Update on equality standard for local government actions

Report: 12
Date: 10 March 2005
By: Commissioner

Summary

By the conclusion of 2005 the MPS will demonstrate verifiable & auditable Level 3 or Level 4 compliance with the Equality Standard for Local Government (ESLG). An Information Technology solution to evidence this will be implemented by the first quarter of the financial year.

A. Recommendations

Members are asked to note the purchase of the Electronic Self Assessment tool (ES@T) and the recommendation that the Greater London Authority (GLA) act as peer scrutineers for the MPS.

B. Supporting information

How is the organisation progressing work against the Equality Standard for Local Government?

1. The Metropolitan Police Service (MPS) has committed to achieving Level 5 of the Equality Standard for Local Government (ESLG) by the end of 2005. The Diversity Directorate, Diversity Strategic Monitoring Unit (DSMU) is recommending putting in place an Information Technology (IT) based system to evidence formally the current level. It is hoped that this will evidence Level 3 when implemented.

What level has the organisation reached?

2. Overall the MPS appears to be at Level 3. This has been largely self-assessed, adapting the standard to fit the needs of the MPS. The Standard however requires that the evidence is formally collated and subject to peer scrutiny. The MPS is now concentrating on achieving this with the suggested IT package and peer scrutiny by the GLA. The Diversity Directorate has gathered evidence that suggests the MPS has reached Level 4 or Level 5 in certain areas. This has to be balanced against poorer performance in other areas.

3. As level 4 examples, the MPS already consults with a wide variety of stakeholder groups, including minority staff associations, external partners, and critical friends. The Service systematically assesses the equalities impact of all new policies through the Policy Clearing House system and each of the 157 policies has been subjected to equality impact assessment, monitoring and review.

4. As a further example, where the ESLG measures and evaluates just three strands; race, gender and disability, as a great enhancement the MPS directs resources towards all six equality strands.

5. Further, whilst some equalities data capture exists throughout official systems, METHR will enable comprehensive capture of Lesbian, Gay, Bisexual and Transgender (LGBT), gender, age, disability, faith and race data.

6. There are however, parts of the standard the MPS cannot comply with the letter of. For example, the requirement of the standard for local authorities to conduct “an equal pay review and plan for equal pay adjustment” (Level 3.4.3); The MPS does not conduct this process in respect of police officers, as pay is negotiated centrally through the Police Negotiating Board (PNB). Nevertheless, this work has been subjected to rigorous equal pay scrutiny for many years.

What evidence has the organisation gathered to support its achievement?

7. As an organisation we are aware of the existence of large amounts of information to support our achievement within the standard. The MPS requires the implementation of ES@T for these achievements to be collated and co-ordinated. Peer scrutiny by the GLA would audit the results of this.

What processes exist for measuring continuous improvement?

8. In response to the standard the Diversity Directorate has established the Corporate Diversity Performance Pack, measuring and reviewing performance across the six strands of diversity. Each unit within the service will be subject to performance measurement, and opportunities for improved performance will be identified and progressed by teams from the Directorate attached to boroughs. This approach complements similar processes in existence within the MPS e.g. the Diversity Excellence Model and Equality Development Action Plan.

9. The MPS Workforce Planning Report provides a comprehensive dataset measuring and reporting on gender and race targets in employment. It is sourced from a wider corporate system measuring Human Resources (HR) data in departments and workplaces. No disability data are reported at present. Policies and systems to collect these are in development on MetHR.

How does the organisation ensure that all parts of the organisation including all directorates and boroughs are engaged in this process?

10. Notwithstanding the responsibilities of each Operational Command Unit (OCU) under legislation, managers and personnel are subject to performance measurement in respect of diversity through the Performance Development Review (PDR) system, selection and promotion evidence. The developing structure of the Diversity Directorate will further impact in this area.

11. Once METHR has a self-service capacity, individuals will be responsible for updating their records. A ‘Census Day’ is in action for all staff to self-declare (in all categories) for inputting into the system. This will allow the MPS to answer questions in relation to selection, training and progression, etc. and the tracking of disability and other strands.

What has proved successful?

12. The MPS is recognised globally as being at the cutting edge of work in the field of diversity. Family liaison, Hate crime investigations, community consultation, independent advisory groups, through to mentoring schemes, Female and Ethnic Minority Detective Training Programme, and it’s innovative work on gender have all been successful in achieving their objectives, and have been promulgated as good practice world-wide.

13. A further success has been the gradual integration of Staff Associations at both operational and strategic levels. Level 5 activity is present in the form of the Cultural Communities Resource Unit (CCRU). There is clear evidence that over 800 police officers and staff feel valued for ‘who’ they are individually, that their diverse backgrounds are valued in policing and that they are confident to offer up their life experiences to assist with operational policing needs.

14. These can be major events such as murder enquires and addressing the needs of UK families bereaved by the 2004 tsunami. At an individual level, a Bengali-speaking CCRU officer was deployed to explain Police practice when a family member was restrained. This permitted an early intervention, preventing community tension.

What has proved less successful?

15. As already mentioned the Equality Standard requires detailed recording of evidence. As a large organisation delivering complex services, preparing the MPS for capture of this evidence has been a more difficult process than for local government. MetHR will meet many of the needs for workforce data capture and monitoring when it is fully developed. To enhance the ESLG process the full implementation of MetHR is a priority and needs to be done to ensure that the outstanding successes achieved are properly collated.

What are the next steps for the organisation in order to reach the next level?

16. Borough Operational Command Units (BOCU) support teams: These new teams will form the key to the Diversity Directorate’s revised role. Eight teams of four people (one police officer, three police staff) will work permanently on boroughs and OCUs. In line with the underlying philosophy of the standard, they will build relationships and provide support, advice and guidance to command teams and local staff in delivering strategies to increase trust and confidence within communities.

What barriers are there to achieving the next level and how can the MPA assist the MPS to remove those and achieve further?

17. The audit and self-assessment package of the Equality Standard mandates specific requirements and measures. However the structure is designed for local councils, not a large police service. Given the scope of work, legislative constraints and structure of the MPS, a pragmatic ‘best fit’ needs to be designed.

C. Race and equality impact

The ESLG captures focussed data mainly using a self-assessment process. Attaining the higher Levels is an unparalleled opportunity for improved practice and performance.

D. Financial implications

A business case is being prepared for the adoption of ES@T. This system is already widely used to monitor compliance with the Equality Standard. This financial year’s subscription would be £400 for the Diversity Directorate. To meet full organisational needs, projected costs are £3,000 - £3,600, set on a sliding scale covering rollout to the 6 Business Groups and all 32 BOCUs.

E. Background papers

• None

F. Contact details

Report author: Inspector Stephen Warwick, DCC4

For more information contact:

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

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