Equality & Diversity Sub-Committee Annual report

Report: 6
Date: 21 October 2010
By: Chief Executive

Summary

This report provides a brief overview of the work of the Equality & Diversity Sub-Committee (EDSC) since its inception in March 2009 to its latest meeting of 22 July 2010. The report also provides an update from other MPA committees on their equality objectives.

A. Recommendation

That Members note the annual report.

B. Supporting information

Introduction

1. The Equality & Diversity Sub-Committee (EDSC) leads on issues relating to equality of opportunity and diversity within the Metropolitan Police Authority (MPA) and Metropolitan Police Service (MPS). The subcommittee aims to:

• promote equality, value diversity, ensure fairness, justice and equality of access and opportunity;
• identify any barriers to progressing equality and diversity, eliminate unlawful discrimination and the underlying causes and take remedial and preventative action where these become apparent; and
• ensure that the governance of equality and diversity performance and practices of the MPS is effective to secure lasting and sustainable institutional changes that lead to increased public trust and confidence in the police, especially within traditionally excluded communities.

2. EDSCs purpose is to act as a critical friend to the MPS in delivering policing services that meet the needs of London's diverse communities. The MPAs vision for success is a police service that reflects the community, knows the community and treats the community fairly whether encountering them as victims, witnesses or suspects/perpetrators of crime.

3. Rather than concentrate on individual equality strands the EDSC has held themed discussions on various aspects of policing. This approach is consistent with the MPAs drive to mainstream equality and enables the EDSC to add value to the work plans of the MPS and MPA in supporting Met Forward.

4. Through its use of themed meetings and suspension of 'standing orders', which allows members of the public to participate in the discussion alongside MPA members, the subcommittee not only provides a direct voice for Londoners to the MPS and MPA, but also acts as an early warning system for the MPA on a range of issues.

Background & structure

5. The EDSC was setup following the reorganisation of the MPA committee structure and held its inaugural meeting to agree its terms of reference and first year work plan on 27 March 2009.

6. It is a subcommittee of the overarching and more strategic Communities Equalities & People (CEP) Committee. As well as working to the direction of the CEP committee the EDSC has also taken up areas of business referred to it from other MPA committees; such as the MPS Languages Programme which was passed to the EDSC for equality expertise from the MPA Finance & Resources Committee. In turn where the EDSC has uncovered specific issues that can be better addressed elsewhere it has tasked other areas of the MPA to take this work forward; for example concerns raised by the public on homophobic hate crime being referred to the London Hate Crime Forum for action.

7. MPA members of the EDSC are Kirsten Hearn (chair), Cindy Butts and Clive Lawton. Depending on the topics to be discussed other MPA members may also attend on a temporary basis. The subcommittee is supported by Policy Development Officers and a committee assistant from the Policing Policy, Scrutiny & Oversight Unit and Engagement & Partnerships Unit respectively.

8. The EDSC is unusual in that its meetings typically consist of one or two major themes, and with standing orders suspended, have a high degree of community interaction and participation. This has enabled and empowered members of the public to directly question, challenge, support and learn from the key decision-makers in the MPS on major aspects of policing. With the assistance of London's diverse communities EDSC has been able to add value to the scrutiny, oversight and accountability functions of the MPA.

9. The EDSC has also provided a platform for the MPS to demonstrate what steps it has taken to ensure its work genuinely integrates equality and diversity.

10. This report summarises the main work areas progressed by the subcommittee and some of the discussion highlights and decisions from March 2009 to July 2010. The report is designed against the backdrop of a range of significant ‘drivers’ that have impacted on both the MPA and the MPS. These include (but are not limited to):

• Met Forward;
• Revision of the MPA committee and staff structure;
• The Equality Act 2010;
• The Independent Race and Faith Inquiry;
• The Equality Standard for Policing;
• The 2012 Olympic and Paralympic games;
• A greater emphasis on performance and performance management; and
• Value for money in the current economic climate.

11. The EDSC work plan was developed as a result of an analysis of the policing plan consultation results, MPA scrutiny reports and a review of reports from the previous Equal Opportunities & Diversity Board to identify areas of MPS business that had not yet been considered by the MPA. Below is a summary of each of the areas covered within the past year.

12. This report also contains a brief update from other MPA committees on their work to progress equality and diversity issues (see Appendix 1).

Summary of reports to EDSC

27 March 2009

• Equality and Diversity issues in C3i and Central Communications Command

13. In March 2009 the subcommittee received a report on the equality and diversity implications of 3Ci and Central Communications Command. The report provided an overview of the role played by Central Communications Command in supporting the MPS Citizen Focus Agenda and the Policing Pledge including how CCC engaged with the community it served and initiatives within to engage and support a diverse workforce.

14. Key points emerging from the discussion included:

• The low numbers of BME staff employed in supervisory roles despite positive action measures, such as the MPS Leadership Academy, to increase the diversity of the organisation as a whole;
• 40% of all disciplinary cases related to BME staff, further analysis was recommended to understand the reasons for this;
• The high number of police officers used in call centres when many of the duties could be performed by civilian staff;
• Low recording of data on sexual orientation within CCC, members reiterated the need for this information to be monitored; and
• The opportunity to support CCC staff working from home is potentially inhibited by significant cost of providing necessary adaptations and Information Technology (IT) equipment, particularly around security.

5 June 2009

• Development of MPS Diversity Strategy

15. In June 2009 the subcommittee received a report on the development of the MPS Diversity & Equality Strategy 2009 - 2013 where members were able to provide input and advice to the development of the strategy.

16. Key points emerging from the discussion included:

• Members noted the importance of focussing on outcomes and establishing current baselines so that progress could be critically reviewed;
• The strategy needed to not simply list the mechanics of community engagement but also explain why it was done and what the MPS hoped to gain from it;
• The strategy had to be marketed to the community and its benefits clearly explained.

17. Members' recommendations were integrated into the draft strategy which was later formally published in December 2009

31 July 2009

• Crime & Older People;
• Equality Standard for Policing; and
• Specials & Volunteers.

18. In July 2009 the subcommittee received a report on crime and older people. This report introduced the MPS Older People Strategy 2009 - 2012 with its focus on what the MPS intends to do over the next three years to reduce crime, the fear of crime and make London a safer place for older people.

19. The strategy had been formulated to cater for the needs of older people in line with the MPS Equalities Scheme key objectives, the Mayor of London older people’s strategy (Appreciating Our Seniors), the strategic outcomes and objectives of the Policing London Business Plan 2009/12 and delivering the MPS Policing Pledge.

20. The key points emerging from the debate were:

• Care had to be taken with the language used (e.g. labelling individuals as vulnerable);
• the MPS adopt a social model of delivering service equally to all community members;
• the need for more engagement with older people;
• intergenerational work within schools to be developed further and publicised more widely;
• the terminology for describing older people needed to be defined and used consistently; and
• integration of recommendations from the GLA hosted conference on older people and crime.

21. The second report received in July 2009 related to the Equality Standard for the Police Service (ESPS). The report provided an overview of work undertaken by the MPS to develop an equality performance framework, showing its transition from adoption of the Equality Standard for local government (ESLG) through to the MPS’s involvement in the development and trial of the ESPS.

22. Since this initial report the subcommittee has received regular updates on the standard and its implementation across the MPS.

23. The third and final report received in July 2009 related to the MPS use of Specials and Volunteers. There are three significant groups of volunteers that support the MPS, these are: the Metropolitan Special Constabulary (MSC), the Met Volunteer Programme (MVP) and the Volunteer Police Cadets (VPC). Each has a diverse makeup which is much more reflective of the communities of London than the regular service.

24. As a result of the discussion members recommended that the MPS undertake consistent diversity monitoring for volunteers and specials in order to ensure that all parts of the MPS are reflective of the communities of London.

22 October 2010

• Policing & mental health; and
• MPS and MPA Equality Schemes

25. The policing and mental health report provided an outline of the MPS response to individuals with mental health needs in London.

26. Key points emerging from the discussion included:

• The need to ensure that mental health service user groups were consulted on the development of relevant Standard Operating Procedures (SOPs);
• The use of TASER against people with mental health issues remains a grave concern despite assurances that it is used as a last resort and officers receive training to identify symptoms of mental illness.

27. The MPS & MPA Equalities scheme updates provided an overview of the ongoing development of the schemes including governance, engagement and inclusion within the broader MPS equalities agenda.

28. Key points emerging from the discussions included:

• The actions of the MPS Equalities Scheme would be integrated into the MPS Diversity and Equality Strategy 2010-2013;
• Governance and scrutiny of the MPS Equalities Scheme had been enhanced by the Deputy Commissioner chairing the Diversity Board;
• The MPS must demonstrate the value for money that good equality advice can provide; and
• To achieve greater value for money, there should be greater use of staff support associations and groups as “critical friends” and advisors to the MPS on equality and diversity issues.

11 February 2010

• MPS Service Delivery to LGBT Communities; and
• Public Protection Desks.

29. The Lesbian, Gay, Bisexual & Transgender (LGBT) report provided an overview of service delivery to LGBT communities in relation to hate crime reporting, the deployment of LGBT Liaison Officers, Independent Advisory Groups and community engagement.

30. This meeting was well attended by individuals and community groups who were able to raise their concerns and issues directly with the MPS. Concerns on homophobic and transphobic hate crime dominated this discussion and it was clear that this is an area which the public feels especially passionate about.

31. Of particular concern for some community members was how the MPS is tackling the problem of homophobic attacks talking place within the vicinity of LGBT venues. Also believed to be particularly important was an effective response to low level harassment before there was a chance for it to escalate to something more serious; charges and cautions must be used appropriately.

32. Key points emerging from the discussions included:

• The rise in homophobic offences was mainly due to improved recording of offences, in particular the better use of homophobic reporting 'flags' on police incident report forms;
• Sanction detection rates had improved considerably from 14% to 40% and that user satisfaction surveys had not recorded any difference in satisfaction between the LGBT community and other wider communities;
• The underreporting of homophobic and transphobic hate crime was, and remains, a continuing issue for communities and MPA members who stressed that the MPS must differentiate between anti-social behaviour and hate crime;
• The importance of the MPS building links with schools to educate children and help prevent future LGBT hate crimes. LGBT awareness will feature in the Equality Impact Assessment (EIA) of the revised youth strategy document;
• The subcommittee recommended the development of corporate rules and guidance regarding the deployment, monitoring and effectiveness of LGBT liaison officers.

33. The issues and concerns identified by EDSC on homophobic hate crime were passed to the MPA London Hate Crime Forum where a themed meeting on LGBT hate crime was later held to address these concerns. In addition, to raise awareness of current LGBT hate crime trends a briefing on homophobic and transphobic hate crime was circulated to all MPA members.

34. The second half of the meeting was dedicated to an update report on the work of Public Protection Desks across London. Public Protection Desks are responsible for coordinating the police and multi agency response for vulnerable children, vulnerable premises and potential offenders.

35. Key points emerging from the discussions included:

• There were significant concerns about the grey area between where the police service role ends and other agencies (e.g. social services) begins; such divisions of responsibility needed to be clarified to prevent confusion and ensure vulnerable individuals do not 'fall between the cracks';
• There are quality assurance mechanisms in place but there are challenges due to limited staff resources; and
• The Equality Impact Assessment identified under 18s as a distinct group impacted on by the operation of public protection desks. The MPS should ensure that the views and experiences of this group are sought and fed into policy development.

22 April 2010

• Communicating with London's Diverse Communities;
• MPS Languages Programme; and
• Equality Standard for Policing.

36. The MPS Directorate of Public Affairs (DPA) presented the report ‘Communicating with London's Diverse Communities’. This outlined DPA community engagement work from raising awareness and understanding about the MPS, promoting corporate objectives and achievements and providing a comprehensive media service that included specific appeals and information to individual communities where needed. The report outlined how it was vital for the MPS to build trust and engage with communities. Community members at the meeting were able to voice their concerns and make suggestions for the improving of communication.

37. Key points emerging from the discussions included:

• Responses from the Public Attitude Survey (PAS) indicated a low percentage of disabled people reporting as being 'very' or 'fairly well' informed (56%) serving as a reminder for the MPS to use the most appropriate communication methods and formats;
• Very few views of transgender people were captured on surveys such as PAS;
• Community members identified the need to ensure that the DPA work to consistently engage with young people. The MPS are liaising and taking advice from Youth Advisory Teams as they have skills and innovative ideas when it comes to working with young people.
• The importance of a diverse workforce was again raised at this meeting, all of the DPA management team were of White British origin and the most senior BME officer was pay 'band 3' and an inspector. A more diverse management team would be preferable.

38. The second report heard was on the development of the MPS Languages Programme. The MPS Language Programme is designed to improve the way in which linguistic support is provided to those who contact the police service. It is an integrated solution with a number of distinct elements which are aimed at providing quicker access to interpreters and making more efficient use of MPS resources. The programme also aims to make use of technology wherever possible.

39. Key points emerging from the discussions included:

• Considerable concerns about the lack of consultation with members of the public who would actually be using the service.
• Concerns were also raised on the plans to use staff as interpreters. How would impartiality be assured if staff were used in such a way and, if staff are providing interpretation services in addition to their normal responsibilities, what mechanisms would be in place to compensate them for their time?
• The need for the Diversity & Citizen Focus Directorate to support the Language and Cultural Services Department in developing a comprehensive diversity strategy and an Equality Impact Assessment (EIA) to address concerns identified and ensure that the new service is developed based on the needs of its users.
• The need for EDSC to continue to monitor the development of this programme given the clear diversity and equality implications.

40. An update report on the development of the MPS Languages Programme has been commissioned to EDSC in early 2011.

41. This meeting also saw a further update, and opportunity for the public to comment, on the Equality Standard for Police Service (ESPS). The report provided an overview on work undertaken by the MPS to implement the ESPS. This included a brief introduction to the background, the purpose and aim of the ESPS and described the next steps in its implementation.

22 July 2010

• MPS Service Delivery to New Migrants, Asylum Seekers and Refugees

42. The report provided an overview of MPS service delivery to new migrants, asylum seekers and refugees. While the subcommittee was able to hear several examples of local good practice members were concerned by the lack of an overall strategy and identified individual to lead on this area of work.

43. This is especially important given the objectives for the MPS and MPA detailed within the Community Safety theme of the Mayoral strategy for refugee integration 'London Enriched'. These objectives are being monitored by the London Strategic Migration Partnership (LSMP)

44. In response to the report a letter has been sent to the Deputy Commissioner expressing the concerns of the chair of the subcommittee and the MPA lead on the LSMP.

Future work plan of the EDSC

45. The EDSC intends to receive reports and hear discussions on the following topics in 2010 – 2011.

21 October 2010

• MPS Service Delivery to Disabled People;
• MPS Mental Health update; and
• EDSC Annual Report

9 December 2010

• MPS Response to Extremist Groups; and
• Specialist Firearms.

10 February 2011

• CCC Diversity Strategy;
• Front Counters:
• update on MPS Languages Programme; and
• Directorate of Professional Standards – Public Complaints

14 April 2011

• MPS plans to meet the new Socio-economic Duty;
• Equality & Diversity Implications of MPS Procurement

2 June 2010

• MPS Service Delivery to Gypsy and Traveller Communities; and
• DNA Database.

46. As a standing item the EDSC will also receive updates on the Equality Standard for policing.

47. EDSC will also continue to foster a positive relationship of constructive support, innovation, challenge and scrutiny with the MPS. Through its themed discussion items EDSC will continue to provide a platform for London’s diverse communities to speak directly to police officers and members on key policing matters.

C. Other organisational & community implications

Equality and Diversity Impact

This is a factual report of the work of the Equality & Diversity Sub-Committee during 2009-2010, equality and diversity implications have been raised in the body of the report where relevant.

Consideration of MET Forward

There are no specific Met Forward implications arising from this report. However as equality and diversity are integral to all parts of policing, Met Forward implications are highlighted in all reports to the EDSC.

Financial Implications

There are no direct financial implications arising from this report.

Legal Implications

There are no specific legal implications arising from this report. However, as the EDSC carries out its future scrutiny and oversight of equality and diversity within the MPS it must be mindful of the new Equality Act 2010.

Environmental Implications

There are no specific environmental implications arising from this report.

Risk Implications

There are no specific risk implications arising from this report.

D. Background papers

• EDSC work plan 2009 – 2010
• 'Terms of reference, establishment of sub committees and memberships, and the appointment of Chairmen and vice Chairmen.' Paper to Communities, Equalities and People Committee 6 November 2008

E. Contact details

Report author(s): Michael Wadham & Shirani Gunwardena, Policing Policy Scrutiny & Oversight , MPA

For information contact:

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

Appendix 1

MPA Committee Equality objectives

As a matter of course all MPA committee are expected to progress their own equality objectives, either directly themselves or through their various subcommittees. The following updates have been received on the 2009 – 2010 objectives, as well as new objectives for 2010 – 2011.

Communities, Equalities & People Committee 2009 – 2010 objectives

• ensure that the terms of reference of all scrutinies include the need to conduct an equalities impact assessment (EIA);
• in receiving scrutiny reports, ensure that the equalities issues have been adequately addressed and equalities impact assessments have been correctly carried out; and
• ensure that equality and diversity issues are adequately considered within all performance reports.

Progress update

Throughout the committee year a range of high level issues have been considered by CEP committee, including the development of the MPS Diversity & Equality Strategy 2009 - 2013 as well as matters directly related to the MPA's discharging of its own duties, such as the adoption by the Authority of the Association of Police Authority’s Gold Equality Standard for Police Authorities. Members have consistently challenged the MPS and MPA officers to conduct EIAs and to demonstrate how the learning from those EIAs has been applied to service policy and delivery. In addition, members have extended their influence in this regard beyond CEP and its sub-committees into other areas of the Authority’s work and committees.

2010 -2011 objectives

• to identify key equality and diversity issues with regard to its areas of responsibility, including through consultation with communities and partners, and disseminate a view on such matters as appropriate;
• to ensure that all reports the committee receives adequately address equality and diversity matters and that EIAs have been conducted;
• to contribute to the corporate equalities impact assessment (EIA) dip sampling process and take appropriate action;
• to ensure the terms of reference of all Met Forward projects and scrutinies, which fall within the committee's remit, include the need to conduct an EIA; and
• in receiving reports on such matters, ensure that the EIA has been conducted and any equalities issues have been adequately addressed.

Corporate Governance Committee  2009 – 2010 objective

• Reports provided to Corporate Governance Committee which include data on staff/officers of the Services or Londoners as a whole, provide a breakdown of all relevant equalities information.

Progress update

Committee work plan containing objective circulated to all relevant parties and regular meetings held. MPA Committee report template, with specific equality and diversity section, used for all Commissioning Briefs. Reports for Committee circulated for consultation and checked for relevant information breakdown where appropriate. objective achieved. Relevant reports contained the information as required.

2010 -2011 objectives

• Reports provided to Corporate Governance Committee which include data on staff/officers of the Services or Londoners as a whole, provide a breakdown of all relevant equalities information.

Finances & Resources Committee 2009 -2010 objectives

To monitor progress in implementing the Responsible Procurement Policy, specifically:

• Embedding the policy throughout the MPS;
• Increase the number of diverse suppliers we procure goods and services from; and
• The implementation of the London Living Wage.

Progress update

These objectives were taken forward through the Resources & Productivity (RAP) Sub-Committee, which receives a quarterly monitoring report of the procurement strategy action plan which includes a section with Key Performance Indicators (KPIs) for responsible procurement.

Also in June of 2010 the subcommittee received a detailed report on responsible procurement. There was concern on receipt of the report about how challenging some of the targets were and this was reflected in a detailed and robust scrutiny of the report by members at the subcommittee.

More recently, RAP members have been offered a briefing on the strategy by the Head of Responsible Procurement for the GLA group.

Strategic & Operational Policing committee 2009 -2010 objective

• have due regard in exercising the committee’s responsibilities to equal opportunities generally, the general duty of the Race Relations (Amendment) Act 2000 and the requirements of other equalities legislation.

Progress update

There are several examples of where the committee has ensured that the equality and diversity implications of policing are being addressed. In the past year the committee has:

• devoted a considerable proportion of its June meeting to discussing stop and search including the impact on Black Londoners and the apparent disproportionality in the performance data
• reviewed the development of an Anti-Violence Board, including reviewing the equality impact assessment
• investigated the gap in satisfaction with policing between white and BME Londoners
• scrutinised detailed reports on violence against women and child protection.

The committee’s review of Directorate of Public Affairs (DPA) in February 2010 led to a specific Equality & Diversity Sub-Committee discussion on how DPA engages with London’s diverse communities and the committee’s regular headline performance report includes updates on performance against key targets such as BME police officer recruitment and hate crime performance. Furthermore all the activities undertaken to deliver a policing plan annually ensure that the views and priorities of diverse London are captured and reflected in the plan and its performance measures.

2010 – 2011 objective

• The committee will ensure that any differential performance in the services provided to Londoners, and specific equality groups (e.g. children, women, ethnic minorities) are identified understood and rectified as necessary).

The adoption of this objective will encourage a more systematic process for ensuring that the committee meets is terms of reference and will be monitored regularly through the year by MPA equalities officers.

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