Equal Opportunities and Diversity Board workplan

Report: 16
Date: 5 June 2008
By: Chief Executive

Summary

The report provides members with details of the EODB Workplan for 2008–2009. It also summarises EODB’s key achievements in 2007–2008.

A. Recommendations

That:

1. members endorse the achievements of EODB in 2007–2008 as outlined in paragraphs 4–21.
2. members agree the key objectives for EODB as outlined in paragraph 22 and Appendix 1; and
3. agree the workplan for EODB, which also includes the Morris workplan, outlined in Appendix 1 and Appendix 2.

B. Supporting information

Introduction

1. Established in July 2002, the purpose of EODB is to lead on all issues relating to equal opportunities and diversity within the MPA and the Metropolitan Police Service (MPS).

2. Supported primarily by the Equality and Diversity Unit [1] (EDU), the Board has two main responsibilities:

1. to ensure the MPA meets its statutory responsibilities under all relevant anti-discrimination legislation, including the implementation, monitoring and review of the MPA Generic Equality Scheme (GNES); and
2. to monitor the MPS’ response to this legislation.

Achievements

4. EODB had several notable achievements in 2007–2008. Building on its facility to enable people to speak directly to the MPS on policing through the suspension of Standing Orders, EODB had focused themed discussions on the following items:

• Counter-terrorism
• Disability Equality
• Training
• Gun Crime
• A Representative Workforce; and
• Citizen Focus

5. Under the direction of the Chair, Kirsten Hearn, these focused discussion often uniquely contributed to major MPA Scrutinies, including Counter-Terrorism, Gun Crime and Succession Planning and Talent Management.

6. In addition, at each meeting, the Board conducted mini-reviews of the following MPS Operational Command Units (OCUs) or Directorates:

• Anti-Terrorist Command (SO15)
• Diplomatic Protection Group
• Strategic Disabilities Team
• Kidnaps OCU
• Trident OCU
• Human Resources Directorate
• Directorate of Information

7. Often Standing Orders were also suspended for these items, thus allowing Londoners to get a better understanding of an aspect of the MPS’ diverse work activities. As can be seen in the EODB Workplan for 2008–2009, many of these OCUs and Directorates will report back to EODB in the next 12 months with an update on their progress to the issues raised at these meetings.

8. One of EODB main functions is to enable and facilitate the Authority’s response to new legislation, especially those that have a direct impact on equality and diversity. EODB was the primary MPA committee responsible for coordinating the response to the Gender Equality Duty, as well as the enactment of the Forced Marriages (Civil Protection) Act 2007.

9. EODB has asserted in its interests and interventions around MPS performance. Introducing a concurrent report to the main agenda item for focused discussion, as well as Performance Management Information reports have aided members and the public cast a more constructive and understanding critical eye across MPS activities. Performance Management Information reports on MPS Training, gun crime and representation in the senior police ranks have contributed to lively debates.

10. One of the innovations introduced by EODB on the performance front over the past two years has been critical success factors by which MPS progress is measured when reporting to the Board. These critical success factors (listed in Appendix 4) have been designed to assess and evaluate MPS evidence submitted in employment, service delivery and community engagement activities.

11. These critical success factors have enabled EODB’s report back facility to effectively monitor and track progress from OCUs and Directorates that had previously presented. OCUs such as Transport, Specialist Crime, Safer Neighbourhoods and Child Protection updated the Board on their work in 2007 - 2008. The Board also reviewed major change programmes such as the Met Modernisation Programme, the Olympics and Paralympics 2012, Hate Crime and both the MPA and MPS Equality Schemes. In addition, EODB agreed to monitor the progress of the Police Race and Diversity Learning and Development Programme (PRDLDP) on a six monthly basis.

12. EODB continued some of its work through its sub-groups. In 2007–8, these included the MPA Domestic Violence Board, the London Race Hate Crime Forum (LRHCF) [2] and the MPA Stop and Search Scrutiny Board. [3] In March 2008, members at full Authority agreed to revamp the LRHCF in order to consider a broader, more inclusive approach to tackling hate crimes.

13. EODB extended its influence through some its originally sponsored work with and through other MPA committees and forums. Examples of this include:

1. the joint EODB-Professional Standards and Complaints Committee (PSCC) in 2005 –2006, which focused on the Morris recommendations;
2. in 2006-2007, the reports and updates on ‘Monitoring For Equality’, the outcomes of which were was subsequently taken up by Planning, Performance and Resources Committee (PPRC); and
3. in the 2007–2008 cycle, Finance Committee receiving regular updates from MPS Procurement.

14. In addition, there have been read-across contributions made at EODB to the Olympics Oversight Group (update on 2012 Olympics and Paralympics–April 2008) and to the Human Resources Oversight Group (‘Diversity and Equality as a Function of Training’–December 2007; and ‘How Equality and Diversity Will Enable The MPS To Deliver A Representative Workforce’–April 2008).

15. EODB signed off the 10 Corporate Equality Objectives 2004–2007, nine of which had direct reference to the Board. [4] Of the outstanding nine objectives, four had been met in full, with the remaining five in progress and/or close to achievement. It should be noted that the strategic objectives agreed in a 2004 were a mixture of SMART objectives (Stretching; Measurable; Achievable; Realistic; and Time-Bound) and aspirational; however, all assisted the process of mainstreaming equality and diversity.

16. The entire above work programme was primarily supported by the EDU, who managed challenging capacity issues during this business cycle. Hamida Ali, one of the EDU’s Policy Development Officers left the MPA in September 2007 and made a significant contribution to the delivery of this programme.

EODB Objectives 2007–2008

17. Finally, EODB achieved all four of its objectives in 2007 –2008, trailblazing for the Authority the process of setting, meeting and reviewing equality objectives. This activity, now followed by all MPA committees, has already made a significant contribution to the MPA achieving level 3 of the Equality Standard for Local Government. [5]

The four objectives for EODB in 2007–2008 were:

1. To receive and agree the MPA Generic Equality Scheme and the MPS Single Equalities Scheme by May 2007 and to refer both Schemes on to full Authority for ratification by June 2008.
2. For each EODB focused item to consider the issue of disproportionality within its themed discussion as it relates to one of the following: employment, service delivery or community engagement by June 2008. The focus of disproportionality will be on one of the equality target groups i.e. women, men, Deaf and/or disabled people, BME people, LGBT people, older people, younger people and/or communities of faith/belief or non-belief. The Commissioning Brief will provide the area of focus for disproportionality on which area of business and which equality target group.
3. To continue to receive regular six-monthly updates on the Police Race & Diversity Learning & Development Programme (PRDLDP) during the 2007–2008 business cycle and to make recommendations to relevant stakeholders both internally and externally for improvement and action.
4. To receive regular updates from those OCUs who were subject to mini-reviews in 2006–2007 cycle. The updates can be either in the form of a report for EODB or a briefing for members.

Commentary on EODB Objectives 2007–2008

19. As stated earlier, all four equality objectives were achieved in 2007–2008. Both the MPA Generic Equality Scheme (GNES) and MPS Equalities Scheme (SES), which had a legislative duty for both organisations to produce Gender Equality Schemes (GES) by April/May 2008 were received by members on time.

20. Each focused item considered the issue of disproportionality. This was not only in relation to service delivery and community engagement issues, but also in employment. In the April 2008 EODB that discussed ‘A Representative Workforce’, the Board made a range of interventions with regards to why women, disabled and Black, Asian and minority ethnic (BAME) police officers are not represented at senior ranks. These contributions were submitted to the MPA’s Succession Planning and Talent Management Scrutiny.

21. To this end, Commissioning Briefs (CBs) have played a vital part in ensuring the right questions are asked of the MPS ahead of EODB meetings. In preparing CBs, the EDU ensures that, at a minimum, all sections of the Corporate Development and Strategic Oversight Directorate (CDSOD) [6] have an opportunity to contribute to the CBs, thus pooling the knowledge and talents of its staff. This contribution has been significantly augmented by inputs by John Crompton, EODB’s committee officer.

22. EODB received regular six-monthly updates on the Police Race and Diversity Learning and Development Programme (PRDLDP) during the 2007–2008 business cycle. Although indications are that this will be rolled out in 2009–2010, there is still considerable work to be carried out in order to successfully roll out and embed this programme.

23. As stated earlier, the report back facility has been one of the features of EODB, with OCUs and/or Directorates explaining activities to members and the public at Board meetings, reporting back at the next EODB on any questions they failed to answer and updating members within 12 months on progress made to date.

Equality Objectives 2008–2009

24. As in the previous business cycle, EODB will have four key equality objectives:

1. To monitor and review the impact of ‘mainstreaming’ Diversity and Citizen Focus Directorate (DCFD) on Territorial Policing, Human Resources, Directorate of Resources and MPS corporate business during 2008–2009. This will be done by briefings, report backs from key stakeholders and regular updates at every other EODB.
2. To receive and agree the MPA Generic Equality Scheme for ratification at full Authority by July 2008.
3. To receive, agree and monitor the MPS Equality Scheme by June 2009. This will be done by briefings, report backs from key stakeholders and regular updates at EODB.
4. To continue to receive regular six-monthly updates on the Police Race & Diversity Learning & Development Programme (PRDLDP) during the 2008–2009 business cycle and to make recommendations to relevant stakeholders both internally and externally for improvement and action.

25. Whilst all of the above equality objectives are important and have a clear interdependence, the disaggregating and mainstreaming of DCFD into other MPS business areas is probably the most far-reaching. This will be discussed as the main focus item at June 2008’s EODB. Members will evaluate the impact of this change initiative against the critical success factors listed in Appendix 4.

26. This is not to say that the issues of disproportionality have disappeared. However, the regime of ‘clearing’ CBs across CDSOD and the wider MPA means that these issues as well as other concerns in relation to equality and diversity performance are better addressed from the onset when reports are commissioned.

Rationale for themed meetings 2008–2009

27. It should be noted that at the time of writing, the Authority was undergoing several changes in members’ personnel following the election of the new Mayor in May 2008. As a result of this, the MPA Scrutinys had not as yet been agreed, thus limiting the ability of EODB to make the types of ‘horizon scanning’ strategic interventions it had previously carried out.

28. However, MPA and MPS officers have worked closely behind the scenes to ensure that this cycle’s EODB Workplan has a greater synergy with the MPS Diversity Board. On of the aims of the forthcoming year is to enable report items scheduled for EODB to be received by MPS Diversity Board in the first instance. This will facilitate even better informed and considered reports being received by members.

29. With another set of members set to join the MPA in October 2008, EODB’s Workplan for 2008–2009 should be viewed and treated as ‘in progress’. Once the new administration has been inducted, this Workplan will be finalised and ratified.

30. The rationale for the contents of themed meetings for 2008–2009 are in response to key internal and external commitments, drivers and priorities:

1. EODB–September 2008: The Estate Strategy has a major impact on MPS day-to-day business in terms of buildings, accommodation and environmental sustainability. This Board meeting will examine how equality and diversity is being incorporated within this key change programme
2. EODB–November 2008: The impact of ‘the generation gap’ has often been described by social, political, cultural and economic commentators as one of the reasons for the increase in anti-social behaviour: older people are often seen as irrelevant; young people often demonised; with the two groups rarely meeting. This EODB will explore how the MPS in preventing and tackling crime deal with the diverse priorities, needs and demands across the age spectrum.
3. EODB–January 2009: With the Forced Marriage (Civil Protection) Act (2007) being enacted in autumn 2008, EODB’s focus at this meeting will be the MPS’ response to dishonour-based murders, female genital mutilation and forced marriages.
4. EODB–March 2009: Faith, belief and non-belief has an increasing impact on the MPS’ employment, service delivery and community engagement. EODB will consider how the MPS demonstrates equality of opportunity in its dealings with all faith communities.
5. EODB–May 2009: Performance. As outlined in Appendix 4, EODB has developed a range of critical success factors. These success factors play a significant role in members’ ability to evaluate performance. Territorial Police, responsible for supporting borough policing, will have an opportunity to showcase how its actions deliver equality and diversity.
6. EODB–July 2009: The theme of this EODB is how the MPS demonstrates its commitment to race equality. The MPS’ progress against the Lawrence recommendations, its Faith and Race Equality Schemes as well as an update of the Police Race and Diversity Learning and Development Programme (PRDLDP) will also be considered.

31. In this business cycle, EODB will consider as focus themes the equality strands of age, gender, faith and race. Disability equality as a focused theme was considered twice in the 2007–2008 cycle. Sexual Orientation as an equality strand will be examined early on in the next business cycle; however, the MPS Sexual Orientation Equality Scheme will be reviewed and monitored in May 2009.

Assisting members fulfil their scrutiny role

32. In addition, EODB will continue to fulfil its role in pursuing the recommendations outlined in the Morris Report and will invite the focused item to link the contents of reports to Morris (et al) recommendations (see Appendix 2). The Board will also assist other MPA committees in setting equality targets and/or objectives in order to meet their statutory obligations under existing equalities legislation and the MPA’s commitment to achieve level 3 of the Equality Standard for Local Government (ESfLG).

33. Whilst providing an overview of planned activities, there is some degree of flexibility within the Workplan. Events and new priorities may result in items being moved to a different place on the proposed timetable. That said, it should be acknowledged that with six meetings in this cycle (see Appendix 1 and Appendix 3), EODB members have (on average) only 12 hours in which to undertake scrutiny, monitoring and review.

C. Race and equality impact

1. This report outlines the proposed future activities to be carried out by EODB. In order to assist meeting the MPA’s legal obligations and commitments, EODB has to exercise and maximise its scrutiny, monitoring and review functions. This workplan creates a framework in which key tasks and objectives can be addressed, thereby meeting the priority and needs of the MPA, the MPS and London’s diverse communities.

D. Financial implications

1. There are none directly arising from this report.

E. Background papers

• Equal Opportunities & Diversity Board Annual Report 2005/2006
• Equal Opportunities & Diversity Board Annual Report 2006/2007
• Equal Opportunities & Diversity Board Workplan 2007/2008
• MPA Race Equality Scheme 2005–2008
• MPA Race Equality Scheme 2002–2005
• MPA Generic Equality Scheme 2006 - 2009
• MPS Single Equality Scheme 2006 - 2009

F. Contact details

Report author(s): Laurence Gouldbourne, Head of Equality and Diversity Unit

For more information contact:

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

Appendix 1: EODB Workplan 2008–2009

Estate strategy

Date: 4 September 2008

Focused item: How the Estate Strategy will mainstream equality and diversity

Mini-review: DCFD

Other items: (All focused items will have an MPA concurrent report. A Performance Management Information report will be produced for 20/11/08, 8/01/09 and 19/03/09)

• Update on MPS Representative Workforce*
• RHCF Annual Report
• GLA Budget & Equalities*
• MPA Stop & Search Annual Report
• DV Annual Report
• Update from sub-groups

Age

Date: 20 November 2008 

Focused item: How does the MPS deal with the conflicting needs and demands across the age spectrum in its customer service 

Mini-review: Operation Blunt*

Other items: (All focused items will have an MPA concurrent report. A Performance Management Information report will be produced for 20/11/08, 8/01/09 and 19/03/09)

• MPA GNES (Age)
• MPS ES (Age)*
• Update on 2012 Olympics & Paralympics*
• Youth Strategy (Drugs)*
• MPA Youth Scrutiny
• Update MPS Human Resources Directorate*
• Update on EODB Workplan
• Update from sub-groups

Gender

Date: 8 January 2009 

Focused item: How does the MPS deliver Equality & Diversity though its work on dishonour based killing, female genital mutilation and forced marriages 

Mini-review:  Diplomatic Protection Group*

Other items: (All focused items will have an MPA concurrent report. A Performance Management Information report will be produced for 20/11/08, 8/01/09 and 19/03/09)

• DCFD*
• MPS Equalities Scheme (Gender)*
• MPA GNES (Gender)
• Update on Training (gender)*
• PRDLDP*
• Update from sub-groups

Faith

Date: 19 March 2009 

Focused item: How does the MPS show its commitment to equality of opportunity in its dealings with all faith communities 

Mini-review: Anti-Terrorist Command (SO15)* 

Other items: (All focused items will have an MPA concurrent report. A Performance Management Information report will be produced for 20/11/08, 8/01/09 and 19/03/09)

• MPS Equality Scheme (Disability/Faith)*
• MPA GNES (Disability/Faith)
• Update Strategic Disability Team*
• Update on the MPS response to recommendations arising from the Disability Resources conference*
• Update from sub-groups

Performance [7]

Date: 21 May 2009

Focused item: How does Territorial Police deliver equality and diversity

Mini-review:  Airport Policing (S018)*

Other items: (All focused items will have an MPA concurrent report. A Performance Management Information report will be produced for 20/11/08, 8/01/09 and 19/03/09)

• DCFD*
• Update on the MMP*
• MPS ES (Sexual Orientation)*
• MPA GNES (Sexual Orientation)
• Update Trident OCU*
• MPA Progress towards ESLG
• Update from sub-groups

Race

Date: 23 July 2009

Focused item: How The MPS demonstrates its commitment to Race Equality

Mini-review: Operational Support Unit*

Other items: (All focused items will have an MPA concurrent report. A Performance Management Information report will be produced for 20/11/08, 8/01/09 and 19/03/09)

• Lawrence Recommendations*
• Update Citizen Focus*
• MPS Equality Scheme (Race & Faith)*
• MPA GNES (Race)
• Update of Directorate of Information*
• PRDLDP*
• EODB workplan 2009-2010
• Update from sub-groups

* Indicates report to be written by MPS

Notes with the Workplan

Abbreviations

EODB

Equality & Diversity Board

RES

Race Equality Scheme

DCFD

Diversity & Citizen Focus Directorate

OCU

Operational Command Unit

ESfLG

Equality Standard for Local Government

MMP

Met Modernisation Programme

GNES

Generic Equality Scheme

PRDLDP

Police Race & Diversity Learning & Development Programme

ES

Equality Scheme

Objectives

1. To monitor and review the impact of ‘mainstreaming’ Diversity and Citizen Focus Directorate (DCFD) on Territorial Policing, Human Resources, Directorate of Resources and MPS corporate business during 2008–2009. This will be done by briefings, report backs from key stakeholders and regular updates at every other EODB.
2. To receive and agree the MPA Generic Equality Scheme for ratification at full Authority by July 2008.
3. To receive, agree and monitor the MPS Single Equality Scheme by June 2009. This will be done by briefings, report backs from key stakeholders and regular updates at EODB.
4. To continue to receive regular six-monthly updates on the Police Race & Diversity Learning & Development Programme (PRDLDP) during the 2008–2009 business cycle and to make recommendations to relevant stakeholders both internally and externally for improvement and action.

Issues

1. Outcomes from the MPA Domestic Violence Board and the Hate Crime Forum will be considered at each EODB.
2. Each EODB will consider progress towards Morris recommendations within its focused items (as well as recommendations made by the CRE, Ghaffur and Taylor).
3. EODB will also be informed of progress of DCFD reorganisation at every other EODB.
4. Members have requested six-monthly updates of progress on the Police Race & Diversity Learning and Development Programme (PRDLDP) and an annual update on the MPS Modernisation Programme.
5. For each EODB focused item to consider the issue of disproportionality within its themed discussion as it relates to one of the following: employment, service delivery or community engagement by June 2008. The focus of disproportionality will be on one of the equality target groups i.e. women, men, Deaf and/or disabled people, BME people, LGBT people, older people, younger people and/or communities of faith/belief or non-belief. The Commissioning Brief will provide the area of focus for disproportionality on which area of business and which equality target group.

Appendix 2: Morris Workplan 2008-2009

Equality & diversity

Date: 4 September 2008 

Focused item: How the Estate Strategy will mainstream equality & diversity 

Key recommendations addressed:

• Morris recommendations: 8, 8a
• CRE recommendations: 1, 2, 4, 6, 7, 9
• Ghaffur recommendations: 2, 4, 6

Age 

Date: 20 November 2008 

Focused item: How does the MPS deal with the conflicting needs and demands across the age spectrum in its customer service 

Key recommendations addressed:

• Morris recommendations: 3c, 8, 8a
• CRE recommendations: 7
• Ghaffur recommendations: 2, 4, 6

Gender 

Date: 8 January 2009 

Focused item: How does the MPS deliver Equality & Diversity through its work on dishonour based killing, female genital mutilation and forced marriages 

Key recommendations addressed:

• Morris recommendations: 3c, 8, 8a
• CRE recommendations: 7
• Ghaffur recommendations: 2, 4

Faith 

Date: 19 March 2009 

Focused item: How does the MPS show its commitment to equality of opportunity in its dealings with all faith communities 

Key recommendations addressed:

• Morris recommendations: 3c, 8, 8a
• CRE recommendations: 7
• Ghaffur recommendations: 2, 4

Performance 

Date: 21 May 2009 

Focused item: How does the Territorial Police deliver equality and diversity 

Key recommendations addressed:

• Morris recommendations: 8, 8a
• CRE recommendations: 1, 2, 4, 6, 7, 9
• Ghaffur recommendations: 2, 4, 6

Race

Date: 23 July 2009

Focused item: How does the MPS demonstrate its commitment to race equality

Key recommendations addressed:

• Morris recommendations: 3c, 7, 8, 8a
• CRE recommendations: 1, 2, 4, 6, 7, 9, 18, 33, 47, 53, 66, 70, 74, 75, 83, 84, 85, 86, 87, 102,
• Ghaffur recommendations: 2, 4, 6, 20, 26, 28, 29

Appendix 3: Committee Workplan

Statement of Purpose

The purpose of EODB is to lead on all issues relating to equal opportunities and diversity within the MPA and the MPS. The Board has responsibility to ensure that the MPA meets its statutory responsibilities under all relevant anti-discrimination legislation, including the implementation, monitoring and review of the Race Equality Scheme and to monitor the MPS’ response to this legislation.

Objectives for the year

1. To monitor and review the impact of ‘mainstreaming’ Diversity and Citizen Focus Directorate (DCFD) on Territorial Policing, Human Resources, Directorate of Resources and MPS corporate business during 2008 – 2009. This will be done by briefings, report backs from key stakeholders and regular updates at every other EODB.
2. To receive and agree the MPA Generic Equality Scheme for ratification at full Authority by July 2008.
3. To receive, agree and monitor the MPS Single Equality Scheme by June 2009. This will be done by briefings, report backs from key stakeholders and regular updates at EODB.
4. To continue to receive regular six-monthly updates on the Police Race & Diversity Learning & Development Programme (PRDLDP) during the 2008 – 2009 business cycle and to make recommendations to relevant stakeholders both internally and externally for improvement and action.

Committee Programme, June 2008 to July 2009

Dates of EODB:

• 4 September 2008
• 20 November 2008
• 8 January 2009
• 19 March 2009
• 21 May 2009
• 23 July 2009

Appendix 4: EODB Critical Success Factors

Employment

1. Critical Success Factor: No significant disparity between the experiences of people based on their identity e.g. ethnicity, gender, disability, sexual orientation, religion and belief, or age.
2. Key Outcomes: Managers being trained and able to demonstrate that they manage all their staff fairly and proportionately; equity of treatment between police officers and police staff; police officers and staff clear about objectives, roles, responsibilities and accountabilities which are supported by regular reviews; increased confidence and effectiveness in managing poor performance; increase in levels of complaints; local resolution of disputes; more effective ways in handling and resolving complaints; evidence-led internal investigations; greater transparency in the resolution of disputes; increased levels of timeliness in resolutions of disputes; use of internal data to identify, review, monitor and evaluate areas of improvement; evidence-led internal investigations; evidence that the organisation is learning from its past and actively uses its ‘corporate memory’; timeliness in resolutions of disputes.
3. Effective & Efficient Stakeholder Engagement: Evidence of appropriate and timely consultation with S.A.M.U.R.A.I; increased evidence of learning from outside bodies and agencies, including IAGs; developing a range of engagement models with individuals and staff associations.

Service Delivery

1. Critical Success Factors: No significant disparity in the MPS’ response to the experiences of people based on their identity in relation to a) the incident(s)/crime(s) they have experienced or b) alleged to have committed.
2. Key Outcomes: Clear levels of accountability; increased performance at local Safer Neighbourhood (SN) level; reduction in communities’ fear of crime; increased levels of public when encountering the police; clear evidence of personal diversity objectives linked to performance; use of equality impact assessments to structure the delivery of service.
3. Effective & Efficient Stakeholder Engagement: Evidence of provision of accurate and intelligible information; of providing information in formats relevant to community groups; evidence of using the experiences of victims and witnesses to inform future service provision.

Community Engagement

1. Critical Success Factor: No significant disparity between communities and intra-communities satisfaction of police communication, consultation and participation in the delivery of service.
2. Key Outcomes: Engagement with communities, especially new and emerging communities whose voices may have been overlooked or ignored; increased levels of reporting across a range of crimes; evidence of communities actively contributing to problem-solving; use of the ‘police family’ in addressing key issues of policing.
3. Effective & Efficient Stakeholder Engagement: Evidence of using information from link members, SNs, Community Police Consultative Groups (CPCGs), Crime & Disorder Reduction Partnerships (CDRPs) and Independent Advisory Groups (IAGs) to inform service delivery; evidence that engagement is sustainable and uses internal and external specialists as and where appropriate; evidence that equality impact assessments are reviewed regularly; evidence of using the experiences of victims and witnesses to inform future service provision.

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