Equal Opportunities and Diversity Board workplan 2005/06

Report: 16
Date: 7 July 2005
By: Clerk

Summary

This report provides members with details of the EODB Workplan for 2005 – 2006.

A. Recommendations

That members:

1. agree the key objectives for EODB as outlined in paragraph 7 and Appendix 3;
2. consider exploring the use of ‘mini-commissions’ to assist their scrutiny role as outlined in paragraphs 8 – 10;
3. agree the workplan for EODB, which also includes the Morris workplan, outlined in Appendices 1 & 2;
4. agree the changes to MPA Corporate Equality & Diversity objectives for 2004 – 2007 as outlined in paragraphs 14 & 15; and
5. consider the Operational Command Unit (OCU) as listed in Appendix 5 members with which they would wish to conduct a mini-scrutiny.

B. Supporting information

Introduction

1. Established in July 2002, the purpose of EODB is to lead on all issues relating to equal opportunities and diversity within the MPA and the MPS.

2. The Board has responsibility to ensure that the MPA meets its statutory responsibilities under all relevant anti-discrimination legislation, including the implementation, monitoring and review of the Race Equality Scheme and to monitor the MPS’ response to this legislation.

Achievements

3. EDOB had several achievements in 2004 – 2005 and these are outlined in the EODB Annual Report (see item 15 on the agenda.)

4. One of EODB’s main achievements last year was enabling people from London’s diverse communities to speak directly to the MPS on policing matters. This was done through the suspension of standing orders and having an agenda item focusing on a specific equality strand.

Rationale for themed meetings 2005 – 2006

5. The rationale for the contents of themed meetings for 2005 – 2006 are in response to key internal and external drivers:

1. EODB – July 2005: On 31 May 2005, the MPA and MPS had a statutory obligation to review and publish its three-year Race Equality Scheme. It made sense that this was considered as the main discussion item at the next EODB post-31 May 2005, so that it could be agreed by members and then referred to Full Authority later on in July 2005 for ratification.
2. EODB – October 2005: Professional Standards Directorate will be inspected by Her Majesty’s Inspectorate of Constabulary (HMIC) in the autumn; given the equality and diversity implications emerging from the Morris Report, it is important that these issues are debated by members and communities in order to provide greater public confidence.
3. EODB – December 2005: The 3 December 2005 is the International Day of Disabled People. It will also be a year on from the Greater London Action on Disability (GLAD) Report commissioned by the MPA. It is timely for members to consider the progress made by the MPS to address the 12 key objectives identified in the report. The Disability Independent Advisory Group (IAG) will be invited to this meeting.
4. EODB – February 2006: 8 March 2006 is International Women’s Day. At the February 2006 EODB, members will consider domestic violence as well as the gender implications arising from Morris.
5. EODB – April 2006: It is anticipated that a new law in relation to age discrimination will be making its way onto the statute book. April 2006’s EODB will provide an opportunity for members to consider the implications of this new Act.
6. EODB – June 2006: The end of the business year; members will be conducting a mini-scrutiny of Specialist Crime Directorate.

Objectives

6. EODB plans to build on its success, but also to have a closer scrutiny of some key areas of policing. These areas will include (but not limited to) Project Umbra (MPS response to domestic violence), Child Protection and the Specialist Crime Directorate. EODB will also conduct a mini-examination of the equality & diversity functions of the OCUs supporting vulnerable adults (see glossary for definition).

7. In addition, EODB will continue to fulfil its role in pursuing the recommendations outlined in the Morris Report and will invite Professional Standards to comment on the equality & diversity functions of its area of work. EODB will also keep a watching brief on the equality and diversity implications of the Race & Diversity Learning Programme, as it is being developed and rolled out.

8. The five key objectives for EODB this year are:

1. In conjunction with HR Committee and the Morris Steering Group to listen to staff associations concerns about the Morris Report and to agree recommendations which move towards meeting the needs of associations by December 2005.
2. To conduct scrutinies of Project Umbra, Child Protection and the Specialist Crime Directorate by June 2006.
3. To maintain oversight and ensure that the MPS delivers key outcomes on the GLAD Action Plan by June 2006.
4. To monitor the MPS’ revision and actioning of its RES to take into account its outward-facing functions by December 2005.
5. To support the development of an MPA-led forum which focuses on MPS domestic violence performance by March 2006.

9. It is noted that there appears to be no overt reference on the EODB Workplan to faith or sexual orientation. Sexual orientation was considered as a focused item at EODB in February 2005; faith in May 2005. EODB is committed to ensuring that these equality strands are included in the Committee’s business in the forthcoming year; indeed, activities such as the GLAD report, Project Umbra and stop & search provide ample opportunities for equalities to be mainstreamed.

10. Whilst providing an overview of planned activities, the Workplan is flexible. Events and new priorities may result in items being moved to a different place on the proposed timetable. Significant MPS business initiatives such as the Service Review, the Together Programme, Citizen Focus and Safer Neighbourhoods are not mentioned in EODB’s Workplan; however, it is anticipated that members will wish to make comments on these activities either through formal Committee structures (including EODB) or through alternative mechanisms.

11. To this end, a list of OCUs is shown in Appendix 5 (this is currently the most up-to-date list available to MPA officers). Members may wish to consider which OCU that they would want to conduct a mini-scrutiny at future EODBs.

Assisting members fulfil their scrutiny role

12. It should be acknowledged that with only six meetings per year, EODB members have (on average) only 12 hours in which to undertake a range of activities, including scrutiny, monitoring and review.

13. One option is for members to ‘commission’ individual community members with specialisms to undertake focused, time-bound tasks and to report to members on the progress of these tasks. This is an adaptation of the ‘citizen juries’ concept, which has been employed (with varying levels of success) in local government.

14. Such a move is the next logical step having invited members of the public to comment on policing – that is, to actively participate in shaping, influencing and delivering key outcomes. A further paper with worked-up models could be presented to members at the next EODB for consideration.

MPA Corporate Equalities Objectives 2004 - 2007

15. In May 2004, 10 Corporate Equalities Objectives were agreed as priorities for the MPA (see Appendix 4). In the past year, however, circumstances and internal MPA organisational structures have changed and this has impacted on the objectives. (Progress against these objectives will be reported on at the EODB in December 2005).

16. There are two Corporate Equalities Objectives which need to be revisited:

17 Priority Five: the Equality Standard for Local Government – As part of the sign up to the “Equalities For All” Best Value Review, the MPA signed up to working to achieve level 5 of the Equalities Standard by 2005. In July 2003, members confirmed this commitment and set an initial target to achieve Level 3 of the standard by 2004.

18. On current evidence, it is unrealistic to expect the MPA to achieve Level 5 by 2005. Issues of capacity within the MPA and the absence of a formal Head of Race & Diversity Unit for almost a year had resulted in momentum towards this priority waning. Whilst this objective remains a priority, an assessment has still to be made to confirm Level 3.

19. It is proposed that this assessment will be jointly undertaken with the London Fire & Emergency Planning Authority (LFEPA). The purpose of this assessment will be two-fold: firstly, as the MPA and LFEPA have similar ‘cultural’ issues, this will be an opportunity to compare, contrast and provide mutual support for both organisations. Secondly, the evidence presented can be used to build sustainable change and develop the steps towards self-assessment in aiming to reach Level 4. It is anticipated that Level 5 will be reached by December 2007.

20. Priority Eight: To ensure that Community and Police Consultative Groups (CPCGs), and as far as practicable, Crime and Disorder Reduction Partnerships (CDRPs), achieve compliance with the appropriate equality legislation, specifically the Race Relations Amendment Act (2000).

21. The responsibility for CPCGs now rests with the MPA Community Engagement Unit (CEU). Responsibilities for CDRPs now rest with the MPA Policing & Partnerships Unit (PPU). Whilst the Race & Diversity Unit will continue to support both Units, it is appropriate – in terms of moving towards mainstreaming equality and diversity – that primary scrutiny transfers to both these Units with Community Engagement Committee having compliance oversight.

22. Members are now asked to consider agreeing to amend the timescales to achieve Priority Five in the light of current evidence and that Priority Eight remains as a MPA Corporate Equalities Objective, but its scrutiny now transfers at Committee level to the Community Engagement Committee, supported by the CEU, PPU and the Race & Diversity Unit.

C. Race and equality impact

This report provides the basis for future activities to be carried out by EODB. In order to meet the MPA’s legal obligations under existing equalities legislation and its commitments under the MPA Equality & Diversity Policy, EODB has to exercise and maximise its scrutiny, monitoring and review functions. This workplan creates a framework in which key tasks and objectives can be addressed, thereby meeting the needs of the MPA, the MPS and London’s diverse communities.

D. Financial implications

There are none directly arising from this report.

E. Background papers

• Equal Opportunities & Diversity Board Annual Report 2003/2004
• MPA Race Equality Scheme 2005 – 2008
• MPA Race Equality Scheme 2002 – 20005

F. Contact details

Report author: Laurence Gouldbourne, Race and Diversity

For more information contact:

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

Appendix 1: Glossary of terms

Community Police Consultative Groups (CPCGs)

CPCGs are independent forums for consultation between the community and the Police. They fulfil their role in accordance with Section 106 of the Police and Criminal Evidence Act in that it provides arrangements for obtaining the views of people about matters concerning the policing of their area and for obtaining their co-operation with the police in preventing crime.

Crime and Disorder Reduction Partnerships (CDRPs)

The Crime and Disorder Act 1998, as amended by the Police Reform Act 2002, sets out statutory requirements for responsible authorities to work with other local agencies and organisations to develop and implement strategies to tackle crime and disorder and misuse of drugs in their area. These statutory partnerships are known as CDRPs or Community Safety Partnerships in Wales. The responsible authorities are the police, local authorities, fire authorities, police authorities, health authorities in Wales, and primary care trusts in England (became responsible authorities on 30 April 2004).

Equality Strands

By equality strands we mean groups of people who experience particular forms of discrimination, whether or not the discrimination is intentional. There are important differences in the forms of discrimination experienced by different groups, but there are also common factors and advantages to working together across equality strands. It is important to move past the perception that any equality groups/ strands are more important than any others, either because they have some protection in law, or have yet to gain protection in law, or because they need to ‘catch up’ to become established strands. The equality areas, or strands as they are commonly called are gender, race, disability, age, religion or belief and sexual orientation. The strands are inclusive of all people.

Greater London Action on Disability (GLAD)

GLAD is an organisation of disabled people and has campaigned for the rights of disabled Londoners since 1952. GLAD provides information, advice, training and consultancy services to organisations and produces publications to help inform people about disability.

Specialist Crime Directorate (SCD)

The Metropolitan Police Service (MPS) launched the Specialist Crime Directorate (SCD) in November 2002. SCD’s main areas of focus include safeguarding children and young people, Class 'A' drugs, dismantling organised criminal networks and seizing their assets, gun-enabled crime, investigation and prevention of homicide and organised crime in distinct communities.

In addition, SCD's corporate services to the MPS include Forensics, Intelligence, the Crime Academy and the Crime Museum. The intention of SCD is to place a renewed emphasis on working collaboratively with communities, boroughs and partners to identify effective solutions to serious crime problems.

Vulnerable Adult(s)

A vulnerable adult is a person aged 18 years or over who is or may be at risk of abuse by reason of Mental or other disability, age or illness and who is or may be unable to take care of him or herself, or unable to protect him or herself against significant harm or exploitation.

What is the definition of Vulnerable Adult Abuse?

"A single or repeated act or lack of appropriate action occurring within any relationship where there is an expectation of trust (which can include a relative, carer or service provider) which causes harm or distress to a vulnerable adult" (MPS definition)

Appendix 2

EODB workplan 2005–2006

Morris workplan 2005-2006

Appendix 3: Committee workplan template

Statement of purpose

The purpose of EODB is to lead on all issues relating to equal opportunities and diversity within the MPA and the MPS. The Board has responsibility to ensure that the MPA meets its statutory responsibilities under all relevant anti-discrimination legislation, including the implementation, monitoring and review of the Race Equality Scheme and to monitor the MPS’ response to this legislation.

Objectives for the year

1. In conjunction with HR Committee and the Morris Steering Group to listen to staff associations concerns about the Morris Report and to agree recommendations which move towards meeting the needs of associations by December 2005.
2. To conduct scrutinies of Project Umbra, Child Protection and the Specialist Crime Directorate by June 2006.
3. To maintain oversight and ensure that the MPS delivers key outcomes on the GLAD Action Plan by June 2006.
4. To monitor the MPS’ revision and actioning of its RES to take into account its outward-facing functions by December 2005.
5. To support the development of an MPA-led forum which focuses on the performance of domestic violence across London by March 2006.

Committee programme, July 2005 to June 2006

Dates of EODB:

• 7 July 2005
• 6 October 2005
• 1 December 2005
• 2 February 2006
• 6 April 2006
• 1 June 2006

Further details about focused items at EODB can be found in Appendix 1.

EODB Workplan in relation to the Morris Report can be found in Appendix 2.

Appendix 4: MPA equal opportunities and diversity strategic objectives 2004–2007

Ten key strategic objectives were identified at EODB in May 2004 to progress the mainstreaming activities. These are:

1. To achieve progress against all arrangements outlined in the Race Equality Scheme and to review and update the publication by May 2005.
2. To achieve and monitor the recommendations in the Best Value of Equalities Service Improvement Plan.
3. To overview and monitor the equalities budget spend and performance of the MPA & MPS by the Equalities Budget and Performance Monitoring Board.
4. To monitor closely all aspects of the Internal Audit report on diversity & the progress against each recommendation.
5. To achieve Level 5 of the Equalities Standard for Local Government by 2005.
6. To monitor the MPS performance and practices as set out in the Diversity Strategy, and the supporting action plans, including the local diversity plans.
7. To work in partnership with the MPS and GLA to promote women’s safety.
8. To ensure that Community and Police Consultative Groups, and as far as practicable, Crime and Disorder Reduction Partnerships, achieve compliance with the appropriate equality legislation, specifically the Race Relations (Amendment) Act (2000).
9. To oversee the implementation of the Stop and Search Scrutiny recommendations and the proposed MPS implementation of Recommendation 61 of the Stephen Lawrence Inquiry Report.
10. To ensure that the MPA’s internal equalities practices and performance are fully compliant with legislative requirements and good practice.

In addition to these objectives the MPA will continue to:

1. Secure a climate & organisational structure in which unlawful discrimination & the promotion of good relations, respect and trust amongst police & non-police staff in the MPS is promoted; and

2. Monitor and review progress in implementing its statutory and legislative responsibilities in relation to equal opportunities and diversity as well as monitoring the performance of the MPS in this regard. This work involves all equal opportunity legislation, directives and recommendations, including a focus on age, disability, faith, gender, race and sexuality

Appendix 5

Unit Boroughs

• Westminster Borough
• Belgravia Division
• Charing Cross Division
• Marylebone Division
• Paddington Division
• West End Central Division
• Barking & Dagenham Borough
• Barnet Borough
• Bexley Borough
• Brent Borough
• Bromley Borough
• Camden Borough
• Croydon Borough
• Ealing Borough
• Enfield Borough
• Greenwich Borough
• Hackney Borough
• Hammersmith and Fulham Borough
• Haringey Borough
• Harrow Borough
• Havering Borough
• Hillingdon Borough
• Hounslow Borough
• Islington Borough
• Kensington and Chelsea Borough
• Kingston upon Thames Borough
• Lambeth Borough
• Lewisham Borough
• Merton Borough
• Newham Borough
• Redbridge Borough
• Richmond upon Thames Borough
• Southwark Borough
• Sutton Borough
• Tower Hamlets Borough
• Waltham Forest Borough
• Wandsworth Borough

TP units

• TP Private Office
• TPHQ Business Manger
• TP Crime Operations
• Reassurance & Community Safety Partnership
• Investigation & Criminal Justice
• Modernising OPS
• OPIC
• Business Development Director
• Royal Parks

Central operations

• Central Operations Private Office
• Business Group
• Traffic & Transport CJU
• Clubs & Vice
• Public Order OCU
• Traffic OCU
• TP Transport OCU & Traffic Wardens
• TSG
• Operational Specialist Support
• CO4

Human resources

• Private Office
• Director of Training & Development
• Director of People Development
• Director of HR Services
• Director HR Recruitment
• Director of Pay & Benefits
• Secondments
• Strategy
• Employment Tribunal

Resources directorate

• DoR Private Office
• Finance Services
• Director of Business Support
• Procurement Services
• Property Services
• Logistical Services (including Catering)
• Transport Services
• Events & Income Development

Deputy Commissioners command

• Commissioner's Private Office (DCC1)
• Commissioner's Staff Officer
• Stevens Enquiry (DCC12)
• Commissioner's Secretariat (DCC1 (3))
• Organisational Learning & Development
• Step Change & Strategic Analysis
• Business Manager DCC2
• Reform & Growth Team (DCC2(2))
• Devolution Team
• Organisational Learning
• Internal Consultancy Group (DCC2(3))
• Corporate Performance including PIB (DCC2(4))
• Coordination of Corporate Change (DCC2(12))
• Corporate Planning (DCC2(5))
• MPS Inspectorate (DCC2(6))
• Corporate Risk Management (DCC2(7))
• Crime Integrity Team (DCC2(9))
• Diversity Directorate (DCC4/6) Private Office
• Diversity DCC4 (1-5)
• Strategic Disabilties Team DCC 4 (6)
• Directorate of Legal Services DCC5
• Development & Organisation Improvement Team DCC6
• Business Group Support Unit DCC7
• Policy Clearing House
• Intelligence Standards Unit
• Performance

Directorate of Information (DOI)

• Directorate of Information Private Office
• Service Delivery DCC10 (1)
• Business Development Liaison & Strategy DCC10(2 ) (2_-8)
• Information Programme DCC10 (3)
• Communications Programme DCC10 (4)
• Business Support DCC10 (5)
• Quality DCC10 (5-2)
• Secretariat
• Technology DCC10 (7)
• Central Communications Command
• DOI Service Review

Directorate of Public Affairs (DPA)

• Directorate of Public Affairs Private Office
• Directorate of Public Affairs (DCC3)

Specialist Crime Directorate

• Specialist Crime Directorate Private Office
• Homicide West SCD1(2)
• Homicide East SCD1(3)
• Homicide South SCD1(4)
• Homicide Support SCD2 (1)
• London Gun Crime Delivery Unit SCD2(2)
• SCD Operational Support Unit SCD3
• SCD4 (1) FS Command
• SCD4 (2) Forensic Investigation
• SCD4 (3) SERIS
• SCD4 (4) Finger Print Bureau
• Forensic Development SCD4 (7)
• Child Protection SCD5
• Economic & Specialist Crime SCD6
• Serious & Organised Crime SCD7
• Operation Trident/ Trafalgar SCD8
• (NIM)Implementation Development & Review SCD9 (1-2)
• Service Intelligence Bureau SCD10
• Covert Policing SCD11
• Director Business Support SCD12
• Crime Academy SCD20
• International Crime Co-ordination Unit SCD13
• Operations Security SCD14
• MPA Liaison

Specialist Operations

• Specialist Operations Private Office - SO2 (including Business Support)
• Special Branch (SO12)
• Anti Terrorist Branch (SO13)
• Royal & Diplomatic Protection (SO14)
• Diplomatic Protection Group (SO16)
• Palace of Westminster (SO17)
• Force Firearms Unit (SO19)
• (SO18) Aviation Security - Heathrow

Service Review

• Service Review Team
• Directorate of Professional Standards DCC8 Private Office
• Anti Corruption Command DC8 (1)
• Internal Investigations Command DCC8 (2)
• Support Services DCC8 (3)
• Misconduct & Civil Actions & Vetting DCC8 (4-5)
• Accident Claims DCC8 (6)
• The Personnel Security Group DCC8(8)
• Operation Paget

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