The Equality Standard for the Police Service

Report: 6
Date: 22 April 2010
By: Deputy Commissioner on behalf of the Commissioner

Summary

This report provides an overview on work undertaken by the MPS to implement the Equality Standard for the Police Service (ESPS). This report will outline a brief introduction to the background, the purpose and aim of the Equality Standard for Police Services (ESPS) and describe the next steps in the implementation of the ESPS.

A. Recommendation

That Members are asked to note work in progress and give support to MPS plans for implementation of the Equality Standard for the Police Service (ESPS).

B. Supporting information

Introduction

1. The Equality Standard for the Police Service has been developed as a structured approach to improve performance on Diversity and Equality issues within Policing. Although this is a national standard the MPS led its development and testing through trials and us well placed to move forward on it’s implementation. The work undertaken to trial the Standard was reported on in detail to the Equality and Diversity Sub Committee on the 31 July 2009 and the Policing Minister launched the revised NPIA ESPS nationally on The 2 December. Forces are now expected to develop their own implementation process and local guidance.

2. In December 2009 the MPS Diversity and Equality Strategy was launched and the ESPS was seen as a core part of the Governance Strand led by the Director of the Diversity and Citizen Focus Directorate. This report sets out how the MPS have moved forward on implementation of the Standard and the associated work.

3. Her Majesty’s Inspectorate of Constabulary (HMIC) will undertake a national workforce inspection into Public confidence in 2010. The Inspection will examine six areas of activity: - customer service; listening to frontline staff; implementation of equality standards; deployment; workforce mix; and supervision. The ESPS is strongly focused on confidence issues and performance and elements of its delivery will be the subject of this inspection with HMIC gathering evidence against achievement at the baseline stage.

Next steps - implementing and promoting the ESPS throughout the MPS

4. A working group has been formed to use the experience gained from the involvement in the previous trials and develop an implementation plan. This has three main stages have:

1. Planning phase
   A staggered approach during March through to April using information packs including a workbook (see workbook document attached), minimum requirements for evidence and guidance notes will be sent to each (B)OCU as baseline assessment of performance against the ESPS indicators. The work books will be supported by facilitated seminars where staff will be guided through the criteria and other tools to assist in delivery.
2. Implementation phase
   April through to July (B)OCUs will be required to conduct an additional self-assessments using stage one material. The Diversity Advisors will support these processes.
3. Submission and assessment stage.
   August and September, validation of the self-assessment process will be completed.

5. All workbooks will be returned to DCFD. The linked DCFA as well as a DCFA that is not linked to your OCU will be assessing the returned workbooks using the following scale:

• 1 = Not at all satisfactory
• 2 = Not very satisfactory
• 3 = Fairly satisfactory
• 4 = Very satisfactory

Working with the Diversity Advisors any gaps identified using this process will be considered for inclusion in the business action plan for FY2011/12 and progress and exceptions will be reported to the MPS Diversity Board. ESPS performance will be reviewed by the Diversity Board, led by the Deputy Commissioner and will ensure that (B)OCUs are fully compliant with the ESPS process. A key performance indictor has been set for 80% of (all B)OCUs/units assessed to meet the baseline performance criteria by the end of the FY2010/11 and then 100% in FY 2011/12.

6. The ESPS working group are introducing both a product testing group and a user group. The product-testing group has now been established and will be maintained by the Diversity Advisors. The role of this group is to determine if the design of the products are practical, relevant and comprehensive. The aim of the user group is to allow the sharing of knowledge and understanding on fulfilling the requirements of the ESPS process. It is envisaged that where (B)OCUs are new to a stage of the ESPS process they maybe ‘budded up’ with (B)OCUs who have completed those stages. The Diversity Practitioners Network meeting in March will allow the middle managers who will have responsibility for completing the evidence to become familiar with the ESPS process and further familiarisation days maybe be arranged.

7. To enhance the integrity of the ESPS a verification process including a stage where the local community can review, test and challenge both B(OCU) and the MPS’s overall assessment is recommended. Nationally, all Forces are wrestling with what this might look like. An option for the MPS could be to invite review through the Community Police Engagement Group process with support of the MPA. The MPS is already in dialogue with officers of the MPA on this issue and would invite members to assist design a solution that will best serve the communities of London and inspire confidence in the ESPS as a valuable framework for continuous improvement.

8. A communication strategy has been developed which recognises the audience will change with an initial focus on the needs of Senior Managers and those tasked with implementation. As it becomes part of the performance infrastructure the kind of products envisaged will be more specific and targeted to other audiences. As part of the communications strategy, DPA developed a document explaining the relationship between the MPS Equality and Diversity Strategy, the MPS Equality Scheme and the ESPS (see attachment titled ‘ESPS Factsheet’).

9. The MPS has examined options for the development of a data capture system to assist B(OCU’s) gather evidence of their performance. It became clear that commitment to a particular IT solution, in advance of understanding where and what the evidence consists of might prove a costly mistake. Learning from our experience during the trial of the ESPS, DCFD have designed an interim solution using an Excel spreadsheet. With support from DoI the working group are proposing using local IT structures, allowing (B)OCUs to use local storage of information for evidence capture but also give central access to overview this information. The product testing group will be used to determine if this solution is viable for all (B)OCUs from TP through to SCD. In reviewing the trial sites experience the working group also measured the time and resources committed to the implementation of the evidence gathering process for the ESPS. The reduction in the number of ESPS indicators since the trial will undoubtedly have some impact on this information and it is difficult to establish the actual impact at this time. The work is likely to fall to Superintendents or Band Bs supported by Management Information Teams

10. Trial sites found that once they were familiar with the process it gave them the opportunity to critically look at where their command was in relation to the delivery of diversity both internally and externally. The ESPS was recognised as a useful tool by the Trial sites feeling it was straightforward to complete once sites had familiarised themselves with the process. Trial sites stated that the ESPS had provided an evidence capture tool that highlighted diversity and equality performance in day to day operations that they had not previously been aware of. The sites realised that participation in the process provided them with a template that focused their attention in areas identified for improvement across all areas of business. In larger commands they learned that this process allowed them to capture all the ongoing work they were already doing in relation to diversity and equality and enable commands to map their diversity and equality activity. Gaps were also more easily identified and this allowed for better planning of future activities. Finally trial sites realised that as they now have a central place for recording activity in a structured way this is beneficial for future inspections. One of the products that DCFD have provided is a document outlining the overlap between other performance regimes so that efforts are not being duplicated.

The way forward

11. Implementation of the ESPS will require a phased approach across the MPS. The size and numbers of OCU’s and Business areas makes this more complicated and complex process than that likely to be experienced elsewhere in UK policing. Both communication and senior buy in will be crucial for successful delivery to the ESPS across the MPS. This work will be co-ordinated by DCFD teams led by the Diversity Advisors, who will engage with OCU’s and Business groups to identify, explain and implement the ESPS as outlined earlier. In the long term it is anticipated that once the self assessment and is completed that DCFD will provide advice and practical support in the development of local action plans as local priorities are identified.

12. The intention of developing action plans is to identify ‘key’ areas for policing activity. We intend the ESPS to focus activity on critical and important improvements to make long term change. This approach is consistent with the Government’s Equalities Bill proposals where there is ‘no’ requirement to set objectives for every area of equality and the MPS Diversity and Equality Strategy which sets strategic priorities which the ESPS will support.

13. The Diversity and Citizen Focus Directorate will monitor and collate the corporate picture of equality and diversity performance on behalf of the MPS. At a strategic level, progress on the ESPS to date has been and will continue to be the subject of regular update to the MPS Diversity Board. The board is now chaired by the Deputy Commissioner who will brief the Commissioner via Management Board meetings and report and be accountable on matters of equality and diversity to the Metropolitan Police Authority.

C. Race and equality impact

On behalf of the Police Service, an Equality Impact Assessment is being completed by the NPIA and has involved a wide range of engagement activities to raise awareness of key stakeholders. (Meetings held with the Association of Police Authorities Equality Network, Police Federation, Police and Police Staff - Staff Associations, Independent Police Complaints Commission, Welsh Equality Human Rights Commission, Citizens Advice Bureau, Improvement and development Agency (IDeA), ACPO Confidence & Equality Practitioners Network, Government Equality Office.

In June 2009 two major consultation events were held in London and Huddersfield involving people from the MPS’s and West Yorkshire Police’s independent Advisory group’s (IAG’s) professional equality bodies and key community members.

The Equality Standard has been designed specifically; as a means of promoting positive outcomes for communities by positive; to improve policing performance; address issues of disproportionality and focus local activity to locally identified priorities.

Through a transparent process of self assessment and community engagement the Equality Standard will provide evidence that demonstrates how the MPS is meeting the existing Equality General Duties - as enshrined in existing Race, Gender and Disability legislation - and is designed to be equally compatible with the envisaged changes of the new Equalities Bill.

D. Financial implications

The Standard supports the work to progress equality and diversity issues and integrates performance management within existing frameworks.

E. Legal implications

The Equality Standard for Police Forces (“the standard”) aims to ensure all strands of the equality legislation is full integrated into day to day policing activities so that they contribute to overall improvements and build confidence in the police force.

The standard will assist the MPS to assess how far it has developed beyond the basic compliance with equality law, and ensure there is a drive towards continuous improvement. The MPS will be able to benchmark and learn from other police services by using a single framework.

Whilst the standard has been developed for and is aimed at police forces, the MPA has a duty to secure an efficient and effective police service and therefore will have a significant oversight role.

The Equalities and Diversity Sub-Committee may receive and consider the proposals contained in this report, as it is the lead on the integration of equality and diversity work within the MPS, under its terms of reference.

F. Environmental impact

There are no environmental issues raised by the report. It should be noted however, that the MPS Environment Strategy scope will, during the course of the 2009/10 financial year, be broadened through the development of a Corporate Social Responsibility (CSR) Strategy that is currently in development. This will take into account a broader set of issues, including social and economic issues.

It is possible that the material issues identified by the strategy and which inform the CSR reporting framework, will include issues addressed by the "Equalities Standards in the MPS" report, for example, in relation to Race, Gender, Disability, etc.

G. Background papers

None

H. Contact details

Report author(s): Detective Chief Superintendent Glen Allison assisted by colleagues within the Diversity & Citizen Focus Directorate ESPS Working group.

For information contact:

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

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