Equality and diversity as a function of Citizen Focus

Report: 07
Date: 5 June 2008
By: Assistant Commissioner Territorial Policing on behalf of the Commissioner

Summary

A focus item that identifies the role equality and diversity plays within the Citizen Focus function of the TP Diversity and Citizen Focus Directorate and how this impacts on key initiatives including Safer Neighbourhoods, the Met Modernisation Programme, Transforming HR and victim and witness care.

A. Recommendations

That members note

1. the decision upon restructuring and the present situation regarding continuing delivery within the area of citizen focus policing activities;
2. the consequences of structural changes recently undertaken to support delivery of equality, diversity and citizen focused policing activities; and
3. the key challenges for the Diversity and Citizen Focus Directorate as a result of the reorganisation.

B. Supporting information

Background to restructuring

1. The restructuring of Operational Services, as agreed by the Metropolitan Police Authority, provided the MPS Management Board with a further opportunity to determine how best its Diversity and Citizen Focus Directorate (DCFD) could influence and impact the key strategic issues to be addressed by the MPS.

2. In endorsing the option of moving the Diversity and Citizen Focus Directorate to Territorial Policing (TP) under the command of an additional DAC, Management Board sought also to strengthen the relationship that DCFD has with key components of the business. While substantial elements of the DCFD have transferred to TP (i.e. the Citizen Focus Policing Programme, the Strand teams and advisors, the Diversity Strategy and Coordination Unit and the Performance, Development and Monitoring Unit) separate decisions were made in respect of the Communities Together Strategic Engagement Team (CTSET) and the Diversity Learning and Development Branch (DLDB). These units have been re-positioned within the Specialist Operations and Human Resources Business Groups respectively.

3. Alignment of the DCFD function to the Safer Neighbourhoods Strategic Team and Central Communications Command increases the realisation of the strategic aims as set out above. The move also enables greater strategic influence, involvement and support through the direct the inclusion of the DCFD Director on the TP command team and various performance boards. The new organisational realisation also enables the MPS to achieve the following aspirations:

1. Retain the philosophy that understanding the needs and expectations of individuals and communities is fundamental to improving the citizen's experience and delivering services that are tailored to individual needs
2. Maintain the synergy between community engagement, citizen focus (customer service), diversity and equality
3. Ensure the Directorate's strengths and weight is able to act as a corporate conscience, challenging boroughs and operational command units on diversity and equality performance.
4. Ensure that the strategy and philosophy of diversity and citizen focus is connected through advice and support to improve operational delivery
5. Retain a single identifiable lead and champion for diversity and citizen focus.

4. Corporate management for delivery of the actions contained within the MPS Equalities Scheme remains the responsibility of the DCFD. The governance arrangements in place to support delivery take the form of an Equalities Scheme Programme Board, chaired by the Director which reports in turn to the MPS Diversity Board, chaired by the DAC. Each business area has an identified diversity champion who is supported by a regional Advisor. At this stage, no formal service level agreement between the functions in their new business groups has been entered into. However, two important caveats accompanied Management Board's decision to move DCFD into Territorial Policing namely: that the DCFD establishment would be 'red circled' to ensure the directorate was able to continue delivering its range of corporate services and, secondly, that DCFD would continue to deliver its services, provide support and hold to account the remaining Business Areas from within TP but as an organisational resource. Some work is ongoing to clarify relationships with other MPS Business Groups, this includes work to ensure that diversity and equality issues are reflected in the functionality of the new Strategy and Improvement Department and agreeing the operating relationship between CTSET and DCFD.

5. This report provides an overview of the structural situation now that most of the Diversity and Citizen Focus Directorate has been incorporated into the Territorial Policing Business Group. Completion of this structural change has moved diversity and citizen focused policing closer to front line delivery. One objective has been to drive performance in both service user satisfaction and public confidence in local policing performance measurements.

6. This report provides an overview of the structural situation now that most of the Diversity and Citizen Focus Directorate has been incorporated into the Territorial Policing Business Group. Completion of this structural change has moved diversity and citizen focused policing closer to front line delivery. One objective has been to drive performance in both service user satisfaction and public confidence in local policing performance measurements.

Promoting Equality and Diversity through Citizen Focus activities

7. Safer Neighbourhood Teams will take into account the views of all groups within the local community through the objective use of the seven-stage problem-solving model and Ward Panels reflect all sections of the London Community within their composition.

8. Promoting equity and diversity through engaging to understand local need, and responding appropriately to that need, has been the subject of a previous Safer Neighbourhood Programme report to this Board, on 20 May 2007, and the update to that report is an agenda item today (5 June 2008).

9. Response policing at the Borough level is overseen locally by Integrated Borough Operation Teams. These teams provide a continual fast time intelligence support to responding officers providing information upon risk, community tensions and repeat victimisation data. This supports the provision of a consistent level service and also provides the opportunity for a targeted and bespoke level of service if appropriate.

10. Victim Police Community Support Officers are now in place on every London Borough to support crime victims with information about the progress of their investigation, make necessary referrals and to pass on other important information. This has improved MPS compliance with the Code of Practice for Victims of Crime and has a positive impact upon key satisfaction measurements. The training of the staff ensures consistent levels of service to all victims and an additional level of support to that already provided by specialist teams such as Community Safety Units. Placing the additional staff in new Borough Victim Focus Units improves the ability of the MPS to contact victims and improves accessibility for victims. Work is also developing to provide a similar service level for all witnesses.

11. Improved access to policing services is being developed through a single contact number for non-emergencies, a more interactive externally facing Internet site and the development of front counter services through; the recruitment and deployment of Station Police Community Support Officers, the wider use of volunteers and the introduction of a triage system.

12. The Met Modernisation Programme (MMP) reported to this Board in January 2007 and provided an update on 6 December 2007 regarding how equality and diversity principals were central to their activities.

13. As the individual programmes of work within MMP reached key milestones ownership was transferred to appropriate Business Groups. The activities continue to directly support the MPS Corporate Objectives for 2008/09 in pursuit of a more efficient and accessible service for the people of London.

14. The Transforming HR Programme will create a single source of HR policy, advice and guidance with improved access channels and self-service provision on the internal intranet. All internal MPS customers will receive the same advice on issues and the application of HR policy will be consistent to all employees.

15. A centrally based advisory team will improve resilience and all staff will receive training in enhanced customer service skills. As progress is made there is a regular system of consultation and engagement with staff associations and a cross section of staff and officers to ensure that all needs are met within what will be a 24 hour, 7 day a week service.

Ongoing work within the six strands of Diversity

16. The Disability Strand continues to use of the Social Model of Disability that means that Reasonable Adjustments are made according to the needs of staff members rather than just to those covered by the DDA.

17. To assist Safer Neighbourhood Teams a guide has been produced to inform on arranging accessible meetings for Deaf and Disabled people. Although the SN teams are the main targets, the guide is useful for any member of staff organising a meeting for this community.

18. To support the Victims of Crime and Critical and Key Encounters, the team has funded some Deaf Link programmes, which provide an enhanced, and more professional and accessible non-emergency police service to Deaf, deafened and hard of hearing people. This community will have better access to local police services and are more likely to engage with the Criminal Justice system.

19. The Race Strand has provided a model for youth engagement in sport for the MPS Youth Engagement Strategy Board and this has involved working in partnership with the Age Strand.

20. The strand has been leading in the Directorate's support for the Front Counters programme by undertaking footfall survey fieldwork at Holborn, Kentish Town, Walworth, Feltham and Hounslow. The project team have evaluated the data and presented to both DCFD and the TP Sponsors.

21. The LGBT History Month marks and celebrates the lives and achievements of LGBT people. It demonstrates MPS support of LGBT communities, both internal and external and raises awareness amongst staff and provides focus opportunity on compound discrimination matters whilst supporting recruitment, retention and progression programmes. This project cuts across other Strands: Race, Gender, Age, Disability and Faith.

22. Working in partnership with the Age strand and Age Concern, in the production of a resource pack DVD for police practitioners, on the impact of police engagement with the LGBT older communities. Generically, older LGBT people are considered the least likely group to come forward, a factor which is then multiplied when considering compound diversity issues. This project provides a clear link to the Focus on Victims of Crime, Safer Neighbourhoods, Front Counters and Critical and Key Encounters.

23. Work continues to establish a corporate programme of citizen focused service delivery with a uniformed platform of diversity awareness to improve the trust and confidence of the LGBT community. This will lead to a positive impact on performance directly related to homophobic and transphobic hate crimes.

24. The Faith Strand leads with the strategic community engagement with London's faith and belief communities. The team has also been working on a project with the Hindu community to set up a pan London strategic consultative forum, where key issues of citizen focus will be discussed.

25. The Age Strand is involved in a programme run by young people for young people, about the impact of knife and gun crime in London. The project was the product of a conference, run jointly by the MPs and London Region, where delegates raised gun and knife crime as a key concern. This project clearly links in to the focus on victims of crime. Both the Race and Faith Strands currently support this project.

26. The Strand continues to work closely with key sector providers such as True Tube, a website for young people to discuss issues directly related to them such as gangs in the community, interfaith etc. providing them with access to MPS specialists through publications. True Tube was launched in February 2006 and it is a video website focusing on social, political and ethical issues, aimed at 12- 25 year olds. Site security ensures that the name, voice and any information that could lead to identifying a young person is changed. For young people the site:

• Encourages them to think and develop opinions
• Helps them compare their own points of view against those of their peers and
• Galvanises them into action to make the world a better place

27. Representatives from the Directorate have met with the organisation on several occasions and will be providing them with access to Met staff for interviews and access to MPS specialists for background information on specific issues that the organisation have launched or will be launching in the future. True Tube employees are vetted along with any staff that work alongside True Tube, including contractors, and is seen as a catalyst for engagement with young people, which fits into one of the key objectives of the MPS Equalities Scheme, in showing commitment to engagement and interaction with young people, whilst giving them the opportunity to think and talk about social issues directly facing them.

28. One of the first issues that we have been providing assistance with, has been the contents of the Interfaith edition, through the faith strand, looking into providing someone to speak in relation to faith hate crime and how we go about tackling it.

29. A Gender Reference Manual has been developed to inform and advise MPS personnel in all issues relating to gender. This area of work cuts across Critical and Key Encounters, Safer Neighbourhoods, Communications, victims of crime and all the strands. The Strand has worked with SNT officers in Tottenham to improve trust, confidence and access to women survivors of domestic violence and female genital mutilation and is now setting up a workgroup of community partners to develop activity.

Governance and communication

30. In addition, the overall MPS governance arrangements for diversity and equality within the MPS remain unchanged, for example, Diversity Board retains its organisational responsibilities for holding business groups to account across a broad range of diversity and equality issues, monitoring MPS achievement against diversity and equality outcomes and indicators, providing oversight of delivery of the MPS Equalities Scheme.

31. Communication of the changes to DCFD's functions as a result of the organisational restructuring has been integrated into established communication mechanisms. For example, stakeholders are being briefed as part of the established meeting schedules. Internally the Citizen Focus section of the intranet site has been re-launched to coincide with the new financial year and the launch of APACS. Other aspects of the Directorate's intranet site are being reviewed and will be updated to reflect the links to other relevant functions including those that have transferred to other Business Groups.

The move to Territorial Policing and the citizen focus agenda

32. The Citizen focus Policing Programme continues to be a key mechanism through which the MPS is coordinating activities that improves the satisfaction of service users. By moving the Citizen Focus Programme with the wider Diversity and Citizen Focus Directorate into TP, the MPS has transferred the corporate accountability for key areas of performance to the Assistant Commissioner, Territorial Policing. This is an important change that aligns strategic and operational ownership of outcomes with the resources that deliver those outcomes.

33. An example of the new structural alignment in action may be found in the development of the MPS Citizen's Promise. The Promise describes a series of commitments to Londoner's about the level of service they can expect from the MPS and provides a formal route of resolution if the standard of service provided falls below that promised.

34. The importance of the work in developing the Citizen's Promise is that it requires total organisational connectivity to deliver on the undertakings it promises. In addition to developing and delivering their own plans around the MPS Citizen Focus Priority, all Business groups will be involved in delivering the Citizen's Promise, for example:

• The Directorate of Information is developing the technologies to support the new MPS Contact Number (one non emergency contact number to access the services of the MPS).
• The Specialist Crime Directorate is working to improve the forensic support to the investigation of burglary.
• Central Operations is improving the quality of the follow up information supplied to people who have been involved in road traffic collisions.
• The Resources directorate is providing a better environment at the front Counters of Police Stations.
• Specialist Operations is supporting the engagement of communities to help the MPS better understand their specific policing needs.
• Human Resources is supporting the essential recruitment and training of Victim Police Community Support Officer and Station Police Community Support Officers.
• The Directorate of Public Affairs is developing the communication plan to ensure that Londoner's are both aware of, and understands, the promises the MPS is making.

35. This level of cross business coordination lies at the heart of the MPS plan to deliver consistent high quality core services.

The move to Territorial Policing and the equality and diversity agenda

36. The MPS Equalities Scheme has been developed over the last 18 months and now incorporates action plans for all of the 6 Equality strands (Disability, Gender, Race, Age, Sexual Orientation, Religion & Belief) as well as a seventh action plan for common areas of activity. This remains the main strategic driver for the delivery of equality and Diversity across the organization.

37. 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 inspections through the integration of the new Assessments of Policing And Community Safety (APACS) system within the framework.

38 The Framework builds upon the principles of the Equality Standard for local government 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 (OCUs), 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.

39. The Equalities Framework will become a corporate driver, consisting of some 25 indicators, for equality improvement and will draw heavily upon the new HMIC 'Assessments of Policing & Community Safety' (APACS) system. It will have three levels of achievement: Emerging, Achieving and Excelling.

• An 'Emerging' organisation/business area will have basic systems in place, e.g. leaders identified, Action Plans in place, communication systems with partners, EIAs are in general use and much more.
• An 'Achieving' organisation/business area will build upon the above, e.g. leaders delivering upon Action Plans, EIAs are updated and acted upon, joint solutions are produced with partners and much more.
• An 'Excelling' organisation/business area will build upon all of the above and be seen as an exemplar in relation to a specific area, there are real improvements to service delivery, adverse impact/disproportionality is reduced, all staff are competent/confident in dealing with the matter in hand and much more.

The MPS is currently working with Association of Chief Police Officers (ACPO) and the National Police Improvement Agency (NPIA) to develop this framework.

40. 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.

41. The positioning of the Diversity and Citizen Focus Directorate into TP and the establishment of the Director DCFD as chair of the TP Diversity Board, places the Directorate in a strong position to provide leadership and influence the development of quality through equality at the closest points of contact and influence with London's diverse communities.

42. With this move comes the obvious risk that some may see this as an opportunity to abrogate their personal responsibility to promote equality and diversity and transfer this to DCFD. This is undoubtedly a challenge for DCFD as well as an issue of leadership for TP's Senior Management Team.

43. The roll out of the Equalities Framework to Borough Operational Command Units (to be piloted by Westminster OCU this summer) provides DCFD with a major opportunity to:

• raise equality and diversity issues across TP
• develop local action plans in consultation with communities
• provide a mechanism for the effective monitoring and integration of the Equality Scheme into the heart of TP's performance framework.
• be a catalyst for a greater citizen focus in service delivery.

44. Examples of Equality Impact Assessments, demonstrating how equality and diversity is being enabled by Citizen Focus, are shown at Appendix 1. These illustrate recent EIA on policies relating to three specific areas of child abuse investigation, the responsibility of SCD5.

45. Diversity and Citizen Focus Directorate are currently the 'strategic owners' of the Equality Impact Assessment (EIA) process. To date, more than 70 corporate policies have been formally quality assured by the Diversity Strategy and Co-ordination Unit and the team continue to provide advice to organisational policy writers and change coordinators. In addition, DCFD employs six Diversity Advisors who provide advice regarding EIAs and Community Impact Assessments; working in partnership with Borough Commanders and Heads of Service units to transform the MPS into a citizen-focused service.

46. Following a period of consolidation within the Service, the expansion and radiation of the EIA requirements to all Business Units is to be initiated to ensure full compliance. Comprehensive proposals, guidance and training, and a DCFD sponsored project, will ensure that Business Units have the appropriate information, knowledge and competence to generate and quality assure EIAs for all local plans, policy, changes and projects (in line with the legislative requirements). DCFD will maintain a verification and monitoring role. Together with the Equality Advisors and Service Equality Champions, the DCFD will continue to support policy, change and project sponsors; promoting the importance of equality and diversity; and ensuring adherence to MPS policy.

47. Further examples of EIA activities can be found attached as Appendix 1.

Abbreviations

APACS

Assessments of Policing and Community Safety

BOCUs

Borough Operational Command Units

CRIS

Crime Reporting Information System

CTSET

Communities Together Strategic Engagement Team

DAC

Deputy Assistant Commissioner

DCFD

Diversity and Citizen Focus Directorate

EIA

Equality Impact Assessment

FGM

Female Genital Mutilation

FSID

Foundation for the Study of Infant Death

GOSH

Great Ormond Street Hospital

LGBT 

Lesbian Gay Bisexual Transgender

LSCB

London Safeguarding Children Board

MACIE

Multi Agency Critical Incident Exercise

MMP

Met Modernisation Programme

NSPCC 

National Society for the Prevention of Cruelty to Children

RSPCA

Royal Society for the Prevention of Cruelty to Animals

SN

Safer Neighbourhoods

SOPS

Standard Operating Procedures

SUDI

Sudden and Unexplained Death of an Infant

TP

Territorial Policing

C. Race and equality impact

1. The Diversity and Citizen Focus Directorate is the owner of two corporate programmes, the Citizen Focus Policing Programme and the MPS Equalities Scheme. Both of these programmes have carried out an Equalities Impact Assessment and these assessments have been reviewed following the move of the DCFD into the Territorial Policing.

2. Given the organisational benefits described in this paper and the organisational guarantees that the Directorate retains its corporate role in challenging all Business Groups in respect of citizen focus, diversity and equality, there is no adverse impact on any section of the community. All communities should benefit from the closer alignment of policy and performance around satisfaction and equality with front-end service delivery.

D. Financial implications

1. There have been no changes to the funding levels for the Citizen Focus Programme Team as a result of moving the function within Territorial Policing. In addition to the benefits discussed in the Background section above, the Assistant Commissioner TP now owns the Citizen Focus Performance outcomes. By also moving the Central Communications Command into TP, the Business Group also owns the end-to-end process of managing the customer journey from initial contact through to service delivery and outcome.

2. The total budget for DCFD in 2007/08 was £9,052k. This included £1,667k of Home Office Counter Terrorism Grant funding for the Communities Together Strategic Engagement Team (CTSET). The total budget workforce totals were 61 police officers and 79 police staff (15 police officer and 19 police staff posts funded through the Grant).

3. For 2008/09, the total budget for these functions was £8,793k; the reduction reflects the efficiency savings put forward by DCFD as part of the Medium Term Financial Plan and the application of corporate budget adjustments. The 2008/09 budget and staffing breakdowns between the functions is shown below:

• DCFD within Territorial Policing now has a total budget of £5,859k, with a targeted strength of 32 police officers and 50 police staff.
• CTSET within Specialist Operations has a total budget of £1,601k with a targeted strength of 15 police officers and 13 police staff.
• The Diversity Learning and Development Branch within Human Resources has a total budget of £1,332k with a targeted strength of 10 police officers and 12 police staff.

4. The efficiency savings delivered by DCFD over the last two years have largely been achieved through freeing up posts and resources as specific projects have been delivered or work mainstreamed across the MPS. Savings have also been delivered through a reduction in management overheads and a more streamlined structure. The Directorate continues to ensure that its resources are aligned in support of key organisational priorities.

E. Background papers

None

F. Contact details

Report author(s): Ian Harrison, Chief Superintendent

For more information contact:

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

Appendix 1

An EIA should be carried out when developing or reviewing corporate and local policies, corporate change and policing and business plans. Diversity and Citizen Focus Directorate monitor the Corporate EIA process that includes ensuring compliance with Equalities Legislation through Quality Assurance, providing advice and training and disseminating Organisational Learning. By having the monitoring arrangements we ensure that an effective planning process is in place with the emphasis on early engagement and consultation to reach a decision. This EIA process documents our commitment to equality and underpins our Equality Scheme. The long-term benefits of completing an EIA process will be increased trust and confidence within London's communities. We are no longer policy rich and implementation poor, as policies have to be monitored to ensure that the message is embedded. The EIA process is intrinsically linked into the Citizen Focus and Together programmes.

An example of an EIA recently carried out by Child Abuse Investigation Command was the Child Abuse Policy. The purpose of the policy was to provide a clear framework of guidance for MPS staff in respect of child abuse investigation and safeguarding children and to ensure that the welfare of children and their best interest are the focus of all investigations that falls within the remit of the Metropolitan Police Child Abuse Investigation Command.

Implementation and progress will be measured through performance recorded via a monthly management report presented to the senior management team.

By developing this corporate approach to investigating child abuse, which includes the tackling of paedophiles and internet crime, this will increase the safety of children and protect them from harm. It will also impact on those who commit such offences against children and thereby act as a deterrent.

Full EIAs have also been completed for three specific areas of child abuse investigation, which sit within the SCD5 manual. The three areas are:

• Female Genital Mutilation
• Sudden and Unexplained Death of an Infant (SUDI)
• Child abuse linked to a belief in spirit possession

Consultation was required, both within and outside the service, to capture a broad collection of views in order to aid the development of the process. Consultation was sought to establish if there were areas of policy that could have a significant impact on a particular group or section of society. These included consulting community groups, non-police agencies and charities. The list below indicates a selection of the various groups that were engaged.

Community groups, non-police agencies and charities:

• National Society for the Prevention of Cruelty to Children (NSPCC and Child line)
• REUNITE (UK charity specialising in international parental child abduction)
• Paediatricians selected from dip sampling the list of designated child protection paediatricians in London who had a knowledge and interest of Female Genital Mutilation (FGM)
• Specialist midwives - the number was limited, as there was only a small number of people who had been identified through the work of the police most of whom had either worked with or at least had been spoken to in the past regarding FGM
• FGM survivors - This group was identified having linked in with an FGM clinic in the London Borough of Waltham Forest
• City Parochial Foundation, a logistical charity group that have access to hundreds of grass roots charities working with Black, minority ethnic groups
• Great Ormond Street hospital (GOSH)
• Foundation for the Study of Infant Death (FSID)
• Royal Society for the Prevention of Cruelty to Animals (RSPCA) - 2 Chief inspectors and their child protection coordinator for the RSPCA
• Internet Watch Foundation
• London Safeguarding Children Board (LSCB)
• Teachers selected from the LSCB networking group entitled the schools safeguarding leads which gave access to e-mails in all London Boroughs requesting the consultation to be disseminated to teachers

Police working groups:

• SCD5 Independent advisory group
• MERLIN Pan London Group
• MPS Every Child Matters Board (the MPS response to the government's legislation with regard to the Children Act 2004)
• Coronial Service (Coroners officer)
• Serious Case Review process - a multi agency process for reviewing policy and procedures when a child has died or is seriously injured. Recommendations are made which are taken to the senior management team and discussed for dissemination through the appropriate channels for changes in policy and procedures to be considered

The following methods of consultation/involvement were employed to ensure full information sharing and participation:

• Seminars to MPS staff conducted by SCD5 Training Unit to SCD5 personnel and other MPS units such as Sapphire and Community Safety Unit staff in groups of 25 or more.
• Local Safeguarding Boards meetings
• Project Indigo Multi agency Management Board Bi Monthly meetings in respect of Sudden and Unexplained Death in Infancy (SUDI)
• Selective consultation with BOCUs - for example in relation to Police Protection, six boroughs were selected as a result of a previous quality assurance carried out by SCD5 QA unit with TP in 2005. At least six boroughs were identified as having a poor understanding and therefore these were involved in the consultation in respect of the reporting changes that were being made to recording police action when a child is taken into police protection. The consultation was done via e-mail and responses were collated and are kept in the General Registry docket relating to police protection. One suggestion that was accepted was to record police protection on the crime reporting system (CRIS). The SOPS are now published.
• These workshops are recorded in minutes and stored in relevant general registry dockets that relate to that area of work that has been consulted on for example sudden and unexpected death in infancy. The idea is that the workshop has a representative from relevant areas that a particular sops will have an impact on to ensure that the consultation reaches those that the changes will affect.
• IAG meetings
• SCD5 Community Engagement Workshop
• A general registry docket holds full details of the consultation that took place with regard to the Female Genital Mutilation standard operating procedures.
• A questionnaire was circulated at the community engagement workshop to provide feedback from matters that they are consulted on. For example with regard to the FGM standard operating procedures (SOPS), the community engagement workshop was attended by willing community members who were given the opportunity to provide feedback on the SOPs. At time of writing feedback is still being received and as yet no amendments have been made to the standard operating procedures for FGM.
• Community partnership project meetings were set up in the relevant affected communities with regard to 'Project Violet' (child abuse connected to a belief in spirit possession). The primary aim of this initiative was to create a dialogue with minority ethnic communities about child abuse, to explore people's perceptions and any specific cultural/traditional/ religious forms or rationale for child abuse and identify if there were any inhibitors to reporting concerns about welfare of children. Full details of the project and final report are available through the Freedom of Information Act. There is far too much information to include on this document.
• Staff regularly attend seminars, courses and conferences relating to child abuse investigation run both within the MPS and by outside agencies and forces. They are encouraged to share any learning and/or best practice so that this may be disseminated across the Command.
• Staff give presentations and training to SCD5 staff, staff across the MPS and to outside agencies in relation to certain specific topics e.g. SUDI, FGM, Every Child Matters.
• Staff from SCD5 attends a joint investigation course, which is shared by police and Social Care staff. This format allows personnel from both agencies to understand each other's role and to appreciate how policies and procedures relating to safeguarding children are delivered.
• Multi agency training for managers who work in the Child Abuse Investigation Team, children social care, health and education. This is a two-day training course where the participants are from the same borough and are taken through the processes of risk management of cases. This type of training is referred to as 'Multi Agency Critical Incident Exercise' (MACIE).
• Attendance at Association of Chief Police Officers Child Abuse Investigation Conference 2008. Attended by representatives from police officers across the UK and external agencies and individuals such as Crown Prosecution Service, Paediatricians, Her Majesty Inspectorate of Constabularies, NSPCC and CEOPS

DCFD QA read the full EIA report and after a face-to-face meeting made a number of recommendations. The officer recommended further consultation with various communities such as the Jewish community and requested more effective monitoring of crimes that affect certain communities. The recommendations were accepted and the policy writers benefited from the advice and guidance from the team.

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