How the MPS communicates – concurrent report

Report: 7
Date: 7 September 2006
By: Chief Executive and Clerk

Summary

The report provides a response from an equality and diversity perspective to the paper outlining the work of the Directorate of Public Affairs in communicating with London’s diverse communities.

A. Recommendations

That Members agree:

1. That the key issues raised at EODB is fed into the DPA scrutiny.
2. That DPA should conduct Equality Impact Assessments (EIAs) when looking at reduction in budgets and that these should be published and made available publicly as and where appropriate.

B. Supporting information

1. As the primary communication function of the MPS, DPA’s policies and functions have to meet the general duty of the Race Relations (Amendment) Act (RR[A]A) 2000. The general duty is to:

• Eliminate unlawful racial discrimination;
• Promote equality of opportunity; and
• Promote good relations between persons of different racial groups.

2. In addition, recent forthcoming equality legislation in relation to disability (December 2006) and gender (April 2007) will place further duties on public bodies. These duties, which will apply to both the MPA and MPS, not only requires public bodies to eliminate unlawful discrimination, but also to positively promote equality of opportunity in these equality areas.

3. Under both existing and forthcoming legislation, four of the key business activities where promotion can positively occur are:

• Access;
• Consultation;
• Training; and
• Monitoring.

These four activities have an interdependency in terms of equality and diversity and it against this backdrop that this concurrent report has been written.

Access

5. In terms of access, two issues are important: one, access to information; and two, ensuring that messages are clear, understandable and set-out in a way that people can follow according to their needs.

6. In terms of access to information, DPA has made significant strides to communicate its business to staff and to the public. Communicating some of the MPS’ key initiatives and outcomes on AWARE (the MPS’ in-house computer system) and through ‘Get-Togethers’ with the Commissioner and members of the MPS Management Board have been courageous. Whilst it is noteworthy that at least one of these meetings per annum has a sign language interpreter present, from December 2006, DPA will have a duty to ensure that all meetings are accessible.

7. However, it is around high profile cases where DPA may be able to further demonstrate its ability to promote good relations between different people. Events such as 22/7, Forest Gate and counter-terrorism measures have given rise to occasions where the MPS rightly, for legal reasons, has to remain silent. When this occurs, the ‘information vacuum’ thus created can give rise to further difficulties and complications – one of which is that other parties can ‘fill’ that ‘vacuum’, often with their own agenda.

8. When this happens, anecdotal evidence indicates that front-line police officers and staff often feel that they have to speak, directly or indirectly, to a media outlet in order ‘to set the record straight’. Whilst understandable, this type of action may contravene the MPS’ policies on disclosure to the press [1]. Has DPA given any consideration as to how to tackle some of these difficulties as and when they occur?

9. There is a need for the DPA to be an exemplar and lead the way on behalf of the MPS in making sure that its information is accessible and in the appropriate formats. DPA’s recent work with the MPS Disability Independent Advisory Group (DIAG) is a significantly progressive step. In its report, DPA state that preparing documents in different formats ‘…is not without costs’ (paragraph 34). DPA should consider actively building in the costs of preparing such documents in different formats from the onset, thus strengthening its ability to meet its legal requirements under the Disability Discrimination Act (1995 & 2005).

Consultation

10. Again, on this front, DPA have been making strides to promote good relations between different groups. For example, DPA’s recent work supporting Diversity & Citizen Focus Directorate (DCFD) in hosting an event on 26 June 2006 for representatives from the Black, Asian & minority ethnic press was a small, but major step in communicating with a section of London’s diverse communities. Both DPA and DCFD have committed themselves to making this meeting a regular occurrence as part of their developing partnership with the BAME media.

As stated in the DPA’s report, ‘…a large part of the Met’s engagement with communities happens at a local level and is directly led by the boroughs’ (Paragraph 5). It is interesting to note that Safer Neighbourhoods, Serious Crime Directorate (SCD), Human Resources and the 32 boroughs all have press officers – a total cadre that begins to rival the size of DPA itself.

11. One of DPA’s key challenges is how to ensure consistency of message, especially when some of the business may be ‘…directly led by the boroughs.’ For example, in high profile cases such as current counter-terrorism measures in Waltham Forest and Newham, how does DPA ensure that the ‘local’ message is congruent with the ‘central’ message? And, if there is a difference of opinion, whose view holds sway?

12. Equally important is how DPA consults with its different communities, both internally and externally. In a recent case study, DPA supported DPS in producing a statement rebutting an article published in The Guardian about ‘Muslim police officers allegedly more corrupt than other police officers [2].’ In this instance, DPS called a meeting, supported by DPA and Directorate of Legal Services (DLS) to explain and refute the suggestions and misinformation printed in the article. Advice was given by S.A.M.U.R.A.I. [3] groups around the table as well as community representatives as to the best ways in which the article could be rebutted.

13. The interesting issue about this case was: DPS, DPA – and the MPS – knew that The Guardian had the article up to two months earlier. Given the impact this had not only on the MPS, but also other police forces nationally, were there opportunities to get out key messages across communities prior to the article being published? And, in the relatively short time lag between the article appearing and the MPS refuting the piece, what impact may this have had on trust, confidence and community cohesion in policing?

Training

14. Whilst DPA’s Business Plan is comprehensive in its activities, it is silent in terms of its own training – especially around diversity and/or its possible role/contributions to other directorates’ training, learning and development. It is hoped that this can be covered in its presentation to Members.

Monitoring

15. DPA’s report stated the size of its total budget for 2006/2007 is £6.3m of which £2.8m is paid for communication and marketing projects. The events in July 2005 have impacted on all Units’ budgets within the MPS. Given some of the relatively successful campaigns DPA have been involved with (e.g. Operation Trident & Operation Blunt) and given the pressures on budgets, has equality impact assessments (EIAs) been conducted on what impact will occur if budgets are reduced – especially in terms of community trust, confidence, cohesion and local impact?

‘The Fifth Column’

16. There is a fifth issue that DPA, together with the MPS, has to be cognisant of and which may, unwittingly, undermine the good work done to date: that is, human rights. Given the legal ramifications, this is a major subject.

17. Recent case studies such as the MPS responding to allegations relating to corruption in the murder investigation of Stephen Lawrence have demonstrated DPA’s ability to support different parts of the organisation to respond quickly and appropriately. A Community Consultative Group Meeting was held on the 2nd August 2006, just over a week following a television programme raising these issues. DPA working in tandem with DLS and DPA recognised the human rights issues raised in the programme, whilst trying to communicate as much information as possible. To this end, DPA worked with the Black Police Association (BPA) in producing a detailed article for The Voice, a weekly newspaper aimed at BAME audiences.

18. The other issue regarding human rights is when the MPS – maybe for the reasons set out above – remain, or appear to remain, silent on the actions or inactions of particular individuals. Sometimes described as ‘death by 1,000 cuts’, the MPS’ silence – fairly or not - can often be interpreted as condoning a story. The MPS, through DPA, publicly acknowledged that it was wrong not to have responded to the stories, which appeared in the media about the alleged behaviour of Jean Charles de Menezes immediately prior to his tragic killing on 22 July 2005. Communities will be watching carefully to see if lessons are learned in relation to future cases - high profile or otherwise.

C. Race and equality impact

This report aims to assist DPA not only meet its legal equality requirements, but also to be the ‘gold standard’ in terms of communicating and listening to London’s diverse communities. However, to do so, DPA must be able to measure the impact of its work and communicate key outcomes in ways that are accessible to London’s diverse audiences.

D. Financial implications

There are no direct financial implications arising from this report.

E. Background papers

• Code of Practice On The Duty To Promote Race Equality, CRE
• DPA Business Plan (April 2006 – March 2007)
• A Guide For Public Authorities, CRE

F. Contact details

Report author: Laurence Gouldbourne, Race and Diversity Unit, MPA

For more information contact:

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

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