MPS draft equalities priorities and budget – 2007- 08

Report: 11
Date: 7 September 2006
By: Commissioner

Summary

This report asks members to agree the draft MPS equalities priorities to be included in the draft budget submission for 2007-08 to 2009-10 as requested by the Greater London Authority.

A. Recommendations

That

1. Members endorse the draft equalities priorities as outlined in paragraph 5 of the report for inclusion in the main draft budget submission.

B. Supporting information

Background

1. The budget submission to the Greater London Authority (GLA) is a key element of the planning framework. This involves developing three-year business plans based on the Mayoral objectives and priorities alongside financial plans.

2. Over the past few year equalities has been the subject of a separate budget submission. This year’s budget development process has been enhanced to achieve better integration of sustainable development into the overall budget and business planning process. Interim budget information is required to be submitted by the end of September, including delivery plans for Mayoral priorities. There is, however, a recognition that members of the GLA Group may not have sustainable development fully integrated within the draft “main budget” documentation by the end of September and that the sustainable development submission may consist of separate sustainable development, environmental, equalities and health promotion elements.

3. The budget guidance for 2007-08 identifies the Mayor’s specific policy priorities for the coming year. This includes priorities that are applicable across the GLA and all functional bodies and priorities that are specifically applicable to the Metropolitan Police Authority (MPA). In negotiation with MPA officers some key equalities priorities for the coming year have been identified and are described at paragraph 5.

4. Progress made by the MPS on equalities issues during 2005-06 and plans for 2006-07 were presented to MPA Equal Opportunities and Diversity Board (EODB) in July 2006. This report highlighted a number of key areas of work that are being progressed by the MPS. The report updated members on progress in the following areas: Community Engagement, the implementation of the MPS Race and Diversity Learning and Development Programme, the development and implementation of the MPS Equalities Scheme, progress on recommendations from the Morris/CRE/Ghaffur/Taylor report, the modernisation programme for police training and progress on implementing the recommendations in the London Domestic Violence Strategy. It also described MPS progress and plans in response to recommendations from the previous GLA Budget and Equalities report (for example plans for reducing hate crime). In many areas work will continue beyond the current year into 2007-08 and future years.

Key priorities and areas of specific emphasis during 2007-08

5. Based on the equality related priorities outlined in the Mayor’s budget guidance for 2007-08 and following discussions with MPA officers some initial areas of emphasis for the coming year have been identified. The areas are listed below and additional information on each area is presented at Appendix 1. Further development of this list is likely to take place over the coming months, for example a GLA/MPS Budget and Equalities meeting will be held in late August. This will review progress and plans for 2006-07 and help to set future direction. Further work will also be undertaken to develop more specific targets and timescales for delivery of the objectives and success measures in the priority areas. The areas of particular emphasis for 2007-08 include:

• Addressing the disproportional effects of stop and search.
• Improving performance against rape through delivery of the recommendations from the rape review.
• Procurement – increasing supplier diversity and improving fair employment.
• Creating a workforce that reflects the diversity of London, specifically the recruitment of Muslim police officers, police community support officers (PCSOs) and police staff.
• Improving the progression of women within the police service.

6. Involving and engaging communities is a key element in improving further the MPS response to diversity and equalities issues. The MPS Equalities Scheme will describe, from a diversity and equality perspective, how the MPS engages with people from diverse communities. The mechanisms for involving and engaging communities in the specific areas proposed as priorities for 2007-08 will vary and will be subject to further development. Some examples include the use of Community Monitoring Groups and other consultation processes to increase community confidence in stop and search; a range of targeted recruitment initiatives including the use of a recruitment bus that enables recruitment and pre-selection activities to take place within local communities.

7. In line with this year’s two-stage budget process any early indication of costs will be considered at the joint Finance/Planning and Performance Committee on 21 September 2006. Indicative costs attached to the priorities will be considered at the joint Finance/Planning and Performance Committee on 9 November and Full Authority on 30 November.

Abbreviations

ACPO

Association of Chief Police Officers

ASWO

Association of Senior Women Officers

ASWPS

Association of Senior Women Police Staff

BAWP

British Association for Women in Policing

BME

Black and Minority Ethnic Communities

CRE

Commission for Racial Equality

EODB

Equal Opportunities and Diversity Board

GLA

Greater London Authority

Me+

MPS careers office/service

MPA

Metropolitan Police Authority

MPS

Metropolitan Police Service

MSC

Metropolitan Special Constabulary

RR(A)A

Race Relations (Amendment) Act

SOIT

Sexual Offence Investigative Techniques

SPI

Statutory Performance Indicator

C. Race and equality impact

The budget and equalities submission is a key part of ensuring that race, equality and diversity are an integral part of the business planning process. Delivering on equalities is a pre-requisite for achieving sustainable development. This report describes the particular areas of equalities development that support the Mayor’s policy priorities and where the MPS will give emphasis in the coming year. The equality and diversity implications of each of the priority areas are described within Appendix 1.

D. Financial implications

A report presented to EODB in July 2006 updated members on planned equalities expenditure for 2006-07. Timescales for the budget submission process for 2007-08 mean that planned equalities expenditure for 2007-08 is still being developed at the time of writing of this report. Any early indication of costs will be considered at the joint Finance/Planning and Performance Committee on 21 September 2006. Indicative costs attached to the priorities will be considered at the joint Finance/Planning and Performance Committee on 9 November and Full Authority on 30 November.

E. Background papers

• Greater London Authority Group Budget Guidance for 2007-08
• MPS Budget and equalities report for 2005-06 and business plan and budget for 2006-07 - Report to EODB
• MPS Budget and equalities report for 2005-06 and business plan and budget for 2006-07 – Full Submission

F. Contact details

Report author: David Skelton, MPS

For more information contact:

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

Appendix 1

Initial priorities and area of emphasis for 2007-08

This appendix describes some of the key priorities identified by the MPA and MPS that will have a significant equality and diversity impact and support the Mayoral priorities for 2007-08. Further work on developing the MPS response in these areas will be undertaken over the coming months. In particular this will allow the development of more specific targets and timescales for delivery of the objectives and success measures. This list is not intended to be exhaustive; it provides an indication of areas of particular emphasis for the coming year. Work is ongoing on a range of other equality and diversity issues.

Addressing the disproportional effects of stop and search

Purpose

To reduce the disproportionate use of stop and search, the MPS will be launching an operation to improve performance and share good practice across boroughs on stop and search. Specifically it aims to improve:

• Performance by increasing the proportion of searches leading to property being seized or people being arrested
• Perceptions of fairness about the use of the powers
• Accountability of police action to local communities
• The quality of intelligence used as the basis for police use of these powers.

Key targets/measures of success during 2007-08

MPS performance in this area is primarily assessed through the statutory performance indicator (SPI 3c) that measures the parity of arrests arising from stop and search between ethnic groups. The aim is to achieve parity.

In addition, the MPS is seeking to:

• Reduce the proportion of stops and searches where the self-defined ethnicity has not been recorded
• Improve the overall / reduce variation in arrest rates across boroughs
• Improve the timeliness of records entered onto the stops database.

Achievements and future work

A range of work has been undertaken to date designed to increase community confidence in the use of ‘stop’ powers. This has included establishing Community Monitoring Groups across London, the creation of a stop and search community monitoring network, the development of monthly monitoring reports for each borough, consultation with communities to capture their views, experience and expectations on the stop process. In addition to the initiative described above, work is continuing on piloting of key encounter training to improve officers skills at dealing with ‘street’ encounters and introducing an improved ‘reporting tool’ to increase the flexibility and scope in searching the stops database.

Equality and diversity implications

The use of stop and search and stop and account within the MPS is directed by policy and standard operating procedures. These are in the public domain and have recently been reviewed by the Stop and Search Community Consultative Group. An updated Equality Impact Assessment for Stop and Search/Stop and Account is due to be published and Boroughs will be required to update their assessment first published in 2005.

Improving performance against through delivery of the recommendations from the rape review

Purpose

To ensure that the MPS applies consistent standards for the investigation of rape across London. Through a greater understanding of attrition, provide an improved service and promote increased access for all to The Havens.

Key targets/measures of success during 2007-08

• To ensure that all classifications on reported rapes are applied with consistency and integrity across London.
• To increase the number of referrals made to “The Havens”.
• Through the case tracking process, identify areas of attrition and improve the service provided to victims of rape.
• Implement new standard operating procedures for the investigation of rape and serious sexual assault.

Achievements and future work

Many of the recommendations arising from the MPS Review of Rape Investigation have been competed for example: improvements that allow cases to be tracked through the Criminal Justice System, improvements to the administration of No Crime/Crime Related Incidents, changes to the performance management arrangements for rape, delivery of training for Sapphire Investigators and Sexual Offence Investigative Techniques (SOIT) Officers and the establishment of a Joint Intelligence Forum on rape under 18 year olds. Future work includes a review of Standard Operating Procedures and consideration of the employment of Young Persons’ Workers.

Equality and diversity implications

The Havens Service is currently providing additional support services for under 18 year olds. The Haven Whitechapel also provides the service of an Asian Support Worker. The central Sapphire team has worked to raise awareness of the effects of rape on diverse communities. Training seminars for Sapphire Investigators and SOIT officers have included presentations from The Poppy Project (dealing with people trafficking), Haven Psychological Services, risk assessment and domestic violence, male rape, assisting victims with disabilities through the criminal justice system and a presentation from a rape victim and her experience of the police and criminal justice system.

Procurement – increasing supplier diversity and improving fair employment

Purpose

All work in this area builds on previous MPS achievements; its main purpose is to:

• Reinforce the policy that under represented suppliers in our community are not treated unfairly when requesting and accessing MPS information and appropriate information is communicated to them in a bespoke manner where necessary
• Support the aims of the GLA Family encapsulated in the latest GLA Sustainable Procurement Statement.

Key targets/measures of success during 2007-08

Delivery of improvements in line with the GLA Group Sustainable Procurement Statement.

Achievements and future work

The main achievements to date include: the approval of a supplier diversity policy, the introduction of a monitoring form to collect diversity information through the tendering process, the introduction of diversity questions into commercial questionnaires to ensure Race Relations (Amendment) Act RR(A)A responsibilities are made clear to potential and actual contractors, a supplier survey has been undertaken, staff awareness training provided and adverts placed in leading BME press.

Further work will be conducted in line with the GLA Sustainable Procurement Statement. This will include the adoption of the GLA questions into the MPS diversity questionnaire, work with GLA partners on the unionisation of contract terms and conditions, the development of a diverse supplier database and review of the supplier diversity policy particularly to ensure that it encourages participation from disabled people organisations.

Equality and diversity implications

Before any recommendation for a contract to be awarded is made, the equal opportunity and diversity policies of the prospective contractors are rigorously examined to ensure transparency and that the promotion of equality of opportunity is evident. Though external providers are not responsible for meeting the general duty, the MPS can influence through the setting of measurable contract conditions. In this way the MPS can drive forward race equality within other organisations by ensuring they are aware of the requirements and the benefits it will bring them and their employees.

Creating a workforce that reflects the diversity of London, specifically the recruitment of Muslim police officers, PCSOs and police staff

Purpose

To deliver broad, community-centric recruitment activity to ensure the MPS is equipped with a representative, diverse set of skills and knowledge in order to serve all the various communities within London.

Key targets/measures of success during 2007-08

There are no formal targets for faith group recruitment, although faith recruitment data is collected and monitored. Ultimately we aim to mirror the faith representation in London's population as detailed by the 2001 Census. To date this financial year, 13.5% of all applications submitted to the MPS for police officer, Metropolitan Special Constabulary (MSC), PCSO, and other police staff roles have originated with those who list their religion as Muslim, compared to the London population of 8.5%.

Achievements and future work

Research has been undertaken to increase our knowledge of London's unique demographics. This has enabled us to focus our efforts upon target groups.
Campaigns have been overtly focused on breaking down some of the perceived barriers that prevent groups currently under-represented in the Service from considering a career with the MPS. One example is the 'Can You Be?' campaign series, which incorporated Muslim, Sikh, Hindu and Jewish adverts. Additionally, a dual focused approach such as the 'Make a Visible Difference' campaign has a mixed target audience. Regular detailed analysis of each advertising campaign is undertaken to monitor response and ensure each campaign focuses on the most appropriate target audience.

The recruitment bus, effectively a mobile recruitment and pre-selection centre, has been a great asset enabling Me+ Careers officers to drive into the heart of communities. Such activity has been further supported by the creation of the Me+ Careers Office, which offers a one-stop-shop for people interested in a career in the MPS and provides everything from a permanent venue for recruitment to facilities for support workshop activities.

Equality and diversity implications

The MPS puts in place recruitment marketing and advertising strategies that attract a diverse range of applicants, delivers additional support on a targeted basis to individuals from under-represented groups, and employs high quality selection processes, and thoroughly evaluates the outputs from each stage of the recruitment process. This enables us to deliver an increasingly diverse workforce to the MPS, with the community knowledge, skills and experience to police London more effectively.

Improving the progression of women within the police service

Purpose

To improve the progression of women within the service by securing analytical products which identify the areas of need and by supporting those findings with new and/or refined programmes of work. These programmes will support female staff in achieving their full potential and allow them to make informed choices with regard to their future careers within the service.

Key targets/measures of success during 2007-08

Overall success will be measured by improved progression of women across the MPS and increased representation at more senior levels. Analysis has recently been conducted that identifies where interventions may be most appropriately targeted to have the greatest organisational impact. This could lead to more detailed measures being established.

Achievements and future work

The MPS is a supporter of the National Gender Agenda programme, (Engender being the MPS response). Gender Agenda 2 will be launched by the British Association for Women in Policing (BAWP) and the Home Office on 30th October 2006.

Three broad strands of work which underpin our commitment to complying with our gender duty are currently being reviewed or have just been initiated:

• Gender Issues Action Group (internal focus) – born out of the consultation programme “Dancing On the Glass Ceiling” – currently reviewing of terms of reference and membership
• Women’s Challenge Panel (internal/external focus) – new project to focus on service delivery and employment practice. A multi agency group which will challenge the way we do business. This will link in with the ACPO Women and Policing Group, chaired by Denise Milani
• Disproportionality Focus Group (internal and external focus)– new initiative set up to oversee collation and analysis of disproportionality data and provide opportunities for decision –makers to act upon that information

Some other initiatives, which are currently being assessed by the Positive Progression Group, include:

• The Encompass Women’s Development Programme – focused on women moving into the first managerial rank or band
• Sticky Floors – funding for BME women in support of obtaining NVQ Business Administration qualifications
• Female mentoring programme – research suggests that this should be at constable/band E level. Current smaller scale mentoring opportunities provided by the Association of Senior Women Officers (ASWO) and the Association of Senior Women Police Staff (ASWPS) currently assist higher ranks/grades
• Female and Ethnic Minority Detective Training Programme (FEM - DTP) – provides training and secondment opportunities to support women and BME officers attain detective status at inspector level.
• Active Career Development programme –mentoring scheme for BME officers. Analysis suggests that this should be extended to police staff
• Positive Action leadership programme – leadership development programme which supports under represented staff
• 0-5 Development programme – mentoring/support programme designed to retain BME staff within their first five years of service.

The Gender Strand Team within the Diversity and Citizen Focus Directorate will add value to service delivery, employment practice and policy by providing expert advice and co-coordinating activity across the MPS and beyond. This will include close liaison with the Leadership Academy to support programmes and initiatives, which will impact on cultural change within our organisation.

Equality and diversity implications

Recent analysis has helped to identify where interventions that support the progression of women could be most appropriately targeted. A review of current interventions designed to support the progression of women is being conducted along with more detailed research. It is likely that current interventions and mentoring schemes will be revised to ensure they are focused where they are likely to have greatest effect.

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