The City of London is trying to counter its "male, pale and stale" image. Photo: Getty
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How the Square Mile could be an unexpected counter to our “Downton Abbey-style society”

After recent reports that Britain is "deeply elitist", the City of London insists that social mobility is being championed where you would least expect.

Hot the heels of the Social Mobility and Child Poverty Commission study which concluded that the UK is “deeply elitist”, the TUC’s Frances O’Grady has added that we are becoming a “Downton Abbey-style society”. These headline-grabbing comments make for depressing reading, but only tell part of the story. I firmly believe that momentum for social mobility is gathering pace in places people would least suspect.

The aforementioned study paints the picture that the top professions are occupied by the “male, pale and stale”. The financial Square Mile business district is of course not immune to such criticism, but some of the most exciting initiatives to engage young people from deprived backgrounds are, perhaps unexpectedly, happening in the City. Whether the motivation is altruism or just business sense, the City recognises its important role in developing and sourcing talent from some of London’s poorest communities.

Within the Square Mile, we are surrounded by London boroughs like Tower Hamlets where almost half the young people live below the poverty line. There is not only a social inclusion argument to be made, but our long-term economic sustainability is left vulnerable unless we improve diversity and cast the net wider in the search for talent.

Recent reports suggest we have a huge mountain to climb when it comes to levelling the playing field, but I’m reassured that there is the appetite for real change in the business sector. The most successful impact often occurs from multi-organisational partnerships, tackling the issue on a variety of fronts. More businesses need to work with schools to improve dramatically, the life chances of young people. Social mobility starts with young people actually envisaging themselves in top careers and having their expectations raised by teachers and business leaders.

Unfortunately, there are still too many young people who live in boroughs like Tower Hamlets who see the impressive City skyline from their bedroom windows but fail to realise the opportunities available for them. But I’m happy to say that every day I see and hear examples of this reality shifting. Firms like KPMG, our co-sponsors of the City Academy Hackney, provide one-to-one mentoring for the pupils to enhance their wider learning development. Schemes such as City Careers Open House, give local schools the opportunity to spend a day at a City-based organisation, including Bank of England, Eversheds, PricewaterhouseCooper and UBS. They meet employees and find out more about what a City career entails. Around 64% of participating students said the experience gave them much higher career aspirations.

Other established City firms like ING and Deutsche Bank are offering more paid internships to pupils from London’s poorest areas, drawing in a diverse range of talent not just attracting pupils who can afford to work for free. Lloyd’s of London championed a programme that reached 3,000 young people in Tower Hamlets – supporting students with literacy and numeracy, with the key aim of boosting employability from a young age. It also set up a bursary fund giving bright students from disadvantaged backgrounds access to finance (a common barrier to social mobility) to help with university living costs.

Businesses in the City and elsewhere are naturally concerned with hiring the best person for the job, but they have to get creative if they want the widest talent base. Withers LLP, a global law firm has just piloted an innovative work experience scheme. It targets young unemployed parents in Islington, an area with 15,000 households where no-one works. Opening up its doors to an often over-looked group has proved valuable all-round.

I’m confident that real change is pushing ahead in the City and beyond. If we want to maintain and develop our position as a global economic power, we need all our best players on the pitch. Social mobility is not just nice to have – it is an imperative.

Mark Boleat is the policy chairman of the City of London Corporation

Photo: Getty Images
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The future of policing is still at risk even after George Osborne's U-Turn

The police have avoided the worst, but crime is changing and they cannot stand still. 

We will have to wait for the unofficial briefings and the ministerial memoirs to understand what role the tragic events in Paris had on the Chancellor’s decision to sustain the police budget in cash terms and increase it overall by the end of the parliament.  Higher projected tax revenues gave the Chancellor a surprising degree of fiscal flexibility, but the atrocities in Paris certainly pushed questions of policing and security to the top of the political agenda. For a police service expecting anything from a 20 to a 30 per cent cut in funding, fears reinforced by the apparent hard line the Chancellor took over the weekend, this reprieve is an almighty relief.  

So, what was announced?  The overall police budget will be protected in real terms (£900 million more in cash terms) up to 2019/20 with the following important caveats.  First, central government grant to forces will be reduced in cash terms by 2019/20, but forces will be able to bid into a new transformation fund designed to finance moves such as greater collaboration between forces.  In other words there is a cash frozen budget (given important assumptions about council tax) eaten away by inflation and therefore requiring further efficiencies and service redesign. 

Second, the flat cash budget for forces assumes increases in the police element of the council tax. Here, there is an interesting new flexibility for Police and Crime Commissioners.  One interpretation is that instead of precept increases being capped at 2%, they will be capped at £12 million, although we need further detail to be certain.  This may mean that forces which currently raise relatively small cash amounts from their precept will be able to raise considerably more if Police and Crime Commissioners have the courage to put up taxes.  

With those caveats, however, this is clearly a much better deal for policing than most commentators (myself included) predicted.  There will be less pressure to reduce officer numbers. Neighbourhood policing, previously under real threat, is likely to remain an important component of the policing model in England and Wales.  This is good news.

However, the police service should not use this financial reprieve as an excuse to duck important reforms.  The reforms that the police have already planned should continue, with any savings reinvested in an improved and more effective service.

It would be a retrograde step for candidates in the 2016 PCC elections to start pledging (as I am certain many will) to ‘protect officer numbers’.  We still need to rebalance the police workforce.   We need more staff with the kind of digital skills required to tackle cybercrime.  We need more crime analysts to help deploy police resources more effectively.  Blanket commitments to maintain officer numbers will get in the way of important reforms.

The argument for inter-force collaboration and, indeed, force mergers does not go away. The new top sliced transformation fund is designed in part to facilitate collaboration, but the fact remains that a 43 force structure no longer makes sense in operational or financial terms.

The police still have to adapt to a changing world. Falling levels of traditional crime and the explosion in online crime, particularly fraud and hacking, means we need an entirely different kind of police service.  Many of the pressures the police experience from non-crime demand will not go away. Big cuts to local government funding and the wider criminal justice system mean we need to reorganise the public service frontline to deal with problems such as high reoffending rates, child safeguarding and rising levels of mental illness.

Before yesterday I thought policing faced an existential moment and I stand by that. While the service has now secured significant financial breathing space, it still needs to adapt to an increasingly complex world. 

Rick Muir is director of the Police Foundation