Scrutiny of the race element of the MPS equalities scheme

Report: 12
Date: 7 February 2008
By: by Acting Assistant Commissioner of Operational Services on behalf of the Commissioner

Summary

This report is intended to provide members with an overview of the work currently being undertaken by the MPS Diversity and Citizen Focus Directorate (DCFD) with particular reference to the Race element of the MPS Equalities Scheme.

A. Recommendations

That members note the report

B. Supporting information

Overview of Diversity and Citizen Focus Directorate (DCFD)
1. The Diversity and Citizen Focus Directorate’s vision is to:

• Transform the MPS into a citizen focused service:
• Respond to the diverse needs of individuals and communities
• Promote diversity to change culture and drive performance
• Build the trust, confidence and satisfaction of those we serve and those with whom we work.

2. The Diversity and Citizen Focus Directorate has 5 sections: the Citizen Focus Policing Programme, the Diversity Learning and Development Programme, Diversity Operational Command Unit which includes Communities Together Strategic Engagement Team and Diversity Strand Teams, Diversity Strategy and Co-ordination and Change, Performance and Business Support.

3. The Citizen Focus aspects of the Directorate’s work underpins an important strategic change in the MPS approach, evidenced elsewhere by the Safer Neighbourhoods initiative and the expansion of Police Community Support Officer (PCSO) and Special Constable activity. The approach has the following aspects:

• Improving the user experience, including the introduction of minimum standards of service.
• Effective neighbourhood policing.
• Increasing the engagement and involvement of communities.
• Increasing public understanding and local accountability.
• Using organisational and cultural change to bring about increasingly responsive services.

4. The DCFD Citizen Focus Programme is central to the MPS Modernisation Programme and is focused on fundamentally improving the way that the MPS understands, communicates with and engages with communities, whether as direct users of services or as members of the wider public. It is a way of working that always puts the needs of citizens at the heart of our decision-making and is integral to everything we do.

5. Allied to the emphasis on community engagement the MPS are developing bespoke performance frameworks that embed a citizen focus approach. The six citizen focus priorities (Central Communications Command, Front Counters, Supervisor Call Back, Quality of service for victims, Safer neighbourhoods and Key Encounters) will be supported by DCFD Quality of Service Improvement Teams, which will offer consultancy and support to Borough Operational Command Units (BOCUs) to improve Citizen Focus and Diversity performance. The newly appointed Diversity and Citizen Focus Advisors, will assist this process, providing strategic support at (B)OCU Commander level. This activity compliments the LA Local initiative.

Overview of the Equalities Scheme

6. The MPS Equalities Scheme sets the standard for how people can expect to be treated and as we seek to put London’s diverse citizens at the heart of everything we do, it will help us deliver on the values of the Metropolitan Police Service. The operational benefits include an improved quality of service, increased trust and confidence within London’s communities and the better recruitment, retention and progression of talented people.

7. The Equalities Scheme sets out how we will meet and exceed the legal requirements already governing some areas of diversity, by incorporating all six strands. The scheme provides a framework through which policies and procedures are assessed, reviewed and consulted on to ensure that we promote the positive aspects of the duties set out in law, but extended across all the strands and ensure we do not discriminate on the basis of age, disability, faith or religious belief, gender, race, or sexual orientation

8. The success of the Scheme will be determined by how effectively we deliver our services to all Londoners, how accessible our services are to all, how it improves performance and fundamentally how it contributes to making London safer.

9. DCFD are supporting all business groups within the MPS in their duty to take account of the impact that their policies, processes and practices have on the different needs of Londoners and our own staff. DCFD has during 2007 delivered a training programme to policy makers and other key personnel, to enable them to apply the Equality Impact Assessment process.

10. DCFD organised and chaired a series of meetings, in co-operation with the MPS Strategy Unit, which included representatives from MPS Staff Associations (including Trade Unions), Staff Support Associations and Independent Advisory Groups. These groups applied a set of screening process criteria to identify and list which of our corporate policies are relevant to each strand and of these, which are a priority for impact assessment.

11. DCFD provides support to all MPS business areas by performing the quality assurance role in assessing all MPS corporate policies and Standard Operating Procedures for their impact on equalities.

12. DCFD are working to develop a self-assessment tool, based on the Equality Standard for local government (ESLG). This project will be reported on in full in the EODB report “Update on achievements towards the integration of the Equality Standard for Local Government within the policing of London” also to be presented at the EODB meeting 7 February 2008.

13. In September 2007 DCFD appointed six Diversity and Citizen Focus Advisors (DCFAs), who work with strategic leaders to improve MPS performance across the area of diversity and equality. The expertise and experience that the DCFAs bring provides added impetus to the promotion of the Equalities Scheme agenda across all business areas.

14. The Territorial Policing (TP) Violent Crime Directorate is working with DCFD to address Hate Crime with the further development of Third Party reporting. Discussions are underway to move this responsibility from DCFD wholly to TP. This would fit in with the overall organisational responsibility that TP has for crime reporting and Community Safety Units (CSUs).

Governance of the Equalities Scheme

15. An Equalities Scheme Programme Board has been established with organisational responsibility for overseeing delivery of the Scheme’s action plans. The Director DCFD chairs this Board. The Board will meet every three months with its meetings timetabled to precede the MPS Diversity Board. Its agenda will be managed to provide synergy with the work plans for Diversity Board and the MPA EODB. Its membership includes business groups with responsibility for the Scheme.

16. The MPS Management Board have agreed that Business areas will take individual responsibility for the implementation of the Equalities Scheme actions allocated to them. Currently only six Business Areas have specific activity to progress. These are Territorial Policing, Human Resources, Operational Services, Central Operations, Directorate of Resources and the Directorate of Public Affairs.

17. The Diversity & Citizen Focus Directorate (DCFD) is responsible for the co-ordination of all MPS activity against our published action plans. Business areas have been asked to provide details of what they will be doing against each action for which they are accountable. This detail includes information of who is directly responsible for implementing their plans, what it is that they are doing or plan to do, what their milestones and timeframe for implementation are and where activity is already under way, details of its progress and outcome. This will allow DCFD to monitor a strategic overview and keep stakeholders and our communities informed on progress. Individual responsibility for reporting on progress at Diversity Board and to the MPA lies with the individual owners of the action plans.

18. Delivery of the action plans will also be supported by the establishment of working groups, for the different action plans within the Scheme. Each of the work groups will be chaired by a senior manager with the work being led by one of the recently appointed Diversity and Citizen Focus Advisors and will consist of representatives from those business groups with responsibility for delivering the objectives specifically allocated to that area of diversity. The Diversity and Citizen Focus Advisors will bring expertise and creativity to the framework of developing strategies, plans and approaches, designed to improve service delivery. The opportunity to receive external advice will be through the programme board oversight of work group activities and where specific project or initiatives need bespoke external advice.

19. To provide additional internal rigour to the delivery of the MPS Equality Scheme, DAC Operational Services will, using a rolling timetable, meet with Business Area Champions every six months to review progress against their action plans.

The Race Equality Element of the Scheme

20. The MPS Equalities Scheme Common and Disability elements were published in December 2006. Gender followed in April 2007 and the Race element and action plan were added in August 2007. The Race specific element of the action plan includes various implementation dates between 2008-10. It must be emphasised that much race-related activity is also included within the common action plan.

21. The first MPS Equalities Scheme Annual Report, which is a statutory requirement, was published on 3 December 2007. This details progress made on both the common and disability actions due for completion in 2007-8. Future annual reports will include the other equalities elements, including the race element.

22. The race specific actions, with implementation dates, are detailed within the Scheme as follows:

Objective R1

22. Assistant Commissioner Operational Services (ACOS) assumes the responsibility for taking forward Race Equality issues across the MPS.

• Lead: Assistant Commissioner Operational Services
• Target date: April 2008
• Activity: Acting Assistant Commissioner Hitchcock as ACOS leads on Diversity and Equalities issues across the MPS and as such naturally bears the responsibility for advancing issues relating to Race Equality. However, consideration will need to be given to the structural changes that are currently taking place within the MPS to ensure that this senior level of responsibility is maintained.

Objective R2

23. To include within the MPS Community Engagement Strategy a process that allows, in particular, new migrant communities, Gypsies/Travellers and Refugees and Asylum Seekers the opportunity to engage with us and help shape our services.

• Lead: Assistant Commissioner Operational Services
• Target Date: December 2010
• Activity: For examples of activity please see Appendix 1

Objective R3

24. Deliver the policing elements of the GLA’s Race Equality Scheme and action plan.

• Lead: Assistant Commissioner Territorial Policing
• Target Date: December 2008
• Activity: The GLA’s Race Equality Scheme (GLARES) was identified as a strategic driver in informing the development and drafting of the MPS Equalities Scheme.
  GLARES Theme 2 - A City for People includes the policing elements, under the following three headings:
  Representative and responsive police and fire services
  Paragraphs 47-51 below, under Positive Action, provide details of MPS activity regarding representation.
  Safer Neighbourhoods and a safer city
  This area is included within the update to the Hate Crime objective R4 below.
  Reduce anti-social behaviour and fear of crime
  Examples of diversionary activity to address this element are detailed within Appendix 2.

Objective R4

25. To ensure that a consistent and effective level of service in the area of race Hate Crime is provided by all Community Safety Units (CSUs) to London’s diverse communities.

• Lead: Assistant Commissioner Territorial Policing
• Target date: December 2008
• Activity: The head of the Community Safety Unit Service Delivery Team (Detective Chief Inspector (DCI) Gerry Campbell) is working with the MPA EODB in an attempt to fully understand the issues of disproportionality for black and minority ethnic women within domestic violence. A piece of work is to be commissioned in conjunction with the MPS’ Diversity and Citizen Focus Directorate to develop disproportionality understanding so that we can be assured that we are delivering a good quality service to everyone.

26. The CSU Service Delivery Team currently own three policies;

• Domestic Violence (DV)
• Hate Crime
• Vulnerable adults

All three policies have recently been reviewed and updated and await publication. The many findings from the MPA’s Hate Crime Board, DV Scrutiny Board and EODB have informed the review process which will assist in addressing equality issues. Disproportionality findings from Critical Incident Reviews and DV Homicide Reviews have also assisted in informing the policy review process. The above processes have allowed a greater understanding for the need for more accurate data flagging and recording to maximise managerial information and allow for detailed monitoring to ensure a consistent level of service delivery. Significant work is being undertaken with the Crime Reporting Information System (CRIS) Development Team to take this work forward in 2008.

27. In respect of vulnerable adults, much work is to be mainstreamed into both the DV and Hate crime policies to ensure a consistent service for all. Added to this is the development of an entirely new policy relating to safeguarding vulnerable adults in care settings, both regulated and unregulated. Again this is to ensure consistency of service and reduce disproportionality in respect of vulnerable adult end users

28. The Violent Crime Directorate (VCD) has an intrusive performance review framework, which includes the development of Public Protection Units across all the 32 Borough Operational Command Units (BOCUs). This will allow officers and managers to make the links across public protection business groups as well as providing greater taskable assets to improve overall service delivery. Commander Shawn Sawyer oversees the development of this area of work.

29. The VCD operates a robust and rigorous performance management regime that proactively challenges and supports boroughs’ service delivery across the DV and Hate Crime subject areas.

30. The development of the draft MPS Violent Crime Strategy identifies that DV and Hate Crime are recognised as their own individual unique subject areas. The strategy details their individual specific aims in improving service delivery in the context of violent crime in London as a whole.

31. It is recognised within the VCD that understanding disproportionality issues and ensuring an equality of service to all is a significant challenge. There is a great deal of work already completed to address equality and disproportionality issues but allied to that substantial areas of work remain to be completed. These challenges can only be met when the MPS, along with its many partners, fully understands the causes and the effects of disproportionality. It is to these ends that the VCD is working in 2008.

Objective R5

32. Establish, maintain and co-ordinate effective partnerships with Her Majesty’s Inspectorate of Constabularies (HMIC), Home Office, Association of Chief Police Officers (ACPO), Greater London Authority (GLA) and community groups, to enable the MPS to be at the forefront in developing innovative solutions to removing language barriers.

• Lead: Assistant Commissioner Operational Services
• Target Date: December 2008
• Activity: Under the leadership of Acting Assistant Commissioner Hitchcock (Race), Commander Jarman (Disability/Mental Health) and Denise Milani (Gender) the MPS is providing national leadership to key areas of equality within the ACPO (Association of Chief Police Officers) Race & Diversity Business Area.

33. MPS Recruitment Directorate in partnership with the London Employment Coalition, Job Centre Plus and Hackney Community College are exploring English as a Second Language (ESOL) training opportunities with it and other local colleges. This is to compliment a community engagement recruitment pilot, which in the first instance will focus on Somali, Pakistani, Bangladeshi, Turkish and Polish applicants.

Objective R6

34. To adopt examples of best practice from other organisations that provide support to staff from black and minority ethnic backgrounds.

• Lead: Director Human resources
• Target Date: December 2009
• Activity: Detective Chief Superintendent (DCS) Glen Allison (DCFD), having led the ACPO/Home Office/Association Police Authorities tripartite Police National Diversity Team, remains a member of the ACPO Race & Diversity Business Area forum, and chairs its National Diversity Practitioners Network meetings. Via this forum a direct line of communication exists between DCFD and our national diversity colleagues including Her Majesty’s Inspectorate of Constabularies (HMIC) and the National Police Improvement Agency (NPIA). This exchange of information ensures that the MPS remain at the forefront of developments in the diversity agenda.

35. The University of Central Lancashire has worked with the DCFD to progress the Pathfinder Programme, which has focused upon the following five boroughs/communities:

• Newham – Sri Lankan
• Tower Hamlets – Bangladeshi
• Haringey – Turkish
• Redbridge – Pakistani
• Ealing – Somali

36. Included in the initial outcomes of the Pathfinder Programme is evidence of a lack of confidence in the MPS by under-represented communities; an awareness of being under-represented and comment that confidence would be positively impacted upon should they see people from their community within the MPS. This lack of confidence is framing their expectations in terms of their interactions with police and satisfaction rates.

Objective R7

37. Maintain focus on the positive action programme to address race inequality in relation to: Senior ranks/roles in the organisation and occupational segregation in specialist roles

• Lead: Director Human Resources
• Target date: December 2009
• Activity: Please See ‘Positive Action’ section of this report

38. There is some overlap of activity between a number of these objectives. A gap analysis will be instituted which will identify those areas and clarify ownership.

Communication of Equalities Scheme Activity

39. Progress with regard to the MPS Equalities Scheme is, or will be, communicated in a number of ways:

• Through the Scheme’s Annual Report, available on internal and external websites and in various other formats. The report is automatically sent to those who have previously offered feedback during the development of the Scheme
• Through the work of the Diversity and Citizen Focus Advisors and their key involvement in the strand-related workgroups
• Through the published Equality Impact Assessments and their resulting annual monitoring reports
• Through the governance arrangements (see above) and their published minutes

Monitoring

40. All MPS corporate policies are monitored for race impact at least on an annual basis. This includes service delivery and employment functions. A monitoring report for each and every corporate policy is published through the MPS Publication Scheme on the Internet and Intranet. The Equalities Scheme Section 5 ‘Equality Impact Assessment’ details what this monitoring involves and includes the following:

41. Monitoring is our way of knowing whether a policy is effective and that it promotes equality. By monitoring, we test;

• Legislative compliance
• other people’s perceptions and experiences of our policies
• for inequalities, investigating and tackling the cause so that
• barriers are removed
• whether particular groups are affected, and if so how?
• How effectively we are providing our services to communities according to their different needs.’

42. The Equality Impact Assessment (EIA) process and the identification of each corporate policy as at least relevant to race equality, ensures that race equality and indeed all equality, is mainstreamed across the MPS. Work is underway in TP to implement the EIA process at OCU level for all of their performance objectives.

Positive Action

43. In November 2007, Human Resources took over the management of the Positive Action Leadership Programme (PALP) from DCFD. PALP is a programme designed to enhance the retention and progression of under represented groups within the police service, which helps raise awareness of personal values and beliefs and how individuals can develop themselves and their career. An evaluation of the programme has since been undertaken. In total 98 questionnaires were distributed with a 46% return rate (45 questionnaires). Findings include:

• 84% of the delegates felt that the PALP has equipped them with the skills required to apply for development opportunities and progression. In addition to this 91% said that the learning outcomes of the programme had made a positive impact on the way they work.
• 90% of the delegates have not gained promotion since attending a PALP, however 84% said it made a positive impact on performance.
• 77% of the delegates said the PALP has increased their intentions to stay with the MPS. The module feedback was favourable as 95% rated the modules as very satisfied or fairly satisfied.

44. One programme per month is booked for 2008; a detailed evaluation questionnaire has been designed to be sent out to participants at 6, 12 and 18 months after the programme to evaluate impact upon performance, progression and retention. A national evaluation has been carried out under the sponsorship of the Home Office. Again, this provides very positive encouragement for the continuance of the programme, although it is acknowledged that a longer term (over 3+years) study needs to be conducted to ascertain whether or not the programme is meeting its aims in terms of retention and progression. No barriers were identified via the evaluation.

45. A new progression and retention strategy for members of under represented groups, which includes a range of measures to increase diversity within leadership roles, is currently being created by Human Resources Directorate for presentation to HR Board by April 2008.

46. A talent management strategy for BME officers and staff has been drafted by Human Resources Directorate and is currently subject to consultation. The aim is to launch a range of programmes by April 2008.

47. The MPS Recruitment Directorate has been successful in achieving high levels of BME and female representation amongst various groups of joiners; in the period 2007/08 the forecast year-end position has been set out below:

• Police recruits (1133 with 19.4% BME, 40.0% female)
• PCSO (1407 with 26.4% BME, 40.0% female)
• Specials (1132 with 32.3% BME, 34.1% female)
• Police transfers into the MPS (750 with 5.8% BME, 16.1% female)

48. The number of female officers amongst police and PCSO recruits nearly matched the female economically active population of 44%. Similarly, the level of BME recruits joining as specials and PCSOs has exceeded the BME economically active population of 26%. Although the level of BME police officer recruits falls short of the economically active population, it is greater than the level of BME recruits joining in previous years, reflecting an improving trend.

49. In addition to fulfilling the deployment plan, the MPS’ projected year-end outcomes for BME strength are exceeding target: Police Officer 8.2% against 8% target; PCSO 30.8% against 30% target; MSC 31% (no target set); Police Staff 23.13% (no target set). The BME representation amongst PCSO and specials continues to exceed the BME economically active population.

50. The HR Business Plan embraces an expansive vision of diversity and focuses upon realising the benefits from a community focused approach to recruitment. The subsequent Recruitment Strategy seeks to bridge the gap between inclusion, under-representation and operational needs. The strategy emphasises the importance of social cohesion, community engagement and understanding as elements to help remove barriers and increase workforce representation.

51. The Positive Action Central Team (PACT) have developed initiatives in liaison with local borough based teams to encourage those from under represented racial groups to consider a career within the MPS. The PACT participates in recruitment stands at community events and festivals. Targeted approaches have been made through:

• Universities with a high BME population
• Places of worship
• Religious festivals
• Shopping centres
• Fitness First Gyms
• Premier Christian Radio
• The London Dragon Boat Festival
• Workshops arranged for applicants focussing on the National
  Recruitment Standards assessment centre and advice on selection process
• Pre-employment courses developed by Jobcentre Plus for Police
• Staff posts including PCSO vacancies

Training – RR(A)A:

52. DCFD compliments and provides support to the MPS across all business areas in the formulation and delivery of both CRR and Police National Race and Diversity Learning and Development Programme training.

53. In order to meet our legal requirements (specific and general duties) and to underpin the MPS Equalities Scheme, the Diversity Learning and Development Board (DLDB) are recommending that the MPS use the NPIA e-learning resource which focuses on those legislative obligations under the Specific and General Duties imposed under the Race Relations (Amendment) Act 2000, Disability Discrimination Act 2005, and the Equality Act 2006, which amended the Sex Discrimination Act 1975, to create the Gender Duty.

54. This approach will provide a baseline for further equality, diversity and human rights learning and development, where staff can then progress to complete the Police Race and Diversity Learning and Development Programme (PRDLDP) modules as required by their role and working context, to meet the knowledge and understanding criteria of National Occupational Standards.

55. Additional benefits would be realised in that, a number of learning and development elements of the MPS Equalities Scheme action plan could be addressed (either in full or partially) by this approach.

56. Development of this training package should be completed by March 2008 and available for MPS staff shortly thereafter. It is intended that the learner should be able to complete it within a short time frame and introduction to this format for equalities learning will familiarise staff with the style and content of the full PRDLDP resources, which will help towards achieving the wider MPS implementation of PRDLDP goals.

Acronyms & abbreviations:

ACOS

Assistant Commissioner Operational Services

ACPO

Association of Chief Police Officers

BME

Black & Minority Ethnic

(B)OCU

Borough Operational Command Unit

CO

Central Operations

CRIS

The Crime Reporting Information System

CRR

Community Risk Register

CSUs

 Community Safety Units

CT

Counter Terrorism

DAC

Deputy Assistant Commissioner

DCFAs

Diversity & Citizen Focus Advisors

DCFD

Diversity & Citizen Focus Directorate

DCI

Detective Chief Inspector

DCLG

Department of Communities & Local Government (Replaces ODPM)

DCS

Detective Chief Superintendent

DLDB

Diversity Learning & Development Board

DV

Domestic Violence

EIA

 Equality Impact Assessment

EODB

Equal Opportunities & Diversity Board

ESLG

Equality Standard for Local Government

ESOL

English as a Second Language

GLA

Greater London Authority

GLARES

The GLA’s Race Equality Scheme

GTLO

Gypsy & Traveller Liaison Officer

HMIC

Her Majesty’s Inspectorate of Constabularies

HR

Human Resources

IAG

Independent Advisory Group

LA

Local Authority

MDW

Migrant & Domestic Workers

MPA

Metropolitan Police Authority

MPS

Metropolitan Police Service

MSC

Metropolitan Special Constabulary

NPIA

National Police Improvement Agency

PACT

Positive Action Central Team

PALP

Positive Action Leadership Programme

PCSO

Police Community Support Officer

PRDLDP

Police Race & Diversity Learning & Development Programme

RAS (LG)

Refugee & Asylum Seeker Listening Group

RR(A)A

Race Relations (Amendment) Act

SM&PD

Strategy Modernisation & Performance Directorate

TP

Territorial Policing

VCD

Violent Crime Directorate

C. Race and equality impact

This report outlines the commitment of the DCFD to the elimination of racial prejudice and the promotion of fairness, equality, inclusion and opportunity within the organisation. It also affords an opportunity to highlight the extensive range of policies, projects, programmes and initiatives on which DCFD are currently engaged in driving the equalities agenda forward across the MPS.

D. Financial implications

It is acknowledged that this is a difficult area to assess and coordinate. The MPS Management Board has agreed that Business Groups will take individual responsibility for the implementation of the Equalities Scheme Actions allocated to them. There is a clear expectation that much of the activity identified for progress will have a financial implication. Individual action owners will need to ensure that the required financial and people resources are identified and made available as part of their business annual planning processes. There is therefore an expectation that activity to support action plan objectives will be incorporated into business planning for the relevant Business Groups and budgeted for accordingly. Whilst we are unable to identify, with any accuracy, such spend at this time, this area of business will form part of the governance and monitoring framework.

E. Background papers

None

F. Contact details

Report authors: Glen Allison, Annette Wightman, Colin White and Martin Larner, MPS

For more information contact:

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

Appendix 1

Examples of Activity Re. MPS Equalities Scheme Objective R2

1. The DCFD Communities Together Strategic Engagement Team (CTSET) has managed community engagement across a variety of other Directorates on behalf of the MPS, Work 2007-2008 to date includes:

• Haymarket Bombs- community consultation
• Operation Hargood – Climate Camp community consultation and engagement across 3 force areas (MPS, Thames Valley and Surrey)
• Stockwell – community consultation
• Operation Argon and Neon patrols with community observers
• Liaison with the CT Command re high profile releases and terrorist related arrests
• Liaison and assistance to Territorial Policing re EIA for Operation Delphinus
• Working with SM&PD on mapping communities and providing boroughs with detailed information to better develop engagement at ward level.
• Mapped the communities across the 5 Olympic Boroughs to allow engagement processes to be developed
• Provided community engagement for Central Operations for the extension of the Taser pilot within the MPS.
• Working with the Directorate of Public Affairs to increase minority media contact and understanding of the MPS processes
• MPS Community Tension Returns in conjunction with Boroughs. This is then fed into CO and CT operational meetings

2. In addition to the community engagement role performed by CTSET the unit is also engaged in the following other areas of work:

• Support for the Muslim Safety Forum
• Team now geographically aligned with world regions and building up knowledge and contacts within those communities i.e. Tamil, Congolese, Somali
• Quadrant project – community led engagement with University of Central Lancashire supervision – looking at how best to engage communities from Somali, Turkish/Kurdish, Bengali, Pakistani and Sri Lankan
• Specific tension returns for activity by CO and CT.
• DCFD Tasking process to link emerging issues with advice and support from the range of DCFD units i.e. Hackney had issues raised by LA Local and have used the skills of CTSET and Diversity Advisors to help develop a better understanding of their community and the issues they face.
• Provision of a DVD training package for schools on extremist behaviour to allow discussion amongst youth within the National Curriculum. Due to launch late January
• Provision for Somali Radio for engagement with that community and linked with Somali Eye magazine
• Developing database for community contacts to be stored across the MPS in conjunction with Safer Neighbourhoods
• Youth worker employed with London Youth – undertaking work on engagement with youth, best methods to deliver key messages and develop a contingency system to inform youth in case of a critical incident
• Provision of Outreach workers to support the Quadrant work outlined above to then take best practice across other MPS areas where these communities live.

3. The DCFD Race Strand Team has developed a Refugee and Asylum Seeker (RAS) Listening Group (LG) forum. LG events have been drawn together around particular communities or issues. The team have worked with external partners to explore community issues. Recent LG events have included a focus on youth issues, supported by the Children’s Society. Another event was held in partnership with the Refugee Council, which focused on women’s issues such as domestic violence.

4. The race team recognises the growing discourse around not only refugee and asylum seekers, but also the increase in economic migration particularly from Eastern Europe. The team therefore intends to expand the concept of the listening group to other new migrant communities.

5. The team have been involved with a pilot project, initiated by the Polish community, whereby a number of agencies came together to provide key information on public services to newly arrived migrants. This work was based around the Polish Catholic Mission in Islington, which is a focal point for the community across London. The event was a success but has not been developed further to date

6. The team are continuing research into developing a new migrant communities information booklet initiative. The immediate work will be liasing with two MPS BOCUs with sizeable Polish Communities to consider some pilot work. This would appear to be a good place to start due to the population size, but the concept should be transferable to other communities.

7. The team has supported the Immigration Strategy and policy team on the development of the MPS Immigration Policy. The team has recently developed and published internally, guidance on Dealing with Asylum Seekers as Victims and Witnesses.

8. The team held a Migrant and Domestic Workers (MDW) awareness event aimed at senior MPS officers, to raise their awareness of issues concerning MDWs such as, employment conditions, police assistance in disputes and passport recovery.

9. The Age team have worked with the Roma Support Group, a charity working with and for Roma Refugees from Eastern Europe. Following funding awarded to produce a short film with young Roma people within British society; the Age team participated in a panel discussion along with other agencies on community service provision.

10. The MPS has a Gypsy and Traveller Independent Advisory Group the chair of which is a Gypsy man and full membership of which is limited to Gypsies and Irish Travellers. While it hasn't met for a while it is consulted by telephone and email, has been part of the IAG review and other consultations and is able to raise issues of concern, as it feels necessary. They have also been involved in relevant operational planning matters and in post operation debriefs.

11. The MPS has a full time Gypsy and Traveller liaison officer (GTLO) and has had for some time. This officer provides a single point of contact for Gypsy and Traveller representative groups, individuals as well as providing advice to police officers and other staff on Gypsy and Traveller (G&T) issues. The officer also represents the MPS on the ACPO G&T portfolio group, which is engaging with G&T groups nationally.

12. The MPS is working with NPIA and Gypsy and Traveller groups to produce a national guidance document of Gypsy and Traveller culture and thus break down barriers to community engagement. This is addition to the extant PMS guidance complied in conjunction with Gypsies and Travellers.

13. The MPS was represented by the MPS GTLO on the DCLG Ministerial Task Group on Site Provision and Enforcement, together with G&T community members. This enabled trust and confidence in the willingness of the MPS to engage and respond to the needs/questions of G&T to be established.

14. The MPS is represented through the MPS GTLO on the London Regional G&T Needs Accommodation Assessment together with G&T community members this enabled trust and confidence in the willingness of the MPS to engage and respond to the needs/questions of G&T, to be established.

15. The MPS is represented at the meetings of a charity group working with the Gypsy and Traveller community in the area of London with one of the highest concentrations of G&T in the UK.

16. The MPS is represented through the MPS GTLO at the Mayors G&T forum. This is a community group meeting at City Hall through which community members can raise issues of concern. Presentations on the MPS policy on Gypsies and Travellers have been made to this group.

17. The MPS has a policy document which requires all boroughs to have a borough based GTLO who performs a similar role to that of the MPS GTLO at a local level. While all posts are not filled the majority are.

18. The MPS policy document on 'Engagement with Gypsies and Travellers’ is intended to help improve the trust and confidence of Gypsies and Travellers in the MPS and the way in which it responds to issues that involve and concern them. This policy document, which is publicly available, states that the MPS acknowledges the status and unique lifestyle of Romany Gypsies and Irish Travellers as distinct ethnic groups. It affirms that like the settled community Gypsies and Travellers are entitled to a life free from the fear of crime, harassment and the intimidation. The MPS will:

• Consult Gypsies and Travellers as well as affected members of the settled community when making decisions that impact on their lives.
• Proactively investigate allegations of crime, harassment and intimidation directed against them.
• Be open and transparent in all dealings with Gypsies and Travellers.

19. The MPS is one of the few forces in the UK that has a flagging system to identify crimes where G&T are victims; this is to ensure that a good service is delivered and that racially motivated crimes are correctly identified. The MPS policy requires dip sampling by CSU supervisors to ensure that GT & RI flagged crimes are being dealt with in a way that improves trust and confidence.

20. The MPS has held a community-facilitated workshop with G&T staff to ascertain their experiences of working within the MPS.

21. The MPS is engaging with faith groups who minister to G&T communities through the Church Network for Gypsies and Travellers, a group whose membership includes G&T. Through this medium the MPS has been able to explain and present it's policies and procedures thus improving trust and confidence of G&T groups.

22. G&T tensions are part of the weekly community tension monitoring return required from all boroughs.

Appendix 2

Examples of Activity Re. MPS Equalities Scheme Objective R3

23. The DCFD Race Strand Team is supporting Chief Superintendent Gore (TP Race Champion) with the development of his pan London Race portfolio in support of the overarching TP Diversity Strategy. A key driver for this work will be the Equality Scheme, Race action plan objectives R3, which has AC TP as the senior MPS lead.

24. The Athena Sport Team encourage and assist in using sport as a diversion from crime for all communities working with Safer Neighbourhoods, Youth Offending Teams, Schools Teams and other external partners.

25. The team are directly involved in the strategic implementation of a number of sports programmes targeted at crime diversion, combating hate crime and promoting increased community trust and confidence, including:

• Met-Track, offers sport as the healthy alternative in life to young people, where professional athletes provide a day’s coaching to local secondary school pupils in order for young people can sample athletic coaching expertises at an international level for free.
• Street 20 – a developing cricket programme for 2008 with 10 boroughs, working through Safer Neighbourhood teams, with the London Community Cricket Association, England and Wales Cricket Board, the Home Office’s Positive Futures team and ‘Chance to shine’. The programme will engage communities through a mixture of school and housing estate based activity to reduce anti social behaviour.

26. The Athena Sport team is working with the Football Association, the National Association of Muslim Police, the Board of Deputies of British Jews on an Anti-Semitism and Islamaphobia Seminar, to be held on 3 April 2008. The seminar will be exploring the issues of Anti-Semitism and Islamaphobia and football and follows a programme of work, which has tackled racism and homophobia within the sport.
 

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