DOCSLIB.ORG

Mayor's Office

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Mayor's Office Appendix A (Report Six) Roles of GLA directorates Mayor’s Office The role of the Mayor’s Office is to provide support to the Mayor and Deputy Mayor in fulfilling statutory duties and delivering strategic objectives. It provides advice, guidance and support on creating and delivering policy and strategy. It has responsibility for: borough and government liaison; London’s European Office; stakeholder engagement; events for London; publishing the Londoner newspaper; carrying on the annual London survey; promoting the Mayor’s cultural strategy; economic and business policy including the private sector team; and business planning and regeneration. The office is also responsible for managing the Mayor’s and Deputy Mayor’s diaries and their relationship with the rest of the organisation. Media & Marketing The Media and Marketing Directorate is responsible for the organisation’s communication strategies and policies. These are: • Mayor’s Media Relations • Communication Support Unit • Marketing and Sponsorship Policy & Partnerships The Policy and Partnerships Directorate supports the Mayor's strategic planning role in London by developing the London Plan, advising the Mayor on boroughs' local development frameworks, strategic planning applications referred to him and providing leadership in urban quality and design. The directorate is also responsible for a wide range of other activities including developing and implementing strategies to improve London's environment, and providing policy support and research for initiatives and strategies covering housing, health, social inclusion and sustainable development as well as providing a lead role on the Olympics and Thames Gateway development. Finance & Performance The Finance and Performance Directorate leads on integrating financial and service planning with effective performance monitoring across the GLA and GLA group to support the development of the Mayor’s budget. The directorate manages Trafalgar and Parliament Squares. The directorate focuses on both the GLA and the GLA group in terms of supporting and progressing the Mayor’s policies and priorities. The directorate leads on developing and maintaining a robust corporate governance framework for the GLA and in establishing effective finance and performance information systems and project management systems, to support the executive and scrutiny functions. The Director of Finance and Performance is the Authority’s Chief Finance Officer as identified in Section 127 of the GLA Act 1999. Corporate Services The main role of the Corporate Services Directorate is to provide central services for the Mayor, the Assembly and staff across the GLA. This includes the management of City Hall and its infrastructure, human resources, legal services, ICT support and specialist data, information and library services. It has a major interface externally, providing expert data, information and economic analysis and in pan London projects such as the London portal and the single non-emergency number. The Head of Legal and Procurement Services is the Authority’s Monitoring Officer as identified in Section 73 of the GLA Act 1999. Secretariat The secretariat provides a comprehensive meetings services for the Assembly; support for the Members – individually, by providing personal assistants and research officers, and jointly by providing Head of Office managers for each political group and scrutiny staff to help make sure that Assembly’s scrutiny programme is delivered in a timely and professional manner. The Secretariat also provides an external relations service for the Assembly. Greater London Returning Officer The GLA is responsible for the running of the elections for both the Mayor and the London Assembly. To facilitate this, contributions to reserves are built in to each year’s revenue budget. The next elections are scheduled for May 2008 and the Authority’s Chief Executive is the Greater London Returning Officer in respect of the Mayor and Assembly elections. 2 Response to a request for information from Andrew Pelling Chair of the Budget Committee on the MPA Corporate Structure Page 1. Funding Streams into MPA/MPS and their Sources 4 2. Deployment of this Funding and Other Budgetary Information Relevant to Financing the Structure of the 6 Organisation 3. Roles and Responsibilities of each Department and Staff 8 Structure and Direction of Workload and Responsibilities 4. Joint Procurement between departments and outsourced tasks and responsibilities (to other Functional Bodies, 24 central or local Government or private sector providers) 3 METROPOLITAN POLICE AUTHORITY/METROPOLITAN POLICE SERVICE 1. Funding Streams into MPA/MPS and their Sources Revenue Funding The MPA/MPS 2007/08 total net expenditure budget (including expenditure funded from specific grants) detailed in the MPA/MPS Budget Book 2007/08 is £3,043.1m. A summary of how this expenditure is funded is contained in Table 1 below. Table 1: MPA/MPS Revenue Funding 2007/08 £m £m Central Funding Allocated by National Formula Police Revenue Grant 834.7 Revenue Support Grant (RSG) 123.1 Non-domestic Rates (NDR) 733.9 1,691.7 Precept 649.0 Special Payments 192.0 Specific Revenue Grants Crime Fighting Fund 73.0 Loan Charges Grant 2.8 Special Formula Grant 54.7 Counter Terrorism Funding 277.7 Police Community Support Officer (PCSO) 15.8 Neighbourhood Policing Fund 78.3 Olympics Preparation Grant 4.1 506.4 Application of Reserves 4.0 3,043.1 4 Capital Funding The MPA/MPS 2007/08 total capital budget detailed in the MPS/MPA Budget Book 2007/08 is £180.7m. A summary of how this expenditure is funded is contained in Table 2. Table 2: MPA/MPS Capital Funding 2007/08 £000s £000s Police Capital Grant 25,338 Air Support Grant 400 Other Capital Grants and Third Party Contributions 2,519 Borrowing 32,834 Capital Receipts 71,993 Usable Capital Reserves 2,359 Other 2,554 Total Funding of Business Groups 137,997 C3i Programme - Earmarked Capital Reserves 12,955 Third Party Contributions 2,400 Unsupported Borrowing Safer Neighbourhoods 27,350 Total Funding - Projects 42,705 Total Capital Funding 180,702 5 2. Deployment of this Funding and Other Budgetary Information Relevant to Financing the Structure of the Organisation The MPA/MPS 2007/08 Budget as set out in the MPA/MPS Budget Book 2007/08 is shown in Table 3 below: Table 3: MPA/MPS 2007/08 Budget Budget Budget 2006/07 2007/08 £m £m Business Group Territorial Policing 1,249.2 1,346.2 Specialist Crime Directorate 359.0 368.9 Specialist Operations 128.9 179.5 Central Operations 260.1 260.7 Directorate of Public Affairs 6.4 6.1 Operational Services 157.1 165.5 Strategy Modernisation and Performance Directorate 15.8 14.9 Directorate of Information 189.1 211.1 Resources Directorate 229.5 238.0 Human Resources Directorate 150.2 151.1 2,745.3 2,942.0 Corporate Budgets Pensions 28.5 29.2 Yet to be Allocated 98.1 60.4 126.6 89.6 Total MPS 2,871.9 3,031.6 Metropolitan Police Authority 10.2 11.5 Net Expenditure 2,882.1 3,043.1 The budget proposals have been framed to provide sufficient resources to: • Continue to develop the Safer Neighbourhoods programme with particular consideration of wards with bigger populations to address anti-social behaviour, fear of crime and re-assurance and visibility, including completion of recruitment target of 4,562 PCSOs by April 2007; • Develop an anti-social behaviour control strategy to deliver coordinated and effective approach to anti-social behaviour; • Make progress towards delivering a 10 per cent reduction in carbon emissions from current levels by March 2010; 6 • Reduce overall crime in line with the national Public Service Agreement target by 15 per cent, with particular emphasis on violent crime by March 2008; • Continue to improve the sanction detection rate towards meeting the Public Service Agreement target of offenders brought to justice by April 2008; • Have in place a range of measures to improve performance in relation to counter terrorism, security and protection with supporting IT and accommodation for the new Counter Terrorism command; • Undertake planning and preparation for the 2012 Olympic Games and Paralympic Games, including completion of the co-location of the MPS Olympic Team with other partner agencies by May 2007; • Create a Met Intelligence Bureau to bring its collective intelligence assets together within a single framework; • Produce a Hate Crime Strategy, in consultation with partners, by September 2007; • Roll out victim focus desks to improve communications with, care for and keep victims informed through the criminal justice process; • Actively engage all communities as in accordance with a Community Engagement Strategy launched in December 2007. (Source: GLA Group Budget Proposals and Precepts 2007/08 – Consultation Document December 2006) 7 3. Roles and Responsibilities of each Department and Staff Structure and Direction of Workload and Responsibilities The Metropolitan Police Authority (MPA) oversees the MPS with its mission to secure an effective, efficient and fair police service for London’s communities. Members of the Authority, scrutinise and support the work of the MPS and hold the Commissioner rigorously to account for improving the operational performance of the MPS. The MPA has twenty-three members, twelve from the London Assembly appointed by the Mayor, four magistrates appointed by the Greater London Magistrates Courts Association and seven independent members, one appointed directly by the Home Secretary, with the other vacancies appointed after being advertised openly. Members are appointed for a period of four years. The Chair of the MPA is chosen by the members themselves, all of whom are eligible. The Authority sets annual priorities and targets and monitors the performance of the service against these to ensure that London’s police are accountable for the services they provide for the people in the capital. The Commissioner, supported by the Deputy Commissioner and Management Board, is responsible for the running of the MPS. Whilst the MPA Treasurer is the financial adviser to the MPA and the statutory financial officer, the Commissioner has responsibility for the financial management of the MPS under delegation from the MPA.
Load more

Recommended publications
  • Day 72 Grenfell Tower Public Inquiry 13 November 2018 (+44)207
    Day 72 Grenfell Tower Public Inquiry 13 November 2018 1 Tuesday, 13 November 2018 1 an incident, and at that point I was neither in 2 (10.00 am) 2 a position to have good communications, neither had 3 SIR MARTIN MOORE-BICK: Good morning, everyone. Welcome to 3 I been properly briefed as I would be at 04.10 when 4 today's hearing. 4 I came in. And also my location in a vehicle on 5 We are going to begin by hearing the rest of 5 a motorway was difficult as well. 6 Commander Jerome's evidence. 6 Q. You say in paragraph 46: 7 MR MILLETT: Good morning, Mr Chairman. Yes, we are. 7 "He briefed me on the nature of the incident, the 8 Can I please call Commander Jerome back. 8 command structure put in place, the resources being 9 NEIL JEROME (continued) 9 deployed, and the current status of the activations 10 Questions by COUNSEL TO THE INQUIRY (continued) 10 initiated on my earlier call." 11 MR MILLETT: Commander, good morning. 11 During that briefing, did he give you any further 12 A. Good morning. 12 new information about the incident? 13 Q. Thank you very much for coming back to us this morning. 13 A. Would it be okay to refer to my notes? 14 A. Thank you. 14 Q. Yes, of course. 15 Q. I am going to turn now to your involvement on the night, 15 A. Thank you. 16 or, rather, to turn back to it. 16 Q. Just so we know what those are, I think you're referring 17 Can I ask you, please, to go to page 13 of your 17 to the Jerome log, which is at MET00023289.
    [Show full text]
  • Policing London Business Plan 2012-15
    Appendix 1 APPENDIX 1 METROPOLITAN POLICE AUTHORITY METROPOLITAN POLICE SERVICE DRAFT POLICING LONDON BUSINESS PLAN 2012-15 APPENDIX 1 THIS PAGE IS INTENTIONALLY BLANK PLBP 2012-15 APPENDIX 1 MESSAGE FROM THE METROPOLITAN POLICE AUTHORITY (MPA) [TO BE AGREED] The Policing London Business Plan is the key document explaining how the Metropolitan Police Authority (MPA) and the Metropolitan Police Service (MPS) will deliver policing services to London next year. We have jointly agreed it and will work together to make sure that London sees crime falling even further. The MPA document Met Forward sets the MPA’s strategic priorities and provides context for the Met to support delivery of the Policing London Business Plan 2012-15. Met Forward describes the future priorities for policing in London, based on an analysis of economic, political, legislative and demographic trends, and of course most importantly, what people tell us. We created Met Forward in 2009, and refreshed it in 2011, to guide the Met police in tackling the issues that matter most to Londoners: fighting crime and reducing criminality; increasing confidence in policing; and giving us better value for money. This was the first time that the Authority had clearly set out its priorities. Londoners consistently tell us that they want to see more police officers on their streets and we are committed to maintaining front line officer numbers and tackling the crimes that you have told us you worry about most – violent crime, crimes against property and anti-social behaviour. Public buy-in is essential. To deliver our vision of a police service that meets your needs, the Authority and the Met will make sure we engage with as many people and groups as we possibly can.
    [Show full text]
  • The Metropolitan Police Service Approach to Corporate Resiliency
    The Metropolitan Police Service Approach to Corporate Resiliency Chief Inspector Tim Marjason Metropolitan Police Service Emergency Preparedness OCU CO3 - Central Operations New Scotland Yard, London Central Operations C03 Emergency Preparedness OCU – Overview of Other Functions Emergency Procedures – Major Incident C&C Tactical Advice, Electronic Contingency Plans (ECP database), DVRI, Fuel, Telecommunications, Prisons, Flooding, etc. Partnership with the London Resilience Team (LRT). CBRN(e) – Policy and Coordination. Olympic/Paralympic Games 2012 - Consequence Management Strand, Strategic Coordination Centre (SCC) Design, NOCC BC/SME advice. Profile of Metropolitan Police Service 34,000 Police Officers (27% of all UK Police Resources), 24,000 Police Support Staff, 9 Business Groups, 640 square miles, 7 million residents: • Territorial Policing (TP), Central Operations (CO) • Specialist Operations (S0) inc. CT - SO15 • Specialist Crime Directorate (SCD) • HR Directorate, Directorate of Information (DOI) • Directorate of Resources (DoR) • Directorate of Public Affairs (DPA) • Deputy Commissioners Command (DCC) Business Continuity Management (BCM/COOP) Defined as an holistic management process that identifies potential impacts that threaten the continued delivery of a service. It provides a framework for building resilience, together with the capability for an effective response that safeguards the interests of its key stakeholders and reputation. Civil Contingencies Act (CCA) 2004 The Metropolitan Police Service is the largest Category
    [Show full text]
  • Central Operations Examples of Good Work and Operational Success
    Central Operations examples of good work and operational success Operational Activity Outcomes Command Unit Central Operation Argon/Neon Operations Three series ran in Sep, 904 vehicles identified Combined Oct/Nov and Dec/Jan with possible links to Operation (Argon) and totalled 60 firearms (349), gangs operations targeting gun (113), drugs (211). Of crime in and around these 336 stopped, 274 London's nightclubs. The searched, resulting in operation was a partnership 102 arrests, 39 other between a number of units, process, 18 vehicles including Trident, Clubs and seized, 23 property Vice, Specialist Firearms, seizures, mainly drugs Met Intelligence Bureau, the but also seven firearms. TSG, Traffic and Dogs. 15% Arrests were for offences of all London shootings including: possession of occur in and around bars firearms and other and clubs; Operation Argon weapons, drug dealing, aims to directly combat this. weapons and violence, These yielded: theft of motor vehicle, etc. TOCU joint operation – working together An operation, targeting crime on The fourth stage of this the trains, tram and bus route ran operation resulted in 314 in Lewisham, Lambeth, Croydon arrests for offences such as and Southwark boroughs. Officers robbery, theft, ticket fraud, from Transport OCU, British fare evasion, drug dealing, Transport Police & Transport for aggressive begging and anti- London worked together to disrupt social behaviour and disorder. the robbers, drug dealers and aggressive beggars who work on one of London’s busiest transport routes. Officers carried out highly visible and mobile patrols, working with search dogs and using hand-held scanners and airport style metal detection arches to catch offenders.
    [Show full text]
  • Grenfell Fire, Calls Were Made to the Emergency Services from People Inside the Tower Asking to Be Rescued by NPAS Helicopters On-Scene
    Operation Tronto: IOPC managed investigation into a complaint about the use of police helicopters at the GrenfellComplaint Tower fire on 14 June 2017 SeptemberInvestigation 2020 name Investigation subtitle Operation Tronto foreword On 14 June 2017, 72 people lost their lives in the fire at Grenfell Tower. Mr Nabil Choucair tragically lost six members of his family in the fire. On 19 September 2017, his solicitors made a formal police complaint. This stated that there was a widely shared view that the deployment of National Police Air Service (NPAS) helicopters to Grenfell Tower caused or significantly contributed to serious injuries and/or the loss of lives for two main reasons: 1. Residents believed that the NPAS helicopter was a rescue helicopter, deployed to rescue them from the top of the building. 2. The operation of a helicopter in close proximity to the 25-storey building would have created a rotor wash, which worsened the fire. The first complaint required an investigation into whether the deployment of NPAS helicopters encouraged some residents to remain in or move to the top of the building for helicopter rescue, and whether emergency call centre staff made any statements or comments that encouraged some residents to remain in or move to the top of the building for helicopter rescue. The second complaint required an investigation into the decisions to deploy NPAS helicopters, and consideration of their operation during these deployments. NPAS is overseen by West Yorkshire Police (WYP). NPAS helicopters are police helicopters and are not intended to be rescue helicopters. Apart from in specific circumstances (for example, where there is sufficient space and where conditions would allow the helicopter to safely land), they cannot and do not conduct rescues.
    [Show full text]
  • An Independent Review of London's Preparedness to Respond to A
    AN INDEPENDENT REVIEW OF LONDON’S PREPAREDNESS TO RESPOND TO A MAJOR TERRORIST INCIDENT LORD TOBY HARRIS n OCTOBER 2016 On 27 May, the Mayor of addition to the plans would take some time, as officers would London announced that, in the have to be found to volunteer to carry out these duties and light of the terrible events in the present uplift is stretching to the limit the training facilities Paris on 13 November 2015, available. in Brussels on 22 March I have looked in detail at the arrangements for armed response 2016 and elsewhere, he had to a variety of possible incidents and have considered the asked me to undertake an arrangements for the mobilisation of emergency and allied independent review of the services. A huge amount of thought and analysis have gone into city’s preparedness to deal planning – and exercising – for such scenarios. The detail is with a major terrorist incident. impressive – as is the commitment of those involved. Since then, I have had the full co-operation of all of the When incidents occur elsewhere in the world (or in this country) organisations that are engaged or when there is intelligence suggesting a new or different attack in protecting Londoners from, methodology, this is considered and rapidly incorporated into and responding to, such an response planning. I witnessed some of this at first hand, sitting incident. I am grateful to them and to all the other people in on meetings convened in response to the mass murder in who spoke to me and provided me with submissions.
    [Show full text]
  • Police Planning for an Influenza Pandemic: Case Studies and Recommendations from the Field
    CRITICAL ISSUES IN POLICING SERIES: Police Planning for an Influenza Pandemic: Case Studies and Recommendations from the Field Andrea M. Luna and Corina Solé Brito Elizabeth A. Sanberg CRITICAL ISSUES IN POLICING SERIES: Police Planning for an Influenza Pandemic: Case Studies and Recommendations from the Field Andrea M. Luna and Corina Solé Brito Elizabeth A. Sanberg October 2007 This publication was supported by Motorola, Incorporated. The points of view expressed herein are the authors’ and do not necessarily represent the opinions of Motorola, Inc., or individual Police Executive Research Forum (PERF) members. Websites and sources listed provide useful information at the time of this writing, but authors do not endorse any information of the sponsor organization or other information on the websites. Police Executive Research Forum, Washington, D.C. 20036 Copyright 2007 by Police Executive Research Forum All rights reserved Printed in the United States of America ISBN: 978-1-934485-03-3 Edited by Craig Fischer Cover and interior design by Dave Williams. Cover photographs, starting at top left, courtesy of Loren Rodgers/istockphoto, Greg Knobloch/Centers for Disease Control and Prevention (showing Dr. Taronna Maines), Doug Webb/istockphoto, and Federal Emergency Management Agency. Contents Foreword . i CHAPTER FOUR By Chuck Wexler Executive Director, Police Executive Research Forum The Overland Park Police Acknowledgments . iii Department Case Study . 65 APPENDIX A CHAPTER ONE Overland Park Police Department Introduction, Background, Continuity of Operations Draft Spreadsheet . 72 and Summary of Findings . 1 CHAPTER FIVE The London Metropolitan CHAPTER TWO Police Service Case Study . 77 The Fairfax County Police APPENDIX A Department Case Study .
    [Show full text]
  • Central Operations Directorate Management Information
    Appendix 4 Emerging issues within CO19 Specialist Firearms Command. 1. Whilst current performance trends for CO19 are discussed in Appendix C, this section of the report provides greater detail on some of the key issues that impact upon the Specialist Firearms Command’s performance. Four key areas have been identified and are discussed here. 2. Armed Policing – Could You? CO19 Specialist Firearms Unit has been providing presentations to internal and external stakeholders over the last few months. The inputs have aimed to increase the understanding of the role of an authorised firearms officer. The audience has included BOCU SMTs, Safer Neighbourhood Teams, Community groups, school and youth groups, the Judiciary and journalists. To augment these presentations CO19 has developed two new corporate presentation packages: 1) Devised by the CO19 Training and Development Unit, with the help of CO19 practitioners. This package can be tailored to suit all of the current audiences. 2) Informed by practitioners and instructional staff, the second package, 'Armed Policing-Could you' is designed for delivery to influential and strategic stakeholders. On 23rd November, this newly created ‘Armed Policing- Could You?’ presentation was delivered to the Chairs of Community Police Consultative Groups after their bi-annual meeting. The presentation, designed to be thought provoking, incorporated the use of a Judgement Range and the playing of interactive video scenarios. These allowed participants to achieve an appreciation of some of the challenges and considerations faced by an armed officer. What was hoped to be achieved the presentations were a greater understanding of: • the good judgement required of armed officers, • the effects of stress and perceptual distortion, • post-shooting support, • the statistics on the rarity of shootings compared to armed calls and deployments.
    [Show full text]
  • MPA Internal Audit - Annual Report 2006/7
    MPA Internal Audit - Annual Report 2006/7 CONTENTS PAGE NO INTRODUCTION........................................................................................................................... 2 BACKGROUND ............................................................................................................................ 2 ASSURANCE ON THE CONTROL ENVIRONMENT .................................................................. 3 EQUALITY AND DIVERSITY ....................................................................................................... 6 SUMMARY OF KEY INTERNAL AUDIT ACHIEVEMENTS DURING THE YEAR...................... 7 PREVENTATIVE ADVICE ................................................................................................................ 7 SYSTEMS AUDITS......................................................................................................................... 7 CONTROL ADVICE FOR DEVELOPING SYSTEMS.............................................................................. 8 FORENSIC AUDIT WORK............................................................................................................... 9 FOLLOW-UP WORK .................................................................................................................... 11 MEASURING THE EFFECTIVENESS OF INTERNAL AUDIT .................................................. 12 INTERNAL AUDIT PLANNING .................................................................................................. 13 INTERNAL AUDIT PERFORMANCE........................................................................................
    [Show full text]
  • 2007 and the Second Edition of the Central Operations
    January 2007 Welcome to 2007 and the second edition of the • CO20 TSG 20 year anniversary – Central Operations Newsletter. commencing 4th January • CO Coordination and Tasking Office The good news from CO for this edition of the newsletter has been o Fully staffed – end of January 2007 overflowing and contributions have been received from most OCU’s in the business group. o Fully operational – end of March 2007 • CO12 Olympic OCU moving to Cam Road, th This edition highlights just a few of those operations and excellent work East London on 15 January 2007. being done. We hope you enjoy reading about them. • The following boroughs are joining Central Communications Command; If you have any feedback or comments about this newsletter or maybe o Merton – 9th January 2007 there is something you would like to see more of, please email o Croydon – 23rd January 2007 [email protected] • LGBT History Month – February 2007 • CO15 Traffic Open Day – 19th January 2007 Some of the highlights in this edition are: th - being held on the 27 Floor at ESB, between • Operation Foist and BusTag results 11-5pm • Details of the Assistant Commissioner’s Commendations • CO11 Dog Support Unit – Open Day at rd th • CO19 – Could you be an armed police officer? Along with Keston – 3 & 4 March 2007 (details inside) details of the upcoming recruitment process. • What’s happening in CO12 Olympic OCU? Dear Colleague Welcome to the second edition of the Central Operations newsletter and to 2007. The festive season has now passed and I would like to take this opportunity to once again thank you for all your hard work during 2006.
    [Show full text]
  • Gender Within Specialist Police Departments at an Operational Level
    Gender within a specialist police department – an examination of the cultural dynamics of a firearms unit Debbie Cain The thesis is submitted in partial fulfilment of the requirements for the award of the degree of Professional Doctorate of Criminal Justice Studies of the University of Portsmouth November 2011 Abstract This thesis examines the cultural dynamics within a specialist policing department with a particular focus on the issue of gender. It explores the experiences of a sample group of police officers working within the firearms unit of one metropolitan police force. Culture, the history of policing, specialist departments and the introduction of women are considered in order to gain an in depth understanding of the organisation. Previous research into police culture suggests masculine values remain intensely dominant, particularly within the firearms arena, ultimately creating an environment, which outwardly appears unattractive to women. Semi-structured interviews were carried out with twenty-one police officers including eleven male and ten female officers from Constable to Inspector rank. The research focused on the pre-joining experiences of the officers involved and also their personal experiences of life on the firearms unit. The study identified that the issues within the firearms unit appear not to be about gender: there was little evidence to suggest that officers within the firearms unit were treated differently or unfairly due to their gender. What was apparent was the presence of in-group/out-group distinctions, with an overwhelming desire from both genders to be accepted and to „fit-in‟. This has implications with regards to the research concerning occupational cultures, including police culture in particular.
    [Show full text]