Update on the MPS equalities scheme

Report: 11
Date: 3 April 2008
By: Acting Assistant Commissioner Operational Services on behalf of the Commissioner

Summary

This report provides an overview of the ongoing development of the MPS Equalities Scheme, together with progress made in terms of its governance, engagement and successes.

A. Recommendations

That

1. members Note the content of this report; and

2. Endorse the progress made within this report and that governance, engagement and successes are proving effective.

B. Supporting information

MPS Equalities Scheme Timeline
1. The MPS Equalities Scheme's (ES) Common and Disability elements and action plans were published in December 2006. The scheme was presented to EODB on 18 January 2007. The Gender element and action plan was published in April 2007 and presented to EODB on 24 May 2007.

2. The Race, Age and Sexual Orientation elements and action plans were added throughout the remainder of 2007. The sole remaining element, Religion and Belief, is currently being consulted upon and feedback incorporated for publication in April 2008. Implementation dates for the various actions cover 2007-10. At all stages, scrutiny has been provided by the MPS Equalities Scheme Reference Group.

Governance

3. With the near completion of the scheme, a review of the whole action plan is underway. It has been recognised that a barrier to transparent and auditable progress has been the complicated breakdown of each objective. To overcome this, a template with guidance has been sent to all Management Board leads, business group Diversity Champions and the named person within each business group responsible for actually delivering the activity to meet each objective (see Appendix 1 for the guidance, which includes the template headings). Assisted by the Diversity and Citizen Focus Directorate (DCFD), each owner will review the ongoing appropriateness of the Objective, Key Elements, Outcomes, Indicators, Lead and Target Date. This will assist in terms of governance, monitoring and reporting, both by individual business groups and the MPS as a whole. Following this review, the scheme will be updated and republished in the summer of 2008.

4. The first ES Annual Report, which is a statutory requirement, was published on 3 December 2007. This detailed progress made on both the Common and Disability actions due for completion in 2007-8. The Gender Annual Report will be published by the legal deadline of 30 April 2008 and will include an update on all gender-related actions, both those due already and those due through to 2010. Future annual reports, beginning with the second anniversary of the scheme in December 2008, will include updates on all the equalities action plans. It is proposed that these future annual reports will align to end of financial year reporting periods.

5. All reports are available on the MPS Internet and Intranet websites. Race element progress was reported to EODB on 7 February 2008. In addition to this, some examples of successes achieved are covered in more detail within the ES Annual Report:

6. The DCFD has developed a performance management framework that is used by the MPS Diversity Board to monitor performance in diversity, equality and fairness issues at a corporate level. The Board thereby identifies specific areas of concern and commission further analysis and work to increase understanding of the issues and action that could be taken. For example, it has recently received an in-depth analysis across all diversity strands on disproportionality issues relating to domestic violence.

7. In terms of monitoring, the following categories are now captured and maintained by Human Resources (HR) practitioners regarding applicants and employees:

• Age
• Gender (male or female only)
• Disability (optional)
• Ethnicity

8. The following categories are capable of being captured and maintained by individual MPS employees on a 'self-declared' basis via MetHR self-service:

• Religion/Faith/Belief
• Self-Declared Disabled and Disability Description
• Sexual Orientation
• Transsexual/Transgender/Intersex

The purpose of MetHR is to get the most out of our people and the information we hold about them. By increasing the information we gather, we help HR practitioners to:

• Do their jobs well
• Make informed decisions
• Provide information to senior management and our external customers

The MetHR Self Service programme will provide:

• Individuals with greater control of their own personnel details
• Managers with online tools to better manage their staff
• Improved quality of data for personnel across the MPS

9. The MPS Equalities Scheme (ES) Programme Board inaugural meeting took place on the 18 March 2008. Governance arrangements for the scheme, in terms of committees, were described within the report to EODB on 7 February 2008. These included an overview of the ES Programme Board, Performance Management, Consultation, Review, Organisational Learning and practical support elements of the process as well as detail of the strand-specific workgroups and the monitoring, accountability and role of business groups in progressing the different elements of the scheme. These new arrangements are designed to overcome the barriers inherent within the previous structures, which placed initial emphasis more on developing the scheme rather than its implementation.

DCFD Structure

10. As a result of the realignment of Operational Services, the DCFD will be placed under the line management of Territorial Policing (TP) Command. This process will not adversely affect the activities described below, but engagement with BOCUs will be enhanced by the inclusion of the DCFD within the same business group as the BOCUs. In terms of structure within the DCFD, which takes a strategic lead for the MPS in delivering the scheme, the following governance activities are undertaken:

11. The Diversity and Citizen Focus Advisors (DCFAs) assist the Diversity Strand Teams and others within the DCFD in developing plans to deliver the objectives within the Scheme for which they are responsible and assisting other business groups delivering the ES objectives for which they are responsible.

12. The DCFAs and the Diversity Strategy and Coordination Unit, in partnership with the business groups, are rationalising the objectives and actions within the Scheme, ensuring that clear, measurable benefits are identified.

13. The DCFAs are a direct link to (B)OCUs and units and provide advice and support for local delivery. This is developed by the formulation of local diversity strategies, local action plans, targets that reflect those set out in the ES, and the setting up of local monitoring and review processes. They are assisting in setting up Diversity Forums, with Terms of Reference, where they are currently absent and producing job descriptions for strand leads on boroughs.

14. The Diversity Strategy and Coordination Unit, having compiled the ES, reports on the progress of the scheme to relevant committees and through the scheme’s annual reports. The unit has a core function in supporting the governance and monitoring of the ES.

15. The Performance, Development and Monitoring Unit are responsible for assessing the realisation of the benefits from the delivery of the Scheme, identifying where improvements are being realised and also where the expected benefits are not materialising and further work is required. The Unit also links the benefits arising from the Scheme to the organisation's equality outcomes that are monitored by Diversity Board.

16. In addition, the DCFD Strand teams have an assisting governance role in supporting the stand-related workgroups. The ES will be the key driver in the development of DCFD business plans for 2008/9.

17. The Diversity Learning and Development Branch (DLDB) has responsibility for the implementation of the Police Race and Diversity Learning and Development Programme (PRDLDP). The ES contains many references directing different parts of the organisation to their responsibilities around PRDLDP within the objectives to be delivered. The DLDB has responsibility for governing this aspect.

18. The Communities Together Strategic Engagement Team (CTSET), set up in the aftermath of 7 July 2005, has a strategic role in providing pan-London community engagement in support of local activities conducted by borough and neighbourhood teams.

Ownership across the MPS

19. Ownership of each objective contained within the ES Action Plan has a Management Board lead, a Business Group Diversity Champion and a named person within that Business Group responsible for actually delivering the activity to meet the objective.

20. The Equality Impact Assessment (EIA) process and the identification of each corporate policy as relevant or a priority for one or more of the equalities strands, ensures that ES activity is mainstreamed across the MPS and down to the local level. Engagement on the impact of policies at this local level is a key part of the process. The guidance provided to policy developers includes an expectation that assessments will include the views of those who carry out the policy and the views, concerns and experiences of the different communities that are likely to be affected. In this way, the ES has a direct impact on local policing.

21. The DCFD is producing a guidance document to enhance MPS awareness of strand specific considerations, for staff to consider when approaching the EIA process. The guidance supports the widest consideration of factors, as well as providing a range of additional reference points and organisations which can assist with wider consultation.

22. As a locally based example, every BOCU impact assesses, with the appropriate local consultation, its own performance objectives within BOCU Policing Plans. These are quality assured centrally within TP.

23. Knowledge and ownership, by all members of the MPS, of the ethos of the ES is enhanced by the ongoing implementation of the PRDLDP, supported by a national suite of diversity e-learning modules. Parts of the implementation are contextualisation and community engagement within training development.

24. The MPS is currently developing an Equalities Framework designed to assist all (B)OCUs to:

• support the ES at a local level
• mainstream equality and diversity
• work more effectively with their partners through Local Area Agreements
• be better prepared for future Her Majesty’s Inspectorate of Constabulary (HMIC) inspections through the integration of the new Assessments of Policing And Community Safety system within the framework.

25. The Framework builds upon the principles of the Equality Standard for Local Government (ESlg) and will span across three levels of achievement - Emerging, Achieving and Excellent. Each of these levels will have a series of questions against which the MPS and its Operational Command Units (OCU’s) – in partnership with its stakeholders – will be able to evidence and assess its performance in terms of achievement. The focus will be on how the outcome has made a difference to people/communities.

26. Adopting this approach the MPS will be able to demonstrate that we:

• engage with London's communities to promote quality policing
• understand and act upon the needs of the citizens we serve
• promote equality and tackle inequalities
• develop priorities that are genuinely shaped through a real understanding of the needs of London's diverse communities
• integrate our equality priorities within the decision-making and performance management processes
• have a systematic framework in place for mainstreaming equality which results in continuous improvement
• consistently meet our obligations under the law.

27. The self-assessment element of the MPS Equalities framework will complement and support the ES governance process, enabling the organisation to identify its strengths and weaknesses. Through the development of local action plans to address the improvement areas, the framework will provide the mechanism for effective monitoring and further integrate the ES into local performance activity. Further ES and strand team linkages with BOCUs and directorates are described below.

Successes (with links to the relevant ES objectives)

28. The DCFD Race Strand Team has supported the TP Race portfolio lead to ensure that the portfolio is aligned to the delivery of objectives under the ES Race element action plan. The team brought together a range of key MPS staff and Independent Advisory Group (IAG) representatives on 21 January 2008 to develop the concept of Race Liaison Officers. The team have fed back the collective ideas from the session and drafted a role for consideration. This suggested role would operate at a strategic level on BOCU, supporting and championing the ES, acting as a signpost for support and assistance elsewhere in the service, maintaining and facilitating two-way communication between local and central units on race issues. (objective C19)

29. Athena Sport has provided a corporate model for youth engagement through sport, which will form part of the MPS Youth Strategy community engagement strand, and which fully supports key elements of the ES being delivered through BOCUs. (objectives A2 and A3)

30. The DCFD LGBT Strand team have supported throughout February 2008 a number of events taking place across MPS boroughs to mark Lesbian Gay Bi-sexual and Transgender (LGBT) History Month. Many of these are partnership events with local councils and LGBT Forums. These have raised awareness and the profile of the LGBT community working within the MPS. As examples: Serious Crime Directorate held a ‘dress down’ day to raise money for an LGBT-related charity; two film nights for staff and their partners were held to explore diverse cultural and community issues; an all-day conference examined compound or multiple discrimination; a DVD was produced allowing LGBT staff the opportunity to give their experiences within the MPS; monthly advice surgeries for the LGBT community were started at West Greenwich and Plumstead Libraries; and TP held a breakfast event to acknowledge and thank LGBT Liaison Officers for their contributions to enhancing the LGBT agenda. (objectives C18 and S6)

31. DCFD Age Strand Team supported Safer Neighbourhood 4 People (SNAP) in partnership with Safer Neighbourhoods. SNAP is a project involving young children from primary schools. The children are given disposable cameras and are asked to take snaps of the area around them, which they feel is unsafe. The local Safer Schools Teams take the pictures to the local authorities to have identified areas made safer. As examples, a broken open garage, which was regularly being used for drug-related activities, was identified and repaired; and the e17 Bridge Project in Waltham Forest Borough involved 200 children cleaning away graffiti, which is now advertised as good practice on the MPS Intranet. An event was held at the Greater London Authority (GLA) to show appreciation and recognition for the work of the children involved in these and similar projects. (objectives A2, A3 and A7)

32. The team facilitates the monthly Met Youth Advisory Group (MYAG) meetings. This group advises and assists the MPS with youth issues and concerns, for example, in the review of the Stop and Search Policy and Critical Incident issues. (objectives A2 and A3)

33. The team has worked in partnership with the UK Youth Parliament funding and supporting Project Consider, which is a project by young people for young people about the impact of knife and gun crime in London. The team partly funded and attended a pilot event at the Ramada Jarvis Hotel in Ealing, which included the showing of an anti-gun and anti-knife DVD, with positive role models, which had been produced by youth members. With the assistance of contributions from the Third Sector, for example, Connexions, this is being rolled out across London through workshops being held in schools, starting in five priority boroughs. (objective A7)

34. The DCFD Gender Strand Team has been working with the Specialist Firearms Command (CO19) in relation to recruiting women into the Command. The delivery of Encompass, a personal and professional development programme for women, has lead to the training of their ten existing female officers to be mentors for prospective female applicants, developing and delivering two refocusing days aimed at coaching them on the application process. (objective G8)

35. The Women’s Career Development Coaching Programme, which can be used generically within any department or (B)OCU for police officers and staff, has been developed to support women in achieving their career goals. Similarly the Gender Mentoring Training Programme has been developed, which can be delivered to BOCU trainers, for them to train their own personnel. (objective G8)

36. A Gender Reference Manual has been developed to inform and advise MPS personnel in all issues relating to gender. It addresses female, male, transgender and intersex issues and covers legislation, MPS policy, sources of information and advice, useful links and contacts. (objectives G8, G9, G10 and G11)

37. The team has worked with BOCU HR departments, running Gender Health Check workshops to identify areas of strength and effective practice as well as areas and issues, which need to be addressed in order to attract and retain women in specific roles. (objectives G8 and G9)

38. A Transgender workshop was held in July 2007, and a second will take place towards the end of 2008, with the aim of informing and raising awareness among MPS employees. Workshops have similarly been facilitated examining Multiple Sclerosis and diabetes, where members of staff could give their input. A day-long training and awareness discussion event was held for Faith Liaison Officers and faith-related Staff Support Associations at the British Museum as part of the ‘Sacred Exhibition’. In addition, some BOCUs, for example Westminster, have held internal faith awareness courses. (objectives C18, C19 G12, D13, D14, D15, D16, D18 and F5)

39. A workshop with the Disability Independent Advisory Group (DIAG) on 19 April 2007 took forward issues on how Deaf and disabled people were included within Neighbourhood Panels; how they receive information from Safer Neighbourhood Teams (SNTs); what training SNTs receive on disability; how disabled people contact their SNT; what finances are made available for meetings to be more accessible for disabled people; and how SNTs are addressing Hate Crime against disabled people. (objective D18)

40. The MPS Mental Health Programme Board is currently overseeing the implementation of a project plan that covers nine areas of activity including awareness, training and education, engaging with service users and partners, supporting Borough Operational Command Unit (BOCU) Mental Health Liaison Officers and sharing best practice. A DVD has been produced and circulated providing an overview of MPS policy, including why and how the MPS carry out restraint procedures. (objectives D2 and D5)

41. Croydon BOCU is leading a project involving local schools, disabled people and the local authority to produce an anti-disability bullying DVD. (objective D9)

42. Wandsworth BOCU have, in partnership with Wandsworth Council and the London Fire Brigade, produced a DVD that spotlights a pilot project with young people from schools for the visually impaired and hard of hearing. The young people were taken through an innovative programme of safety skills training. The format will be cascaded to all (B)OCUs as good practice. (objectives D11 and D18 )

43. Within the MPS the recognition and impact of disability on a victim’s capabilities to provide evidence and attend court is being continuously assessed. A designated officer within the Violent Crime Directorate Service Delivery Unit looks solely at disability and age issues around domestic violence and Hate Crime. (objectives D9 and A5)

44. In addition, the MPS are working with strategic partners in London Boroughs to further develop and publicise facilities to assist victims and witnesses when reporting serious and sensitive crimes in a safe and confidential environment. (objective S3)

45. Proposed changes to the Crime Reporting Information System will look at additional factors such as communication, access and personal care needs, with a view to providing an enhanced level of service. Further details were provided within the report to the Full Authority on 27 March 2008 addressing the agenda item on the Integrated Hate Crime Strategy. (objectives D8 and D9)

46. A steering group is looking at different aspects of abuse, including abuse within care homes, and links to other areas of Hate Crime and domestic violence. Different forms of violence and abuse against the elderly will be clearly defined. The aim is to provide a prioritised and consistent quality of service in relation to the investigation of violence against the elderly and vulnerable adult abuse. (objectives D9 and A5)

47. The Medical Officer, Recruitment Managers and business group representatives review cases of all candidates seeking to join the MPS. They consider the employment opportunities for candidates for police officer, Metropolitan Special Constabulary and Police Community Support Officer, making recommendations for reasonable adjustments where appropriate. (objective D13)

48. Where any staff become disabled during the course of their employment, the Workforce Planning Unit (WPU) work with the individuals, their line managers and business groups to facilitate suitable postings. Through the Health Commission, the WPU have developed a Deployment Policy Framework for police officers on restricted duties, to assist in the career management of officers who cannot perform the full range of operational duties. (objective D15)

49. Within Progression and Selection the occupational psychologist, head of unit and project manager works with any candidates who have identified disabilities to us, to ensure that reasonable adjustments are made to their assessment centre, prior to their attendance. Medical, educational, psychologist and specialist advice is sought to ensure that all candidates enter the process on a level playing field. (objectives D13 and D15)

50. The London Resilience Team Programme Board on 25 September 2007 supported the establishment of a work group under the governance of the London Regional Resilience Forum to develop a multi-agency approach to include issues relating to disabled people into pan-London emergency planning procedures. (objective D17)

Community Engagement

51. Since the report to EODB on 18 January 2007, which outlined the Common and Disability elements of the scheme, there has been considerable engagement as part of the scheme’s ongoing development. Each equalities element was the subject of at least two engagement events for mixed internal and external consultees. These were held throughout 2007 and, together with similar activities held in 2006, totalled 15 such events. The comments received through these were instrumental in developing the elements and action plans.

52. As an example for all the strand elements, the feedback received through the gender events in terms of issues and challenges were then detailed within the scheme, but were also the subject of a further report to EODB on 24 May 2007. This report also included how the MPS further involved communities in the development of the scheme, which was replicated for the other elements.

53. Equality and diversity, together with local community engagement, are central to the delivery of the Safer Neighbourhood programme. A report to EODB on 24 May 2007 (Agenda item 7), to be updated at EODB on 4 June 2008, included a number of examples drawn from across SNTs.

54. To ensure the removal of barriers in employment and service delivery that currently exist within the MPS for disabled people, the DCFD Disability Strand Team are undertaking the following engagement activities:

• Within the Budget for 2008/2009 a bid will be made to extend the Deaflink Scheme to other boroughs. At present Islington has been identified as a likely borough and provisional discussions have taken place with Islington BOCU as well as the local Deaf group. All Deaklink schemes are run and set up with the involvement of Deaf people. To enhance further engagement, a budget will be requested by the Strand for further Deaf awareness training where a need is identified.
• With the Disabled Staff Association (DSA) and HR, working on an MPS questionnaire in relation to reasonable adjustments
• With the DSA and HR, working to run focus groups identifying the barriers around selection and progression
• As members of the GLA group working on a programme of joint initiatives, which includes a personnel-related workstream. In particular, it is working towards a GLA Group standard for recruiting, retaining and developing disabled people. This includes comparing arrangements and policies for recruitment and retention, sharing good practice and removing differences in arrangements between the GLA members.
• Facilitating the Deaf British Sign Language users group, which is an affiliated group from the DSA with access support
• Developing a Consultation Strategy, which will identify those Deaf and disabled people who will be consulted on relevant issues. Contact has been made with the Council for Disabled Children, so, it is envisaged, this will give us contact with young disabled people.
• Producing guidance on how to meet the needs of Deaf and disabled people at Community Meetings; and giving a presentation to Safer Neighbourhood sergeants around this area.
• As members, with the DSA, of the MPS Health Commission Working Group which deals with providing support for staff in relation to health issues. The purpose of the MPS Health Commission is to provide a co-ordinated approach to optimising the number of officers available for operational duty, and as far as possible balance the operational needs of the MPS and the aspirations of individual officers.

55. The Faith Strand Team will deliver two presentations to SNT Sergeants about the work of the Strand on the 21 and 22 April. As part of ongoing consultation on faith matters, the team have engaged with:

• The Advisory Board of the 3 Faiths Forum, including the 3 Faiths Youth Division.
• The Hindu Forum of Britain to discuss and draft terms of reference for the Hindu Consultative Forum.
• The National Sikh Security Forum, in partnership with the National Community Tension Team, examining tensions concerning the Sikh community.
• The Chair of the British Organisation of Sikh Students (in partnership with the Age Strand Team). This society runs a Sunday radio programme aimed at young people.
• Premier Radio, a Christian Radio Station. A future plan for a youth mentoring project linking into religious establishments is being discussed, which includes the Christian Police Association. Premier Radio is also meeting with the Directorate of Public Affairs.
• The Executive Committee of the World Congress of Faiths, delivering a presentation on the work of the Faith Strand Team.
• The Faith Regen Foundation, which forms links between faith communities, government, voluntary and private sector. Their programmes, with special focus on Black and Minority Ethnic communities, include:
  • preventing extremism
  • Encouraging social inclusion
  • Tackling worklessness
  • Promoting the well-being of youths and women
• MPS Faith Staff Support Associations to discuss their plans for 2008, including supporting associations during their main festivals.
• The organisers of Holocaust Memorial Day 2009, which the MPS will be celebrating in its own right. The team will be leading on this activity.

56. Under the LGBT agenda:

• The LGBT Advisory Group sought and gained the support of the DCFD LGBT Strand Team to conduct a survey amongst LGBT Londoners in relation to the misuse of alcohol and drugs. Preliminary results have been completed, with the full report expected imminently.
• A new piece of work is underway internally to assess the needs of Transgender colleagues and to improve support structures. Data suggests that the MPS has more Transgender staff than was initially believed. This work will be in tandem with the work of the new Association of Chief Police Officers Transgender Portfolio Group and the proposed creation of the National Transgender Police Association. Consultation days will be held towards the end of April with the internal MPS Transgender community and external advisors.
• The LGBT Team hosted a conference primarily for staff on 4 Feb 2008, which debated a range of issues. Topics included: compound discrimination, young Transgender people’s needs, homophobic bullying in the workplace, Hate Crime research, and community engagement.
• In April 2008, as part of the support and sponsorship of the Lesbian and Gay Film Festival, the LGBT Strand Team is arranging a panel for a ‘Meet the Met Panel’ event. This will allow members of the public and specifically the LGBT communities to pose questions to the panel and discuss matters of interest.

57. Gender :

• A gender advisory group, called the Gender Action Panel (GAP), has been created. This includes both internal MPS staff and external clients and will support the implementation of the ES Gender Action Plan. The consultation process identified priority work areas and community partners willing to assist with ongoing work. The GAP held its first meeting in October 2007, and is delivering internal MPS products in relation to career progression and positive action.
• The Gender Strand Team supported Ealing BOCU in holding a consultation event for women across the Borough to ascertain their needs and expectations regarding MPS service delivery. The event has enabled a citizen-led approach to meeting community service delivery needs.
• The team has worked with Newham BOCU to explore the under reporting of domestic violence within Lithuanian communities.
• The team worked with SNT officers in Tottenham to improve trust, confidence and access to women survivors of domestic violence and female genital mutilation. This work resulted in a joint conference aimed particularly at African women of Somali, Eritrean and Ethiopian origin. At the event two survivors reported crimes. Tottenham BOCU and the local authority are currently setting up a workgroup of community partners to develop activity, with ongoing support from the DCFD.
• Engagement takes place with a range of strategic gender groups, which include the Home Office, Foreign and Commonwealth Office, Metropolitan Police Authority (MPA), GLA and the Fawcett Society, to improve services to women across the capital. An example of this joint working is the MPS / MPA contribution to the GLA inspired Capital Women event. The MPS has both sponsored the event and delivered a workshop and presentation on aspects of gender violence.
• Work continues with a range of non-governmental organisations, which include Southall Black Sisters, Newham Asian Women’s Group, Ashiana and Refuge.
• The team is currently working with the GLA project, ‘No Slap Just Tickle’, designed to involve men as both survivors and perpetrators of domestic violence. This men’s engagement programme involves creating a website, where the support of celebrities can be displayed and setting up a high profile exhibition of male supporters’ photographs and statements. This project is in an early stage of development, with the DCFD providing sponsorship and advice.
• The team is developing joint working with the MPS Child Abuse Investigation Command with regard to community engagement in relation to female genital mutilation.

58. Race :

• The Race Strand Team is working with the Football Association, the Association of Muslim Police and the
•  Board of Deputies of British Jews to develop a joint action plan to address Islamaphobia and Anti-Semitism in football. An action plan, which will be drawn up from a seminar involving a wide range of community, sporting and policing organisations and units, will be channeled through key MPS strategic units such as TP Violent Crime Directorate and Public Order Directorate, again to ensure a corporate and consistent response at a local level.
• The team has secured commitment from the Refugee Council and Age Concern to jointly explore community safety issues for older refugees and asylum seekers through a community listening forum. The issues from this event will be channelled through strategic MPS units such as the TP Community Safety Service delivery team in order that the issues attract a corporate and consistent response at a local level. The intention is for the listening group concept to be extended to afford a voice to a wider range of communities.
• Athena Sport has been working with the London Community Cricket Association, Chance to Shine, the England and Wales Cricket Board and the Home Office Positive Futures programme to devise a community and schools-based cricket programme for ten London Boroughs this summer. Through the Central Safer Neighbourhoods Unit, commitment and consistency will be engendered. The Athena Sport team is involved at programme board level and will be well placed to encourage and maximise BOCU commitment. The MPS will have a significant profile in the programme and opportunity to develop positive community relationships. These will come in the form of opportunities to deliver and receive key messages through workshops on a range of community safety themes.
• The team is currently researching the viability of producing a ‘new communities’ information booklet. Data is being gathered to justify potential content, community groups and partner organisations. Good practice and issues are being gathered through MPS networks and wider UK Police Service activity and experience. Most recently this has included attending the national ACPO organised conference entitled ‘The Impact of EU Accession State Migration on UK Policing’ on 28 February 2008. This has reinforced the need for the MPS, in common with all UK police services, to have greater coordination and available information on new communities’ issues.
• Athena Sport is supporting the delivery of a community rugby programme working with the Rugby Football Union and the Child Victims of Crime Children’s’ charity. An initial pilot programme will be delivered in Barnet Borough and 18 SNT personnel recently received training to support delivery of the programme.

59. The Communities Together Strategic Engagement Team (CTSET) are involved in the following engagement activities, in support of the ethos and objectives of the ES:

• Ongoing work with the Somali community to establish a London-wide Somali youth board. Particular Work has been undertaken with Camden and Harrow BOCUs who have a significant Somali population. This is to ensure that this community’s voice is heard and allows access to a community vulnerable to radicalisation.
• There is ongoing liaison with Latin American communities to ensure links and access, pending the forthcoming Stockwell inquest, and build relationships for the future. A Meeting on 6 March was held with key members of embassies for Brazil, Mexico, Peru, Ecuador, Chile, Spain and Columbia. A high profile summer match between the MPS and a Latin American Football Team aims to further break down barriers between the MPS and communities and continue building relations. It is proposed that HR and other business groups will be able to benefit from these access opportunities.
• As an example of developing links and gaining information through new emerging Eastern European communities, meetings are being held with a Romanian ministerial team.
• Youth engagement surveys have been undertaken regarding communications methods and requirements, which are now being fed into a corporate review of communications. A DVD on extreme behaviour and cohesion was launched at the House of Lords, which 140 people attended from BOCUs, partners and schools. Youth liaison is also occurring through a new web-based system called Tagmap, which is being piloted in three boroughs. Tagmap is to be linked with SNTs, a Gun crime borough and an East London Borough to ensure that key messages are fed back into the MPS Business Groups.
• The Pathfinder engagement project engages with 5 key communities - Bangladeshi, Pakistani, Turkish/Kurdish, Somali and Sri Lankan - to better understand needs for engagement and allow access via SNTs. Further access has also commenced with Latin American and African Groups. Five Community Engagement Workers are to be employed by July and will build on lessons learnt from the project, linking with the Central SNT so that effective practice is promulgated across London Boroughs with similar communities.
• Networks are being expanded from the London First and London Chambers of Commerce, to London Business Improvement Districts and the Local Town Centre Management Network.
• CTSET is looking to work with the Government Office for London and the National Community Tension Team to host a women’s conference to pick up specific issues faced by hard to hear groups across London and use the results to influence business groups.
• CTSET are working with the Borders and Immigration Agency and gaining access to data sets for new communities settling in London. They are also working on a mapping process down to ward level to show SNT officers the make-up of their wards. This is then linked with socio-economic data and provides ideas and opportunities for local ward level engagement plans to be developed.
• CTSET are also represented on the Strategic Immigration Group, which looks at emerging communities and links with the Mayor’s immigrant strategy. The Chair will have responsibility for immigration activity within the ES, to maintain the link between these communities, the ES and MPS policy.

60. IAG Review Crossover Issues
The MPS has been conducting a review of the role of IAGs. The review identified the need for the establishment of a pan-London advisory group, capable of providing a timely and broad based response on intersectional equality issues. The pan-London body will be drawn from and be supported by groups reflecting the existing IAG strand structure, whose roles will be refined through consultation to meet priority areas of activity. This work will be undertaken in tandem with efforts to develop a wider relationship with existing and emerging communities of London as part of the joint MPS/MPA Community Engagement Strategy. This review is ongoing and subject to its own EIA process, which will be published on completion. Other than being developed within this ES driven process, there are no further explicit crossover issues between the ES and the IAG Review.

ACRONYMS & ABBREVIATIONS:

ACPO

Association of Chief Police Officers

(B)OCU

(Borough) Operational Command Unit

CTSET

Communities Together Strategic Engagement Team

DCFAs

Diversity and Citizen Focus Advisors

DCFD

Diversity and Citizen Focus Directorate

DIAG

Disability Independent Advisory Group

DLDB

Diversity Learning & Development Branch

DSA

Disabled Staff Association

EIA

Equality Impact Assessment

EODB

Equal Opportunities & Diversity Board

ES

MPS Equalities Scheme

EU

European Union

GLA

Greater London Authority

HR

Human Resources

IAG

Independent Advisory Group

LGBT

Lesbian Gay Bi-sexual and Transgender

MPA

Metropolitan Police Authority

MPS

Metropolitan Police Service

MYAG

Met Youth Advisory Group

PRDLDP

Police Race & Diversity Learning & Development Programme

SNAP

Safer Neighbourhood 4 People

SNT

Safer Neighbourhood Team

TP

Territorial Policing

WPU

Workforce Planning Unit

C. Race and equality impact

Equality and diversity is the very subject of this report. There are significant diversity implications arising from the ES, notably in the elimination of discrimination, together with the promotion of equality of opportunity, good relations between different groups, positive attitudes towards others and the participation of all in public life. The scheme will enable the MPS to deliver an ever-higher quality service to all Londoners.

D. Financial implications

It is acknowledged that this is a difficult area to assess and coordinate. Management Board has agreed that Business Groups will take individual responsibility for the implementation of the ES 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. Any change in 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 author(s): Colin White, Annette Wightman and Glen Allison, Diversity and Citizen Focus Directorate, MPS

For more information contact:

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

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