Equality and Diversity Sub-committee Annual Report 2010-2011

Report: 5
Date: 2 June 2011
By: Chief Executive

Summary

This report provides a brief overview of the work of the Equality and Diversity Sub-committee (EDSC) over the past year (2010-2011).

A. Recommendation

That members note the report.

B. Supporting information

Introduction and Background

1. The Equality and 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).

2. The Sub-committee 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.

3. The Committee is unusual in that it suspends 'standing orders' to allow, and encourage, community guests to contribute to the discussion.

4. This is the second annual summary report for the EDSC. Further information on the EDSCs origins, membership, structure and past work is available in the EDSC Annual Report 2009-2010 referenced at the end of this document.

5. This report summarises the main work areas progressed by the Sub-committee and some of the discussion highlights and decisions from October 2010 to June 2011.

Future of EDSC

6. In line with the Police Reform and Social Responsibility Bill 2010-11 currently being debated in parliament the MPA will shortly be abolished and replaced with the Mayor's Office for Policing and Crime (MOPC). This change is currently planned to take place in the autumn of 2011, at which point the MPA committee structure will cease to operate. Therefore the last meeting of the EDSC is scheduled to take place on 2 June 2011.

7. This annual report has been brought forward so that it can be submitted to the still operational Sub-committee; hence it only covers the time period from October 2010 to April 2011.

8. However, as a contingency should the transition to MOPC be delayed for any reason, further reports will be commissioned for a potential meeting of the EDSC in October 2011. Should the MOPC changeover occur as planned these reports and the issues they raise will be taken forward by MOPC officers and so will not be written in vain.

9. One of the reports commissioned for October EDSC will be on 'MPS Third Party Reporting' as requested by members at the EDSC meeting of 14 April 2011.

Summary of Reports to EDSC (October 2010 – April 2011)

21 October 1010

Mental Health Update and Overview

10. This report described a range of activities and interventions by police officers and partners in situations that included aspects of mental ill health. The update also contained links and background information on previous reports on mental health to the MPA together with progress on outstanding recommendations from the joint review in 2005.

11. This report was commissioned as part of the plans to integrate Public Protection into committee work plans as required by the MPAs strategic mission statement Met Forward. Mental health issues affect approximately one in four of the population during some point of their lives and it is well documented that those with mental health issues are disproportionately represented both as vulnerable victims and in the prison population.

12. The report contained a number of positive initiatives which were commended by members including:

• Publication of best practice to reduce the risks of self-harm or deaths when considering release from MPS custody suites;
• Designated Detention Officers within MPS custody suites as part of Operation Herald and increased use of Custody Nurses to ensure quicker and easier access to more experienced support in custody suites;
• The wide range of activity undertaken by the MPS Mental Health Project Team;
• The individual boroughs conducting additional training for officers (e.g. Harrow, Haringey and Lewisham);
• Varied and adaptable use of Mental Health Liaison Officers locally e.g. in Southwark and Lambeth hospital liaison officers are employed as part of the safer neighbourhood team with specific responsibility for policing matters in and around the local hospital.

13. Community guests at this meeting raised their concerns on the potential for misuse of Tasers on people suffering from mental health issues. In response it was agreed a separate report on Tasers would be commissioned and this was received by the Communities, Equalities and People (CEP) Committee in March 2011.

MPS Service Delivery to Disabled People

14. This report provided a strategic overview of the work being undertaken by the MPS to provide a good accessible service to Deaf and disabled people living, working and visiting London. The report included information on service delivery practices ranging from community engagement and partnership work to the handling, reporting and investigating of crimes and identifying the challenges that the MPS faces. In addition the report contained an update in relation to achievements against the disability objectives contained within the MPS Equalities Scheme 2006-2010.

15. The report outlined how the MPS Service Improvement Programme consultation programme was being used to improve access to disabled users, for example ensuring front counters are on ground level and installing access ramps at station entrances. A report on MPS Estates was commissioned following this meeting to look at the incorporation of equality within the MPS Estates Strategy; this report is due to the EDSC in June 2011.

16. The report also explained how a consultant had been appointed to develop the Disability Independent Advisory Group (DIAG) to improve community engagement and seek specific advice on MPS policy.

9 December 2010

Use of Specialist Firearms Patrols to Tackle Gun Crime

17. This report provided a summary of the pro-active use of Authorised Firearms Officers (AFOs) to tackle gun crime hot-spots including the way they are tasked, the authorisation required, the briefing process and the community engagement carried out. It also considered the community feedback received and the challenges and successes of the tactics that have been used.

18. This report originated from concern at a past MPA Full Authority meeting on what were perceived to be armed foot patrols. The report provided a good explanation of the use of AFOs to proactively tackle gun crime hotspots.

19. During the discussion members noted:

• the engagement activity taking place across several boroughs as well as the work within schools which has been recognised nationally and in the MPS Diversity Awards; and
• that the primary activity by the proactive unit is through high visibility mobile patrols in fully marked Armed response vehicles (ARVs). Routine foot patrols are not carried out on boroughs to tackle gun crime hot spots and this is not used as part of the menu of tactical options.

MPS Response to Far Right Group Demonstrations

20. This report sought to clarify the MPS response to the challenges of policing extremist groups, with an emphasis towards the gathering of intelligence and the sharing of good practice throughout the UK's police services.

21. The report provided information on English Defence League (EDL) protests in Harrow and Tower Hamlets and some examples of engagement such as the community mediator scheme. However, given the potential for increased activity by such groups, a pan London response was seen as necessary.

22. Members acknowledged the difficulty in managing demonstrations, and in balancing the need to facilitate non-violent protests with the need to enforce the public order act to ensure that crimes are not committed. Communities are often offended by what is perceived to be incitement to hatred, which can lead to problems arising during demonstrations. Members advised that the MPS should engage with communities prior to demonstrations; forewarning them that such demonstrations will take place, but that the police will take action against violent individuals.

10 February 2011

Central Communications Command: Equality and Diversity Update

23. This report provided an update on the developments within Central Communications Command (CCC) around equality and diversity. It was effectively an update to the report presented to EDSC in March 2009. It was encouraging to see that member's previous comments had been taken into consideration.

24. The report contained several positive initiatives such as:

• the BOCU commander chairing the Equality and Diversity Panel, which assisted to drive activity throughout the command;
• use of external scrutiny to training initiatives; and
• external members of the Equality and Diversity Panel including an independent member from the CCC Consultative Forum.

25. Members and community guests heard how developments have been made to support a diverse CCC workforce and reduce disproportionality. In response to the Race and Faith inquiry recommendations a central application process has been implemented and 40% of staff on the mentoring programme are Black and Minority Ethnic (BME). Processes had also been developed to address equality and diversity issues; including the use of Equality Impact Assessments (EIAs), and engagement with community consultants and faith groups.

26. However some problems remained. The satisfaction gap between white and BME callers stubbornly remains, though this is less pronounced in non-emergency calls. In response to members challenge for more work to be done on the satisfaction disproportionality the 2011-12 user satisfaction survey will include specific questions on this issue, and an independent survey company has been commissioned to examine boroughs with lower levels of satisfaction. Further work is ongoing and a working group representing the MPS Diversity and Citizen Focus Directorate, Department of Professional Standards, Human Resources Expert Services and CCC Senior Management is being commissioned with the intention of reporting back through the CCC Equality and Diversity Forum in July 2011.

27. Members also noted that although headline figures for staff diversity within CCC are positive; certain groups (such as Muslims) are still underrepresented. During the discussion of the report it was heard that one of the challenges in ensuring a diverse workforce in CCC is that some staff do not declare their ethnicity/religion/disabilities in surveys. Members advised that a statement detailing what the data is used for, and the positive impact it leads to, could be useful in reassuring staff.

28. Following the meeting, in order to improve the understanding of the diversity within CCC and establish if there are any underlying trust issues about the completion of biographical data forms, all staff will be invited by their line managers as part of their 2010/11 performance review to complete a diversity monitoring form. This will be a voluntary exercise and a further assessment will be made after analysis. The results of this process will be discussed at the CCC Equality and Diversity Forum that has staff association representation.

Directorate of Professional Standards: Publicising the Complaints Process to the Public and Internally within the MPS

29. This report provided a brief explanation of how the Directorate of Professional Standards (DPS) provides the MPS with an effective means for the public to make complaints. The paper provided an outline of the processes, roles and various channels for community engagement.

30. The discussion of the report clarified the distinction between complaints to the DPS and the Independent Police Complaints Commission (IPPC), though members asked that the police ensure this distinction is widely communicated and publicised.

31. Members were reassured that there is no evidence that any particular community is averse to making complaints, but nonetheless the MPS should reassure the public that there is no risk of victimisation from making complaints and the MPS should publicise the positive remedial actions that have resulted from complaints.

32. Community guests enquired as to what support is provided to assist those with mental health difficulties to make a complaint. A briefing note outlining MPS support was subsequently received following the meeting.

MPS Languages Programme

33. A report on the MPS Languages Programme was first presented to the EDSC in February 2010 where members raised several concerns, particularly on the lack of community engagement that should have been informing the programme.

34. In response the Language and Cultural Service Department, responsible for the Languages Programme, agreed to work with the Diversity and Citizens Focus Directorate (DCFD) to produce a specific diversity strategy, which would include an engagement focus, to assist in the production of an Equality Impact Assessment (EIA) and to report back to the EDSC in February 2011.

35. This second report provided a useful update on the Languages programme, clarifying how internal staff were being used to supply services and detailing EIAs that had been undertaken.

36. Key to the Language Programme is the Interpreter Deployment Scheme; which operates 24 hours a day, 7 days a week. The scheme has improved service delivery to the public, with a compliance rate of over 90%, and has also delivered savings of £9,000,000. The deployment of interpreters across London will also help generate valuable community data such as evidence for demographics.

37. There is also now an ongoing EIA on the programme; with the robustness of the interpreter list being constantly assessed and recruitment campaigns being conducted to ensure the availability of interpreters for all languages. As part of the development of the video conferencing suites, training will be provided to staff and interpreters, along with a full evaluation. The public will be offered a suite of services to choose how they interact with interpreters, which still includes options for face to face discussions.

38. Members acknowledged the challenging but necessary task of developing a language programme to meet the needs of the diverse population of London, especially in preparation for the 2012 Olympics. Given the importance of the language programme to the Olympics the report was passed to the MPA Olympics and Paralympics Sub-committee for information and consideration.

14 April 2011

Equality and Diversity Implications of MPS Procurement

39. This was a short report summarising the MPS responsible procurement practices. The report provided an overview of initiatives the MPS engages to ensure supplier diversity and adherence to responsible procurement protocols. The report provided members with an update of MPS initiatives to procure responsibly, with particular emphasis on equality and diversity within the supply chain.

40. Procurement services are responsible for a budget of £850 million per annum and have recorded a number of successes in responsible procurement including achieving level five against the flexible framework; being awarded the Mayor of London’s gold status (and best in the GLA Group); 80% of Small and Medium Enterprises (SMEs) being paid within 10 days; and the introduction of CompeteFor for all contracts between £500 and £50,000.

41. Members did, however, express concern at how the opportunities afforded to businesses by the MPS are publicised and considered that more could be done to increase the diversity of suppliers. The MPS is one of London's largest employers and its procurement practices have a city wide impact.

42. Following the meeting, as part of the MPSs efforts to promote the opportunities available, a press release has been dispatched regarding the MPS and CompeteFor and circulated to RADAR (The Disability Network), Gay Business Association, Women's Resource Centre, Business Link London and LCC Asian Business Association. In addition the project lead for CompeteFor is providing a presentation to the DoR Diversity Forum.

MPS Service Delivery to Gypsy and Traveller Communities

43. This report provided members with an overview of MPS service delivery to Gypsy and Traveller Communities, including challenges to engagement and examples of local good practice.

44. The meeting was attended by several representatives of Gypsy and Traveller communities who explained that while Gypsy and Traveller communities were perceived as hard to penetrate many were actually keen to engage. They voiced concerns that not all local initiatives cited in the report were still running or had changed.

45. Community members also stressed the importance of having Gypsy and Traveller Independent Advisory Groups (IAGs) that were representative and that existing vetting practices often excluded suitable candidates. This view was shared by other guests who voiced similar concerns about other IAG groups and the wider impact of vetting in general.

46. There were further concerns on the use of third party reporting to record incidents of hate crime, community guests explaining that they were asked to act as third party reporting sites but did not have the support or training to fulfil the role.

47. In response the MPA will commission reports on vetting and third party reporting. The MPS will create an action plan to address the wider issues and concerns raised, which will include the relocation of the Gypsy and Traveller Policy from SO15 to the Diversity and Citizen Focus Directorate (DCFD). At the time of writing this action plan is due to be shared with members at the June 2011 EDSC meeting.

C. Other organisational & community implications

Equality and Diversity Impact

1. This is a factual report of the work of the Equality and Diversity Sub-committee during 20010-2011, equality and diversity implications have been raised in the body of the report where relevant.

Consideration of MET Forward

2. 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 MPS reports to the EDSC

Financial Implications

3. There are no direct financial implications arising from this report.

Legal Implications

4. There are no specific legal implications arising from this report

Environmental Implications

5. There are no specific environmental implications arising from this report.

Risk Implications

6. There are no specific risk implications arising from this report.

D. Background papers

• EDSC Annual Report 2009-10

E. Contact details

Report author: Michael Wadham, Policing Policy Scrutiny and Oversight, MPA

For information contact:

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

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