Diversity issues within the Diplomatic Protection Group

Report: 09
Date: 12 July 2007
By: Assistant Commissioner Central Operations on behalf of the Commissioner

Summary

This report outlines the work of CO6, the MPS Diplomatic Protection Group. It provides details of how CO6 supports the Diplomatic and Government communities in London, while also supporting local BOCUs. The report describes CO6’s workforce, its challenges and successes as well as initiatives being undertaken to make the OCU more representative of London’s communities. Lastly, this report records how CO6 supports its personnel involved in major incidents. The DPG is world renowned & recognised, and consequently carries significant responsibility for the positive reputation of the Metropolitan Police Service.

A. Recommendations

That members are invited to note the contents of this report.

B. Supporting information

Role of the Diplomatic Protection Group

1. The Diplomatic Protection Group (DPG) sits within Central Operations and is the largest police armed command within mainland United Kingdom. The DPG provides protection for foreign missions in London, such as embassies, high commissions, consular sections and official residences, in accordance with Article 22 of the Vienna Convention 1961. In addition, CO6 contributes significantly to the national fight against terrorism, and provides armed protection to Government, MPS, iconic and vulnerable premises.

2. CO6’s strategic role is to support Counter Terrorism, Security & Protection and Capital City Policing, along with the delivery of the MPS Mission & Values, in working together for a safer London. This is achieved by:

• providing static armed protection to the Diplomatic Community in London
• providing static armed protection for government buildings, the Palace of Westminster and New Scotland Yard
• deploying mobile armed response vehicles and motorcycles in Central London to support the diplomatic and government communities, as well as BOCU colleagues
• providing specialist armed support, including counter reconnaissance at key sites and high-risk events; armed hospital guards to protect endangered patients; rifle officers & ‘spotters’ at major ceremonial events; and counter terrorism search officers
• providing specialist physical security advice to the diplomatic & government communities and support for the MPS Estate Building Security Officers

3. CO6’s principle business areas are:

• to provide an immediate armed response to the diplomatic and government communities
• to provide firearms support for spontaneous firearms incidents
• to provide firearms support for authorised (pre-planned) firearms operations
• to make London hostile to those who would seek to disrupt the business of communities

Service delivery

Authorised Firearms Officers (AFO)

4. CO6 provide static protection at a number of diplomatic and government sites throughout Central London. The deployment of AFOs to the fixed posts outside Embassies, Missions, etc., is based on intelligence and identified levels of threat.

5. DPG vehicles and motorcycles undertake mobile patrols 24 hours a day. These patrols make frequent visits to nominated locations, where static armed protection is not provided, but a visible police presence is needed. They will attend specific incidents that involve the diplomatic community, such as alarm activations, but also support borough colleagues at spontaneous incidents.

6. The DPG currently has two ARVs that are deployed to the Central London (DPG Response) Area. This deployment is arranged in partnership with CO19 who will deploy their ARVs to the rest of the MPS area. If CO6 ARV units are the closest to a spontaneous armed incident, then CCCIR will deploy ahead of CO19.

7. The primary services of our ARVs are to provide an armed response to the diplomatic community, and the first response to newly authorised armed hospital guards (AHG).

8. CO6 have a large pool of authorised firearms officers who are trained in residential protection. They are regularly requested by SO1 to support them by providing static armed protection in London hotels for visiting VIPs. This protection is mostly provided overnight, but CO6 has also delivered full-time static protection and venue security services in support of a more substantial demand such as during international conferences and events.

9. Since September 2001, the DPG has continuously provided armed support for their unarmed colleagues at the Palace of Westminster (CO7).

Specialist support

10. The DPG has two units that provide professional specialist advice in respect of physical security. The Security Liaison Unit (SLU) provides advice to the diplomatic and government communities in London regarding building security and personal safety. The Physical Security Unit (PSU) provides specialist advice and support to the MPS Estate Building Security Officers.

Firearms training

11. CO19 are the service providers in delivering firearms training to the MPS. However, CO6 has five officers who are qualified as firearms instructors who deliver firearms training courses to our AFOs in respect of tactical assessment, tactical refresher and residential protection. Due to the large number of AFOs at the DPG, we also have four CO19 firearms instructors permanently seconded to support our training unit. This arrangement provides CO6 with the capacity to deliver the substantial commitment to firearms training that is necessary to maintain the fully operational status of all our officers.

Monitoring service delivery

Authorised Firearms Officers

12. The principle objective for CO6 AFOs is to provide protection for specific buildings and individuals, whilst ensuring that this work is carried out with the very minimum of disruption to the everyday lives of the people of London. Monitoring the service that we deliver to the diplomatic and government communities is achieved by regular liaison and satisfaction surveys. New survey methods are under development to monitor CO6 success in minimising any adverse community impact and maintaining levels of public satisfaction with our work. We are in the process of ensuring our quality assurance and customer survey is sufficiently sophisticated to capture meaningful feedback data.

13. In a similar manner to CO19, we are exploring methods for gaining internal feedback about the quality of the service that our ARVs deliver to colleagues. We are also extending our processes for the gathering of feedback from persons that have been stopped and searched under Sec.44, to ensure that they are treated in the appropriate manner, and that MPS values are reflected by CO6 in our public interactions.

14. ARVs provide the first CO6 response to an armed hospital guard, which are authorised by BOCU. When a new AHG is authorised, the ARV crew makes the initial tactical assessment. CO6 then deploy armed officers for the protection of a person remaining in hospital. The number of officers deployed will vary depending on the level of threat, the number of people requiring protection and the location & layout of the hospital. AHGs can vary considerably in length of time that protection is provided, from single days to months on end. To ensure that these are effectively managed, they require development of close relationship with hospital staff, the victim/patient, visitors and other patients. We have dedicated liaison contacts for each of the hospitals in and around London. At the end of each AHG, a post operation de-brief is always held to ensure that any learning opportunities are identified and good practice is disseminated.

15. Although DPG officers are predominantly deployed to fixed post protection, they exercise a proactive approach to stop & search. This especially applies to making stops and searching under Section 44 of the Prevention of Terrorism Act, due to the heightened threat levels and the nature of the locations that we protect. Of the 2,165 persons searched in the twelve months from April 2006 to March 2007, 84% were searched under the provisions of Section 44. Table 1 provides a breakdown of the self defined ethnicity (SDE) of the persons stopped by DPG officers from April 2006 to March 2007. Table 2 provides a breakdown of the SDE of the persons stopped and then searched by DPG officers from April 2006 to March 2007. The ethnicity of our stop and search proportions is analysed by the OCU Diversity Focus Group and are considered to be appropriate to intelligence and threat levels. We have not identified any trends which suggest disproportionality or other managerial concern, which would lead to SMT action.

Table 1: Breakdown by self defined ethnicity code of the persons stopped by DPG officers from April 2006 to March 2007

Table 2: Breakdown by self defined ethnicity code of the persons stopped and searched by DPG officers from April 2006 to March 2007

16. CO6 is concerned that the ‘Not recorded on form’ SDE level of return is unacceptable, but apparently in proportion with the broader MPS experience. However, we have introduced an intrusive supervision of returns and expect to quickly see an improvement in this area.

17. The time taken from deployment to arrival at the scene of an alarm activation or other performance related response is monitored as the response time. We have details of the location of all such incidents that our officers attend, but we feel we address diversity aspects, as all diplomatic missions are entitled to, and will always receive the appropriate and tailored level of response. In addition to this, we also monitor our performance in respect of attending non-DPG incidents where support is provided to Borough colleagues. Again, this is being developed into a more detailed and sophisticated process.

18. CO6 make an average of twenty arrests per month, usually from incidents that officers have witnessed whilst on mobile patrols. After arrest, suspects are detained and passed onto Borough officers to process, as we do not have custody facilities Apart from initial investigation at the time of an offence, our officers will not be involved in the subsequent investigation process. For these reasons, we do not actively monitor any equality issues concerning arrests and criminal investigations, however we do monitor complaints and feedback through supervisors. These have not identified any issues for action.

Firearms training

19. Authorised Firearms Officer training is very much role specific and essential to ensure that their authorities are maintained. For this reason, it is monitored purely on attendance and successful completion rates.

20. To ensure that as high a percentage of our AFOs as possible retain their firearms status, an effective proactive system is operated between the Training Unit and Duties to monitor the expiry dates for skills and qualifications.

21. All of the different DPG AFO roles are available to all officers with the relevant skills. All officers are given equal opportunities to be trained and are encouraged to develop skills to compliment the DPG.

22. CO6 has a Course Allocation Instruction (see Appendix 1) to ensure equality in the selection of officers for course places. Each Team Inspector maintains select lists of nominations for each team. The criteria for officers to be included in the select list are stated in the allocation policy. Team Inspectors will take into account such matters as eligibility (e.g. fitness), attendance management, performance, Quality of Service Reports, skills already held, evidence from previous PDR’s and any development identified on current PDR’s. When considering an officer for the list, the Inspector must record all of the evidence on a specific OCU form that is retained with the application. This process includes an appeal process.

23. When there is a place on a course, the Operations office will identify skills gaps in respect of each of the teams. They will then arrange for the officer at the top of the select list for the particular course to be allocated a place. This system applies not only to firearms, but also driving courses. This maintains an operational, effective spread of skills across the OCU.

24. We are exploring the possibilities for establishing monitoring processes that could identify any evidence of unfairness or inequality, in respect of training delivered to DPG officers and staff. This is an issue that needs to be addressed locally and pan-MPS.

Use of force within firearms support

25. The prevailing circumstances, and the MPS conflict resolution model will dictate the type and level of force used. The majority of stops result in no, or minimal, use of force. CO6 will maintain local information in relation to use of force that involves the use of firearms, including Taser. However, CO19 Firearms Policy Unit retains comprehensive records of all MPS use of firearms, including those by the DPG.

26. In the year 2006/7, there was only one shooting incident involving a CO6 officer. The officer, whilst on a mobile patrol in the Knightsbridge, received information about an armed robber trying to escape the area on a motorcycle. The officer used his vehicle to block a road junction to hinder the escape of the suspect. This caused him to mount the pavement, where he lost control and fell off of his motorcycle. Pursued by the DPG officer, he found all chances of escape blocked, and so turned and deliberately pointed his firearm at the officer and shouted for him to back off. The officer drew his firearm and fired once at the suspect. Despite the fact that the shot missed, the suspect immediately threw himself to the ground and was detained. The recovered firearm was found to be live, loaded and ready to fire. The DPG officer subsequently received a Commissioner’s Commendation for his actions.

27. In respect of Taser, since they have been provided to DPG officers, they have been used on just two occasions. CO19 Specialist Firearms Command undertakes the monitoring in respect of the use of Taser on behalf of all AFOs.

Operational support

28. CO6 provide a large number of specially skilled officers to the broader MPS on a regular basis, for a range of non-diplomatic purposes. We have the responsibility for providing protection for up to four armed hospital guards at any one time anywhere in London. As well as supplying AFOs and other specialists, such as rifle officers, for major ceremonial events, we are heavily involved in the planning for these events. At BOCU level, we accommodate requests for the supply of firearm officers for events where protected persons will be present, such as VIP receptions.

29. The DPG is truly customer focussed, and our distinctive fleet of red vehicles, constantly on patrol across the MPS, this gives the OCU a very high profile both in central London and for our communities. Our officers regularly come across and respond to non-firearm incidents. It must be said that it is rare to come across live firearm incidents, but there have been occasions recently where officers have deployed firearms to spontaneous incidents.

30. Officers on static posts and in vehicles have been provided with the non-lethal option of Taser. These have been successfully deployed in situations, where the alternative of using a firearm may have led the outcome to be fatal.

31. As well as ARVs and other regular vehicle patrols, we have other officers who undertake patrols and so proactively engage with the communities in central London. During the past year we have developed tactical patrols around key sites. These include foot patrols that have the affect of detecting and deterring hostile reconnaissance, gathering intelligence and reassuring both the public and the diplomatic community.

32. The DPG also has a Counter Reconnaissance Team (CRT) that operates covertly within central London. The objective of the CRT is to prevent and deter hostile reconnaissance and terrorist attacks on high profile targets. Whilst officers are deployed to the CRT, they will come into contact with a diverse cross section of people and have cause to conduct a large volume of stop and search. The returns from this activity are subject to supervisory and OCU scrutiny.

CO6 Police Officers and staff

33. Over the past few years, the number of police officers has grown considerably, as the demands of the DPG have increased. In April 2005, we had strength of 603. By April 2006 this had increased to 729, but was still short of the budgeted workforce target (BWT) of 767. In April of this year, the DPG BWT was increased again after a successful bid for more officers from the Dedicated Security Post budget. The BWT is now 797 and our strength is 769 officers.

34. The majority of our police staff are uniformed security officers that provide security services at New Scotland Yard and Downing Street alongside armed police officers. At the time of writing, the strength of DPG police staff is 111 against an affordable workforce target of 113.

35. In respect of the make up of our staff, these are illustrated in Table 3 & 4.

Table 3: Breakdown of Police Officers by Ethnicity and Gender (as at 31 May 2007)

Table 4: Breakdown of Police Staff by Ethnicity and Gender (as at 31 May 2007)

36. It has been recognised for a number of years that the diversity profile of the DPG would benefit from the presence of a larger number of female police officers. Numerous campaigns and initiatives have been undertaken to attract more female officers. The recent appointment of a female OCU Commander has already brought new energy to this topic; a forthcoming meeting of all female officers within CO6 will signal the start of a new campaign significantly to increase female representation, and to truly identify if and where any barriers to recruitment and retention lie.

37. Historically, older officers with significant years of service and experience joined the DPG. As with most other areas of the MPS, the age of officers joining specialist departments such as the DPG is now getting lower. Tables 5 & 6 illustrate the range of ages of our officers and staff.

Table 5: Breakdown of Police Officers and Staff by Age (as at 14 June 2007)

38. With regard to police officers on restricted and recuperative duties and not able to undertake fully operational duties, as of 31 May 2007, there were 59 officers that fell into one of these categories. See Table 6.

Table 6: Number of Police Officers on Restricted and Recuperative duties (as at 31 May 2007)

39. The DPG is focussed and proactive in monitoring officers, especially those on recuperative duties, so that they are able to return to full operational duties as soon as practicable.

40. One recognised reason why we have a relatively high number of officers on recuperative duties is due to the fact that there are a lot of DPG motorcyclists, who tend to use their motorcycles to travel to and from work. Although most of these officers are fully trained police motorcyclists, due to the number of journeys they make collectively, it inevitably leads to a number of collisions, resulting in injuries that can take some time to recover from. To counter this particular issue, the DPG proactively encourages non-MPS motorcyclists to attend Bike Safe courses that promote increased awareness of other road users.

41. CO6 does not have access to records regarding faith, religious belief or sexual orientation, as self-declared information is ‘protected’ and ‘confidential’ within the METHR system.

Recruitment & retention

42. The DPG has taken a very positive stance over the past few years to ensure that it has a fair and equal representation of officers and staff. Initiatives that have been undertaken include:

• Attendance at Recruitment Seminars for OCU’s, SO and Positive Action Team
• Established links with the Staff Associations
• Opening of a firing range for the day
• Hendon Recruits Information Days
• Mentoring Scheme with attachments
• Register of Interest
• Seeking feedback from those Officers who have registered an interest, but subsequently not applied
• Son’s & Daughter’s Event

43. In DPG recruitment campaigns, we have encouraged potential recruits by making them aware of the following opportunities that could be available to them:

• The variety of career paths CO6 can offer both operationally and in a non-operational environment
• Flexible Working
• Overtime working
• Course availability
• Stepping stone into other specialist OCU’s or departments within the MPS

44. The HR Unit actively follow up all instances where an officer has applied for the DPG then decided to withdraw the application, or where they have registered an interest in joining, but subsequently not done so. There have been a variety of reasons for not applying, including:

• Existing tenure within their OCU
• Officer is still in Probation
• No OCU Commander Support
• Felt more policing experience was required
• Offered alternative postings
• The responsibility of being a Firearms Officer
• Weapon handling
• Amount of Equipment
• Shift Rota
• Overtime working
• Stigma/Image

45. In 2006/7, for Police officers, the DPG had 125 joiners against 104 leavers. On the Police staff side, there were 19 joiners and 12 leavers. This indicates that we are achieving some success from our positive approach to recruitment.

46. Compared to the strength figures on 1 April 2006, by the end of March 2007, the DPG had 23 additional police officers. This included 7 extra officers from a BME background. The level of female officer strength remained constant at 22. For police staff, there was an overall increase of 7, with a further 3 people coming from a BME background. Again the female representation stayed constant at 31.

47. We are already relatively successful at attracting recruits to CO6. However, we are mindful of recent changes in the structure of the MPS and our move from Specialist Operations to Central Operations, which may cause a change in the opportunities that we can offer potential recruits. We are not going to be complacent, particularly as our Police BWT increased by 30 from 1 April 2007 and we currently have a deficit of 28 officers (which proportionally impacts upon our financial situation).

48. In January 2007 the OCU HR Manager introduced an Equality Development Action Plan, which includes Recruitment & Retention as the first element of it. The specific aim is to “ensure that recruitment initiatives positively encourage candidates from all target groups and backgrounds to reflect the community we serve”. This plan will be regularly reviewed and have development actions agreed by the SMT.

49. As well as our ongoing initiatives as described above, new ones are continually being considered. One such initiative that is underway is to offer Range Days for female MPS officers. This will provide them with the opportunity to visit a firing range, try out the firearms and discuss with existing female DPG officers the experiences that they have had and to address barriers / perceptions about the carriage of firearms.

Diversity initiatives

50. In 2004, the OCU established a Diversity Focus Group to address issues across all diversity strands. An Inspector, assisted by a selection of DPG staff, volunteered from across the OCU with a particular interest in diversity issues, led this work. This is supported by the Diversity and Citizen Focus Directorate (DCFD), with whom CO6 maintains close and constant ties.

51. As a consequence, the DPG now has an established OCU Diversity ‘Champion’ who chairs the Diversity Focus Group. This group meets four times a year and is open to all officers and staff, resulting in a truly representative cross-section of the workforce. All actions are agreed and monitored to ensure completion / initiation. This group produces the OCU Diversity Strategy document and ensures that it is annually reviewed.

52. The following paragraphs give an overview of some of the group’s activities and achievements for each of the strands.

Age Strand

• As Table 5 illustrates, the DPG has a number of police officers and staff who are over 60 years of age
• The AFO fitness test standard is set by the MPS and so is an occupational requirement. Therefore it is role specific and no officers are treated differently, whatever their age.
• The OCU places no restrictions on the age for officers entitled to apply to become an AFO.
• There are three DPG police officers on the MPS 30+ scheme, which has ensured that specialist skills have been retained. Also this has proved to be cost effective to MPS. (This actually will be vital in planning for 2012 Olympic demands)
• In March 2007 we complied with the MPS Equality Scheme Team requirement for the completion of an age equality-scoping questionnaire.
• We have 9 Security Officers based at New Scotland Yard aged 60 or over.
• The DPG has recently introduced 6 work life balance representatives. These vary in terms of rank and roles and their names have been published. Officers and staff are encouraged to talk to them about any issues conflicts regarding their working or domestic environment.

Disability Strand

• The CO6 operational base at Knightsbridge is due to relocate to new premises at Lillie Road, close to Empress State Building, in 2009. Work will take place to ensure that this will be access compliant and we intend to achieve an ‘industry excellence’ rating in this respect.
• In 2005, Disability Discrimination Act training was delivered to all DPG staff.
• There are a number of posts on the Command that have been identified as suitable for officers and staff on restricted duties. This has the effect of supporting, retaining and valuing our staff.
• The next cycle of mandatory police training will include searching people with disabilities, with dignity. This will include stop & search and access control. The need for this was identified when a person in a wheelchair complained that she was not searched thoroughly enough when entering New Scotland Yard. The DPG training unit proactively sought advice and training material from British Airways at Heathrow airport, and have developed a package appropriate for us to deliver.
• In July 2006 we complied with the MPS Equality Scheme Team requirement for the completion of a disability equality scooping questionnaire.
• The DPG has identified good practice elsewhere and is in the process of producing a New Scotland Yard staff and visitors guide. This will cater specifically for the needs of persons with disabilities.

Race Strand

• In January 2007 we complied with the MPS Equality Scheme Team requirement for the completion of a race equality scoping questionnaire.
• For the past two years, we have been actively monitoring the ethnicity of persons stopped and searched by DPG officers. These are analysed to ensure that stop & search rates are proportionate to the population (and comparatively to the MPS as a whole).
• The officers attached to the ARV team are the most highly skilled within the DPG and they include two officers from a BME background.
• The Residential Protection Officers are also proportionally represented by officers from a BME background.

Religious Belief/Faith Strand

• The Diversity Focus Group has advertised the existence of an OCU Faith Group, but this has not been particularly very attended. This group will continue, with attempts to reinvigorate it. We are analysing whether we are meeting the actual needs of our workforce.
• The work to develop our new base at Lillie Road will also incorporate a dedicated multi-faith Prayer Room.
• We have identified issues around some officers abilities to perform AFO duties at the time of Ramadan and fasting. This is being developed in discussions with the Diversity & Citizen Focus Directorate. This is recognised as both an operational and welfare issue.

Gender Strand

• In October 2006 we complied with the MPS Equality Scheme Team requirement for the completion of a gender equality scoping questionnaire.
• The documented and recorded DPG Gender forum meets twice a year.
• The OCU Commander has arranged to meet all female officers together in July. This is an opportunity to establish why they chose the DPG and what would attract other female officers.
• Although the percentage of female officers is relatively low, we have been especially proactive at recruitment fairs to encourage more female officers to join. We are continually looking at adopting best practice from elsewhere to reinvigorate our efforts.
• The SMT have agreed for female officers to have choice of headwear. This decision is currently awaiting ratification from the MPS clothing board.
• A motorcycle awareness day has been arranged to encourage our own female AFOs to apply to become motorcycle officers, should they wish to do so, as they are not represented at present.
• CO6 female officers have been provided with specially designed female ballistic body armour for the past two years. The DPG were particularly influential in the design of this.
• CO6 are fully embracing the MPS Flexible Working Policy. We currently have 44 police officers (6% of actual strength) working flexible shift rosters. We are proactively undertaking work, led by our Human Resources Manager, to identify appropriate posts which provide meaningful development opportunities (and value for money), suitable for flexible working. This must be balanced against the operational imperatives of a protection environment. However, recent legal advice appears to contradict MPS policy and CO6 have been instrumental in identifying these areas.

Sexual Orientation Strand

• The OCU was represented at LGBT Seminar at City Hall in 2006. As a result of this attendance, we gained details of BOCU LGBT liaison officers. The names were published for our officers to use as points of contact for reporting of hate crime, or if they wanted to discuss any personal LGBT issues.
• The OCU has a future aspiration to have it’s own LGBT officer for a local point of contact.
• We regard our command as forward looking where officers are comfortable in discussing their sexual orientation, without pressure and prejudice. This was borne out by contributions from our staff to this report.

Equality & Diversity Training

53. To maintain their AFO status, DPG police officers must undertake training every six months in Officer Safety and Tactical Refreshment, as well as completing development and classification shooting on alternative months. Additionally, AFOs must attend the MPS One Stop Shop once a year for testing of hearing and eyesight, as well as completing the fitness test. Training is prioritised towards operational learning and development in order that the OCU meets its operational commitments.

54. However, all DPG officers do have two days mandatory training built into their shift roster every year. These are classroom based and are designed to ensure that current issues, new procedures, changes in legislation, etc., and are delivered to all officers. This is delivered in two six-month cycles each year, with each cycle including at least one module on an equality or diversity topic.

55. Previously, the OCU Training Unit has prepared and delivered training that has included Disability & Race Relations Legislation, Domestic Violence, 16+1 Self-Defining Ethnicity, Performance Development Reviews, Hate Crime Awareness and Fixated Persons [1]. The forthcoming cycle that will run from July to December 2007 will include Stop & Account Diversity & Disability Awareness and Homeless Persons. In light of our concerns in respect of Section 44 Not Recorded SDE, we will also involve refresher training in 16+1.

56. DPG police staff also have two one-day mandatory training sessions each year and they receive the same non-operational content as their police officer colleagues. Consideration is being given to joint training opportunities for these topics.

Working with the DCFD

57. Four equality scoping questionnaires concerning age, gender, race and disability have been completed by CO6 and submitted to the DCFD in the past year.

58. The DPG were represented at Race Equality Consultation Seminar in March 2007 and contributed to discussions and feedback.

59. The DPG attended the DCFD organised Migrant Domestic Worker (MDW) Seminar. This was particularly important due to the high volume of migrant domestic workers that work for diplomatic staff. An information sheet was prepared and supplied to all CO6 officers in what they should consider and what actions need to be taken when a MDW is reported missing or approaches police. It also contains details of other agencies that can assist the MDW and police.

60. The DCFD held a ‘Business as Usual’ event in January 2007, which was attended by a member of the SMT and a Constable from our Diversity Focus Group. The purpose of the event was to demonstrate how the MPS Values support Citizen Focus, Community Engagement, Equality Schemes and Police & Race Learning Programmes.

61. Historically, we have worked with the DCFD in putting together a hate crime reporting training package. This included reporting procedures, evidence gathering and initial investigation.

Equality Impact Assessments

62. Equality Impact Assessments (EIA) are relatively new to the DPG. However, recognition of their importance and strategic benefits are recognised by the SMT and a number of key members of staff have already received EIA training.

63. A major EIA was undertaken between January and May 2007 by the DPG in respect of the security of the MPS Estate. Further to Cabinet Office recommendations in July 2006, the application of response levels, based on terrorist threat, were introduced on a national basis. This in effect replaced the previous threat levels with new alert states consisting of Normal, Heightened and Exceptional. It was therefore the responsibility of the DPG to review the standard operating procedure for MPS Estate security.

64. CO6 Physical Security Unit managed the process of completing the EIA. In doing so, they undertook consultation with many stakeholders, including senior MPS officers responsible for determining the response to the terrorist threat, the DCFD, the Disability Independent Advisory Group and the MPS Staff Associations. From the initial screening process for relevance to diversity and equality issues, it was determined that a full impact assessment was necessary. The assessment particularly focussed on the provision of appropriateness and proportionality in respect of searching.

Engaging with the Community

65. The DPG serves the most diverse community in London. Approximately 30,000 people present within the diplomatic community represent almost every country in the World, speaking a vast number of different languages and with experience of the wider range of cultures and religious backgrounds.

66. Ten Liaison Inspectors maintain vital and regular contact with the diplomatic community. They share the responsibility to liaise with dedicated contacts for each country represented in London. They are the point of contact for any issues regarding the deployment of our officers, arranging of national day events, general support and enquiries regarding policing in London and the provision of links to other agencies and police forces. The DPG, in effect, represent the MPS worldwide through this process.

67. At a higher level, the DPG Chief Inspectors maintain working relationships with senior diplomatic staff. This level of liaison also occurs with the senior security staff responsible for other key locations in London, such as Downing Street and the Palace of Westminster, and those against whom exists the highest levels of threat.

68. CO6 has been proactive in attempting to reach out to the communities within our dedicated patrol area and ensure that they are aware of our presence and what our responsibilities are. This has been achieved by delivering presentations to police community consultative groups, consulting with Independent Advisory Groups and establishing working relationships with Partnership Inspectors on the local BOCUs.

69. The DPG Security Liaison Unit (SLU) specialises in physical security, and like the Liaison Inspectors they maintain working relationships with contacts at the various diplomatic missions. Their specific remit is to provide professional advice regarding security, access control and personal safety issues.

70. Every year, the DPG organises two 1-day seminars for the benefit of the diplomatic community. The day consists of a number of speakers from the DPG, the MPS and other agencies who deliver information on a wide range of topics considered to be of use to diplomatic staff and their families. These seminars are followed-up by analysis of feedback questionnaires. As part of this, the SLU produce a DVD presentation. This is currently being reviewed to incorporate MPS Values, corporate objectives and to include an introduction into the MPS policing responsibilities for London. CO6 will formally request the input of the MPA in the new release, expected in September 2007.

71. Every two years, we commission the MPS Research & Survey Unit to conduct a satisfaction survey of the diplomatic community on our behalf. This consists of questions around their perceptions of the service that they receive from the DPG. The results have previously always been very positive and the next survey is due in October 2007. we are reviewing the frequency and depth of this survey to meet our performance assessment needs.

72. As well as diplomatic liaison, the ten Liaison Inspectors each have responsibility for one or two NHS Trusts in London. These are in place to ensure that contact is maintained with dedicated security officers at the various hospitals for the occasions when the DPG has to manage an armed hospital guard. This demonstrates the desire of CO6 to engage fully with all our partners across the MPS.

73. Most embassies and missions in London arrange events during the year, such as National Day Receptions. The DPG is involved in the planning of these events to ensure that the necessary security arrangements are considered. Such events are risk assessed and if they are held within diplomatic premises, the DPG will provide armed protection, as necessary. If events are held elsewhere, the responsibility for the policing falls to the local BOCU, but the DPG will assist wherever they are required, again demonstrating our commitment to working with MPS colleagues.

74. DPG officers that are deployed to fixed posts outside missions or to conduct frequent visits to designated diplomatic locations will engage with the diplomatic community constantly. This interaction sets the target of our relationships with our communities. Thus, CO6 must continue to attract the very best officers and staff.

75. As a consequence of the ‘7/7’ bombings in London and in particular the tends of thousands of enquiries that were received from the diplomatic community in its aftermath, the DPG developed ways to improve communication. In future, under the title Operation Hermes, the DPG will work alongside MPS Casualty Bureau and the Foreign and Commonwealth Office to ensure that enquires relating to foreign nationals who may be victims or casualties are dealt with efficiently and sensitively. This significant new partnership project has introduced resilient and integrated systems that will deliver tangible support to the London’s highly diverse diplomatic community.

76. During the past year the DPG has developed a system whereby specific members of the diplomatic community can be sent mobile phone text messages, providing details of an emergency situation which may affect them, such a mass casualty incident.

77. In 2004, the DPG developed and rolled-out an Internet based Secure Bulletin Board. This operates like an online forum, where the DPG can post any information that may be useful to the diplomatic community. This could range from security advice to advance notice of major events in central London.

78. At CO6 we have two police constables in the role of Permanent Beat Security Officer. These officers have designated responsibilities around geographical areas that include a high volume of diplomatic missions, namely around Kensington Palace Gardens and Grosvenor Square. The officers liaise with diplomatic staff, but more importantly, they interact regularly with the local residents. This enables them to resolve any issues they may have concerning policing & security or incidents involving diplomatic staff and smooths the path between ‘proportionate’ and ‘neighbourhood’ policing.

79. An essential piece of community engagement surrounds the testing of the contingency plans that exist in the event of a major incident. The DPG coordinate the regular and thorough testing of these plans in partnership with the diplomatic community, government agencies such as the Foreign & Commonwealth Office (who are a vital daily partner), local BOCUs, the emergency services and the Security Services. This testing has proved beneficial in reaffirming community trust and reassurance in the services that the DPG provides and ensuring the very best major incident response plans are agreed.

Post Incident Procedures

80. The Post Incident Procedures Standard Operating Procedure captures such issues as:

• the making of notes by officers and the gathering of evidence
• interviews
• medical examinations
• command
• de-briefing
• stress management
• seizure of clothing and weapons
• taking of evidential samples
• preservation of crime scenes
• referral to IPCC
• media
• community impact assessments
• welfare
• return to work programme & Incident reviews.

81. The DPG has an established identified location within the OCU for the purposes of conducting the Post Incident Procedures. This has been identified as it is away from major public roads, includes a dedicated room, has prepared kit and has access to canteen facilities.

82. All CO6 Inspectors and Sergeants have received training in Post Incident Procedures. Members of the SMT have either been trained in Post Incident Management or are in the process of receiving it.

83. The DPG has a police constable Federation Representative who has done extensive research into issues that concern the use and affect of firearms. He is nationally recognised for his expertise in Post Incident Support following shooting incidents, and is also an authority on the effects of perceptual distortion and post-traumatic stress. Assistant Commissioner Tarique Ghaffur, who leads Central Operations and is ultimately responsible for CO6, both recognises and supports the development of this work.

84. The extent to which welfare support is made available is driven by the needs of the individual. The MPS wholly recognises the adverse impact that critical incidents can have on the families of officers and will now appoint a caseworker from the Occupational Health department to work with officers and their families. If necessary, measures also exist to deliver this support while protecting officers’ security and anonymity.

Abbreviations

AFO

Authorised Firearms Officer

AHG

Armed Hospital Guard

ARV

Armed Response Vehicles

BME

Black and Minority Ethnic

BOCU

Borough Operational Command Unit

BWT

Budgeted Workforce Target

CCCIR

Central Command Complex Incident Room

CO6

Diplomatic Protection Group

CO7

Palace of Westminster Command

CO19

Specialist Firearms Command

CRT

Counter Reconnaissance Team

DCFD

Diversity and Citizen Focus Directorate

EIA

Equality Impact Assessment

LGBT

Lesbian, Gay, Bisexual and Transgender

MDW

Muslim Domestic Worker

MPA

Metropolitan Police Authority

MPS

Metropolitan Police Services

NHS

National Health Service

OCU

Operational Command Unit

PDR

Performance Development and Review

PIP

Professional Investigation Process

PSU

Physical Security Unit

SLU

Security Liaison Unit

SMT

Senior Management Team

SO

Specialist Operations

SO1

Specialist Protection Command

SOP

Standard Operating Procedures

C. Race and equality impact

CO6’s coherent Diversity Strategy underpins significant achievements in this area as detailed in this review. This demonstrates the ways in which CO6 are active in implementing policies and creating supporting working practices to drive and deliver positive outcomes across all six diversity strands. CO6 anticipates a continuing improvement in our performance in this area and will continue to respond to the challenge of ensuring a diverse, representative workforce at all ranks.

D. Financial implications

The net operating budget for the OCU in 2007/2008 is £50,260,000, 19.3% of which is MPA funding. The equal opportunity and diversity activity described in this review is incorporated within our day-to-day operations. Diversity and Equal Opportunity is an integral element of our existing service delivery; in consequence there is no significant financial impact arising from this review.

E. Background papers

None

F. Contact details

Report author: Christine Jones, CO6 OCU Commander, MPS

For more information contact:

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

Appendix 1

SO16 Course Allocation Instruction

Introduction

The aim of this document is to introduce a course allocation system that will:

• Ensure that skills are distributed across the command in a pattern which supports demand and SO16’s Policing Plan;
• Be open and fair;
• Ensure that the right people are selected;
• Allow team Inspectors or unit managers to reward performance and hard work;
• Encourage career planning and personal development; and
• Allow selection for short notice courses.

Application

All police officers and police staff, including the extended police family and those working voluntarily or under contract to the MPA must be aware of, and are required to comply with, all relevant MPS policy and associated procedures.

However, this instruction applies in particular to officers and staff in the following roles:

• Team based operational officers (constable and sergeant) delivering SO16 core daily business,
• Officers (constable and sergeant) undertaking support roles who are called on to deliver operational support within SO16.

General principles

The responsibility for course allocation will ultimately rest with the Chief Inspector Operations whose decisions will be based on the skills profiles of each team or unit.

It will be the responsibility of each team Inspector or unit manager to maintain an up to date course select list that will identify the officers nominated for a particular course and list them in order of suitability. Each course select list will be posted on the training unit forum and will be formally reviewed quarterly, or sooner should an individual’s personal circumstances change.

The Chief Inspector Operations will allocate the place to the team inspector who will inform the nominated candidate, or next suitable candidate if the first is unavailable for any reason. If the course is supplied with short notice, inspector training or inspector operations will undertake the role of warning the officer should the team inspector not be immediately available.

This will apply to the following courses:

• Residential Protection Officer (and supporting courses)
• ARV (and supporting courses)
• Response motorcycle
• Standard Response Car
• Counter Reconnaissance
• Rifle Officer (and supporting courses)
• Advanced Car
• Licensed Search Officer
• CRT Officers.

Applications for inclusion on a course list will be by way of a form 7305 with supporting form 7533 (Disability Discrimination Act Monitoring) to the team Inspector or unit manager. When considering an officer’s eligibility for inclusion on a course list the team Inspector or unit manager will apply the following criteria:

• Eligibility (fitness / shooting etc)
• Attendance management
• Performance, including CRIS and CRIMINT submissions, Stop and Search / Account records
• Quality of Service Reports
• Skills held
• PDR evidence and comments from supervisors
• Development identified on the PDR

A matrix is attached to assist in making this decision.

Inspectors and unit managers making these decisions will record their decision-making processes on the attached template log. This should be retained with the application and all other supporting papers. This should be attached to the officer’s personnel file.

It is the intention of SO16 that all constables will be trained in the use of the MP5 H&K MP5 Carbine by April 2007. Consequently all constables not currently trained in the use of this weapon will appear on the H&K MP5 course list. Officers new to the command will automatically be added to the list upon arrival unless they complete a dual weapon initial firearms course.

Police Sergeants

The opportunity for sergeant’s training is an important consideration within the course allocation policy, both for personal development and to enhance supervision and team performance.

In allocating courses to sergeants, team Inspectors should consider both personal development and the team’s needs. There is a recognition that the skills set for supervisors will differ from those for PCs. This should be considered prior to inclusion and position on the team lists.

There will always be a need to ensure that an adequate number of sergeants have the required skills to support a teams commitment to SO16 e.g. ARV supervision.

Applications to transfer from SO16

Officers who have applications to transfer from SO16 will not be considered for any course until the outcome of their application to transfer is known. Likewise officers selected for promotion.

Course Tenure and Statement of Expectation

Before attending a course an officer must agree to ‘A Statement Of Expectation’ requiring them to remain with SO16 for a period of time. Team Inspectors and unit managers must consider the application of tenures periods to individual courses. The aim of this policy is to encourage and allow a spread of skills across a greater number of officers, broaden opportunities and enhance job satisfaction. It will prevent the situation where a small number of officers become ‘omni-competent’ with the inherent problems that this creates.

When compiling the team course list team Inspectors and unit managers must consider the skill distribution across that team or unit and initially officers should be limited to a number of skills which allows the team to offer support to the command in times of high demand or special events (e.g. Trooping of the Colour, conferences such as G8) and allow for the running of core business.

Officers will possess skills that they acquired prior to entering the command. Due regard should be given to the abstraction from team that will occur to support these skills when allocating other courses.

To assist in the decision-making process the operations office has produced a template of skills distributed by team, which will allow optimum operational delivery within SO16. (NB this template may change with time due to changing operational demand.) In allocating courses Inspectors and unit managers should pay due regard to this list and consider the likely impact on the teams ability to deliver operational requirements considering the likely abstraction to maintain the officer’s skills due to tactical refreshers and supporting training needed to maintain the officers skills.

It is hoped that these measures will also encourage officers joining the command to consider their own personal development and identify a career path. It will also guarantee that the OCU obtains a satisfactory return on their investment in the officer concerned. Applications for a “speculative spread” of applications by officers should be prevented.

Team Inspectors, unit managers will only be expected to deviate from these guidelines in exceptional circumstances.

Tenure periods

(These are not retrospective)

These tenure periods reflect a commitment to remain within SO16. Any earlier departure will require the support of the officer’s team Inspector or line manager and must be agreed with Chief Inspector Operations.

Unsuccessful officers

It will be a decision for the team inspector as to whether or not an officer who has attended a course but been unsuccessful is given a further opportunity.

As a general rule no more than two opportunities should be afforded for each course (with the exception of courses which the officer is required to complete and maintain e.g. MP5). It is important therefore for the Team Inspector or unit manager to obtain feed back from both the officer and training unit concerned e.g. Driving School, CO19 and consider the officers situation and long term career plan. This process should be documented.

Allocation process

Circumstances will arise where officers may be required to move team on successful completion of a course to balance the distribution of skills. This should be an exceptional event that will only occur with the agreement of the officer, prior to allocation of the course, and their team Inspector or unit manager.

A member of the Senior Management Team will have the discretion to remove officers from either list if the need arises. The reasons for the removal will be documented.

Appeals process

Officers not satisfied with a decision regarding a team course list issue should first discuss this with their team Inspector or unit manager. If agreement cannot be reached an appeal can be made in the first instance to the Chief Inspector in charge of that team.

Any officer who wishes to lodge an appeal against their position or lack of inclusion on a team course select list or on any other unsuccessful application for a course should do so in writing. This must be done within 7 days of the notification of the result.

Superintendent Security and Development (with the Human Resources Manager) will ensure an audit and review of the selection process annually as part of the Inspection and Review programme.

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