Diversity Recommendations Review

Report: 08
Date: 20 May 2004
By: Commissioner

Summary

This report provides an update on the progress made within MPS Diversity over the past four years, together with ongoing and future developments.

A. Recommendations

That members note the contents of this report.

B. Supporting information

1. The 169 HMIC recommendations, together with other reports and enquiries, have driven much of the MPS work within diversity. However some overlap or replace earlier recommendations. As detailed in the report (number 15) to the Board on 5 February 2004 a conference reviewed the consolidation of this work. As a result key themes were discussed in order to drive the whole diversity agenda forwards. Appendix 1 lists the results of the conference review.

2. The report at Appendix 2 titled ‘Progress in Diversity’ describes the progress that has been made during the current tenure of the Equal Opportunities and Diversity Board. These have been grouped into subjects.

3. The examination of each individual recommendation is a large task. Each is currently being examined with a view to declare each recommendation as complete, in progress or not applicable. This process will need to be completed prior to the setting of the new diversity strategy and action plan. This is due to be completed in the autumn of 2004 after the numerous current enquiries have reported their own recommendations.

C. Race and equality impact

Diversity is very much inherent in all aspects of this report.

D. Financial implications

The cost of reviewing recommendations and further diversity work will be met from within existing budgets and structures.

E. Background papers

None

F. Contact details

Report author: Colin White, MPS.

For more information contact:

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

Appendix 1

Diversity Strategy recommendations review (19/12/03)

Key themes underpinning discussions

• Education must be a focus of future direction (e.g. the relationship between police and young people, how to engage this group)
• Need to focus on the community and influencing their confidence and perceptions with regards to the MPS (e.g. through equality of service provision). The impact of such work is considerable (e.g. increased intelligence)
• Need to look at and involve all groups of MPS staff (e.g. not just focus on operational officers)
• Monitoring and evaluation are vital in relation to continuous improvement and must be given the requisite attention (must be thorough and credible)
• The MPS needs to foster a staff identity emphasising that staff are joining the MPS rather than a sub-section of it
• There is a general lack of innovation within the MPS and this needs to be addressed (e.g. in the design and delivery of training)
• There is an underlying issue in the MPS centring on the hierarchy / power-base that must be addressed (e.g. to promote open communication)
• Need to properly resource the training, guidance and support available and provided to our managers
• Need to foster an environment in which we learn from each other and take interest in the skills and learning of others (we need to know our own staff)
• The organisation currently lacks a strategic overview and co-ordination regarding what work and progress is occurring in relation to diversity
• The MPS must visibly represent the community it serves both on the street and within the management teams

Specific areas identified for work

• Review and improve the probationer application process from application to the point of joining
• Review how individuals are selected for management roles (the promotion process)
• Review the MPS management of Employment Tribunals with an emphasis on how to disseminate wider learning
• Review how the advice obtained by the MPS from IAGs, Lay Advisors etc. is captured and utilised within the organisation particularly at more senior levels
• Raise quality and status of MPS Trainers (expected standards must be clearly communicated)
• Slow time work in the area of equal opportunities (e.g. marketing of diversity monitoring forms and how they link to MPS policy, early involvement of advisors)
• Would the MPS benefit from an organisational ethics committee?
• Look at introducing a clear and formalised career management process for all staff. Specifically mentioned was scoping the introduction of career pathways / development programmes for staff in the lower salaried and lower skilled positions where there is evidence that the MPS attracts more representative applications
• Examine the factors leading to the diverse applications for the PCSO role and look at how these may be transferred to the role of police officer
• Identify how the Diversity Directorate could play a more proactive role in training design and delivery (e.g. in the training of Trainers)
• Review the role of the School Liaison Officer with a particular emphasis on their quality, selection and training
• Identify ways in which knowledge can be more effectively shared across the organisation (e.g. in relation to the outcome of critical incidents, reviews and Inspections) – staff need to know that things are changing and people have made a difference
• Need to examine and review who the MPS consults with (e.g. who represents the community, the ‘shelf-life’ of IAG membership)
• Policy should be introduced ensuring that the MPS procures services from organisations that have policies in line with those of the MPS

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