.

12. The Language Programme Team is currently in discussions with the Institute of Linguists regarding the creation of Levels two and three which are bespoke language training packages with accreditation.

Liaison

13. Discussions are ongoing with other criminal justice partners; documents have been prepared for discussion with Ministry of Justice, the Law Society and the CPS. The Language Programme aims to be received favorably and as an enhancement to the Criminal Justice System.

The projected increases in the level of demand between 2009-10 and 2012-2013 (including the Olympic and Paralympic Games)

14. The projected increase in volume between 2009-2010 and 2012-2013 remains at 11% per annum as detailed in the business case. The measures being implemented via the programme are avoiding the costs associated to this rise in demand as agreed.

15. The Olympic Games will produce additional requirement to this based on the following statistics detailed in Table 1 below:

Table 1: Olympic volume

It is estimated that an additional 13.5m people will visit London from 200 different countries during the Olympic Games 90 day period, this will enhance the predicted 11% volume for that time period both from a visitor number perspective and the specialist policing requirement for Olympic security and planning.

How the programme is delivering against the aims outlined above to meet the needs of communities across London

16. By speeding access to linguistic support the programme is benefiting the communities of London who are receiving an improved service. Speedier access also means custody waiting times are reduced these reductions will be enhanced with the rollout of phases three and for as detailed in section 3 and 4.

17. By ensuring that interpreters are only used for tasks which befits their level of qualification and that they spend lesser amount of time on each assignment, availability of interpreters is enhanced.

Any other learning to date

18. Following extensive consultation with interpreters the majority have taken to deployment through the interpreter’s deployment team very well. The aim of the centre has been to increase availability through ensuring equal distribution of demand.

19. This has had an impact on interpreters and Language and Cultural services are managing their expectations. There is now a far greater understanding of their movements and their practices that did not exist through the previous use through the list system.

20. Consultation continues to take place particularly in advance of the introduction of the video conferencing platform. An interpreter’s user group has been assembled and will meet in the near future with the aim of drawing up standard operating procedures for the video conferencing medium.

21. A familiarisation programme will commence initially with interpreters who are based within the vicinity of the first two interpreter Hubs. They will have the availability to use the new equipment prior to the formal ‘go live’ date.

The current and potential financial implications

22. The Language Programme has delivered language and cultural services within the £10m budget allocated for the 2009/10 financial year. This is the first year that the budget has remained within the allocated budget and not overspent since 2003. It is anticipated for the financial year 2011/12 and going forward through 2010/13 the £17.5m savings as detailed in the business case will be achieved.

C. Race and equality impact

1. The Language Programme will have significant impact upon the citizens of London. It will increase productivity in language delivery and enable front line officers to built trust in communities by enhancing lines of communication. The changes that will be implemented will produce a more professional and effective delivery of linguistic support.

British Sign Language (BSL)

2. The Language Programme has reviewed in particular the arrangements for supporting the deaf community through the use of BSL. This language appears within the top four most difficult to service across the MPS on a weekly basis.

3. Language and Cultural Services has created a working group specifically to plan changes to the way the BSL community are supported. The changes will be as follows:

• Increasing the number of BSL interpreters available to the MPS.
• Creating a strategy for the better utilisation of MPS staff with BSL skills.
• Introducing a training programme to improve these existing skills.
• Developing the video conference strategy to facilitate access to either interpreters or MPS staff with BSL skills.

4. In order to ensure that the changes are effectively communicated to the deaf community Language and Cultural Services is conducting a consultation programme within the deaf community and with existing BSL interpreters.

5. In addition an operational work group is being assembled which will have representation from both the deaf community and BSL interpreters to extend the video conferencing platform to enable communication through sign language.

D. Financial implications

1. This is a Service Improvement Plan project and is supported by £5.6m investment from the Service Improvement Fund as a revenue contribution to outlay.

2. As set out in the original Business Case a capital budget of £5.6m was agreed for this programme at the Finance and Resources Committee on 18th June 2009. The MPS had a history of overspending against budgets in regard to linguistic provision. This investment will avoid additional future costs of £17.5m between 2009/10 and 2012/13.

E. Legal implications

1. There are no direct legal implications arising from this report, as the report is for information only.

2. Procurement Services have been engaged and are ensuring the video conference hardware referred to in this report is purchased in accordance with the Public Contract Regulations 2006 and the MPA Standing Orders.

F. Environmental impact

Table 2: Language Programme video conferencing platform budget

G. Background papers

None

H. Contact details

Report author(s): Michael Brooker / John Carey, MPS Language Programme

For information contact:

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

Appendix 1 - Equalities Impact Assessment Form (Form 6119A) for preferred option.

1. Aims and Purpose of Proposal - see Step 1 of the Guidance

The MPS Language Programme aims to improve access to linguistic support for MPS officers and staff enabling them to improve the quality of service on behalf of the citizens of London. The Programme aims to do this by that commencement of the 2012 Olympic Games. The major element of the program area s follows:

• Introduction of a management service centre
• Creation of a video conferencing platform
• Enhancement of the use of ‘own staff’ for linguistic tasks
• Installation of a language skill training programme to support the above

The above measures will speed and increase access to linguistic support to communities for whom English is not their first language. This will in turn improve relationships between the public and the MPS enhancing confidence in our services. These measures will distinctly improve our service to witnesses and victims.

As part of the programme the MPS will overhaul the current arrangements for dealing with members of the British Sign Language (BSL) community. A working group has been assembled within the MPS to address the issues and deliver the strategy whilst in consultation with the deaf community. This change will involve four separate actions:

• Increasing the number of sign language interpreters available to the MPS.
• Creating a strategy for the better utilisation of MPS staff with BSL skills.
• Introducing a training programme to improve these existing skills.
• Developing the video conference strategy to facilitate access to either interpreters of MPS staff with BSL skills

The key stakeholders in this programme are Territorial policing, Specialist Crime Directorate, Specialist Operations, Central Operations the Resources Directorate, the Institute of Linguists, the Ministry of Justice, the Crown Prosecution Service and the Law Society.

The impact of the programme will be felt firstly by MPS staff using an improved and enhanced service and secondly by the public who will feel the benefit of improved services. This in turn will improve public confidence.

2. Examination of Available Information – see Step 2 of the Guidance.

Information is required from public satisfaction surveys and performance data from the use of MPS Language services in order to measure all perspectives.

The Programme Board and the Programme Director will decide upon the sources of information to be used

Data collection will be enhanced and facilitated by the introduction of a new software application for use across Language and Cultural Services. In the meantime, however, use has been made of “open source” data relating to the demographics of London.

Working groups have been formed to pool the views of operational officers across the business groups. These include officers from safer neighbourhood teams. As the programme progresses there will be a need to conduct further research to asses the impact of proposals.

Through the programme communication and change strategies, surveys will be conducted to test the impact of the proposals.

3. Consultation/Involvement - see Step 3 of the Guidance

a. Who is responsible for managing this consultation/involvement?

The Director and Deputy Director of Language and Cultural Services who in turn are leading the programme.

b. Why is this consultation/involvement taking place?

To ensure that the views of both MPS front line staff and the public of London are properly taken into account and to accurately capture information on those who use the service on a daily basis.

c. Who is included within the consultation/involvement, including which group(s)? Consider beneficiaries, stakeholders, service users or providers and those who may be affected.

Internal consultation

The programme has liaised with the diversity and citizen focus department in the MPS to assist in the community engagement strategy and also the MPS and BSL staff associations staff associations.

External consultation

Consultation has taken place with The Office of Criminal justice reform, The Crown Prosecution service, The Law Society, The Institute of Linguists and the Royal National Institute for Deaf People.

As the programme gathers momentum contact will be made with the relevant staff associations and the views will be sought from the public

d. What methods of consultation/involvement are employed to ensure full information sharing and participation, e.g. surveys, interviews, community meetings?

The programme team has liaised with all Borough commanders and their senior management teams appraising them of the programme aims and consulting them on the importance of their diverse and separate communities. During the course of the programme users will be surveyed to assess programme impact. As the programme gathers momentum publicity campaign will be launched in order to better inform the community of the programme aims.

e. What are the results of the consultation/involvement? How are these fed back into the process?

This work is ongoing, however, initial feedback is very positive.

Screening Process for relevance to Diversity or Equality issues - see Step 4 of the Guidance

(i) Will the proposal have significantly higher impact on a particular group, community or person the MPS serves or employs?

Yes

The proposals will have a positive impact on the policing experience of members of distinct communities and will involve MPS linguistic volunteers in more areas of business.

(ii) Will any part of the proposal be directly or indirectly discriminatory?

No

The proposal will merely improve MPS services to the all members of the public and will not single out any particular group. In addition MPS staff will either be volunteers as a linguistic resource or be used according to the terms of their conditions of service.

(iii) Is the proposal likely to negatively affect equality of opportunity? No

The programme aims to be of service to members of the public for whom English is not their first language. This ensures that they can properly access MPS services in the same way as the English speaking public.

(iv) Is the proposal likely to adversely affect relations between any particular groups or between the MPS and those groups? No

The proposal will positively improve relations between the MPS and distinct communities by enabling contact in the citizen’s own mother tongue.

(v) Are there any other community concerns, opportunities or risks to communities arising from the proposal? No

There are no community concerns or risks. There are however many opportunities to improve the flow of information from distinct communities aiding operational performance and thus improving the lives of the citizens of London.

(vi) Is the proposal likely to harm positive attitudes towards others and discourage their participation in public life? No

A possibility exists that the work could lead to suggestions amongst some members of he public that that the MPS is spending a greater share of its policing resources on members of distinct communities. This will be more than off set by the impact the programme will have on the community as a whole as policing services are improved and more offenders are brought to justice.

(vii) Is the proposal a major one in terms of scale or significance? Yes

The proposal will have a profound affect on the user experience of MPS staff when they apply for language support. In addition it will ensure effectiveness and efficiency in the use of our own resources and reduce costs of the service by £17.5 in 4 years. This will enable resources to be diverted in to other areas of the MPS.

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