Diversity strategies and recommendations

Report: 06a
Date: 16 October 2003
By: Commissioner

Summary

This report quantifies and maps the diversity related strategies and recommendations currently being progressed by the MPS. Due to the extensive range of activities being conducted by the MPS and in particular the Diversity Directorate, this report concentrates only upon corporate strategies and recommendations made through the external inspections process. It does not encompass internally created strategies or plans other than the MPS Diversity Strategy and the MPS Diversity Strategy Action Plan.

Recommendations contained within this report include Winning the Race, Winning the Race (Revisited), Diversity Matters, Best Value Review of Equalities and Sir Herman Ousley’s Implementation Review of the Diversity Strategy.

The MPS Race Equality Scheme is dealt with as a separate entity due to its legislative requirement.

A. Recommendations

That members -

1. note the contents of this report.
2. note the proposals outlined in paragraph 20 to hold a Forum level meeting which will be dedicated to conducing a review of all the recommendations contained in this report.

B. Supporting information

1. The current MPS Diversity Strategy, Everybody Benefits was published in April 2001. The supporting Diversity Strategy Action Plan was developed and published in September 2001. During its inception, Winning the Race and Winning the Race (Revisited) Recommendations were themed into the Action Plan.

2. Recommendations contained within this report include Winning the Race (1996/97), Winning the Race (Revisited) (1998/99), Diversity Matters (2003), Best Value Review of Equalities (2003) and Sir Herman Ousley’s Implementation Review of the Diversity Strategy (2003). In total there are 117 recommendations contained within the above reports. The depth and breadth of recommendations in the above reports are extensive For ease of reference all of the recommendations have been included into a single document. Please see Appendix 1 attached.

3. In May 2003, the (Diversity Strategy Monitoring Unit (DSMU) themed the Race Relations (Amendment) Act, the Stephen Lawrence Inquiry Recommendations and the Best Value Review of Equalities throughout the MPS Diversity Strategy Action Plan. Each initiative throughout the Action Plan is linked with the above recommendations to show which MPS initiatives comply with which recommendations.

4. This process has also been included within the generic Diversity Strategy template that is now mandatory for all Borough Operational Command Units (BOCUs). This will publicly reinforce the fact that BOCUs are working to comply with the recommendations mentioned above and provide the strategic links to corporate recommendations.

Diversity matters

5. Diversity Matter recommendations were published in February 2003. In all there are 41 recommendations but not all directly apply to the MPS. 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.

6. The MPS response and action plan for progressing those recommendations were submitted to the June EODB meeting and will therefore not be detailed within this report.

7. A new Diversity Training Board is being implemented. Commander Allen (Diversity Director) will ‘Chair’ this Board and one of its primary objectives will be the implementation of the Diversity Matters Recommendations.

8. Progress of the Diversity Matters recommendations will be included within the Training section of the MPS Diversity Strategy Action Plan and subject to quarterly progress reports to the EODB meeting.

9. The Home Secretary’s Stephen Lawrence Inquiry Sub-Group will have national responsibility for monitoring progress against the inspection recommendations.

Best Value Review of Equalities (BVRE)

10. Below is an up-to-date progress report on the BVRE recommendations:

Vision and leadership

R1 The GLA Group adopt a commonly shared vision in respect of equalities
Complete. Signed up to at launch.

R2 The GLA Group adopt six high level equalities categories for service and employment purposes [Gender, race, sexuality, disability, age and faith]
Agreed at Diversity Board. Now fully implemented into policy clearing house system so that all service policies have been, are in the process of, or will be scoped with reference to the 6 categories.

R3 Each organisation review and identify the appropriate target groups for their services.
Continuous work through Diversity Forum and sub-committees, however, the socially excluded and target groups list has been widely promulgated throughout the service.

R4 The GLA Group commit to achieving Level 5 of the Equalities Standard by 31 March 2005
As stated during the inspection, the MPS is unlikely to meet the personnel targets demanded by level 5, however the management and monitoring systems are intended to be level 5 compliant by 2005.

R5 The GLA Group adopt the social model of disability.
The Disability Board has formally adopted this as service policy in respect of disabilities, and the model is in the process of being explained to staff through central diversity lectures at New Scotland Yard.

R6 A London Standard for Equalities be developed and promoted.
To be progressed jointly with GLA equalities officers group.

Exemplary employer

R7 The GLA Group adopts the definition of “Exemplary Employer”.
Awaits approach by GLA.

R8 GLA Group adopt and implement the exemplary employer benchmarktemplate to ensure continuous improvement
Dependant on 7, above.

R9 The GLA Group establish an HR Officers Network.
Established. MPS represented.

R10 GLA Group should establish challenging equalities recruitment targets.
The MPS is facing serious difficulties reaching recruitment targets that were set with the HO at a time when London’s population was less diverse than it is now. Whilst PCSO recruitment has seen the number of VEM officers at 38%, other areas of police staffing, particularly police officers, lag far behind the long-term target of 25%.

R11 GLA Group should identify and address the disparities between different staff groups.
DOIT progressing work in relation to the 6 equalities groups, and also Civil staff and part time workers.

R12 The GLA Group jointly commission an independent process to devise a common exit interview methodology so that all staff leavers have an opportunity to discuss their experience of the GLA Group in a confidential way as part of an independent and confidential process.
The HR directorate has commissioned an external company to perform a pilot exit survey, with a view to establishing an independent long-term process within the MPS.

Service improvement

R13 The GLA Group to research, analyse, report and disseminate information on services in a co-ordinated way [internally/externally]. The information should be produced in accessible formats for key equality target groups.
Awaits GLA lead, however, MPS publications, where relevant are produced in a growing range of appropriate languages and media: large print, electronically for electronic reading programmes for blind people, Braille (police warrant cards now have POLICE in Braille on them).

R14 Each GLA Group organisation review its functions and services to ensure that all equalities targets [in respect of service delivery] are set with appropriate systems for monitoring them and reporting the results.
Police Notice 2 of 2003 notified Boroughs of the initial stage of this monitoring:-
The Deputy Commissioner has agreed four key areas upon which boroughs will be required to concentrate their examination of disproportionality:

• stop and search;
• crime investigation (total notifiable offences screened in and detected);
• case disposal of all arrests (including stop and search arrests); and
• complaints against police.

This will be carried out by a phased approach, and boroughs are required to start immediately by examining stop and search. To assist, PIB now publishes monthly on their Intranet site the stop and search figures for each borough, shown by ethnicity, gender and age groups.

R15 The GLA and each organisation agree the key targets and equality related indicators to be included in the quarterly performance reports submitted to the Mayor.
GLA and MPS/MPA work on Equalities Budget process.

R16 The GLA Group undertake a review of existing methods of community liaison and make recommendations on how best to deliver a more joined up approach to community liaison including improvements in sharing information.
The MPS, through the Diversity Directorate, has established nominated borough leads for LGBT, travellers, & Athena sport (anti-racism in sport). There are established borough liaison and partnership units.

R17 The GLA Group undertake a review of the existing methods of conducting equalities impact assessments across the GLA Group and develop appropriate support and training for staff to ensure that the outcomes are implemented.
GLA led. NB The MPS has established a policy clearing house process to ensure Equalities impact assessments are carried out in respect of new policies.

R18 Establish a Complaints Forum
Representative from DCC8 to be nominated when forum established by GLA.

Consultation

R19 The GLA Group review and strengthen the terms of reference for the Consultation Network [CN]
GLA led.

R20 The GLA Group reconstitute the Equalities Commission.
GLA led.

R21. The GLA Group use the Equalities Commission to:
Advise on the consultation undertaken and planned and advise on the impact on strategic planning;
Play a role in reviewing consultation undertaken and assisting with the dissemination of the results of consultation;
Advise on the performance of the GLA Group in respect of equalities issues.
GLA led.

R22 The “Equalities for All” Review recommends that the “Listening to Londoners” Review address some key issues.
GLA led.

Culture change

R23 High level commitment to the review’s findings and recommendations to be publicly stated.
Complete. Official launch at City Hall.

R24 Mainstream equalities throughout each of the GLA Group organisations.
Equalities targets integrated into corporate and departmental plans. Progress reported at Diversity Board and Management Board level. Standing item at Management Board. Equalities issued mainstreamed down to street/public contact level through ‘Policing Diversity’ handbook, which is personal issue to all front-line staff, and by CRR training.
Each Borough OCU, Westminster City OCU & Heathrow has established a local Diversity Action Plan.

R25 The GLA Group use the communications network to ensure information flows through the different levels of each organisation
Two way briefings performed regularly by Sir John Stevens to large numbers of staff, and giving clear commitment to equalities issues.
HR group to review communications.

R26 The GLA Group agree to a programme of management and culture change and investigate their existing policies and legislation governing their services to identify and remedy issues that impede the mainstreaming of equalities.
DOIT team in process of identifying internal barriers. PACT researching external barriers to recruitment. DTSU developing model for managing diversity.Staff consulted through surveys, focus groups for minority staff.

R27 The GLA Group establish an Equalities Network.
GLA led.

Performance management

R28 The GLA develop, in partnership with the functional bodies, a set of equality indicators to complement the corporate heath indicators currently monitored and reported on.
GLA led.

R29 The GLA Group adapt the CRE’s toolkit for auditing race equality to address the areas of race, gender and disability.
GLA led.

R30 A procurement officers network should be established.
Established.

R31 The LDA develop specific procurement strategies.
LDA led.

R32 The Economics Group, the Data Management and Analysis Group and the Policy Support Unit to work closely together to review/explore methods of systematically collecting information on demographic trends in respect of equality target groups.
GLA led.

R33 GLA to promote the effective dissemination of data and information relating to equality groups [within the GLA Group]
GLA led.

R34 The GLA develops the process of integrating the equalities agenda with the budgets and business plans of the GLA Group.
Ongoing process between GLA and MPS/MPA.

R35 The GLA Group adopt the Service Improvement Plan.
Presented and signed up to.

R36 The Chief Executive of each organisation to be responsible for implementation of Service Improvement Plan.
Signed up to by Commander Diversity on behalf of the Commissioner.

MPS Race Equality Scheme

11. A new process of scrutinising policies has been devised with the inception of a policy workbook and accompanying guide. Policy Clearing House manages and supports this process. By December 2004 every policy will have been put through this process. Workbooks will be completed by policy developers and supervised by their line managers, before being forwarded to Policy Clearing House who will conduct a further quality check. All policies will be owned by a high level Strategic Committee and they will approve them having looked at the policy workbooks. The organisation currently has 1,800 policies and though this number will reduce it is likely that a significant volume of these will have some impact on the general duty as set out in the Act. The Diversity Directorate has begun the process of reviewing the policies that we have ownership of.

12. We have consulted with the CRE to discuss the scale of a future scheme. The Race Equality Scheme will set out our stance and the way we assess the impact of our policies. It will set our arrangements for assessing and consulting and for delivering training. The reports will signpost the reader to the Freedom of Information Scheme where all the organisations policies will be published.

Training

13. Work in relation to the ‘training duty’ continues to progress. The requirement is for proportionate and appropriate training based on the needs of the individual and delivered to those who are responsible for meeting the general and specific duties. The general awareness of race equality has been addressed through (phase 1) CRR training. This may be complimented by threading the RRAA into a broad variety of courses delivered across the organisation. Policy Clearing House have delivered more specific training for policy developers and to date 169 have been trained. This training enables delegates to consider a wide variety of methods for consulting on proposed or existing policies and the possible impact of them.

14. We are also researching the feasibility and need to deliver more specific and skills based training in this area for, Strategic Committees, Unit Heads, Borough Commanders and Policy Developers. The Training Standards Unit have Scoped the MPS training requirement and recommended that the RRAA should be incorporated into training for trainers and core courses including probationer training, promotion courses, detective training, and diversity training. We continue to brief Strategic Committees when requested to do so and the September Diversity Seminar included a presentation on the Act.

Employment

15. The MPS has robust systems in place to monitor staff in post by reference to their racial groups. All selection processes require the completion of an ‘ethnic monitoring’ form, which enables a similar database to be kept for promotion and transfers to new posts. The recently rolled out Met HR computer database consolidates this position.

16. The detail of each of these issues and the actions that relate to them can be seen in the Race Relations Amendment Act 2000 MPS Action Plan, which has been attached at appendix B.

Diversity Strategy Implementation Review

17. This review was completed by Sir Herman Ouseley and contains 12 recommendations. This report was placed before the MPS Management Board in August and the Diversity Strategy Board on 11th September 2003. Progression of these recommendations is dealt with in paragraph 21 below.

Progression

18. Winning the Race and Winning the Race (Revisited) recommendations have been progressed by disparate units within the MPS since 1996. The MPS Inspection Liaison and Analysis Unit undertake monitoring of these recommendations and are responsible for the review and scrutiny of all HMIC inspections.

19. At present the management and structure of the Diversity Strategy is currently under review. Consultation and the formation of Focus groups have taken place and a number of options are currently under consideration. The options will be discussed at the next Diversity Strategy Co-ordination Forum meeting on 30th September.

20. Once the reorganisation as mentioned at 19 above has been finalised, it is the intention of DCC4 to hold a ‘Forum’ level meeting that will be dedicated to conducting a review of all the recommendations contained in this report and to provide a co-ordinated and cohesive approach to their implementation.

21. Due to the short timescale between the commissioning and submission of this report it has not been possible to identify and report on the resource implications to meet the demands in the implementation of the recommendations.

C. Equality and diversity implications

The recommendations contained within the above reports have been partially responsible for the cultural change within the MPS in recent years in improving the service and policing of London’s communities as well as increasing the recruitment and retention of its staff. Full implementation of all the recommendations will further enhance and expand this process and assist the MPS to meet its requirement under the General duties of the Race Relations (Amendment) Act 2000.

D. Financial implications

All costs are met from existing and proposed budgets and there is no need for additional funds.

E. Background papers

• Winning the Race (1996/97)
• Winning the Race (Revisited) 1998/99)
• Diversity Matters Recommendations (2003)
• Best Value Review of Equalities Recommendations (2003)
• Diversity Strategy Implementation Review (2003)
• Diversity Matters (MPS response and Action Plan) to EODB June 2003)
• MPS Diversity Strategy Action Plan
• Generic Diversity Strategy Template
• MPS Race Equality Scheme

F. Contact details

Report author: Mark Antill Inspector Diversity Strategy Monitoring Unit, DCC4, MPS.

For more information contact:

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

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