MPA and MPS Community Engagement Strategy

Report: 8a
Date: 28 September 2006
By: Chief Executive and Clerk and Commissioner

Summary

As a result of further consultation and feedback provided by Members, this report presents at Appendix 1 an amended MPA/MPS Community Engagement Strategy for adoption. MPS arrangements for implementing the strategy are shown at Appendix 2. A separate report on the workplan of the MPA Portfolio Holder on Community Engagement describes the activities by which the MPA will translate the strategy into practice.

A. Recommendation

That

1. members endorse and adopt the amended MPA and MPS Community Engagement Strategy, given at Appendix 1; and
2. note arrangements to deliver the strategy within the MPS.

B. Supporting information

1. In order to ensure an effective approach to progressing the community engagement agenda within both the MPA and MPS, Members have previously considered and provided comments on a draft strategy. Similarly, the MPS Management Board also discussed the draft and provided feedback.

2. As a result of Member feedback, particularly with respect to expanding and clarifying the MPA’s specific role and responsibilities, amendments have been made to that section of the appended MPA and MPS Community Engagement Strategy. In addition a separate report on the terms of reference and priorities of the Portfolio Member for Community Engagement provides a more detailed workplan of how the MPA will take forward the Community Engagement Strategy.

3. The community engagement activities by which Londoners can engage in the policing of London is already considerable. It encompasses a variety of approaches at the strategic level (i.e. service-wide, pan-London), at the operational level (i.e. borough level), and at the community level (i.e. neighbourhood and ward level).

4. In order to further strengthen both the quantity and quality of Londoners engagement in policing, this strategy establishes a framework and greater clarification of roles between the MPA and MPS and affirms the MPAs leadership responsibility in supporting, facilitating and overseeing the community engagement activities of the MPS. It also identifies the responsibilities for developing more rigour in the quality assurance and standards for community engagement, sets clear systems for the monitoring and scrutiny by which community engagement can be measured, and at the same time provides the means to strengthen cooperation and joined up work.

5. The adoption of this Community Engagement Strategy is timely in that it reflects the direction of travel of central government. It also addresses the heightened role of governance for community engagement that is recognised in the CIPFA/SOLACE consultation draft on ‘Good Governance in Local Government: A Framework’ that was considered by the MPAs Corporate Governance Committee at its meeting of 22 September 2006. An integral element of the requirements for the MPA to provide an annual Governance Statement will include the provision of leadership for and with the community and to engage in effective partnership.

6. A fuller discussion on assessing and measuring the outcomes of community engagement is the subject of a separate report on this agenda.

7. Putting in place standards and structures to ensure Londoners can influence and shape its policing requirements reflects a fundamental shift in the way policing is carried out in London. Rather than a discrete, isolated area of activity that can be identified with a particular programme, such as the roll out of the Safer Neighbourhoods initiative, a citizen focussed police culture requires that community engagement be considered an essential, integral element within all areas of the organisation.

8. In this context, the Community Engagement Strategy itself needs to be subject to change and will be reviewed in three years time. Appendix 2 describes the present activities by which the MPS will implement the Community Engagement Strategy and includes examples of the broad range of community engagement presently being undertaken across the MPS. The separate report on the workplan of the MPA Portfolio Holder on Community Engagement describes the activities of the MPA for this fiscal year in translating the strategy into practice.

C. Race and equality impact

One of the most important challenges for the police is how the policing needs of London’s diverse population can be met in partnership, and in a manner whereby their differences can be taken into account effectively. The proposed community engagement strategy calls for a sharper focus on connecting the delivery of policing with the real involvement of the public, in all its diversity.

D. Financial implications

Whilst there are no direct financial implications to this report, implementation of the MPA/MPS Community Engagement Strategy may require the repositioning of existing resources.

In acknowledging current budgetary constraints, adoption of this Community Engagement Strategy does not entail a separate programme and funding stream additional to what is already in place. However, mainstreaming community engagement at all organisational levels will continue to require an ongoing review and assessment of existing structures and institutional management systems and consideration of reallocating of existing budgets.

E. Background papers

None

F. Contact details

Report author: Tim Rees, MPA and Jane Wilkin, MPS

For more information contact:

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

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