Progress report on the Stephen Lawrence Inquiry recommendations

Report: 12
Date: 24 May 2007
By: Deputy Assistant Commissioner Diversity and Citizen Focus Directorate on behalf of the Commissioner

Summary

The purpose of this paper is to outline the key outcomes for the MPS in progressing the recommendations from the Stephen Lawrence Inquiry Report from its publication, and what remain as the continuing challenges, almost seven years on.

A. Recommendations

That members

1. note the content of this report, to acknowledge the progress made; and
2. approve the direction that the MPS has taken to overcome continuing challenges

B. Supporting information

National position

1. In February 1999 the Stephen Lawrence Inquiry chaired by Lord Macpherson of Cluny reported on the failed police investigation into Stephen Lawrence's murder and the broader issue of Black and Minority Ethnic communities’ trust in policing. The Stephen Lawrence Inquiry Report (SLIR) pointed to fundamental flaws in the investigation that were attributed to professional incompetence, institutional racism and a failure of leadership. The SLIR contained 70 recommendations, 39 of which were identified as being specifically directed towards the Police Service.

2. The Home Secretary published an action plan for implementing the seventy recommendations of the Inquiry in 1999, overseen by a body called the Lawrence Steering Group. This forum met regularly and oversaw progress nationally of the action plan. In September 2005, the Home Secretary of the day decided to replace the Steering group with a series of projects focussed on the following areas:

• Building relations between services (e.g. police, prison) and the ethnic minority communities that they serve.
• Reaching out to young people who are disengaged and disadvantaged from Black and Minority Ethnic (BME) groups.
• Increasing the number of BME staff at senior levels in public services – in particular police chief constables.
• Tackling Race and homelessness (in partnership with ODPM)
• Encouraging, supporting and growing BME businesses (in partnership with the DTI)

3. These projects are, it is understood being actively progressed at the national level.

MPS position

4. In December 2005, the MPA’s EODB forum was provided with a detailed report on each and every SLIR recommendation. Members accepted the paper and requested that regular exception reports be presented at future meetings.

5. In January 2006’ the MPS Diversity Board, chaired by the Deputy Commissioner, assumed organisational responsibility for oversight of progress of the SLIR recommendations. In order to ensure that appropriate effort and focus be maintained on the SLIR recommendations, the Lawrence Review Group, an external reference group, was reconvened at the behest of the MPS Diversity Board.

6. The forum met on two occasions in 2006. During the course of their deliberations the group undertook to review the MPS progression, implementation and mainstreaming of the SLIR recommendations and to provide strategic guidance on those recommendations yet to be considered as being fully ‘embedded’.

7. The group agreed to principally focus on those recommendations which were viewed as having the ‘highest impact’ in eradicating racist incidents and behaviour and contributed most to the development of trust in the police by BME communities.

8. It was further agreed that public confidence in the police could be improved if information on progress around the SLIR recommendations was to be collected at BOCU level with measurable outcomes being published annually. This will be achieved through the implementation of the MPS Equality Standard, resulting in local diversity action plans, monitored centrally.

9. The group concurred that commitment to these aims would enhance trust and also encourage the public to work in partnership with police in improving performance thereby raising the level of customer satisfaction. Both public and police would benefit from this mutual confidence, ultimately being reflected by improvement in crime clear up rates and the public coming to regard police stations as places where their concerns contributions and opinions are welcomed and valued.

10. Plans are currently in place to actively recruit members onto a challenge panel whose role will be to assess each recommendation to establish its status as ‘embedded’ or otherwise. The MPS would appreciate representation by the MPA on this panel.

11. Acknowledging the Review Group’s aims and intentions, there remains outstanding work to be undertaken in respect of any recommendations that are seen by the challenge panel as not being ‘embedded’.

12. The Lawrence Review Group met on 20 April 2007 to discuss progression of the recommendations. The group includes members from the CRE, Police Foundation, MPA, MPS and a member of the original Stephen Lawrence Inquiry. The group is particularly interested in how the MPS can – over time – demonstrate that where a recommendation is deemed to be embedded, that this can in fact be demonstrated as being the case and that a tangible improvement can be evidenced. As part of the MPS review of its Race Equality Scheme action plans, the Diversity & Citizen Focus Directorate are engaged upon a consultation process and will – in consultation with the relevant business areas - look to integrate review processes into the Race action plans of the MPS Equality Scheme.

Key Outcomes of the Stephen Lawrence Inquiry

13. Perhaps the single most significant outcome resulting out of Stephen’s tragic death is that the very psyche of the organisation has been significantly altered. Working to embed each of the SLIR recommendations within MPS policy and practice, has led to significant improvements in performance, even where, in relation to certain recommendations, it is not yet possible to say that the embedding process is complete. This is the case in relation to the areas of leadership, service delivery, employment practices and community engagement. The SLIR recommendations are discussed here as falling into one of three areas: positively embedded, partially embedded or not measured and, continuing challenges.

Positively embedded

14. The MPS believes that the following areas are directly attributable positive outcomes of the SLIR (the relevant recommendation numbers are shown in brackets) and looks forward to the Challenge Panel taking the same view:

• The use of the definition of racist incident (Recs. 12 – 14)
• Reporting and recording of racist incidents and crimes (Recs. 15 – 17)
• Police practice and the investigation of racist crime (Recs. 18 – 22)
• The provision of Family liaison Officers and associated procedures (Recs. 23-28)

Partially embedded

15. A number of areas are partially embedded, that is implemented in some, but not all areas of our business, the issue currently lacks a mechanism to qualitatively or quantitatively measure its progress. This issue will be addressed by the implementation of the Diversity Performance Management Framework, an explicit action set out in the MPS Equalities Scheme later in 2007. These areas are:

• Community Engagement, including the use of Independent Advisory Groups (IAGs) (Rec. 30)
• Procedures relating to Victims and witnesses (Recs. 29 – 31)
• Measuring monitoring and assessing disproportionality (Rec. 2)
• Employment, discipline and complaints (Recs. 55 – 59)

Community engagement

16. The single most important example of communities interacting and working together with police is the development of Independent Advisory Groups (IAGs). This is generally accepted as an excellent example of how the MPS has adopted new working practices, working in partnership with the community on issues that concern them.

17. The IAG consultation process is firmly embedded both on boroughs and departments. The MPS is more accessible than it was prior to 1999 with community engagement allied to clear accountability structures now being firmly established as a cornerstone of effective policing. Senior staff also recognise the need for liaising with communities in response to events that had the potential for critical impact on local communities.

18. The IAG process is currently under review by the Diversity and Citizen Focus Directorate with an aim of further developing and improving the overall effectiveness of the arrangements.

19. As the MPS implements the joint MPA/MPS Community Engagement Strategy (published in December 2006), involving communities will be at the heart of the MPS’ business. This is particularly true in respect of the Equality Impact Assessment (EIA) process. This is statutory activity, driven by the Race Relations (Amendment) Act 2000 and Disability Discrimination Act 2005 (the MPS has voluntarily extended this process to encompass all of the other diversity strands). An important element of EIAs is community and internal stakeholder involvement in the review of policy, practice and procedure. Each of the SLIR recommendations is covered by policy, meaning that in due course, Londoners and our staff with comments to make, such as members of the staff support associations will have had a direct say in making our processes fit for purpose. A number of our policies have already been through such a process resulting in significant changes.

Victims and witnesses

20. Recent revisions of the Police and Criminal Evidence Act 1984, driven by the Criminal Justice Act 2003, enable MPS Custody Officers to impose bail before and after charge. The statutory charging scheme means that in the majority of cases a CPS Duty Prosecutor is consulted before any charging decision is made. The decision to grant or refuse bail is the responsibility of the Custody Officer, but they will be guided by any recommendations made by the Duty Prosecutor. This provides a positive, powerful tool to use in support of victims and witnesses.

21. The Domestic Violence, Crime and Victims (DVCV) Act 2004, gave rise to the Home Office’s Victims Charter in 2006. This legislation enables courts, on conviction or acquittal for any offence, to impose restraining orders if they consider it necessary to protect a person from harassment. Until this act was passed, such orders could only be imposed on offenders convicted of harassment or causing fear of violence. The policies and practices associated with victims and witnesses are being currently reviewed to take full account of the Victims Charter and the need to conduct an EIA. Full engagement with stakeholders is being built into this process, but it cannot yet be said that the relevant SLIR recommendations have been fully delivered.

Monitoring disproportionality

22. At present, the level and scope of monitoring is somewhat inconsistent when viewed across the MPS as a whole. The organisation does not yet have in place a mechanism or framework that drives, on a structured basis, data-capture and analysis in respect of all six legally definable diversity strands and in a single technological approach. Much of the current effort is directed towards acquiring information based on race or ethnicity, in line with the 16 + 1 Office for National Statistics (ONS) Framework. A key driver for this activity is the requirement to produce data under s95 Criminal Justice Act 1991.

23. The use of the 16 + 1 framework is a subject of some debate and activity. Discussions are being had around the expansion of the contents of the framework to allow for the capture of data on more specific ethnicity criteria (e.g. the inclusion of Arabic as an origin criteria) and to increase its scope (e.g. at present, Gypsy and/or Traveller, as a criterion, is not included). This work is being progressed in response to a recommendation in AC Ghaffur’s recent report and will need to take account of other drivers at the national level e.g. ACPO, the Home Office, and the ONS. Community Monitoring Groups have now been established in all London Boroughs, the majority have a separate group and others use an IAG or PCCG. These independent groups scrutinise and monitor stop and search/account data for their own boroughs, examine any apparent unfairness in the way local police operate and hold police to account for their actions.

24. However, the position in relation to monitoring will change with the implementation of the MPS Equalities Scheme. This calls for the adoption of the Diversity Performance Management Framework and also includes an explicit action requiring internal and external monitoring to be enhanced across the whole of the MPS. As this work is in its infancy, it cannot be said to be fully embedded. The MPS now publishes, on the Internet, the Monitoring Mechanism on a monthly basis. This provides each BOCUs data on stop and search and for the MPS. This allows Community Monitoring Groups to scrutinise the use of stop and search by their local BOCU and to hold them to account, it also allows for comparisons to be made by BOCUs and against the MPS.

Employment & discipline

25. In the last update to EODB in December 2005, this area awaited the new national code of Professional Standards procedures, apparently to be published in mid 2006. It is now understood that this legislation will not be placed before Parliament until later in 2007. Until this issue is addressed and a new structured discipline code is produced, it is not possible to claim the area as being positively embedded. Nonetheless, the ethos of the relevant SLIR recommendations permeates throughout the MPS. Each case of wrongdoing is assessed individually in terms of sanctions and punishment. Research conducted by Cambridge University indicates there is some disproportionality in the way our staff are dealt with in relation to discipline matters. The MPS is still considering this work and its implications.

Continuing challenges

26. Whilst there has been a huge amount of positive progress made by the Service in the wake of the SLIR, it has to be acknowledged that significant challenges still face the organisation in the following areas;

• Stop and Search/Account Recs. 60-63
• Race and Diversity Learning and Development Programme Recs. 45–54
• Recruitment Retention and Progression Recs. 64–66
• Oversight and Governance

Stop and Search/account

27. In October 2006 Operation Pennant commenced. This is a performance framework for stop and search/account which was introduced with the following aims:

• To improve performance by increasing the proportion of searches leading to property being seized or people being arrested
• To improve the perceptions of fairness about the use of the powers
• To improve accountability of police action to local communities
• To improve the quality of intelligence used as the basis for police use of those powers
• To improve community confidence in the use of those police powers

28. Boroughs are identified using composite performance indicators in a number of key areas including disproportionality, timeliness, inclusion of the self-defined 16+1 code, arrest rates and variations in arrest rates, which are now measured in the Policing Performance Assessment Framework (PPAF). Linked into the process is a self-assessment package, which ensures effective action plans for improvement can be set and monitored. Community representatives and the MPA are involved in this process.

29. Each year the MPS Equality Impact Assessment is completed which looks at the impact of stops and searches across the six diversity strands. In addition, each BOCU is required to carry out a similar assessment, which looks at the impact of their individual communities. These are published on the ‘MPS Freedom of Information Act’ site.

30. A considerable amount of work has been undertaken by the Service to improve delivery and to increase public confidence in the area of Stop and Search/Account. However there remains well-documented evidence that disproportionality still exists around the application of these powers. Therefore, the Service faces significant challenges in ensuring that these recommendations are ‘embedded’.

Race and Diversity Learning and Development Programme

31. The Police Race and Diversity Learning and Development Programme (PRDLDP) was developed and published in November 2004. This is a major programme aimed at improving police performance in race and diversity through learning and development.

32. This Programme is being taken forward by the Police Race and Diversity Learning and Development Programme Board, on which the tripartite partners (ACPO, APA and Home Office) and all the key stakeholders are represented, and which reports to the Police Training and Development Board, the Lawrence Steering Group and Ministers.

33. The aspirations of the PRDLDP are currently the subject of national debate, to which the MPS. The MPS has over 50,000 staff. Providing training to, and assessing competence in the workplace of, identified groups, and ultimately all staff, within Home Office targets will be very challenging. Nonetheless, equipping people to manage diversity in the most diverse city is critical to the MPS meeting its policing priorities. The Scheme will be a mechanism for progressing the PRDLDP in the MPS, taking into account any changes that may come about nationally.

34. The concerns surrounding the effective delivery of PRDLDP were discussed at a recent meeting chaired by David Calvert-Smith held under ‘Chatham House’ rules and attended by representatives of ACPO, Association of Police Authorities and the Home Office. Mr. Calvert Smith stated that if the time constraints placed on the process were restricting effective implementation, then the CRE would have no objection to the time scales being renegotiated between the Home Office and the Police Service. The support of the MPA in securing such an extension would be welcomed.

35. A paper reporting on progress of the PRDLDP was submitted to EODB in December 2006.

Recruitment, retention and progression

Recruitment

36. The MPS Recruitment targets are published in the HR Recruitment Strategy and Business Plan each year. Year-on-year targets are agreed with MPA and GLA with an aspirational target of 25% Black Minority Ethnic strength, reflecting the economically active population of London (adjusted as the population changes).

37. Although Government targets have not been set for other strands of diversity, such as Faith, Sexual Orientation, Disability and Age, HR Recruitment aspires to recruit employees who reflect the economically active proportion of all minority communities and groups within London. The data below illustrates the improvements in Diversity against the targets set in 1999.

38. In the six years since December 1999, the Black and Minority Ethnic strength of the MPS has changed: Police Officers 4.0% to 7.7%; MSC 15.8% to 29%; Police Staff 15.6% to 22.7%.

39. The Black and Minority Ethnic strength of PCSOs presently stands at 32.9%.

40. The current Female strength stands at: Police Officers 20.3% - MSC 31.2%; Police Staff 58.6% - PCSO 33.8%.

Progression

41. Career Management Unit (CMU) monitors the progression of officers and staff on an ongoing basis. According to research, in November 2006 the key representation issues were for police officers:

• Under representation was found at all ranks above constable, however the biggest change in proportionality was found at constable to sergeant level; for example, women make up around 20% of our (police officer) workforce, 22% of constables but only 12% of police sergeants. To effectively increase representation at higher ranks therefore promotion from constable to sergeant must be targeted
• White females are taking on average 20 months longer to get promoted to sergeant than their male counterparts.
• Black officers are disproportionately failing OSPRE 1 (sergeant)
• Within each rank a consistently higher proportion of female police officers are in detective roles than in uniform e.g. 12.4% of DI’s are female compared to 9% of uniformed inspectors; the picture is the same for BME officers; BME and female detective numbers are increasing.

For Police staff

• Overall representation is good – around 51% of the population of London are female, 59% of police staff are female; 22% of police staff are BME compared to an average of 29% of the population of London
• Female representation mirrors the population/workforce levels until band D; females are then increasingly underrepresented at bands D and above
• Women and BME staff are taking longer than white males to achieve promotion to band D (e.g. white females are taking on average 79 months longer than white males)
• BME representation beyond band E is poor – around 25% of staff at E and F are BME (and 50% of band G’s) compared to representation of 16% at band D (falling to around 10% at band C and above).
• Across business groups, BME representation is at its lowest within SCD, SO and Central Operations

42. The CMU are developing a strategy to address the under representation of BME officers and staff in senior ranks and managerial grades in the MPS. Its first draft appeared before members of the MPS Diversity Board in January and is due to return in a more developed form at the next meeting in July. Details of the strategy - Promoting Difference Programme are outlined in greater detail at Appendix 1.

43. The programme is a range of positive action measures i.e. enabling activities that help to redress the balance but do not provide an unfair advantage. There is intended to be a range of up to twenty development options that an individual can pick in consultation with their line manager. If someone does not pass the promotion process then they will review the feedback with their line manager and tap into the menu of options to develop within the appropriate area. Due to limited resources, some of the options may require a selection process to ensure that only those with the highest potential take part. To ensure effective use of resources, there may come a point where someone has been unsuccessful so many times that others coming through may be given priority.

Retention

44. The CMU also focuses on retention issues. Their role is to manage the staff exit interview process and to offer confidential interviews to officers and staff leaving the MPS. Retention is monitored on a monthly basis, which indicates that the retention of BME officers has greatly improved but is still overall, slightly below that of non-BME officers. The MPS recognizes that further work is required in this area and as such a key objective (Objective C17) has been integrated within the MPS Equalities Scheme to engage independent monitors in this process.

Oversight and governance

45. Whilst this is not a specific recommendation from SLIR, effective oversight and governance is key in achieving compliance to the recommendations. Where, in the case of SLIR the report is now eight years old, the auditable trail in terms of outcomes has become increasingly difficult to evidence. To address this the Diversity & Citizen Focus Directorate – which has responsibility for the co-ordination of recommendations from other major reports such as the Morris inquiry and CRE investigation, known as the Themed Approach – will endeavour to integrate SLIR with those collectively managed under this process.

46. In any event, the SLIR will continue to be part of the MPS action plans to be included within the MPS Equality Scheme.

47. Any support that the Authority can afford the MPS in this area would be extremely valuable.

Abbreviations

AC

Assistant Commissioner

BME

Black and Minority Ethnic

BOCU

Borough Operational Command Unit

CMU

Careers Management Unit

CRE

Commission for Racial Equality

DTI

Department of Trade and Industry

DVCV

Domestic Violence, Crime and Victims

EIA 

Equality Impact Assessment

HR

Human Resources

IAG

Independent Advisory Group

ODPM

Office of the Deputy Prime Minister

ONS

Office for National Statistics

PPAF

Policing Performance Assessment Framework

PRDLDP

Police Race and Diversity Learning and Development Programme

SCD

Specialist Crime Directorate

SLIR

Stephen Lawrence Inquiry Report

SO

Specialist Operations

PCSO

Police Community Support Officers

C. Race and equality impact

There are significant diversity implications arising from this report, notably in the elimination of discrimination, together with the promotion of equality of opportunity and good relations between different groups. The progress made in promoting race equality can and does lead to positive outcomes within all areas of diversity.

D. Financial implications

There are currently no financial implications arising from this report. However, the Met Modernisation Programme and the changing focus of the DCFD may lead to financial demands or realignments. The future financial implications are as yet unquantifiable. The benefits of delivering race equality in terms of staff and community satisfaction and engagement are significant. Likewise, the implications of not delivering could be financially significant in terms of, for example, employment tribunals, complaints, recruitment opportunities and organisational performance.

E. Background papers

• Appendix 1

F. Contact details

Report author: Detective Inspector Peter Franklin, Detective Chief Superintendent Glen Allison, Diversity and Citizen Focus Directorate, MPS

For more information contact:

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

Appendix 1

Promoting Difference Programme

Summary

A report proposing a strategy for improving diversity within leadership roles the MPS

The Metropolitan Police Authority and Metropolitan Police Service are committed to the development of a customer-focussed workforce that respects, and is inclusive of, the diversity of the communities we serve and one in which individual talent and potential is recognised and cultivated.

We will continue, in a culture of fairness, to work towards the elimination of unlawful discrimination, the promotion of good relations between all persons and the promotion of equality of opportunity irrespective of race, gender, disability, age, sexual orientation, religion or belief, or working arrangement. We will strive to provide a working environment and service delivery that is free from harassment, bullying or victimisation.

(MPA and MPS joint equality statement 6 December 2005)

Purpose of the promoting difference programme within the MPS

To develop a more representative workforce by increasing the number of black and minority ethnic and female police officers and staff at managerial ranks/ bands as well as in specialist roles where under representation exists. The MPS will provide a menu of options to provide support or development to remove career barriers traditionally faced by those from under represented groups.

Purpose of this document

• To advise individuals what support and development options are available to them
• To provide line managers with information to help them advise their people on development
• To describe for all the MPS approach to positive action in relation to progression issues

How is it managed?

Each year, Human Resources Directorate plans positive action strategies by:

1. Monitoring and evaluating workforce data to identify priority areas for action
2. Investigating issues around representation or barriers to progression in more detail
3. Developing and implementing strategies (e.g. development events to overcome any barriers) in partnership with key stakeholders
4. Evaluating the impact of each element of the strategy

How do I use the Promoting Difference Programme?

If you belong to groups that are under represented within managerial ranks and bands or within particular roles, there is a menu of options designed to provide you with information, support or development, to remove any barriers to your career. Options are placed in a table so that you can tell at a glance what is available at each rank/ band; many options will apply to several ranks/ bands. You should work with your line manager, through your Performance Development Review, to determine which options are best for you.

• Step 1 Look at your current skills and potential
• Step 2 Plan your development and your career
• Step 3 Choose from a range of development options

Details of the options are listed below

Annually the programme will be launched via:

Career Management Conferences for BME and female staff - separate themed conferences, e.g. for women, BME constables, BME managers

Aim

To provide BME and female staff with information to help them plan their career development

Key features

• To provide information regarding what development and/or support the MPS can offer
• An opportunity to attend ‘break out’ seminars on topics such as ‘managing my career’ ‘how do I plan my development’ or ‘how to prepare for applying for roles’
• An opportunity for HR Directorate to receive collective feedback from under represented groups on barriers faced within their careers and what the MPS could do to remove or minimise them
• Presentations from inspirational BME or female speakers
• Provides information on how the PDR and promotions processes work
• An opportunity to hear presentations from business groups/ OCUs with representation issues (e.g. the Specialist Operations careers consultancy)
• An opportunity for participants to exchange ideas/experiences and network
• To celebrate diversity and present awards to individuals e.g. for achievements in their careers

Promotability Programme for BME and female Managers (Sergeant to Superintendent and police staff equivalents)

Aim

To provide managers with the skills, knowledge and experience to plan and prepare for promotion. To make most effective use of resources and to increase impact, a group of 10-12 BME and/or female officers/staff from each key impact level with the highest potential to succeed will have access to an intensive development programme. They will be identified via PDR and a ‘gateway’ event (this fits with the forthcoming talent management strategy). Those identified as having the potential to move to the next level but whose managers feel less certain they can progress beyond that will have access to other elements of the Promoting Difference programme.

Key features

• Based on key behaviours within the relevant role profile
• Participants assess themselves and undergo 360 degree feedback against those behaviours
• Modular workshops or ‘master classes’ based on the gaps identified (e.g. on topics such as self esteem/assertiveness, how to make an impact, achieving your career goals)
• Where the development required is ‘experiential’ Human Resources Directorate (Workforce Planning) may be able to find a suitable posting
• coaching/ buddying/mentoring
• access to learning/networking events throughout the placement
• project or placement in the community

Promotability Programme (non-managerial)

Aim

To equip BME and female police staff in non-managerial roles with the skills and experience to apply successfully for band D/ equivalent roles.

Key features

• Selection on the generic junior manager role profile
• 10-12 participants
• Leadership academy training
• PALP training
• Followed by a 6 month placement in acting management role (co-ordinated by business group leads and workforce planning as is the case with the IDP)
• coaching/buddying throughout the placement
• access to learning/networking events throughout the placement
• volunteer placement in the community

Promotability Workshops (non-managerial)

Aim

To enable non-managerial staff and officers to plan their development so that they are better equipped to apply for managerial roles

Key features

Workshops run jointly by Diversity and Citizen Focus Directorate and the Career Management Unit covering topics such as:

• how to identify your skills,
• how to plan your career,
• how to plan your development
• how to fill in an application form, interview technique, etc.
• positive thinking, motivation

Introductory Certificate in Management (PATH National)

Aim

To equip non-managers with the skills, knowledge and confidence to apply for managerial roles.

Key features

• Accredited by the institute of leadership and management
• Delivered over 11 days
• Covers for example management skills, coaching and employment law
• Additional modules on ‘self empowerment’ (challenging situations in the workplace and assertiveness) as well as ‘meeting career aspirations’ (presentation skills, interview and application form technique)
• Sponsored by the London Development Agency

Internal ‘work experience’ programme (for BME and female staff)

Aim

To allow BME and female staff to find out what managerial and/ or specialist roles are really like by providing ‘taster’ sessions.

Key features

• provides the opportunity to shadow managers for up to a week.
• It has been used widely in other organisations and must involve structured briefing/ debriefing.
• Those being shadowed will have been pre-selected and trained to ensure they have the appropriate skills.

Mentoring and coaching programmes

Aim

To support and develop ethnic minority officers and staff to reach their full potential.

Key features

• the Active Career Development Programme (launched in 1999 for Inspectors to Superintendents only) provides mentors for BME managers
• The Leadership Academy manage a corporate coaching/mentoring framework. Mentors are trained at all levels within the organisation; in addition external mentors are available through London First (a business network).
• Human Resources Directorate will provide advice on how to run a successful learning or buddy group, as well as accommodation

DCFD will evaluate the ACDP and research options for refining/ refreshing it. There is currently a gap in the programme in that police staff and constables/sergeants are not catered for – a new programme would have to cover this.

Positive Action Leadership Programme (PALP)

Aim

To encourage police officers and staff from underrepresented groups to apply for development and progression opportunities.

• targeted at non-managerial bands/ranks with at least one course for BME women in police staff bands E and below
• to be used for Positive Progression Programme participants (see above)
• a four day course

Direct targeted Recruitment campaign at Band D level (BME and women)

Aim

To increase representation of BME and female staff in the first managerial bands by recruiting graduates directly into band D roles.

Key features

• Most colleges have positive action programmes for BME students seeking careers in management roles; the MPS has links with those programmes and aims to select those with potential for senior management roles.
• After joining the organisation, they would have priority access to the positive action programmes or events (e.g. coaching, buddying, learning events).
• This will be a pilot programme within DOI initially; it may be extended following evaluation

Positive Action – Specialisms

Aim

To develop a representative workforce within specialist departments.

Key features

• CMU will identify specialist roles or business groups where BME and/or female staff are under-represented
• CMU will work with key stakeholders to design their own action plans e.g. Specialist Operations, Specialist Crime Directorate or Central Operations ‘taster’ sessions or open days

Leadership Development for Senior Women

Aim

To support the career development of women by enhancing their leadership skills and helping them develop strategies to support future career aspirations

Key features

• a national 5 day course run by CENTREX.
• aimed at female Chief Inspectors, Superintendents and Chief Superintendents and equivalent police staff
• opportunity to develop personal impact, self awareness and assertiveness
• provides career planning and exploration of work/life balance issues

OSPRE

Aim

To ensure all staff have an equal opportunity to succeed at OSPRE

Key features

• HR Directorate will monitor pass rates and conduct other research to check for disproportionality
• Interventions (such as study support programmes) will be provided to remove any barriers to equal opportunity revealed by the research

High Potential Development Scheme and the Intensive Development Programme

Aim

To fast track individuals with the potential for senior managerial roles.

Key features

• All can apply up to Chief Inspector/ Band C
• The Career Management Unit hold information sessions targeted at BME and female staff.
• SAMURAI and BPA are working with the CMU regarding attracting more BME applicants.

Bursary/ administration NVQ

Aim

To increase the number of MPS staff/ officers with qualifications relevant to their role so that they may be better equipped to progress in their career

Key features

• Annual application process
• Ten days study leave available via line managers
• Aimed at those seeking a first degree.
• Places are available for BME police staff on the business administration NVQ.
• Applications particularly encouraged from BME and female staff/officers who do not have a first degree

Transform programme

Aim

To enable senior police staff managers to access and apply their knowledge to encourage a sustainable change throughout the organisation; to increase the numbers of female and BME staff applying for senior roles.

Key features

• For Bands A and B
• Initial feedback assessment
• 2-day Career Management Workouts
• Highly individualised development plans
• Supported self-learning
• Targeted 5-10 day attachments to a pre-selected external organisation

On line careers guidance

Aim

An intranet resource to help you plan your career

Key features

Includes guidance on

• How to manage your career/ plan your development
• Self assessment tools
• Development opportunities available
• Facility to pose a question to CMU project managers

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