Review of the Independent Advisory Groups

Report: 10
Date: 28 September 2006
By: Commissioner

Summary

Independent Advisory Groups (IAGs) have been established since 1999. The MPS has five Central Advisory Groups: Race IAG, Lesbian, Gay, Bisexual and Transgender (LGBT) IAG, Disability IAG, Youth IAG and the Gypsy and Traveller IAG. A number of ‘themed’ IAGs have emerged for Operations such as Sapphire and Trident as well as Child Protection Team (CPT) Safeguarding Children Advisory Group. All 32 Boroughs been encouraged to establish local advisory groups and a number of OCUs have been exploring the possibility of advisory groups to support their own activities. Since their inception, different groups have adopted various approaches in the effort to provide the MPS with independent advice that helps to promote community trust and confidence in the organisation and enhance Service efficiency.

The Diversity and Citizen Focus Directorate supports the five central IAGs both financially and administratively. The Directorate is the central point for enquiries and correspondence relating to the Central IAGs and is a conduit for ensuring other IAGs are kept up to date and informed of pan London or National IAG events.

A. Recommendation

That members note the update.

B. Supporting information

1. The Directorate has recently commenced a review of the IAGs in order to establish and optimise the benefit of independent advice to the MPS. The review has set out its aims and objectives:

• Aim
  • In partnership, to review the concept of Independent Advisory Groups, related procedures and existing protocols, and to update MPS guidance.
• Objectives
  • To ensure consistency across the MPS central IAGs in tasking and deployments.
  • Review efficient working practices between central IAGs that avoid the ‘silo’ effect.
  • To develop standard operating procedures for central IAGs.
  • To develop efficient monitoring, feedback and financial systems.
  • To update existing MPS guidance for independent advisors that promotes effective working practices, and set minimum standards for dissemination across the organisation.

2. As part of the review a steering group has been established. Stakeholders both internally and externally were identified and invited to be part of the process, these include: Independent Advisors (central and local representatives); (B)OCU representatives; users of independent advice; and external partners.

3. The Steering Group meetings will focus on two main areas. Firstly, revisiting the overall concept of IAGs and their relationship with the MPS, seeking to explore the difference between ‘community consultation’ and ‘independent advice’. Secondly, identifying protocols and procedures, which include a robust monitoring and feedback system, that takes into account any financial considerations and good practice. It is anticipated that a Standard Operating Procedure (SOP) and a set of minimum standards or principles will emerge for the establishment of IAGs across the MPS.

4. Part of this process will be to update existing documentation and produce a new guide for Independent Advisors and those establishing IAGs. All documents and any SOP will then be subject to a consultation period with IAG members, stakeholders and partners. It is not expected that this review will be concluded before December 2006.

5. The first Steering group meeting took place on 14 August 2006 and was facilitated by the Diversity Learning and Development Branch. All notes recorded and information captured will be analysed by the Research and Development Unit.

C. Race and equality impact

1. MPS independent advisory groups comprise members of the public from diverse ethnic backgrounds, cultures, faiths, disabilities, professions, sexual orientation, gender and age. Members bring a wealth of experience, life and professional skills to the Service and offer the benefits of community perspectives. Advisory groups have evolved far since their inception and whilst many milestones and successes have been achieved, the MPS cannot express complacency in having achieved the maximum potential it can from the process. The MPS continues to work with advisory groups who truly reflect London’s diverse communities and to be receptive to challenge and constructive criticism. By engaging with communities through the advisory process, benefits have been gained, both for the MPS as a service provider and for communities whose voices have been heard. Independent advice is a recognised, effective process of improving trust and confidence in the police among communities. Through the MPS IAGs Review and development of existing procedures, introducing a minimum standards protocol and improved communication between advisory groups, MPS independent advice will continue to help shape ever more effective MPS efforts to make London safer.

D. Financial implications

1. There are various financial implications in creating and maintaining MPS IAGs at all levels, from initial advertising and selection costs, to funding advisors’ expenses, access or assistance costs, meetings, training and general administration. B(OCUs) often have limited resources to manage their advisory groups, although this alone should not be a reason for not seeking as wide as diverse representation on groups as possible. All MPS advisory groups must be able to demonstrate financial accountability and contribute public value for money.

2. The financial arrangements for the IAGs will form part of this review. A limited cost implication will apply to the Steering Group meetings in relation IAG members’ expenses, which will be met from existing budgets.

E. Background papers

• Previous IAG paper to the MPA Full Authority meeting in April 2006

F. Contact details

Report author: Superintendent Sue Williams, MPS

For more information contact:

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

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