Proposed contingency plan for quick time community consultation

Report: 11
Date: 25 June 2003
By: Commissioner

Summary

The purpose of this report is to outline a proposed formalised quick time community consultation model that complements the MPA/MPS consultation strategy.

A. Recommendation

That members note the report.

B. Supporting information

1. Consultation by its definition is providing ways for citizens, service users and stakeholders to understand and influence policing decisions and policies that affect them (MPA Consultation Strategy Implementation Plan version 3). An effective implementation process is therefore key in identifying, assessing and acting upon the community’s policing needs.

2. The consultation process should incorporate the eight identified GLA priority groups as follows:

• Children and Young people
• Minority ethnic communities
• Disabled people
• Older people
• People without permanent homes
• Lesbians, gay men, bisexuals and people of transgender
• Refugee and asylum seekers
• Faith groups

The need for quick time consultation

3. There will occasionally be circumstances when the MPS wants to consult urgently and where a response is required within a couple of days (e.g. an impending short notice high impact pan-London operation). In response to this need the Diversity Directorate – DCC4 - have drawn up a quick time consultation plan.

Real time consultation

4. Timescales will also depend on the context and matter in hand. Where real time consultation is needed, the Independent Advisory Group and Lesbian Gay Bisexual and Transgender (LGBT) – Advisory Group will attend police stations or other places and give advice on the spot. Other issues will require less speed and this is agreed on a case-by-case basis. When seeking to consult through DCC4, timescales can be agreed to meet the needs of the MPA/MPS.

Quick time consultation

5. The Quick Time Consultation Plan establishes DCC4 as facilitators for the process. This is because there are an almost infinite number of variables when considering whom to consult. A list of organisations with addresses will not reveal which one is particularly relevant for the issue being consulted on. This expertise comes from DCC4 staff who liaise with the groups on a day-to-day basis. Indeed, consulting the wrong organisation about an issue could cause offence – e.g. some faith groups could take offence at being consulted about LGBT issues.

6. In addition, DCC4 has access to a large number of groups. BOCUs and OCUs have further contacts, developed for their own needs – e.g. Kingston Borough has a liaison officer for their large Korean community. Whilst DCC4 officers do not maintain those links themselves, they are aware of where links exist and can facilitate contacts.

7. Therefore, in the event of the MPA or MPS needing to undertake quick time consultation, DCC4 should be contacted so that the right group(s) and people can be identified for the particular issue in mind.

8. DCC4 operates a 24-hour duty officer line. Quick time consultation that needs out of hours action can be initiated by the DCC4 duty officer.

9. The Quick Time Consultation Plan will focus mainly on consulting on imminent policing operations or policy initiatives. The model aims to be flexible and adopted at all levels, from pan-London to specific local borough issues. However due to the necessary management of the consultation process the initiators, in the main, will the MPS Consultation Unit (DCC2) or MPA in slow time or ACPO/Borough SMT for fast time delivery.

10. Appendix 1 provides details of the quick time consultation model

C. Equality and diversity implications

1. Any process that includes and involves consulting with members of the community clearly promotes good race relations. In utilising this consultation programme, a monitoring process can be activated ensuring relevant action is taken where possible to address key or recurring issues that arise.

2. The MPS seeks to police all its communities in a sensitive and understanding way. By so doing, any potential resentment against police can be avoided thereby ensuring public disorder is kept to a minimum. Increased public tranquillity reduces tension between races.

D. Financial implications

1. The costs associated with this process are minimal and can be met from existing budgets. They could potentially involve the following:

• Overtime incurred in the event of out-of-hours calls to DCC4 duty officer service or the Strategic Relationship Team using call out process for advisors
• Compensation to advisors as per advisory group protocols both centrally and locally
• Any other compensation deemed appropriate for community members involved in consultation process

All of the above costs will be variable and need to be assessed according to each individual consultation process.

2. Whilst the costs of quick time consultation will be absorbed within current budgets, it should be noted that both advisory groups are key elements of the plan. The groups have an expenses budget of £100,000 in total. In addition, there is a small team of staff (one inspector, one sergeant (50% part time), two constables and two civil staff) to support the groups.

E. Background papers

None.

F. Contact details

Report author: Detective Sergeant S Donna Donoghue – MPS Diversity Directorate, MPS.

For more information contact:

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

Appendix 1

Quick time consultation model

Stage 1: Causal Event Assessment

The first stage of this process is the identification and description of the ‘causal event’ for the consultation process. In order to maintain the flexibility of this model there can be no one specific definition of a causal event, however examples are as follows:

• The implementation of an imminent MPS wide safer streets campaign
• Specific borough/departmental initiative i.e. targeting dip offenders on CD/CX divisions.

It should be noted however that this process is not aimed at consulting/advising on major critical incidents. This would only serve to duplicate the existing effective working practices of gold groups.

Once the causal event has been outlined, a scanning process must be undertaken to establish the necessity and direction for the consultation process from the outset.

Stage 2: Scanning Process

The aim of this stage is to identify and engage the relevant stakeholders e.g. communities, departments and other agencies. It may be appropriate at this initial stage to consider the benefits of involving independent advisors. In establishing the partners involved in this process the consultation remains targeted and effective in responding to the identified event. It is important that the relevant departments are involved at this early stage to highlight any issues that may impact on the consultation process.

The model specifies a number of key departments for consultation. These are inter-changeable depending on the nature of the enquiry.

Stage 3: Assessment

This model identifies five areas of potential impact as follows:

Event Profile – This is self explanatory and incorporates the location, time scale and size of the operation and other external factors impacting thereon for example historical circumstances e.g. Steven Lawrence Inquiry, Damilola Taylor. All of this is essential to determine the scale of the consultation.

Level of Consultation – It is important to establish the level of consultation as appropriate to the scale and potential impact of the incident/policy being considered. For example on examination a borough/departmental policy/initiative may reveal service wide implications and therefore may necessitate the involvement of both centrally and locally based community members. Once this is established, the scale of the process can be managed more effectively.

Communities – Following the scanning process and consultation with independent advisors the potential targeted communities can be identified for each consultation. By specifically identifying the relevant communities, the process is more effective. However, notice should be taken of being too restrictive as this could lead to essential community issues being missed.

Police – Within the organisation it is necessary to recognise the areas where this causal event may impact. For example a safer streets campaign has potential resource implications for traffic department, Community Safety Units, etc. The initiative/policy may also have potential cross border community implications for neighbouring boroughs or forces, including displacement of the problems. All of these issues need to be taken on board when assessing whom to involve in the consultation process.

Other Agencies – By the nature of certain causal events consultation with the MPA and key government departments and voluntary sector organisations may be necessary.

Stage 4: Strategy of Consultation

Once a full evaluation, incorporating all of the above, has been conducted the strategy can be outlined incorporating the following factors.

Risk /Community Impact Assessment – An evaluation of the potential community response.

Media Strategy – The publicity angle for the event.

Cost/Benefit Analysis – An assessment of the resource implications for example financial and opportunity costs for officers and compensation for advice given by external community members.

Technology – What database is to be used if any is applicable

Further Departmental Assessment – In light of the process to date further liaison between central departments and corporate planning/MPA may be necessary once the consultation process is outlined. This enables them to highlight how the process may impact on their current community relations and operations.

Stage 5: Consultation Plan

Scope of Consultation

Pan London Initiative

If consultation is to be at an MPS/Corporate level then the process should be referred to DCC4 Strategic Relationships Team for access to the relevant priority groups. The SRT would then identify and liaise with relevant contact points for each of the eight priority GLA groups, as previously set out.

Local/Departmental Operation

If a more localised impact is defined then the process is to be referred back to the appropriate Borough Operational Command Unit community/partnership unit for example Borough Liaison Officers and Community Safety Units. They will then identify and engage the relevant community partners in the consultation process.

Options for administration of process

For both of the above scenarios, depending on the time frame, the following options for delivery of the process can be adopted:

• Long Term
  Survey – Referred to PIB3 Research and Survey Unit to undertake a community survey
  Meetings – Pre-arranged group or individual discussions with all concerned to assess causal event.
• Short Term
  Email/Phone contact – This immediate contact could provide stopgap information on the initiative and dependant on the outcome of the operation, further follow up consultation could be undertaken.

Terms of reference for consultees

From the outset it is key within any consultation process to establish with all concerned the role and remit of the consultee. This is vital in the management of an individual’s expectations and their level of influence on the final policy or operation. As a general rule of thumb, consultees’ advice should be based on their expertise and knowledge and although they may influence the direction of the project in varying degrees, the ultimate decision and responsibility for the outcome rests with the police.

Output

It is essential to establish a feedback process on the impact their advice has had or NOT had on the event planning and the final results of the consultation process. This could be achieved in a number of ways for example with decision makers being present at the final consultation meeting or a feedback form completed and delivered to the appropriate ‘causal event’ managers.

Post Event

At the conclusion of the consultation, a full review of the process, the resulting information and the outcome of the project/event should be assessed and evaluated.

Any learning, for example were the correct communities identified and consulted, can be utilised and fed back into future consultation plans of a similar nature.

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