Outcomes and actions arising from Equal Opportunities and Diversity Board meeting on 6 October 2005

Report: 9b
Date: 12 January 2006
By: Commissioner

Summary

The work emanating from the recommendations arising from ‘Morris’, ‘Taylor’, Commission for Race Equality (CRE) and ‘Ghaffur’ reports, as it relates to Professional Standards matters was presented to and discussed at the Equal Opportunities and Diversity Board (EODB) meeting on 6 October 2005.This report sets out the progress on the matters raised in an MPA report, which reviewed the MPS response.

A. Recommendations

That Members note the progress on the issues raised in the MPA review of the implementation of the recommendations arising from Morris, Taylor, CRE and Ghaffur Reports.

B. Supporting information

1. The Directorate of Professional Standards was requested to attend the Equal Opportunities and Diversity (EODB) on 6 October 2005.

2. EODB were exercising their responsibility to scrutinise the equality and diversity dimensions in respect of the MPS response to the Morris Inquiry, the CRE Formal Investigation, the Ghaffur and Taylor reviews – as it relates to Professional Standards matters.

3. The Chair of MPA Professional Standards and Complaints Committee was present and co-chaired the meeting for this item of business.

4. In response to the Commissioner’s report entitled. ‘Progress report relating to agreed outcomes of Morris, Taylor, CRE and Ghaffur Reports as it relates to Professional Standards’; the Chief Executive and Clerk submitted a report outlining some of the key challenges and concerns from an MPA perspective.

Policy procedures and practices

5. DPS use the MPS Corporate Policy Development Framework to develop all policies, procedures and practices, which are quality assured by the MPS Policy Clearing House. All DPS policies have been through this system, which is Race Relations Amendment Act compliant.

6. In addition, DPS have adopted the Diversity Excellence Model, which has been integrated into the DPS Review Programme. DPS staff have been trained in the use of the model; and questionnaires have been circulated to DPS staff, Staff Associations and the Community and these will form the basis of the impact assessment. The finding will be independently assessed and an action plan formulated to address any deficits. It is anticipated that this process will be completed in January/February 2006.

Engagement with stakeholders

7. Stakeholder Groups can be divided as follows:

1. Internal DPS Staff
2. Other MPS Staff
3. Staff associations
4. External stakeholders

9. Extensive staff involvement; including staff associations has been a feature of the MPS Service Review and the DPS Review. A series of seminars have been held to deal, firstly with the Service Review, and second with the DPS Review – The ‘New Way Model’ development. A further series will be held to manage the implementation of the ‘New Way Model’.

10. The DPS Diversity Co-ordinator attended all of these seminars, as part of the Diversity Excellence Model, asking questions and promoting discussions.

11. The DPS Review Programme has a Project Board and a Challenge Panel, the memberships being:

12. These consultation arrangements are supplemented by regular and informal meeting with staff associations chaired by Commander Sue Akers, Deputy Director DPS. These meetings currently have a twin focus namely (a) DPS review work and (b) day-to-day working practices and issues. The DPS Diversity Co-ordinator attends these meetings.

13. These consultations shape policies and assist in the consideration of the qualitative aspects of performance.

DPS review relationship with key corporate initiatives

14. The MPS has a Professional Standards Strategy, which is driven by the MPS Professional Standards Strategic Committee (MPS PSSC) and informed by the DPS Strategic Assessment. This Committee is chaired by Assistant Commissioner Brown, Director DPS and has senior representatives from all MPS Business Groups. A standing item is ‘Diversity and Proportionality’ issues lead by Deputy Assistant Commissioner Fitzpatrick – MPS Lead for Diversity, Proportionality and Citizen Focus.

15. The MPS Professional Standards Strategy is being revised during 2005 to take account of the issues raised by Morris, Taylor, CRE and Ghaffur reports; the new MPS Diversity Strategy and the changing nature of professional standard as indicated in the Strategic Intelligence Assessment.

16. MPA PSSC reviewed an initial draft of a new strategy on 8 November 2005. Additional time was provided to complete initial consultation and to establish links with the MPS Modernisation Programme. A further draft will then be prepared for wider consultation. It is expected that this wider consultation will commence in January 2006.

17. Strand 2 specifically deals with the links to key corporate initiatives.

Prevention and organisational learning

18. A Prevention and Organisational Learning Command is currently being formed as a direct result of the DPS Review.

19. Detective Chief Superintendent Stuart Osborne, DPS, has been appointed to head this new command; he is in the process of establishing the functions and staffing. Initial work has been focussed around (a) developing the delivery mechanisms by realigning DPS resources to support Borough single points of contact with DPS; and (b) developing and monitoring the intervention team, which will persue issues identified by the analysis of information received in the DPS reception desk and other management information/Intelligence.

20. In essence – identifying under performers; unpicking the causes; establishing a plan to remedy; and providing resources and support, in the short term, to ensure performance reaches the required levels. Information, education and training needs will be identified and facilitated.

Review and development of equality Information

21. The DPS reception desk will provide the single point of contact of entry into DPS. Contact forms will be redesigned to accommodate the additional diversity information. Actioning of issues will be via the Prevention and Organisational Learning Command. See Paragraph 18 above.

Use of gold groups for critical incidents

22. Gold groups are established as matter of routine for appropriate DPS related matters in accordance with the revised Standard Operating Procedure (SOP). An assessment of the circumstance will determine if the incident can be defined as critical, the term community applies equally to the “police” community.

23. If the ‘critical incident’ threshold is passed, there is further analysis to decide whether or not a gold group should be formed, once again using the series of considerations and objectives laid out in the SOP. If a decision is made to form a gold group then, depending on the circumstances of the matter, a number of key headings will be considered that include the four principle objectives, but these could also include such things as the welfare of any officers who might be involved. Membership will then be determined in line with SOP, but that can be expanded or contracted as the case progresses.

24. On occasion DPS gold groups may not be able to influence the investigation of the actual incident, if an external force does it, but the gold group can act as a conduit between the MPS and the local community as the outcome of the investigation is something that has to be managed by the MPS. A good example of this was the Derek Bennett gold group. Northumbria handled the investigation under the direction of the PCA/IPCC; they distanced themselves from the gold group. However, as the investigation had an impact on the MPS in general (namely the deployment of Firearms Officers and their involvement in fatal shootings; and the local Operational Command Unit (OCU) in particular (Managing and responding to gun crime on the Borough was also a feature). The gold group proved useful in providing lines of communication with community representatives during the investigation process and the subsequent inquest.

25. In the relation to the selection of Independent Advisory Group (IAG) members, the initial approach is made to the head of the IAG requesting assistance. If that assistance is granted then the Group will nominate a member. The Derek Bennett case was slightly different. Two members of the local Lambeth Policy Advisory Group joined the gold group. This illustrates the flexibility within the Standard Operating Procedures (SOP) to ensure community input is gained.

Key Outcome of EODB Meeting on 6 October, MPS perspective

26. The key outcomes/challenges remain as identified in the strategic aims of the DPS review, which for convenience are repeated below:

• To place a prevention culture at the heart of DPS activity in order to identify and reduce opportunities for misconduct and corruption;
• To develop greater internal and external trust and confidence through improved sensitivity, timeliness, effectiveness and efficiency of DPS investigations;
• To move from a blame culture to one where lessons are learnt and understood by the organisation;
• To increase DPS engagement with stakeholders to:
  • Improve the openness, accountability and accessibility of investigations;
  • Enhance understanding of customer needs, whilst developing external awareness of the DPS area of work;
• To improve support for all those both within and outside the MPS involved DPS investigations;
• To ensure that DPS has sufficient arrangements for monitoring and assessing performance in relation to race equality responsibilities; and
• To improve internal and external communications

HMIC inspection

27. Her Majesty’s Inspectorate of Constabularies (HMIC), conducted a thematic inspection of MPS DPS between the 7 and 11 November 2005. One of their key focus areas was the implementation of Morris, Taylor and CRE reports. They deployed five teams, one dedicated to diversity issues.

28. A draft report of the findings is very positive, making only eight recommendations, none of which requires any urgent remedial action.

29. Two relate to diversity matters.

Recommendation 4
The MPS should consider reviewing the process for the investigation of discrimination cases to ensure investigations are conducted at the earliest opportunity and that there is clarity regarding investigative responsibilities.

and

Recommendation 6
The MPS should be satisfied that when managing the implementation of the recommendations of Morris, Taylor, CRE and Ghaffur by aggregating outcomes that systems remain in place that have clear lines of accountability for action on the detailed recommendations.

30. The finalised document will be available in early 2006.

List of abbreviations

AC

Assistant Commissioner

ACC

Anti-Corruption Command

BCU

Borough Command Unit

BOCU

Borough Operational Command Unit

CRE

Commission for Racial Equality

DCS

Detective Chief Superintendent

DPS

Directorate of Professional Standards

HMIC

Her Majesty’s Inspectorate of Constabulary

HR

Human Resources

IAG

Independent Advisory Group

IIC

Internal Investigation Command

IPCC

Independent Police Complaints Commission

MCAV

Misconduct, Civil Actions and Vetting

MIG

Manual of Investigation

MOG

Manual of Guidance

MPA

Metropolitan Police Authority

MPS

Metropolitan Police Service

OCU

Operational Command Unit

PCA

Police Complaints Authority

RRA

Race Relations Amendment Act

SI

Service Improvement

SIO

Senior Investigating Officer

SOP

Standard Operating Procedure

C. Race and equality impact

The work relating to Morris, Taylor, CRE and Ghaffur and in particular the DPS Review Programme is focused on addressing real and perceived discrimination within the Professional Standards arena. The continued involvement of staff associations and external stakeholders will ensure that this focus is maintained.

D. Financial implications

Costs for current work is being met within the existing MPS budgets directed by the MPS Professional Standards Strategic Committee, which is chaired by Assistant Commissioner Alan Brown, Director DPS.

E. Background papers

• MPS Critical Incidents Standard Operating Procedure
• Progress Report relating to agreed outcomes of Morris, Taylor, CRE and Ghaffur reports as it relates to professional standards – EODB 06/10/05
• Review of progress relating to agreed outcome of Morris, Taylor, CRE and Ghaffur reports as it relates to professional standards – EODB 01/10/05

F. Contact details

Report author(s): Commander Akers, Directorate of Professional Standards

For more information contact:

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

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