Minutes

Minutes of the meeting of the Communities, Equalities and People Committee of the Metropolitan Police Authority held on 12 November 2009 at 10 Dean Farrar Street, Westminster, London SW1H 0NY.

Present

Members

• Cindy Butts (Chairman)
• Faith Boardman
• Victoria Borwick
• Valerie Brasse
• Kirsten Hearn
• Clive Lawton

MPA officers

• Catherine Crawford (Chief Executive)
• Alan Johnson (HR Policy Officer)
• Martin Davis (Head of Engagement & Partnerships)
• Doug Lewins (Policy Officer)
• Chris Benson (Committee Services)

MPS officers

• Denise Milani, (Director Diversity and Citizen Focus Directorate)
• Mark Gervais (DPS Equalities Co-ordinator)
• Moir Stewart (Commander DPS)
• Mark Simmons (Commander TP)
• Glen Allison (Chief Superintendent, Diversity and Citizen Focus Directorate)
• George Clarke (Chief Superintendent, HR Selection)
• Martin Tiplady (Director, MPS HR)

1. Apologies for absence

1.1 Apologies for absence were received from Reshard Auladin, Kit Malthouse and Steve O’Connell.

2. Declarations of interests

2.1 There were none

3. Minutes and Action Sheet: Communities, Equalities and People Committee 10 September 2009.

(Agenda item 3)

3.1 The minutes of the meeting held on 10 September 2009 were approved and signed as a correct record.

3.2 The action sheet form the meeting held on 10 September 2009 was noted

Resolved accordingly.

4. Committee and Sub Committee membership and appointment of Chairs of the Sub Committees.

4.1 Catherine Crawford introduced the report and invited the Committee to note the following membership of the Committee, Sub Committees and Sub Committee Chairs.

(i) Communities, Equalities and People Committee

(Quorum 3)

• Cindy Butts (chair)
• Reshard Auladin (Chairman of Strategic and Operational Policing)
• Faith Boardman
• Victoria Borwick (vice chair)
• Valerie Brasse
• Kirsten Hearn
• Clive Lawton
• Kit Malthouse (MPA Vice-Chairman)
• Steve O’Connell (Chairman of Finance and Resources Committee)

(ii) Citizen Focus and Community Engagement Sub-Committee

(Quorum 3)

• Victoria Borwick
• Valerie Brasse
• Cindy Butts
• Clive Lawton (Chair)
• Joanne McCartney

(iii) Equality and Diversity Sub-Committee

(Quorum 3)

• Cindy Butts
• Kirsten Hearn (Chair)
• Clive Lawton

(iv) HR and Remuneration Sub-Committee

(Quorum 3)

• Reshard Auladin
• Faith Boardman (Chair)
• Cindy Butts

5. Development of the MPS Diversity and Equality Strategy.

5.1 Denise Milani (Director Diversity and Citizen Focus Directorate) introduced the report that set out the development of the MPS Diversity and Equality Strategy 2009-2013 and outlines the work under way to prepare the strategy for publication and launch. The Committee was advised that like all public bodies the Metropolitan Police Service (MPS) had a statutory duty to promote human rights and the equality of treatment between people irrespective of age disability gender race faith or belief or sexual orientation.

5.2 Whilst the Committee welcomed the strategy, it wanted to know how the scheme would be evaluated, how its outcomes would be measured, and what would success look like.

5.3 A view was expressed that the strategy and details of the evaluation process should be released at the same time. Knowing that the strategy would be fully evaluated would encourage individuals to take part.

5.4 It was recognised that the communications strategy, internal and external, would be key to the success of the strategy. The Committee was assured that an innovative communications plane had been design to launch and sustain interest in the strategy.

5.5 The Committee was advised that the support of the middle management tiers was vital if the strategy was to succeed. A clear infrastructure had been put into place to build the confidence of middle managers to manage performance, and to identify good practice. All staff had to claim ownership of the strategy; it could not work if seen as something imposed by the Diversity and Citizens Focus Directorate.

5.6 It was noted that the Deputy Commissioner chaired the Diversity Board and would drive the scheme forward

Resolved to endorse the new MPS Diversity and Equality Strategy 2009-2013.

6. Update on HR recruitment community engagement

6.1 George Clarke (HR Selection) introduced the report that provided members with an update on the HR Community Engagement Strategy, and associated activities concerning apprenticeships, volunteering and work experience. Chief Superintendent Clarke thanked the Committee for its continuing, involvement and commitment in developing the strategy.

6.2 The Committee noted that a large number of Specials are trained over a period of two years at great expense to the MPS, but many only stay for three years or so. It was suggested that a similar approached to that used by the Territorial Army could be adopted to retain that experience.

6.3 The Committee was advised that the attrition rate for Specials was a major concern for the MPS, particularly given the proposal to use this as the ‘gateway’ into the regular police service. It was suggested that an informal session was held with members to address the issue.

6.4 With regard to the retention of staff, the Committee was advised that over the last ten years the attrition rate for Black and Minority Ethnic (BME) staff had improved significantly and was very little different from that of white staff. However, it was recognised that more work needed to be done and, in particular, less BME Police Community Support Officers (PCSOs) applied to become police officers than white PCSOs. This was very disappointing given the high representation of under-represented groups amongst PCSos. It was noted that additional support was being provided to BME PCSO’s to enhance their opportunities.

6.5 The Committee was advised that the attrition rate for police officers had been expected to be 4.5%; however this was now near to 3%; the police staff attrition rate was expected to be at 6.5% and was currently at 5%. As a result the MPS had reduced its anticipated recruitment by 400 posts.

6.6 The Committee was advised that the boycott organised by the Black Police Association had not appeared to have had a detrimental impact on recruitment. For the last nine months the HR Directorate had maintained a good working relationship with the BPA.

6.7 The Committee thanked George Clarke and his team for adopting such a proactive approach.

7. Accountability for borough performance on violence against women and girls targets

7.1 Mark Simmons (Commander, TP) introduced the report that set out the Violence against women and girls performance management arrangements and accountability process. In addition the report highlighted the MPS performance exceeding bespoke targets for Domestic Violence, serious sexual offences, and a static position for that of rape

7.2 The Committee was advised that there were no specific targets for violence against women and girls. The targets that did exist were set in the policing plan and individual targets were set for Borough Commanders as part of the PDR process.

7.3 It was noted that the detection of rape was very static, and many boroughs are falling below their bespoke performance targets. However, this should be viewed in the light of a 24% increase in reported rapes and therefore the fact that the Sanction Detection rate has remained static means that performance is not decreasing under increased demand for resources. It should also be noted that the serious sexual offences command SCD2 has been operating since 23 September and the accountability structures around rape and serious sexual assault have therefore changed.

7.4 The MPS was unsure if the increase in the reporting of rape was due to an actual increase in rape or if it reflected an increased confidence in reporting process.

7.5 The Committee considered that the Borough Commanders had to have a more sophisticated understanding of what success looked like. The Committee was assured that the work of the Domestic Violence Board (DVB) was a very testing and probing process that recognised some of the good work being done. The work of the DVB was taken very seriously and supported by the borough commanders.

7.6 The Committee sought an assurance that Borough Commanders would be held to account if they were found to be wanting. The MPS was confident that the process now in place was robust and provided the required degree of accountability.

Resolved to note the arrangement for performance accountability.

8. Update of Morris Inquiry recommendations

8.1 Catherine Crawford (Chief Executive) and Martin Tiplady (Director, MPS Human Resources) introduced the report that highlighted progress on the Morris Inquiry recommendations.

8.2 The Committee noted that that the report had been redrafted to provide members with evidence about how the recommendations of the Morris report had been implemented. Any recommendation not implemented would be addressed by the action plan arising from the Race and Faith Inquiry.

8.3 A view was expressed that despite the implementation of the report’s recommendations, it was difficult to assess if the desired outcomes of the report had been achieved, and organisational culture remained a concern. In future greater consideration had to be given as to how the results of such reports and their recommendations would be evaluated.

8.4 The Committee was advised that the next MPS staff survey would provide some analysis of improvements against some of the headings of the Morris enquiry. It was noted that the survey could not be altered to any great degree as it had to be consistent to provide a comparator against the results from previous years.

Resolved

(i) To formally sign off all Morris Inquiry recommendations that are cited as achieved.

(ii) Future updates are combined with the final recommendations of the MPA Race and Faith Inquiry.

9. Developing Form 696

9.1 Adrian Studd ( ) introduced the report that updated the Committee on: the consultation process undertaken to revise 696, the contents of new from 696, the application of the form with monthly numbers and general details of the applications made.

9.2 The Committee noted that the Licensing Act 203 allowed Local Authorities to impose conditions when granting a license. The completion and submission of a Form 696 could be required as a condition of a license, over which the MPS would have no control. It was agreed that to minimise reputational damage the MPS, local authorities should be required to rebrand the form for their own use.

9.3 It was noted that the redesigned Form 696 was very different to the original. The MPS had responded to the concerns raised by external parties and had consulted with a number of stakeholders. The Diversity and Citizen Focus Directorate had also been consulted.

Resolved

(i) To support the continued use of the Event Risk Assessment Process and form 696 as a valuable tool that assists police and event organisers to work together to manage the risk of serious violence present at some events.

(ii) To note the contents of the Equalities Impact Assessment (EIA) and the extensive consultation process undertaken and wide support for the continued use of the form from those who use it and from representatives of the communities disproportionately affected by some of the most serious violence and gun crime.

(iii) To note the contents of the revised Form 696, effective from 23 October 2009.

(iv) To note the current application of the Form 696 as set out in the report.

10. MPS Independent Advisory Groups (IAGs) – development report

10.1 Glen Alison (Diversity and Citizen Focus Directorate) introduced the report that provided an update on the development of the Independent Advisory Groups (IAGs), Standard Operating Procedures, the membership of IAGs, IAG expenditure, advantages and disadvantages of merging the corporate groups and the added value that IAGs provide for community consultation

10.2 Concerns were expressed that the Standard Operating Procedures (SOPs) had not yet been agreed and that no mechanism was in place to monitor spending by the IAGs, how long the members served or how they were recruited.

10.3 The Committee was of the view that there must be a more effective way to consult with the community and asked to be advised of the date for the internal audit.

10.4 The Committee was advised that some IAGs were feeling aggrieved at the inconsistency of treatment by the MPS/MPA.

10.5 A view was expressed that given the current structure and membership of the IAG’s they served only to undermine the work undertaken by the Community and Police Engagement Groups (CPEGs)

10.6 It was suggested that consideration of the report was deferred to allow an informal meeting to be held to discuss members concerns regarding the IAGs.

Resolved to defer consideration of the report to allow members of the committee to meet informally with the MPS to discuss the development of the IAGs.

11. Equality Impact Assessment update

11.1 Glen Allison introduced the report that provided members with an update of and developments in the MPS use of Equality Impact Assessments.

11.2 The Committee noted that external training was expensive but had been very effective. However once trained individuals moved on, with the result that there was a constant business need for trained equality impact assessors.

11.3 The Committee was of the view that the process was not as complex as it first appeared. A simplified form of training and support from senior managers should be sufficient to give most individuals the confidence and skills to complete the assessment form.

11.4 The EIA form was considered to be overly long and repetitive and consideration should be given to its redrafting.

Resolved to note the report.

12. The Management and Accountability of MPS Partnership, Multi Agency and 3rd Sector Programmes

12.1 Richard Clarke (Director, Strategy and Improvement) introduced the report that provide an overview of the policy, guidance and mechanisms that the MPS has in place for the management and accountability of MPS Partnership, Multi Agency and 3rd Sector programme.

Resolved to note the content of the report regarding the management and accountability of MPS Partnership, Multi Agency and third Sector Programmes.

13. Reports from the Sub Committees

The Chair introduced the report and invited the Chairs of the Sub Committees to comment.

Faith Boardman Chair of Human Resources and Remuneration Sub Committee expressed her concern that the Sub Committee had again been inquorate. As a result the recommendations made by the Sub Committee now required the endorsement of the Communities, Equalities and People Committee; this was duplication and caused delay. It was agreed to raise this issue at the member’s away day.

Resolved

(i) to note the report.

(ii) to discuss the membership of committees at the members away day.

Exclusion of press and public

A resolution was put to exclude the press and public from the meeting during the remaining agenda item as it would be likely to disclose exempt information as described in Part 1, Schedule 12A of the Local Government Act 1972 (as amended).

Resolved – That the press and public be excluded from the meeting during the remaining agenda items.

14. Issues requiring endorsement from the Human Resources and Remuneration Sub Committee

14.1 Alan Johnson (HR Oversight and Review) introduced the report. The Committee was advised that the meeting of the Human Resources and Remuneration Sub Committee held on 19 October inquorate. This report therefore summarised the recommendations requiring endorsement by the Communities, Equalities and People Committee.

RESOLVED to endorse the recommendations made by the Human Resources and Remuneration Sub Committee with regard to:

(i) Metropolitan Police Senior Staff Pay 2009-10

(ii) Police pay and reward

(iii) Chief Superintendents’ Post Related Allowances (PRA)

(iv) Association of Chief Police Officer (ACPO) Performance Related Pay (PRP)

End of meeting 5:05

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