Race and Faith Inquiry – update on the recommendations

Report: 6a
Date: 26 May 2011
By: Chief Executive

Summary

This report sets out an update following the last reports to the full Authority on the Race and Faith Inquiry recommendations in November 2010. Since that report there has been a great deal of progress on the recommendations, which have been reported to the Communities and Engagement Committee or the Human Resources and Remuneration Sub Committee. An informal joint Metropolitan Police Authority (MPA) and Metropolitan Police Service (MPS) Race and Faith Monitoring Group has been set up to oversee implementation of the recommendations.

A. Recommendations

That Members note the approach to the implementation of the Inquiry Panel’s recommendations set out in paragraph 4.

B. Supporting information

1. When he commissioned the Race and Faith Inquiry, the Mayor of London said “Clearly the issues of race and discrimination in the Metropolitan Police must be examined. That is why I have asked Cindy Butts to look at some key questions, such as the progression of Black and Minority Ethnic (BME) candidates through the ranks of the service, the relation between staff associations and management, and the extent to which there is visible and effective leadership around race and faith issues.” The Inquiry report and its recommendations remain a Mayoral priority.

2. In their report the Inquiry Panel pointed out that there was a need for a ‘fresh and energetic commitment to making the principles of equality, diversity and human rights a practical reality for people in the MPS’. In terms of cultural change, they highlighted the need for further focus and attention in two main areas:

• the need to reinforce and strengthen the values and behaviours that the organisation wishes to promote amongst its staff; and
• the need to enhance and to embed a culture which allows staff and the organisation as a whole to learn and improve from the mistakes it makes.

3. The Inquiry Panel made a total of 41 recommendations, but singled out three for particular attention:

• Line managers should no longer have the right to veto members of their staff applying for promotion or for sideways transfer into development posts. The Inquiry Panel believed this disproportionately disadvantaged minority groups, women as well as Black and Minority Ethnic (BME) staff, but it was unfair to everyone; removing this restriction would enrich opportunities for individuals, reduce resentment, improve morale and give managers across the Met a wider and better pool of candidates from which to select;
• The merits of multi-point entry should be thoroughly examined in the MPA’s national symposium and a conclusion reached and acted upon. The Inquiry Panel felt the potential beneficiaries would not just come from BME communities. They felt it would benefit individuals from all background and, crucially, the police service itself, by opening up the senior levels of the police service to people of different backgrounds, cultures, races, faiths and life experiences. This, in turn, could only make leading and managing such a complex and vital business more creative and effective; and
• The Inquiry Panel were determined that momentum should be maintained and this was the role of the Authority, its Chair and the Mayor of London. Therefore they felt it was paramount that the Communities, Equality and People (CEP) Committee should oversee the implementation of the race and faith recommendations and monitor progress against an MPS action plan.

4. Recommendation 1
The culture and values of the Metropolitan Police Service (MPS) must shift to become more recognisable to minority members of staff. This means:

(a) putting in place better governance of Staff Support Associations (SSAs) in order that benefits are maximised.

Progress so far

5. New arrangements regarding the funding and governance of SSA budgets were introduced in December 2009, including the funding for a full-time coordinator. SSAs also prepared business cases setting out how they intended to use funds and how their activities would be linked to MPS priorities. This process is currently under review due to the recent transfer of lead responsibility for the governance and management of SSAs to the Director of the Diversity and Citizen Focus Directorate (DCFD). Work is now underway with the SSAs to:

• Enable the smooth migration of the Associations into the Deputy Commissioner’s portfolio
• Agree business and supporting action plans
• Agree budget to support prioritised objectives
• Introduce a governance and performance management framework to support the delivery of prioritised objectives
• Develop the role of Associations against agreed criteria.
• Support the development of a SAMURAI communication strategy.
• Review the physical resources available to Associations to ensure need is aligned to corporate priorities.

6. Work is also being undertaken to finalise the budget and administrative arrangements for SSAs for 2011/12. For 2011/12, it is currently anticipated that £431,440 core funding will be available to support SSA activity. Funded SSA posts currently cost £386,367; £45,073 will be available to fund other core SSA activity. Funding for all the above costs are contained within existing approved budgets held in HR and has been transferred to the DCFD.

Challenges

How satisfied are the SSAs with the new operating and funding arrangements?

How will the MPS ensure principles of parity and fairness underpin the allocation of funds moving forward, particularly for smaller or less high profile SSAs?

Next Steps

7. To agree the future strategic direction of the SSAs and manage and deliver the SSA resource allocation process, the Deputy Commissioner and the Director of Diversity attended the first SAMURAI meeting of 2011-12. They heard of the SSAs challenges, opportunities and concerns. Proposals for the way forward which (i) seek to enable the SSA’s to align their activities to priority corporate operational and workforce matters (ii) identify existing mechanisms to support fuller corporate engagement with SAMURAI were outlined. The approach was welcomed and given an ‘in principle’ agreement by all those in attendance. Under the auspices of the DCFD work will now be progressed to support SSA’s to realise these overarching objectives.

8. As part of the funding process, SSA’s provided business cases for their funding requirements for 2011-12. A common central budget was set aside for basic running costs as it was felt this would be a more efficient use of funds. A panel comprising representatives from DCFD, HR, Finance and the Chair of SAMURAI met to agree the bids for each Association. An appeals process has been put in place to address any dissatisfaction. Guidance and workshops were also offered to all SSA’s to ensure staff were informed and equipped to satisfy the process requirements. The governance of this process will see the introduction of regular monitoring and quarterly updates to the Diversity Executive Board.

(b) Continuing to build and develop the relationship between MPS and the Met Black Police Association (MetBPA)

Progress so far

9. Relations with MetBPA have improved since the Race and Faith Inquiry Report, with regular meetings taking place between the MetBPA Executive and the Deputy Commissioner. The Chair of the MetBPA holds monthly meetings with the Director of Diversity. The MetBPA are now actively supporting MPS recruitment programmes and working closely with the other SSAs and Business Groups.

Challenges

To maintain positive working arrangements with, and support of, the MetBPA.

Next steps

As described under ‘progress so far’.

(c) linking staff survey findings and management action more explicitly and transparently

Progress so far

10. The Deputy Commissioner holds Business Group leads to account on differential outcomes in the MPS Staff Survey through the Diversity Executive Board and MPS Performance Board.

11. Results of the MPS staff survey ‘Your Views Count’ are reported to Management Board on a quarterly basis at the corporate and Business Group levels. Specific survey items are included in the MPS corporate health indicators and formally reviewed at Performance Board. In addition, any ‘new’ areas of disproportionality are presented to the Diversity Executive Board for review and action.

12. 12. Your Views Count demographic data is analysed on the following six key items that are considered to ‘drive’ satisfaction:

• I am satisfied with my current job
• I am treated with fairness and respect
• I make good use of my skills and abilities
• I am provided with good career opportunities
• I am clear on what the priorities are for my team
• I am helping to make London the safest major city in the world

Analysis is underway to assess the relevance of these items as key drivers of satisfaction.

13. The most consistent finding in relation to diversity relates to disability where there is a disproportionate difference in the agreement levels between staff who have a disability and staff who do not have a disability. The HR Organisational Development (OD) team is working in partnership with the Disabled Staff Association (DSA) and the DCFD to explore the areas of concern amongst disabled staff and managers, using Your Views Count data, existing DSA research, focus groups etc. Interventions are also being developed to support managers around Deployment, Attendance Management, Progression, Development and Reasonable Adjustments, and FAQ’s for the Intranet ‘PeoplePages’, Standard Operating Procedures (SOP) reviews and other targeted activity. Differences amongst groups will continue to be monitored as these interventions are rolled out across the MPS.

14. Any additional differences within each protected characteristic are not observed consistently across the six items, with the exception of a disproportionately low agreement rate for Atheist members of staff within the Religion/Belief strand. Every six months Business Groups are advised of demographic analysis at the (B) OCU level and any disproportion trends are responded to through Business Group action plans.

15. Results from Your Views Count form part of the performance pack reviewed by the Diversity Executive Board. Through the accompanying action plan, areas of work are targeted at improving the experience of under-represented groups, e.g. positive action for progression.

16. Your Views Count demographic data is also analysed for disclosure rates. Currently sexual orientation has the largest non-disclosure rate at 20%, followed by religion at 18%, ethnicity at 16%, disability at 11%, and gender and age both at 8%. In some cases, the size of the group who prefer not to disclose their demographic details is larger in size than the minority group.

17. There is currently work led by HR OD focused on increasing the number of staff providing personal data with the organisation in order to help to better understand our workforce, the presence of any disproportionality and deal with any issues. In addition, positive action work with staff with disabilities has helped to highlight some specific concerns about disclosing a disability and this is in many cases exacerbated by the feelings of vulnerability that are being experienced in relation to the Service Improvement Programme (SIP). There is further activity being undertaken to provide reassurance that organisational change processes will be demonstrably fair and to better understand the staff experience of navigating reasonable adjustments.

Challenges

Are Business Groups being consistently held to account where there is disproportionality or areas of potential concern?

Are Business Groups able to evidence any positive action taken as a result of the staff surveys?

Next steps

To continue to monitor the results of Your Views Count.

(d) ensuring that the process by which lessons relating to race and faith issues (including Employment Tribunals) are learnt and applied, is clearly set out and understood.

Progress to date

18. Effective organisational learning is predicated on a robust, accountable process for specific lessons supported by a mechanism to identify and address broader, cross-cutting factors. Only by tackling learning on both fronts can real, enduring progress be made.

19. A process exists where Employment Tribunal case managers capture learning points. Information or advice is also provided to Business Groups or (B) OCU’s if trends or issues are apparent. Learning activity has recently been expanded to include lessons from misconduct hearings and appeals for both police officers and staff. Policy issues are also followed up with the relevant policy portfolio holder and the ET Unit is regularly consulted during policy reviews and the revision of MPS HR policies and SOPs. In addition, data is also provided to Business Groups or (B) OCUs if trends or issues relating to their area of business are identified. In key cases, structured debriefing of the MPS witnesses and senior managers are also arranged to help identify any potential organisational learning and claimants may be invited to identify any learning issues from their perspective.

20. Corporately, the Organisational Learning Team within HR OD has improved the MPS’s capability to learn lessons in two critical aspects. It provides governance, ensuring functionality in all business groups at all levels to capture, analyse and share organisational learning. Secondly, capturing learning across all policing activity, including staff issues, allows for the causal factors to be identified and lessons learned. This avoids the different MPS functions continuing to tackle learning in isolation. By way of example, the lessons captured from Employment Tribunals and Fairness at Work (FAWs, i.e. grievances) relating to disability are also apparent in operational arenas such as policing protest, supporting vulnerable victims / witnesses and the investigation of hate crime.

Challenges

What evidence is there that lessons are learned and policies or practices have changed? What has changed? What more needs to change?

Next steps

Policy issues continue to be followed up with the portfolio holder and the ET Unit is consulted during reviews of MPS HR policies and SOPs.

Recommendation 2
The senior leadership of the Metropolitan Police Service (MPS) should review their commitment to ensuring that officers and staff are fairly treated. This means:

(a) designating the Deputy Commissioner as the lead for diversity and chair of the Diversity Executive Board

21. Action completed.

(b) placing DCFD under the Deputy Commissioner’s direct command

22. Action completed.

(c) increasing the resources and expertise available to DCFD; focusing the work of DCFD on supporting Operational Commands

23. See next recommendation.

(d) developing a robust internal inspection model within DCFD which can be applied to any part of the organisation. Its remit should encompass two key functions:

To promote and promulgate best practice; and

To investigate those parts of the organization which give rise to concerns.

Progress so far

24. A number of elements are now in place to support this recommendation. The DCFD sits within the Deputy Commissioner’s portfolio. The Deputy Commissioner holds the corporate lead for diversity. Through the Diversity Executive Board there is clear governance and accountability for the delivery of the MPS equality and diversity strategy with Race and Faith a standing item.

25. A regular performance report is presented to each of these meetings, which includes a number of indicators relating to the fair treatment of officers and staff, for example results from the Your Views Count survey, information on fairness at work reports and Employment Tribunals and service delivery matters. Wherever possible, data are provided at corporate and (B) OCU level and significant exceptions are highlighted to ensure that appropriate action is taken.

26. During 2010-11 the DCFD introduced the Equality Standard for the Police Service (ESPS) across the MPS. This provides a framework for assessing performance against a baseline of indicators. All (B) OCUs and Business Groups have completed their assessments against the Standard’s baseline indicators, and evidence and results are reported to the Diversity Executive Board. The presentation of the results to the Board has led to improvement action being undertaken by any Business Group not achieving the baseline standard. As Business Groups have provided the additional evidence required, results have been revised and the MPS has been able to demonstrate improvements and a high level of compliance with the Standard.

27. Based on information from the Diversity Executive Board performance reports, the ESPS and intelligence from DCFD Advisors, the Director of DCFD has initiated a programme of performance visits to (B) OCUs and Business Groups. These are designed to recognise good practice, challenge performance, stimulate improvement, and identify where support and assistance is required. DCFD Advisors are available to every (B) OCU.

Challenges

Are Business Groups and / or B (OCUs) being consistently held to account for performance and/or improvements where there is disproportionality or areas of potential concern?

Are Business Groups and / or B (OCUs) able to evidence any positive changes taken as a result of the internal inspections?

Next steps

The Diversity Executive Board continues to provide scrutiny and oversight.

(e) tasking the Performance Board to oversee corporate performance on diversity targets.

28. Action completed.

Recommendation 3
Diversity must more clearly be part of the leadership philosophy of the Metropolitan Police Service (MPS). This means:

(a) evaluating the extent to which the Leadership Academy training improves the way difference is managed;

Progress so far

29. As part of the MPS Developing Training Programme, the way that the MPS develop their leaders changed in April 2011. The delivery of leadership courses transferred to Regional Learning Centres (RLCs) and the Leadership Academy took responsibility for supporting police officers and staff along a corporate Leadership Professional Development Pathway (PDP). This will ensure that demonstrable leadership capability is enhanced and, ultimately, improve performance in the workplace.

30. One of the key elements of the new Leadership PDP will be the flexibility to provide bespoke interventions, e.g. coaching, mentoring, development centres, for under-represented groups. The Leadership Academy will work closely with all relevant internal stakeholders, such as DCFD and HR OD (Promoting Difference strand), to ensure that it meets the needs of all the diversity strands.

Challenges

The Leadership Academy will need to clearly evidence improvements in the way difference is managed through, for example, the Leadership PDP.

Next steps

Current leadership development training delivered by RLCs will be reviewed by ex-NPIA diversity specialists who are now part of the Promoting Difference team. This work will take place as part of the workforce and working culture action plan.

(b) aligning the Leadership Academy more closely with the Directorate of Citizen Focus and Diversity (DCFD);

Progress so far

31. To support the work around developing the Leadership PDP detailed at recommendation 3(a), the Leadership Academy will work closely with DCFD to ensure it meets the needs of all diversity strands.

Challenges

To ensure ‘cultural competence,’ which already forms part of training for new police recruits, is embedded to support cultural and behavioural change.

Next steps

The Leadership Academy and DCFD will continue to work closely to ensure their work is complementary.

(c) defining what intrusive supervision means in practice and monitoring its implementation

Progress so far

32. Considerable work has been done and continues to be done in the MPS to ensure supervisors and leaders understand what is meant by intrusive supervision.

33. Intrusive supervision forms part of the Team Leader Programme for newly promoted sergeants, inspectors and police staff equivalents and is also addressed on the Portfolio Leaders Programme for chief inspectors, superintendents and police staff equivalents. The Leadership Academy is currently researching and developing an intervention to see how successfully intrusive supervision is currently implemented at an SMT level and support leaders in performing their responsibilities.

Challenges

To ensure intrusive supervision is implemented consistently in practice.

Next steps

To monitor intrusive supervision in everyday practice.

Recommendation 4 [MPA responsible for implementation] A more flexible approach to recruitment, to increase diverse representation at senior ranks and develop the entire organisation and its performance, is required. This means:

(a) organising a national symposium, hosted by the MPA, to explore the benefits and practicality of multi-point entry for police officers, removing the requirement to progress through every rank.

34. Action completed. The Authority held a national symposium in January 2011 and the issue of implementing multi-point entry is the subject of a separate report.

(b) instigating discussions with the Government on the issue of multi-point entry.

Progress to date

35. The Mayor has written to the Home Secretary, as a result of which a meeting was held with Home Office officials in March 2011.

Challenges

There is significant opposition from staff associations.

Next steps

A separate Authority paper is on the agenda of this meeting.

(c) investing in streamlining the channel from PCSO to police constable so that suitable candidates can be fast tracked.

36. Action completed.

Recommendation 5
Working practices within the MPS that inhibit confidence in HR policies should be revised. This means:

(a) reviewing the 30+ scheme to ensure it is not blocking progression for officers with less service

37. Action completed.

(b) managing temporary and acting promotions centrally

Progress so far

38. Temporary promotions for police officers of Chief Inspector and above are managed centrally through Workforce Deployment. Any Business Group or (B) OCU wishing to use a temporary promotion must submit a business case to Workforce Deployment. All those of Superintendent rank and above require the personal authorisation from the DAC HR. The Superintendents’ Association is fully engaged in this process.

39. A significant amount of work has been invested in this area to ensure the appropriate and robust management of temporary promotions. This has seen temporary promotions of police officers reduce from 85 at the time of the Race and Faith Inquiry, to 17.

NB. Temporary ACPO appointments are authorised by the Senior Appointments Panel (SAP) within the Home Office and managed by the MPA.

Challenges

Having reduced the numbers to 17, further progress will be less marked and in the more difficult substantive posts to fill.

If temporary promotions are necessary, how will representation of successful candidates in terms of gender and ethnic origin be improved?

Next steps

Maintain the momentum of reducing the number of temporary promotions.

(c) reviewing vetting policy and practice to ensure it is fair, transparent and properly understood

Progress so far

40. Since 1 October 2010 a single Vetting Unit has assumed responsibility for conducting all vetting checks for the MPS; aiming to improve efficiency, consistency and quality in the vetting procedure. MPS employees who joined prior to the implementation of the 1995 Vetting Policy, which requires staff to undergo National Security Vetting, will have undergone Police Vetting, as well as any enhanced levels of vetting required as a result of moving into a new position. The MPS Management Board will review associated risks and costs of conducting retrospective National Security Vetting on remaining staff (around 11000) who joined prior to 1995.

41. A major review of MPS Vetting Policy has been carried out to ensure it is easy to understand and covers all elements of the vetting process and support functions. An Equality Impact Assessment was undertaken with equalities monitoring data captured as part of the recruitment process and reconciled with vetting data for monitoring purposes.

42. As part of the quality assurance process two per cent of cases are dip-sampled to ensure the quality of the decision making process. Decisions are monitored for consistency and policy compliance and arrangements have been made for HR analysts to periodically perform qualitative analysis and statistical significance testing. This will highlight any significant trends and concerns, including disproportional outcomes for different groups.

43. Action completed.

Recommendation 6
Disproportionately high black and minority ethnic (BME) resignation rates must reduce. This means:

(a) analysing the reasons for early resignations

Progress to date

44. There is minor disparity between White and BME premature leavers for 2010-2011. However, given that average length of service among BME officers is less than that of white officers, any trends at senior ranks involve such small numbers that it makes it difficult for any meaningful conclusions to be reliably drawn, e.g. for Inspectors, the BME resignation rate for 2010-2011 was 1.5% compared to 0.7% for white Inspectors but this 1.5% for BMEs represents one officer. For constables, the overall turnover of officers is higher amongst white officers (3.5% in 2010-2011) than BME officers (2.5% in 2010-2011).

Challenges

The MPS Promoting Difference team must continue to analyse the management information on premature leavers and address any disproportionality.

Next steps

As ‘Challenges’.

(b) establishing a more sophisticated use of the Personal Development Review (PDR) system to give early warning of dissatisfaction for individual BME officers, allowing for intervention;

Progress so far

45. Following formal consultation a new Met Performance Framework (MPF) has been introduced for all staff across the MPS to replace the Integrated Competency Framework (ICF). To coincide with the introduction of the MPF, a new PDR process is being introduced. Accompanying guidance will emphasise the responsibility of line managers in ensuring appropriate coverage of individual performance in relation to equality and diversity within the PDR process.

46. Line managers also have responsibility for ensuring that members of staff are feeling motivated and satisfied in relation to their working experience within the MPS, and should deal with any early warning signals of dissatisfaction.

Challenges

To understand why there is dissatisfaction amongst BME officers and ensure it is addressed.

Next steps

Work is being progressed by the Leadership Academy to incorporate skills based modules around managing difference into all of its programmes utilising PDRs as a mechanism to identify staff dissatisfaction.

(c) identifying key points on the promotion ladder at which BME officers disproportionately leave, and setting retention targets at these points;

Progress so far

47. The Promoting Difference Team focuses their interventions at constable rank, since this is the level at which most BME officers leave. A similar analysis of early departures (i.e. voluntary resignation, dismissed, required to resign and services dispensed with) is completed annually by the team. Any trends requiring intervention will be fed into the annual Workforce and Culture Action Plan. A suggested target that is currently being worked to is that resignation rates do not differ across protected characteristics.

48. Monthly Workforce Data Reports and the Annual Duty of Employment Report also help ensure that effective reporting mechanisms are in place in terms of the overall BME composition of the MPS by rank and grade, and further work is being undertaken by HR Directorate to develop workforce data to inform interventions where disproportionality becomes evident.

Challenges

The discussions on retention and progression (see ‘Next steps’ below) needs to be translated into meaningful targets.

Next steps

High level diversity recruitment targets for the MPS are already in place, and discussions are continuing regarding how retention or progression targets may helpfully be incorporated into the HR performance management process.

(d) reviewing and improving the exit interview process;

Progress to date

49. The HR OD Team is currently reviewing the exit process to ensure that it is fully fit for purpose in terms of identifying relevant issues and driving appropriate action. Some of the improvements proposed include restructuring the questions to ensure respondents are asked about issues which relate specifically to their nominated reasons for leaving and by using qualitative responses in a more targeted way. The accessibility of the survey will also be enhanced.

50. Given the low response rate amongst MSC leavers, work is being done through the introduction of the Special Constable Leaver Notification Scheme. This requires line managers to interview all MSC officers who have expressed an intention to leave. In addition, the MSC retention unit have contacted officers who have been absent from duty during the last twelve months.

51. MSC has reported their data in three categories: ‘acceptable loss’ (e.g. career change, travel and family or caring responsibilities), ‘good loss’ (management, performance or misconduct related) and ‘bad loss’ (disillusionment or dissatisfaction with the MPS). MSC data suggested that the majority of leavers (66%) fell within the ‘acceptable loss’ category, whilst 33% fell within the “good loss” category. During the reporting period only one person left as a result of ‘disillusionment’ or ‘dissatisfaction’ with the MPS.

52. Across all staff, work is also underway to improve data quality for BME leavers through an agreement with the MPS SSAs in response to their offer to conduct exit interviews with their members on behalf of HR. Currently the exit survey offers total anonymity and therefore those selecting ‘discrimination, harassment or bullying’ cannot be identified. By providing an additional forum to raise issues of this nature it is anticipated that more information can be captured and the MPS respond more effectively whilst ensuring the individual’s comments are not disclosed and sensitivities are not ignored.

Challenges

Following the review of the exit process:

• To identify any trends or hotspots and ensure action is taken;
• To ensure any changes ‘add value’ to the process; and
• To ensure any disproportionate outcomes are addressed and translates into a sustained improvement.

Next steps

The equality and diversity trends will continue to be monitored and reported to the Diversity Executive Board.

(e) clarifying the respective roles of senior officer and lawyers dealing with employment tribunals (ETs) and grievances

Progress so far

53. Greater clarity has now been established; the Director of HR is the ACPO lead, supported by a DAC ‘lead’ on Professional Standards and a Commander with specific oversight of police misconduct panels.

54. Action completed.

(f) designating an Association of Chief Police Officer (ACPO) lead for grievances and ET decisions.

Progress so far.

55. As paragraph 53.

56. Action completed.

Recommendation 7
Within the Metropolitan Police Service (MPS), the transparency and fairness of internal promotion processes needs to improve. This means:

(a) setting overall black and minority ethnic (BME) progression targets.

Progress so far

57. Targets currently being worked to by the HR Promoting Difference team are that every BME officer eligible for promotion will be invited to take part in a promotion study group. Study groups will continue to take place despite uncertainty about the specific promotion processes in the period up to the Olympics and Paralympics as this will ensure that under-represented officers are given support to enable them to be fully prepared to maximise any opportunities for promotion.

58. HR also work to a target that success rates are proportionate across protected characteristics. The Police Promotions team conducts a thorough equalities analysis after each process to check for disproportionality and identify any issues for intervention. Due to the Promoting Difference study groups, BME officers have been more successful at each rank since 2009.

Challenges

To produce progression targets and develop action plans to achieve those targets.

Next steps

The setting of progression targets is being led by the Police Promotions Team which has established a programme board consisting of key stakeholders. This work is currently at a very early stage of development and progress will be reported to a future meeting of the HR and Remuneration Sub Committee

(b) removing the right of managers to veto staff and officers applying for promotion or transfer to specialist posts.

Progress so far

59. Whilst the application and assessment process varies according to rank, there are fundamental principles which apply to all promotion or selection processes, which ensure fairness, transparency and equality of opportunity. There is no veto whereby candidates are prevented from submitting applications for consideration, regardless of whether they have line management support or not.

Challenges

Ensuring that no informal ‘veto’ is exercised by individual line managers.

Next steps

Checking results of promotion and selection exercises.

(c) making lateral development opportunities more widely available by ensuring specialist units are held accountable for increasing opportunities for minority staff

Progress so far

60. The Promoting Difference team has drafted a toolkit for specialist units wishing to recruit a more representative workforce. The Trident mentoring and attachments scheme is now well established; the team routinely delivers an input on the Crime Academy programme for trainee detective constables and advertises across the Service every three months. There are currently 31 mentors mentoring 79 mentees. The Promoting Difference team supports a formal evaluation of the scheme; the learning will then be shared across other specialist OCUs. Feedback suggests the scheme demystifies Trident, allow candidates to develop a good skills base before they arrive and builds confidence for the application process.

Challenges

Is there genuine evidence that this is happening, including examples of where Business Groups have been taking action, setting targets, holding recruitment days, getting results, etc?

Next steps

Monitor lateral development opportunities in order to hold specialist units to account.

(d) developing a strategy and supporting action plan to increase the representation of MPS assessors to include more BME and female staff;

Progress so far

61. The utilisation of assessors in internal promotion processes is currently under review due to the introduction of the MPS Performance Framework (MPF). Prior to the introduction of the MPF, a police promotions assessor pool managed by the Career Management Unit (CMU) was in place for all centrally run police officer promotion centres. All assessors in this pool are required to undertake training to ensure that they are meeting relevant performance standards. There are currently 209 assessors in the trained assessor pool, of which 78.5% are male and 21.5% female. BME males 5.3% and BME females 1.5%.

62. The most recent Chief Superintendent promotion process utilised the new MPF model. In order to ensure increased objectivity of assessment, this process saw the introduction of a standard three member panel chaired by an Assistant Commissioner supported by a DAC and an HR Strategic Director.

Challenges

The MPS needs to develop a strategy and action plan, and monitor the results.

Next steps

Whilst acknowledging that in the current climate opportunities for internal promotion within the MPS are limited, HR are currently exploring the most appropriate assessment model for future centralised promotion processes that will factor in considerations of equality and diversity.

(e) appointing external assessors for promotion processes to the ranks of inspector and above.

Progress so far

63. The terms of reference for a specialist advisory group, to provide independent scrutiny of processes, have now been scoped. Sixteen external business leaders have been identified for the group, all with a range of HR and diversity expertise.

Challenges

The ‘added value’ of the specialist advisory group needs to be evidenced.

In addition, is there appropriate representation on the advisory group?

Next steps

See ‘Challenges’.

Recommendation 8
Internal processes to improve progression and development of black and minority ethnic (BME) officers and members of police staff need to be strengthened. This means:

(a) ensuring that all supervisors in the Metropolitan Police Service (MPS) recognise that they have responsibility for people development;

Progress so far

64. This philosophy is being reinforced through all key HR processes. Input on people development is included as part of the delivery of all leadership courses. In addition, the Work-Based Assessment promotion process has been updated to ensure assessors focus on people development, particularly in relation to BME officers and the new MPF takes explicit account of the development of people.

65. The new PDR also takes account of this recommendation and ensure leaders are focused on their responsibility to develop all of their people.

66. With regard to selection and progression of police officers for promotion, and with specific intention to improve BME representation, the CMU is developing a 'balanced scorecard' approach to management performance. The purpose of this activity is to consider four perspectives, i.e. customer perspective, internal perspective, innovation and learning perspective and financial perspective

Challenges

To ensure all this activity translates into evidenced improvements.

Next steps

As ‘Challenges.’

(b) designing and implementing a well developed and adequately resourced development programme for police staff.

Progress so far

67. The Promoting Difference programme is open to police staff and is having a significant impact upon progression of police staff with one in five of all participants achieving lateral or vertical progression within one year of attending.

68. Both the Emerging Leaders Programme (ELP) and the Intensive Development Programme [IDP] offer structured development to members of police staff. The IDP has been revised to target high potential administrative staff and equip them with the skills and experience they need to be successful at managerial grades.

69. The programme will offer support in progressing these individuals up to the level where they can access the ELP, ensuring a continuous stream of police staff talent. The new MPS Leadership pathway will be for police officers and staff.

70. Action completed.

(c) integrating phase 2 of Equip to Achieve into the overall Human Resources Strategy and effectively communicating its aims and benefits;

Progress so far

71. The Equip to Achieve Programme is entering its third phase. The programme has achieved notable success in facilitating BME talent to successfully access the high potential programmes. To date, 12 (71%) of its programme members have secured places on either the ELP or HPDS, where they can then access the high potential promotion pathway up to superintendent. Equip to Achieve members follow a development pathway that provides preparation for the high potential programmes and management / leadership input is designed to support individuals’ longer-term career development [with all members completing the Institute of Leadership and Management accredited Certificate in Leadership].

72. Action completed.

(d) implementing a formal, structured, mentoring scheme explicitly designed to benefit mentees.

Progress so far

73. Details of the corporate coaching and mentoring schemes are provided in the report. In addition to these opportunities, the MPS relationship with London First continues, with 200 police and business leaders working in partnership together under the Leadership Exchange Programme. The Promoting Difference mentoring scheme is open to all of those who attend Promoting Difference programmes. The corporate mentoring programme is open to all MPS staff to be both mentors and mentees, but needs to be monitored to ensure there is proportionality in terms of mentors and mentees.

74. Action completed.

Recommendation 9
The MPA must reinforce its oversight, scrutiny and direction of MPS diversity strategy and performance and address the challenges which currently exist within the MPA. This means:

(a) strengthening the equality and diversity expertise within the organisation at a sufficiently senior level through the appointment of a Head of Diversity

Progress so far

75. Action completed - A new Head of Equalities and Engagement took up post on 20 September 2010.

(b) arranging for the Head of Diversity to sit on the MPA’s Senior Management Team (SMT);

Progress so far

76. Action completed - The preferred option is for the post holder to be a professional adviser to SMT and Business Management Group (BMG).

(c) reviewing and making improvements to ensure equalities are integrated throughout ALL of the MPA’s work and in particular its committees and sub committees;

Progress so far

77. This is part of a number of work streams for the new MOPC.

Challenges

Ensuring equalities is mainstreamed through the new MOPC operating model.

Next steps

As challenges.

(d) reviewing the focus and terms of reference of the MPA Communities, Equalities and People (CEP) Committee and its sub-committees;

78. Action completed.

Challenges

Ensuring this is part of the new MOPC operating model, including robust oversight of EIAs within both the MOPC and MPS.

Next steps

As challenges.

(e) ensuring equalities is adequately resourced in the current restructuring exercise to deliver Met Forward;

Progress so far

79. There is provision in planned MOPC budgets at this stage.

Challenges

Ensuring this is part of the new MOPC operating model, including robust oversight of EIAs within both the MOPC and MPS.

Next steps

As challenges.

(f) communicating more effectively with its partners and stakeholders about its priorities with regard to equality and diversity.

Progress so far

80. This was initially achieved through the Community Safety Partnership (CSP) and Community Police Engagement Group (CPEG) briefings, but will, in due course, be extended to the London Crime Reduction Board (LCRB).

Challenges

Ensuring this is part of the new MOPC operating model, including robust oversight of EIAs within both the MOPC and MPS.

Next steps

As challenges

(g) being explicit about its expectations of senior police leaders through the recruitment and promotion process for ACPO officers

Progress so far

81. Action completed - Candidates are expected to champion equality explicitly and diversity within their business group and challenge any poor performance.

Challenges

MOPC will not be responsible for these appointments, other than for the Commissioner and Deputy Commissioner, after 1 October 2011.

Next steps

Hold Commissioner to account for his appointment of ACPO officers.

(h) championing the case for change in national structures through the Association of Police Authorities (APA).

Progress so far

82. In the light of the Police Reform and Social Responsibility Bill there will be changes for the APA and future governance structures for the police service.

Challenges

The MPA is working with APA colleagues on the new structure post the implementation of the MOPC.

Next steps

As challenges.

83. The Authority and the MPS will continue to champion equality and diversity through both the implementation of this Inquiry report’s recommendations and other related work. There is no doubt the Authority has been a real catalyst for genuine and lasting change in terms of the level of under-represented groups in the MPS, providing both financial and practical support for a range of initiatives. In the next few years the challenge for the MPS will be to demonstrate robust leadership of the issues identified in the Inquiry and for the MOPC to maintain a critical challenge to the Met in meeting the expectations of its under-represented staff. The MOPC must set high standards and expectations and then rigorously hold the MPS to account until these have been achieved.

C. Other organisational and community implications

1. Equalities Impact

1.1 There are enormous equalities and diversity impacts arising from this report. Whilst an EIA was carried out for the Inquiry, further assessments will have to be completed as the recommendations are agreed and rolled out.

2 Met Forward

2.1 There is one specific work stream within Met Forward – “ensuring a representative workforce” – which is directly related, but undoubtedly others, e.g. around Met Standards and Met Connect, which will become more explicitly concerned with the Inquiry recommendations over the coming months.

3 Financial Implications

3.1 At this stage there is a £40k budget for equalities in the MPA budget for 2011-12, excluding staff costs. There are no immediate financial implications.

4 Legal Implications

4.1 There are legal implications arising from the proposal around multi-point entry and the current review of police terms and conditions does provide a further opportunity to review entry requirements.

5 Risk Implications

5.1 There are no risk implications at this stage.

D. Background papers

• Race and Faith Inquiry report, Full Authority (22 July 2010)
• Response to the Race and Faith Inquiry recommendations (MPA), Full Authority (25 November 2011)
• Response to the Race and Faith Inquiry recommendations (MPS), Full Authority (25 November 2011)
• Review of Vetting Policy, Communities, Equalities and People Committee (CEP), (4 November 2010)
• Utilising the Expertise of Faith and Staff Associations to improve Community Engagement, CEP Committee, (3 March 2011)
• MPS promotion processes 2009-10, CEP Committee, (3 March 2011)
• Metropolitan Police Service (MPS) Exit Surveys, Human Resources and Remuneration Sub Committee (18 April 2011)
• Update on the Race & Faith Inquiry Recommendations (MPS), Human Resources and Remuneration Sub Committee (18 April 2011)
• MPS Approach to Talent Management and Succession Planning, Human Resources and Remuneration Sub Committee (18 April 2011)

E. Contact details

Report authors: Alan Johnson

For more information contact:

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

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