MPA proposed additional budget proposal

Report: 3
Date: 10 January 2002
By: Clerk

Summary

The Consultation, Diversity and Outreach Committee (CDO) Committee has given careful consideration to the range of equalities responsibilities that the Authority has to address in order to build on the exemplary practices and performance that it has in its first year. This Authority has a significant responsibility in meeting its own equality equal opportunities responsibilities as well as to be able to hold the MPS to account for its diversity performance. 

This report proposes that £280,000 of the MPS equalities budget for 2002/03 should be retained by the Authority to enable it to put in place staffing and other measures to take forward its direct responsibility to deliver on equalities, diversity and communication policies.

A. Recommendation

That Members approve the proposal that £280k (as outlined in Appendix 2) from the overall MPS equality budget be retained by the Authority to enable it to develop its own equalities infrastructure in order to meet its statutory obligations and best practice requirements.

B. Supporting information

1. Officers, in consultation with the Chair of the CDO Committee, have developed a draft work programme for 2002–04 which will be discussed at the next meeting of that Committee on 15 January 2002. This is attached at Appendix 1 (circulated to Members only - copies available on request).

2. The work programme highlights the key equalities, consultation and community engagement performance objectives for the Authority for 2002 – 2004 and indicates the activities that the CDO Committee propose to undertake for 2002-04. The budget allocation that is proposed will enable the MPA to achieve this. These proposals were originally presented to the full Authority as development bids; the decision of the Authority at its meeting on 10 December was that the Co-ordination and Urgency Committee should review the allocation of resources being committed against diversity, equalities and consultation, taking account all the MPA development bids, to achieve an appropriate balance of MPA and MPS requirements.

3. Although the work programme covers the totality of the CDO programme of responsibilities, the budget submission does not propose an increase for staffing for the Authority's consultation activities.

4. Further work is required on finalising the work programme. This will be revised as appropriate following consultation with the CDO members and other Committee Chairs with linked responsibilities for the delivery of the key objectives highlighted in the work programme.

5. The recent equalities budget scrutiny by the GLA has highlighted the need for the Committee to be more transparent in the work that it undertakes or plans to for the remainder of the first term of the MPA. The programme identified is not exhaustive and it is of course important to build in the capacity to respond to matters that may arise during the period covered.

6. The proposed equalities/diversity budget proposal will enable the Authority to support a comparable equalities/diversity programme to that of other GLA Group members and enable the MPA, for the first time, to be adequately resourced to meet its own equalities/diversity responsibilities as well as be able to oversee the efficiency of the MPS in the delivery of its equalities and diversity objectives.

7. The proposed budget is designed to secure:

1. The employment of two additional policy officers. One will lead on equalities/diversity issues such as the development and implementation of the action plan arising from the best value review of equalities, the implementation of the MPA Race Equality Action plan, and internal MPA equalities matters. The other will lead on crime and community safety matters, including the development of the Authority's strategy for engaging with crime and disorder partnerships, and supporting the work that is already underway on youth crime engagement issues etc.
2. A one-off cost for to secure a secondee, from the MPS or other organisation, for up to 12 months to develop further the research proposal for the independent evaluation of the MPS Diversity training (CRR), fund the consultancy costs of the evaluation and meet the consultancy fees for the independent review of the MPS Diversity training (CRR) and support the MPS in implementing the recommendations of the evaluation.
3. Contribute to the cost of a secondee/ resource to work with and monitor the implementation of the race hate crime indicators of over 70 percent of the local crime audits in consultation with the Government Office for London, Home Office, Probation, Magistracy and other key stakeholders of the pan London Working Group.
4. Resources to enable and support community engagement and education on key policing and crime and community safety such as youth crime diversion, police stops etc.
5. Contribution to support the MPS in new developments such as the promotion of gender issues at borough levels as part of the MPA 'Protect and Respect – everybody benefits' agenda.

8. The detailed costs of the non-staffing activities proposed will be determined following the CDO Committee's approval of the work programme, at which time it is possible that the cost indicated may amount to less that that proposed.

9. The proposed budget of £280,000 for 2002/03 is attached at Appendix 2. The relevant projected spend in the MPS budget is £57 million. Informal consultation by the CDO Chair and MPA officers with MPS colleagues have indicated that the proposed reassignment can be accommodated by the MPS.

10. The total overall budget reduction by Directorate, on the overall MPS diversity budget (based on the final submission of £57,787,006) is outlined in the table below.

Scrutiny

11. Such a work programme will call for robust scrutiny of the work planning, implementation and monitoring process. The development of a unit work programme goes some way towards providing such scrutiny.

12. The CDO Committee will be responsible for ensuring that the work programme is progressed and delivered. This may require changes to the way in which the Committee has worked to date and the GLA Equalities budget process will require the MPA and MPS to evaluate the achievements against the budget received.

C. Financial implications

The financial implications for the MPA and MPS are outlined in the body of the report. No information has been received that any aspect of the MPS projected work programme will be significantly affected by these proposals

D. Background papers

MPA Equalities budget submission to the GLA
MPS Diversity budget submission to the GLA, 
MPA Authority report 2002/03 Revenue Budget report to Full Authority 6 December 2001.

E. Contact details

Report author: Julia Smith, Consultation, Diversity and Outreach, MPA.

For information contact:

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

Appendix 1: MPA Consultation, Diversity and Outreach Unit
Draft work programme: January 2002-July 2004

Key work responsibilities: Consultation Diversity and Outreach Committee

Key objective one:

Develop processes and procedures to ensure that the CDO Committee is effective in assisting the MPA in achieving its key responsibilities on Equalities, Diversity, and Consultation and Outreach matters. 

Performance outcome: Ensure that the Chair, Deputies and members of the CDO Committee are effectively supported in achieving its work programme, and emerging issues of the Committee, MPA and MPS. 

Propose structures, policies, processes and actions to the Chair, Deputies and MPA members to ensure that the Unit is adequately resourced to undertake and progress the work of the Committee.

Develop policies, actions and performance measures to ensure the Authority's complies with statutory legislation, central government guidance and recommendations, Her Majesty's and other Inspectorate's recommendations and exemplary employers performance on consultation, diversity and community engagement matters. 

Ensure that committee papers are written and presented on time and to high quality standard.

Resource Implication: There is a need for good, high quality policy support for CDO Committee members. This is to assist and ensure that the members are adequately supported, with relevant research, papers and meeting briefings. In addition, there is a key requirement to engage with London's various communities and representatives primarily with the purpose of building trust and confidence in the police service. This resource is currently largely unavailable to CDO members. A project assistant post in the current staff establishment will provide aspects of this assistance to CDO members as well as support the work of other projects in the Unit such as the independent review of the MPS Diversity (CRR) training, and gender issues.

Key work responsibilities: Management of Consultation and Diversity Unit

Key objective two:

Develop systems, processes and structures that would effect the efficient and effective management of the CDO Unit, its staff and financial resources. 

Performance outcome: Represent the interest of the Unit at Senior Management levels to represent views and secure resources as identified to ensure that the Unit is able to achieve its work programme. 

Contribute to the overall performance objectives of the MPA Secretariat. 

Implement the MPA Performance Management system by February 2002. 

Regularly monitor and review the work programme of the Unit to ensure that delivery deadlines and outcomes are achieved. 

Provide management support and guidance to staff as required to ensure that they have the opportunity to develop and progress within the MPA and outside of the organisation. 

Manage the Unit's budgets (including that of Consultative Groups and Independent Custody Visiting Panels) and other resources to ensure efficiency and effectiveness.

Resource Implications:

There are no additional staffing resources required to action the outcomes identified under this objective. The Authority has already secured 0.5 staff resource from the MPS Treasury to undertake the financial management and monitoring of the Consultative Groups and Panel's budget. . This is a permanent staff establishment that will be able to assist with other aspects of the Unit's budget and finance management.

Key work responsibilities: Equal Opportunities and Diversity (Section 404 Greater London Authority Act 1999).

Key objective three:

To assist the MPA to achieve its organisational equal opportunities and diversity objectives in order to ensure the efficiency and effectiveness of the Metropolitan Police in the delivery of policing to Londoners in ways that are experienced by London's varying communities as fair, equitable, and accessible.

Performance outcome:

1. Development and implementation of internal MPA policies to ensure compliance with equal opportunities and other legislations such as Disability Discrimination Act (DDA), Human Rights, Sex Discrimination, Race Relation (Amendment) Act, GLA Act 1999 etc.

2. Monitor measures in place for achieving Ministerial equal opportunities and diversity priorities, including those arising from the Stephen Lawrence Inquiry Report.

3. Ensure the implementation and monitoring of the MPA Race Equality Scheme.'

4. Development of the MPA's Equal opportunities/Diversity strategy and action plan

5. Development of implementation plan arising from the GLA Group Best Value Review of Equalities¹

¹ Proposal has been made in the Committee paper to the Coordination and Urgency Committee for one additional staffing to progress much of the Authority's Equal Opportunities and diversity development.

6. Monitoring the implementation of the MPS Diversity Strategy action plan

7. Monitor MPS progress in implementing HMIC recommendations in Winning Consent, Winning the Race, Winning the Race III and other inspections reports and obligations achieved by monitoring and improving equal opportunities and diversity policies and practices.

8. Undertake independent review of the MPS Diversity Training (CRR)²

²"The MPA and MPS Diversity Training Directorate are in agreement for the need of a dedicated short-term resource to manage the proposed independent review of the WS Diversity training (CRR). This could be by means of a secondment or consultants. Proposal has been made for a one off cost for a secondee resource to manage the proposed independent review of the MPS Diversity Training (CRR). There will be costs associated with contracting a consultancy/research agency to carry out the review. This resource will not be required beyond the 12 month period of the evaluation

9. Assist and enable the MPS in the implementation of Recommendation 61 of the Stephen Lawrence Inquiry Report on police stops.

10. In consultation with and support of the MPS, develop policies and procedures that would address public concerns and dissatisfactions on deaths in custody.

Key work responsibilities: Community Safety and Crime Reduction in partnership with local Crime and Disorder Partnerships (Section 5 Crime and Disorder Act 1998).

Key objective four:

To assist the MPA to achieve its organisational objectives of ensuring the efficiency and effectiveness of the Metropolitan Police Service through partnerships with Crime and Disorder Partnerships and community groups (Crime and Disorder Act 1998).

Performance outcome:

1. Draft a protocol for engagement with Crime and Disorder Partnerships to satisfy the Authority's 'cooperating body' responsibility.³

³ The second staffing resource proposed in the Diversity budget committee paper to CCU will provide policy lead responsibility on crime and community safety issues for the Authority The resource for this post is located with Diversity budget because the CDO Committee has lead responsibility for this area of work. The resource will also contribute to the implementation of the pan London (race) hate crimes protocol and lead on the youth crimes initiative and domestic violence.

2. Implement the outcome of the proposed MPA scrutiny on Crime and Disorder partnerships.

3. Implement the recommendations of the pan London Working Group on Race Hate crimes.ª

ª The proposal proposes that the Authority contributes to the funding of a secondee to further develop and secure the implementation of the pan London protocol on race hate crimes. The other key partners in the Working Group in will also contribute to the funding of this post. Discussions are underway with the Government Office for London's Regional Crime Reduction Director on the protocol.

4. Monitor the MPS implementation of its domestic violence strategy.

5. Initiate and engage key stakeholders (DfES, school governors, head teachers, LEAs, Community Groups, young people organisations etc) on developing pan London working arrangements and protocols for working with excluded young people, including those from minority ethnic groups.

Resource Implications. This area of work is largely underdeveloped due to staffing constraints.

Key responsibilities: Consultation, Community Groups and Partnerships (section 96 Police Act, section 3(2) Local Government Act).

Key objective five: 

Develop and implement efficient and inclusive consultation processes and mechanisms to meet the Authority's statutory and best practice obligations for Best Value, the Policing Priorities, community safety and community engagement to achieve "public trust and confidence in the police".

Performance outcome:

1. Development of Best Value Implementation Action Plan arising from the Best Value Review of Consultation (2000) by February 2002.

2. Development, implementation and monitoring of joint MPA/MPS Consultation strategy.°

° This post could be contained within the recently agreed establishment posts within the CDO Unit. Additional support could be achieved through one of the Consultation Coordinators posts that has been approved, subject to budget approval.

3. Contribute to the GLA Group Best Value Review of Consultation in order to inform the Authority/Service own consultation strategy.

4. In partnership with the MPS, undertake comprehensive mapping of the MPS consultation processes by late Easter 2002.

5. Implement, manage and monitor the progress of the Consultation pilot projects to maximise learning for the Authority on effective, efficient and community responsive consultation.

Resource Implications: There are resource implications to the delivery of this objective. The current Unit staffing is inadequate to progress much of the work required in this area. The Best Value Review of Consultation recommended that the Authority should establish a Consultation unit with dedicated staffing to progress the recommendations of the report. This has been achieved in part through the appointment of a Unit Manager, however an additional policy officer post is required. Inability to ensure staffing resource will result in the Authority being unable to meet. It is likely that additional resources may be required following the recommendation of the GLA Group Best Value review of Consultation which is due to commence in January 2002.

Key responsibility: Consultation Groups and Independent Custody Visiting Panels.

Key objective six:

To provide specific advice, guidance, support and assistance to Consultative Groups and Independent Custody Visiting Panels to enable them to carry out their work on behalf of the MPA and its Consultation, Diversity and Outreach Committee to achieve its objectives.^

^ A small proportion of the funding provided for Consultative Groups and ICV Panels will be utilized for development opportunities including training seminars, development of materials etc. that can be made available to all Groups and Panels.

Performance indicators:

1. In consultation with MPA members develop policies, advice and guidance to Consultative Groups and Independent Custody Visiting Panels (ICVPs).

2. Agree targets and measures with Consultative Groups to enable them to achieve local consultation objectives including engaging `hard to reach' groups.

3. Develop processes, policies and systems to assist Consultative Groups and ICV Panels in the financial management of their budgets.

4. In consultation with MPA Treasury department, Internal Audit and others develop and implement financial monitoring system and processes of CPCG and ICV Panels to ensure that the funding allocated is effectively used.

5. Develop and implement training and development programmes and opportunities to enable Consultative Groups, officers, administrators, and ICV Panel Chairs and IC visitors to undertake their roles competently and effectively.

6. Ensure that the work undertaken by Consultative Groups and ICV Panels are compliant with legislation (employment, equal opportunities, Human Rights etc.)

7. Engage with the MPS to ensure that Custody Officers are informed and updated on Independent Custody Visiting matters.

Resource Implications: There are no additional staffing required to progress this objective. Once permanent staff is appointed to the Unit, a reallocation of responsibilities will be carried out to reflect the demands of these work areas.

Key work responsibility: *Community Engagement and Outreach

* There are high costs associated with publicity and public engagement, especially where efforts are required to engage 'hard to reach' groups and young people. The proposed budget will ensure that CDO Unit will be enabled to implement this area of responsibility.

Key objective seven:

In consultation with the MPA's Communication Unit develop a community engagement action plan to enable the CDO Committee and other members of the Authority to engage with the full range of London's diverse communities for the purpose of promoting the role of the MPA and increasing participation in local crime and community safety issues.

Performance indicators:

1. Develop database of key stakeholder and local community and voluntary groups that would be beneficial in assisting the MPA and MPS in achieving a safer local community.

2. Extend current partnership arrangements with local and media including radio stations to secure opportunities for engaging with specific sections of London's communities on policing and community safety issues.

3. Through the MPA Link Member role, secure opportunities for engaging with local community initiatives with the aim of educating and promoting local policing issues with 'hard to reach and groups'.

4. Review and maximize the publicity opportunities presented through the community based Consultation Diversity and Outreach Committee meetings to engage with groups and communities, especially young people and those traditionally disengaged on policing and crime and community safety issues.

Resource Implications: Much of this work will be undertaken jointly with the MPA's Communication Unit. There are no additional staffing required to progress this objective. Once permanent staff is appointed to the Unit, a reallocation of responsibilities will be carried out to reflect the demands of these work areas.

Appendix 2

Metropolitan Police Authority Equalities Budget Summary Proposal for 2002/3

This budget summary is presented to satisfy the requirements of the Mayor's budget planning process and includes revisions proposed in earlier draft proposals to the Mayor's office. The MPA has been advised of the need for its total overall budget proposal to be contained within the allocation already proposed by the Mayor. However, the Authority has a significant number of statutory equal opportunities obligations as well as good practice requirements that will need to be progressed and delivered over its first term. There being no opportunity for growth in the present budget allocation, the outlined budget proposed represents a proportional reduction in the equalities budget proposed by the MPS in order to enable the MPA to meet its equalities responsibilities..

MPA Equalities Initiatives

1. Equalities and Diversity Staffing and on-costs

2. Independent review of MPS Community and Race Relations (CRR) training programme

Proposed MPA Budget

£155,000 

Explanatory Notes

Towards staffing costs for two employees to support, develop and implement the Authority's equality and Diversity strategy programme including implementation of Race Relation's (Amendment) Act 2000 and recommendations arising from the GLA Group Best Value Review of Equalities. 

'Secondee costs and project consultant cost to undertake a comprehensive and independent review of the MPS CRR training in consultation with the Commission for Racial Equality, with focus on the added value and impact on police service to the community.

MPA Equalities Initiatives

3. Youth and crime reduction initiatives

Proposed MPA Budget

£20,000

Explanatory Notes

To include development work, a seminar, working expenses, and consultation engagement with young people, to research approaches and identify minimum standards for Pan London agencies dealing with the impact of street crime arising from schools exclusions.

MPA Equalities Initiatives

4. Deaths in Custody

Proposed MPA Budget

£15,000

Explanatory Notes

Progress work that has been initiated by the MPA into matters concerning Deaths in Custody, including community reassurance.

MPA Equalities Initiatives

5. Hate crimes

Proposed MPA Budget

£50,000

Explanatory Notes

Contributions towards costs of secondee to progress work with Crime and Disorder Partnerships including developing and progressing Pan London Protocol on Race Hate Crimes and monitoring the implementation of Hate Crime (Race, Violence etc) activities in local Crime and Disorder Partnerships.

MPA Equalities Initiatives

6. The 'Gender Agenda'

Proposed MPA Budget

£5,000

Explanatory Notes

To promote gender issues with Borough Commanders to ensure compliance with legislation and EU Directives.

MPA Equalities Initiatives

7. Disability Discrimination Act

Proposed MPA Budget

£5,000

Explanatory Notes

Development and publicity costs to support implementation of DDA in MPA.

MPA Equalities Initiatives

8. Community engagement and communication

Proposed MPA Budget

£30,000

Explanatory Notes

Community based meetings, seminars and other initiatives to promote the work of the MPA on Diversity issues (gender, disability, Lesbian, Gay, Bisexual and Transgender (LGBT) and engage with traditionally discriminated groups including older people, refugees and young people to consult and receive feedback on local and Pan London community safety and policing issues.

Total £280,000

1. This will be a proportionate cost towards new staff resource to be recruited by the MPA, or through transfer from the MPS.
2. This cost will also contribute two policy officers and meet the major contribution of the consultant's costs for the independent review of CCR training. It is hoped that the MPS as well as the Commission for Racial Equality will contribute to the cost of the Review.
3. The Authority has already initiated work in this area, the CDO Committee has established some partnerships with school Heads, DfES and others to explore issues in this area. The GLA Community Safety team and Government Office for London are already in discussions to progress working this area; the Authority will wish to be seen to be contributing to these initiatives, including a major conference planned for 2002.
4. The recent adoption by members of the Pan London Working Group on (Race) Hate crimes will require a resource to progress the terms outlined by the Group. A secondee resource will be sought which will be contributed to by the other partner bodies. Funding will also be sought from the Home Office by partner organisations that will support the progress of this work area.
5. The current MPS Diversity Action Plan has not profiled Gender issues as area of priority for 2002/03. The MPA will be working with the Police Key Police Women Staff Associations and others to progress the recently published 'Gender Agenda'.
6. The Communications Unit has identified the need for more active engagement with community groups. The cost proposed in this budget will contribute to this, as well as enabling contribution to events such as the Mayor's annual Respect Festival.

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