MPS response to HMIC thematic inspection into race and diversity training in the police service: Diversity Matters

Report: 10
Date: 1 May 2003
By: Commissioner

Summary

On 25 October HMIC provided written feedback to the MPS and the MPA on the thematic inspection of race and diversity training in the police service. The written feedback related to issues arising from the inspection visits to the MPS undertaken in July/August 2002, and identified good practice, areas of noteworthy practice and perceived areas for improvement. This report details work in progress to address the areas for improvement identified by HMIC.

A. Recommendation

The Board is asked to note the current work in progress to address the areas for improvement identified by HMIC in the written feedback to the MPS and MPA.

B. Supporting information

1. During 2002, HMIC conducted an inspection of race and diversity training in the Police Service of England and Wales.

2. The aim of the inspection was to identify and promote good practice nationally and identify areas for improvement.

3. The inspection focused on the extent to which the training provided, equipped staff to operate effectively and fairly in all areas of diversity (internally and externally) and the extent of community involvement in training design, delivery and evaluation.

4. The inspection also examined the strategic management of diversity, policies and strategies, the way forces evaluate their training and the use of external training providers.

5. The inspection comprised of a survey of every English and Welsh force. The Police Service for Northern Ireland was included for benchmarking purposes. Inspection visits were made to a number of forces during summer 2002 (including the MPS).

6. The MPS inspection visits commenced on 30 July. These included interviews/meetings at Hendon with the Director of Training and Development, the Directorate of Training and Development’s OCU Commander and the Head of Diversity Training.

7. Focus groups were held with trainers from the Recruit School, Management School and Detective Training School and with MPS unions and staff associations. In addition, site visits to 4 borough OCUs were undertaken.

8 Interviews were conducted with the Deputy Commissioner, the Director of the Diversity Directorate, the Director of Human Resources and MPA representatives, with a specific focus on the strategic management of diversity element of the inspection.

9 The purpose of this report is to provide members with details of the work in progress to address the areas for improvement highlighted by HMIC in the written feedback (full details of the feedback (and the MPS’s position) are included in at Appendix 1).

10 An assessment of the areas for improvement identified by HMIC has been undertaken. The MPS position in relation to each of these areas is detailed below.

11 In addition to the areas for improvement, HMIC highlighted a number of examples of good practice. These are also detailed in the appendix.

HMIC perceived areas for improvement

Area for improvement

(i) On many occasions throughout the inspection, interviewees cited the former Deputy Assistant Commissioner, John Grieve as being the champion for race and diversity issues within the service. In his absence there appears to be a lack of such a high visibility role model.

Current position

The inspection interviews were conducted last July/August (shortly after DAC Grieve’s departure). Since then the Deputy Commissioner has taken a prominent role in promoting and championing race and diversity issues within the service. It is hoped that this commitment is being increasingly recognised by staff.

Area for improvement

(ii) Evidence was found of some supervisors lacking commitment for race and diversity issues. For example, a clear lack of interest encountered during a sergeants focus session, and also supervisors failing to interview staff before they attended the session or to debrief staff on completion of the course.

Current position

The size and scale of the CRR Training programme limited the opportunity to provide pre and post training interviews for every participant (by the end of 2002 the programme had been delivered to more than 30,000 personnel). However, almost every course was opened by a member of the senior management team, and in some cases they closed courses as well. Approximately 740 courses have been delivered in the past 2 years.

Area for improvement

(iii) Little evidence was found of a robust inter-relationship between the diversity strategy and the diversity strategy. This results in confusion and difficulties in progressing some internal issues.

Current position

The MPS HR Directorate People Plan for 2003-4 will include objectives to support the MPS Diversity Strategy.

Area for improvement

(iv) A lack of clarity amongst staff was found over the role of the Training Policy Unit. The confusion seems to arise due to its title which gives the impression that it creates its own training policies.

Current position

This issue will be addressed by the Head of the TPU.

Area for improvement

(v) There is a general confusion regarding how staff would respond to allegations of internal hate crime; some staff stated there was a policy whilst others were unaware of any guidance. The inspection team perceived a definite separation between the manner in which internal and external hate crime issues are recorded. For example, internal hate crime was not being placed on CRIS and racist incident forms were not being completed for such incidents.

Current position

MPS procedures on responding to internal hate crime are well established (and should mirror those to identify and combat external hate crime). If there is a lack of awareness of these procedures, or their applicability to internal hate crime issues, it may be appropriate to consider additional promotion as part of the Diversity Communication Strategy, through the MPS Intranet or a General Notice.

Area for improvement

(vi) Little evidence could be found of a linkage between the outcomes from the MPS’s various race and diversity consultation groups and the overall training curriculum.

Current position

This issue is noted for action and will be progressed by the Training Work Group of the Diversity Co-ordination Forum.

Area for improvement

(vii) HMIC would like to see an early decision regarding the business case and strategy for Phase 2 race and diversity training. It is unclear from the evaluation strategy whether there is a commitment to evaluating this phase.

Current position

This issue has been progressed since the inspection. The next phase of diversity training will include:

• Managers and supervisors programme: managing diversity in the workplace.
• 1-day programme on internal cultural issues, in particular, gender issues, and relations between police officers and civil staff, part-time/full time staff etc
• Diversity trainer training programme for all MPS trainers
• Race Relations Amendment Act (2000)

These programmes will support and underpin the MPS Diversity Strategy:Protect and Respect, which includes a focus on a broader range of diversity issues, and acknowledges the link between positive internal relations and effective service delivery.

The main focus of Phase II training will be a mandatory 1-day programme on internal cultural issues. This will be rolled-out from June/July 2003 to April 2006 and will be delivered by HRD:Diversity Training School.

Training Needs Analyses to identify training options in relation to LGBT issues and disability will commence in July 2003.

As with all other MPS training programmes, MPS diversity training will be evaluated by the HR:DTD’s Quality Assurance Unit.

Area for improvement

(viii) HMIC are concerned that some boroughs are already delivering what is being classed as Phase 2 in the absence of a corporate strategy, funding or evaluation scheme.

Current position

The majority of current borough-based Phase 2 training involves community interface activity, modelled on the original CRR Programme. It is important to emphasise that this has only taken place in 3 BOCUs.

All local training initiatives will be incorporated into local diversity strategies currently being developed with boroughs in consultation with the Diversity Directorate.

Area for improvement

(ix) There is some concern regarding the general lack of training skills amongst MPS trainers. The inspection team were concerned that trainers are currently being expected to deliver race and diversity training inputs via a mainstream approach without having had the dedicated training to be able to deal effectively with the issues raised.

Current position

In January 2003, HRD: Directorate of Training and Development’s Diversity Training School commenced a 5-day diversity training programme for all recruit trainers (to supplement the diversity elements of the Trainer Foundation Course). The diversity trainer training programme will be provided to all MPS trainers during 2003/4.

Area for improvement

(x) HMI note the concerns raised by Hendon staff relating to the significant influx of new recruits which resulted in, new unskilled trainers being utilised, single handed delivery and overcrowding of classes and facilities.

Current position

This situation has improved since the inspection was undertaken last year. All Recruit Trainers have completed the Trainer Foundation Course. Difficulties concerning class sizes have been addressed with the introduction of shift pattern training.

Area for improvement

(xi) It was noted that the special operations officers are behind schedule in relation to attending Phase I of the training.

Current position

By the end of 2002 the community and race relations programme had been delivered to every member of SO.

Anecdotal evidence was found of Race and Diversity Trainers, who are support staff members, being paid at a lower scale than other trainers.

Current position

This issue arose following the Hay Pay Review when a number of MPS Diversity Trainers (Civil Staff) received a lower pay Band than other trainers. This decision was appealed and MPS Diversity Trainers (Civil Staff) were regraded to Band D (in line with other trainers within the Directorate of Training and Development).

Area for improvement

(xiii) The lack of cognisance of the importance of race and diversity content within the detective foundation course was disturbing. Exclusionary and elitist language was in use by one of the trainers interviewed and students on the course failed to recognise the importance of the recommendations of the Stephen Lawrence Inquiry. There was a consensus amongst the detective students interviewed that they had no need to undertake race and diversity training.

Current position

This issue is noted for action and will be progressed by the Crime Academy and Diversity Training Branch.

Area for improvement

(xiv) The assessment of trainers is carried out by a mix of staff qualified either through D32/33 or by attendance on the 1 day internal course. The process of assessment, being carried out on trainers from within their schools, by their colleagues is not viewed as open and transparent, and that it is also dependent upon self-nomination.

Current position

Trainer assessment procedures are currently being reviewed by the Directorate of Training and Development’s Training Standards Unit. MPS Diversity Trainers receive 4 assessments a year (and are assessed by a mixture of internal and external trainers). This model is also being reviewed to identify whether it brings greater objectivity to the assessment process. The results of this review will be available at the end of June 2003.

Area for improvement

(xv) The training of special constables in this topic is currently unstructured and lacks consistency. The standard and content of training varies on a borough-to-borough basis.

Current position

Wherever possible, MSC officers are trained alongside their full-time colleagues and the Diversity Training School has also provided courses on evenings and weekends. This has been limited however by overtime restrictions.

Experienced police and police associate trainers have been used to deliver the training, and the programme is identical in format and content to that provided to police officers and frontline civil staff.

Area for improvement

(xvi) It was noted that a Training Needs Analysis was not carried out prior to the commencement of phase one race and diversity training and that there is similar lack of a TNA for phase 2.

Current position

The TNA process for the I-day programme has commenced. The work is being co-ordinated by HR:DTD Training Policy Unit. Once the TNA has been completed the programme will be piloted in 4 OCUs and 2 departments from mid-April 2003. The first pilot commenced in Redbridge Division on 7 April. Other OCUs include the Diversity Directorate, Waltham Forest, Greenwich and Hounslow BOCUs and Specialist Operations. A full review of the new programme will be undertaken at the beginning of June, followed by MPS-wide roll-out of the programme in July/August.

Area for improvement

(xvii) Opportunities for flexible working for staff to attend this training are presently limited. The current policy does not cover this issue and is potentially discriminatory.

Current position

Wherever possible, the Diversity Training School responds to the flexible needs of individuals. This responsibility is delegated to the Team Leaders responsible for the day-to-day management and delivery of the CRR programme. For example, signing facilities and induction loops have been provided for participants with hearing impairments and the 1 day and 2 day courses have been divided up to accommodate part-time employees. At the beginning of 2003 the Diversity Training Branch created a Flexible Needs Co-ordinator post. This was cited in the HMIC thematic inspection report as an example of noteworthy practice.

Area for improvement

(xviii) There is concern that some community contributors are not being valued by the organisation. For example:

• the letter of thanks provided to contributors is of poor quality having been photocopied many times
• contributors being expected to attend sessions with very little notice
• reimbursement of expenses being paid in front of delegates.

Current position

This issue was addressed by the Head of the Diversity Training School in October 2002. A new letter from the Head of Diversity Training School to thank community contributors for their involvement in the training was circulated. Team Leaders, responsible for managing local programme delivery also ensured that community contributors received their payment in advance of attending the training sessions.

(xix) The recording of training completed on the personnel information system is problematic. Examples are found of training being completed but not recorded on personal files. This related to training completed by SMT members.

Current position

The HRD:Diversity Training School provides PIMMS codes for all courses and this is provided to personnel managers (who are responsible for updating PIMMS records).

Area for improvement

(xx) HMIC is concerned that community safety unit officers dealing with hate crime are not given the appropriate training until they have been in the department for a substantial amount of time. For example, of the nine officers at Kingston, only two had received training to carry out this important role.

Current position

This situation has improved significantly since the inspection visits. Where possible Community Safety Officers receive training prior to their appointment to a CSU (or within 2-4 weeks of commencing an appointment).

Area for improvement

(xxi) During the inspection a number of staff were asked if they were able to explain ‘institutional racism’. The vast majority of these were unable to, and many believed it meant individual police officers were racist.

Current position

A session on institutional discrimination was included on day one of the CRR programme and a definition included in the participant workbook.

Area for improvement

(xxii) There is ample evidence to suggest that community beat officers are not being actively used to promote good community relations. For example, at Kingston Borough, CBOs are rarely used in the capacity of beat officers as they are used as a team responding to crime issues.

Current position

This may not necessarily be typical of the whole of the MPS. Many CBOs are actively involved in supporting and promoting community relations roles and a number of them have received commendations for this work.

Area for improvement

(xxiii) There is evidence to suggest that some First Contact Officers are under-utilised and there is a lack of direction and guidance. For example, at one borough, there is only one officer performing this role.

Current position

This experience is reflected elsewhere within the MPS. Work to identify support for FCOs is due to be undertaken by the Diversity Directorate Development, Organisation Improvement team (DOIT).

Area for improvement

(xxiv) There are concerns in relation to the dual role that some IAG members have in relation to their involvement with external training providers/contractors.

Current position

Management processes are in place to deal any potential conflict of interest. Declarations of interest are made at the beginning of meetings and business interests are declared. This process is included in guidelines on managing and setting up independent advisory groups.

12 The Director of the Diversity Directorate and the Director of Training and Development will have lead responsibility for co-ordinating action to address issues identified by HMIC.

13 Responsibility for progressing specific actions will be allocated to individual officers, for example the Head of Diversity Training.

14 Progress against the action plan will be regularly reported to the MPS Diversity Co-ordination Forum and the MPA Equalities and Diversity Board.

Full HMIC Inspection Report: Diversity Matters

15 In February 2003 the full HMIC Inspection Report: Diversity Matters was published. This contains recommendations requiring action by ACPO, the Police Standards and Skills Organisation, the Police Training and Development Body and the Police Service of England and Wales.

16 A central theme of the inspection report was that training in race and diversity had been reasonably efficient in meeting delivery targets but not totally effective in achieving organisational change.

17 Each of the inspection recommendations will have implications for the MPS. In some cases the immediate impact will be limited, because implementation will be dependent on work undertaken by other bodies. For example, 14 of the recommendations apply directly to ACPO, 9 to the Police Training and Development Board and 8 to the Police Standards and Skills Organisation.

18 The MPS is currently preparing a response detailing the current position and progress against each of the HMIC inspection report recommendations.

19 The Home Office Stephen Lawrence Inquiry Sub-Group will have overall responsibility for monitoring progress against the inspection recommendations.

20 Within the MPS, the Deputy Commissioner will have lead responsibility for progressing the recommendations and an action plan, overseen by the Director of Training and Development in liaison with the Director of the Diversity Directorate will be produced by the end of June 2003.

21 The Head of Diversity Training will have day-to-day responsibility for ensuring the implementation of the action plan. This work will be supported by the Diversity Training Branch and the Diversity Forum Training Sub-Group. Progress will be monitored by the MPS Inspection Liaison and Analysis Unit.

C. Equality and diversity implications

The HMIC Inspection Report: Diversity Matters includes recommendations on the strategic management and delivery of race and diversity training within the police service and requires immediate action from ACPO, the Police Standards and Skills Organisation, the Police Training and Development Body and the Police Service of England Wales. If the recommendations contained in the inspection report are fully implemented future race and diversity training programmes should have a much greater impact on affecting organisational change.

D. Financial implications

At the time of producing this report an assessment of the financial implications of the HMIC written feedback and the full inspection report had not been made.

E. Background papers

None.

F. Contact details

Report author: Shaun Kennedy, Head of Diversity Training, HR: Directorate of Training and Development.

For more information contact:

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

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