Corporate equalities objectives 2004 – 2007

Report: 13
Date: 6 December 2007
By: the Chief Executive

Summary

This report asks members to endorse the progress made towards achieving the Corporate Equalities Objectives for 2004 – 2007. It also highlights areas of improvement and invites members to agree the actions needed to meet the agreed objectives.

A. Recommendations

That members agree:

1. To endorse the progress and outcomes made towards the Corporate Equalities Objectives 2004 - 2007.

2. To agree the action listed as outlined in paragraphs 4 - 35 to keep the MPA on track to secure its objectives.

B. Supporting information

1. Ten key strategic objectives were identified at EODB in May 2004 to progress the mainstreaming of equalities. Changes to the MPA internal organisational structures through major initiatives such as the MPA Improvement Programme have assisted the facilitation and delivery of these objectives. This report updates where the MPA is on progressing these objectives, key outcomes to date during 2007/08 and the outstanding areas of development for the MPA post April 2008. It also highlights the Equality Impact Assessments (EqIAs)[1], which have been undertaken since 2004.

2. It should be noted that the strategic objectives agreed in a 2004 were a mixture of SMART objectives (Stretching; Measurable; Achievable; Realistic; and Time-Bound) and aspirational; however, all assisted the process of mainstreaming equality and diversity.

3. Since 2004, the MPA has either delivered or overseen the Metropolitan Police Service’s (MPS’) delivery of key change initiatives. These initiatives have impacted on delivering one of the MPA’s strategic objectives of a fit for purpose, efficient and effective MPS. Some of these change programmes include (but are not limited to):

• The production of Equality Schemes within the MPS and MPA
• The creation of a Diversity and Citizen Focus Directorate within the MPS
• The implementation of Safer Neighbourhoods across London

Progress Against Corporate Objectives

4. To assist members assess progress against these objectives a ‘traffic light system’ of red (little or no progress against objective); amber (partial achievement) and green (achievement) has been devised.

Objective 1: To achieve progress against all arrangements outlined in the Race Equality Scheme and to review and update the publication by May 2005.

5. Evidence: The MPA’s Race Equality Scheme for 2005 – 2008 (RES) was updated on the MPA website by 5 February 2006. Following the 22 recommendations by the MPA on the MPS Race Equality Scheme, the MPS has made the required amendments and has ensured all learning is incorporated into their updated RES. A six-month update on the MPS scheme was presented to EODB on 2 February 2006, as was an update on the MPA RES 2005-2008. Both the MPA and MPS RES’ will be reviewed at EODB in February 2008.

6. Key Outcomes: 71 MPA members of staff have now been trained in how to conduct Equality Impact Assessments, including the Chief Executive and Deputy Chief Executive. Since 2004, 22 EqIAs have been carried out by the MPA (see Appendix 1). In addition, some areas of work, such as the counter-terrorism workstream and the youth scrutiny have been developed with equality and diversity integrated from the onset.

7. Areas For Improvement: Future work is required to support members to discharge their duties under the Race Relations (Amendment) Act 2000. To date, eight members in total have attended the Equality Impact Assessment (EqIA) training. The Chair of EODB considers the training to be imperative to Member responsibilities and considers that all members should undertake the training in order to effectively discharge their duties. As part of the MPA Improvement Programme, it is planned that new members, as part of their induction, will be trained in EqIAs. However, there remains a gap in the understanding and knowledge of some existing members ahead of any such training developments. This point has been further reinforced by the findings of the Task Group report, which was considered by members at Co-Ordination and Policing (CoP) Committee in September 2007, which highlighted the need for members (as well as MPA staff) to be also trained in areas such as recruitment and selection. To this end, the Chair of the Association of Police Authorities (APA) Race and Policy Group, Bob Purkiss has consistently advocated a similar policy across the APA analogous to the ‘Widdicombe’ rule [2]: that if members have not had EqIA training then they cannot make decisions on key areas of police authority business. Overall comment: Partially achieved. The MPA training programme will continue to facilitate training to all staff and members. Status: Amber/Green.

Objective 2: To achieve and monitor the recommendations and monitor the recommendations in the Best Value of Equalities Service Improvement Plan.

8. Evidence: Members made a decision at full Authority in February 2007 that the MPA Generic Equalities Scheme would supersede a number of initiatives such the Equalities Service Improvement Plan and the Corporate Equalities Plan (CEP) 2004 – 2007. In addition, a revised Equality and Diversity Policy was agreed which reflected the legislative changes in relation to age, disability, sexual orientation, religion and belief/non-belief.

9. Key Outcomes: A joint MPA/MPS Equal Opportunities statement was recommended and agreed by Members at the December 2005 full Authority meeting (by the Commissioner, the MPA Chair and the MPA Chief Executive). Processes are in place to continue to ensure that Community Police Consultative Groups (CPCG)/Community Engagement Groups (CEGs) funding takes account of activity with and for target equality groups. A revised EqIA process has been in place since 2007 and all Units have conducted initial assessments to areas of their work through their entries in the MPA Generic Equalities Scheme (GES). Work continues on the procurement strategy to produce a more diverse supplier base and to ensure that the duties of the Race Relations (Amendment) Act 2000 are part of the procurement process.

10. Areas for Improvement: Many of the entries on the plan are now well-advanced, completed or long-term objectives. Unmet and long-term objectives have been transferred to the Generic Equality Scheme Action Plan. Overall comment: Partially achieved. Status: Green.

Objective 3: To overview and monitor the equalities budget spend and performance of the MPA & MPS by the Equalities Budget and Performance Monitoring Board

11. Evidence: A report of the MPA and MPS budget and equalities report for 2007–2008 was presented to EODB on 4 October 2007 as part of the Greater London Authority’s (GLA) annual Budget and Equalities process. The reports highlighted the key areas of work for both the MPA and MPS in relation to equality and diversity and included updates on priorities for 2006/7.

12. Key Outcomes: Through the GLA’s budget process, equalities and performance against key equalities targets remain a priority area for both the MPA and MPS. Increasingly, work is being mainstreamed and all teams and units in the MPA with various levels of success.

13. Areas For Improvement: Steps have been taken to ensure there is greater cohesion between both the MPA’s and MPS’ key equalities priorities in relation to budget spend and performance. One of the mechanisms currently being explored is a joint MPA/MPS Oversight Group that will provide a strategic overview and drive through the changes outlined in the Budget & Equalities process. Overall comment: Partially achieved. Status: Amber/Green.

Objective 4: To monitor closely all aspects of the Internal Audit report on diversity & the progress against each recommendation

14. Evidence: Internal Audit has recently undertaken an audit of equality and diversity within the MPS. Some of this audit has also included consultation with the MPA. This audit builds on the findings and recommendations from an audit undertaken in 2003 on this topic.

15. Key Outcomes: The findings of this audit will be shared in early 2008.

16. Work proposal: This review, including recommendations, will be forwarded to EODB members in 2008. Overall comment: Partially achieved. Status: Amber.

Objective 5: To achieve Level 5 of the Equalities Standard for Local Government (ESLG) by 2005.

17. Evidence: Work progresses on this front and has been supported by both two external organisation, Capital Ambition and Dialog, that have specialisms in supporting public bodies.

18. Key Outcomes: The Authority has self-assessed its progress against the standard and has notionally achieved levels 1 & 2, through the signing-off an 8-point action plan which was agreed by the MPA’s Senior Management Team (SMT). Achieving level 3 requires additional support, which in part has been provided by both Capital Ambition and Dialog; the GLA has also offered its help and support. The MPA is pursuing an integrated approach of its GES and the ESLG. Due to external revision of the ESLG process, is not likely the MPA will arrive at level 5 until at least 2010.

19. Areas For Improvement: A strategy is in place to assist the Authority reach level 3 of the standard by the newly agreed target of December 2007 (agreed at EODB in July 2005). (It is likely that due to the availability of external verifiers formal assessment at level 3 will not occur until early – mid 2008.) The development of the MPA’s GES is well under way with three elements of the Scheme – race, disability and gender now completed. Overall comment: progress is being made and the target of December 2007 should be within reach of achievement. Status: Amber/Green.

Objective 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.

20. Evidence: The MPS Diversity Strategy has been developed and will be integrated with local action plans at borough levels.

21. Key Outcomes: These are currently being developed. To this end, the MPS has recently employed six consultants who have expertise in equalities to assist Borough Operational Command Units (BOCUs) implement their local diversity plans. It is planned that thee consultants will meet staff members of the MPA Equality & Diversity Unit (EDU) in December 2007.

22. Areas For Improvement: The MPA EDU has assisted the MPS in its devising of its Diversity Strategy. This was submitted to EODB in February 2006. The process of formulation and consultation is being monitored by EODB. Overall comment: Work in progress towards implementing the Diversity Strategy. Status: Amber [3].  

Objective 7: To work in partnership with the MPS and GLA to promote women’s safety.

23. Evidence: Following the establishment of the MPA Domestic Violence Board (DVB) in April 2006, five meetings have taken place, with the following boroughs having attended:

• Croydon, Hammersmith & Fulham
• Havering. Sutton
• Brent, Kingston-Upon-Thames
• Tower Hamlets, Hackney

24. In addition, the DVB has also examined support services for front-line delivery, including call centres and training. It has also looked at standard operating procedures (SOPs) in relation to domestic violence and rape, Project Umbra (the multi-agency response to domestic violence) and domestic homicides amongst Black and minority ethnic (BME) women. The MPA is also co-sponsor of the Community Confidence research project, which is examining migrant communities views of the MPS. One of the work strands within this project is the views of migrant women.

25. Key Outcomes: Having secured one of the Deputy Chairs of the MPA as co-chair, the Board has representation from the following statutory bodies: Government Office for London (GOL), the Crown Prosecution Service (CPS), London Councils (LC) [4] and the Greater London Authority (GLA). This demonstrates the commitment to this area of business. Improvements have also been made by BOCUs in areas such as the use, recording and monitoring of 124Ds (the forms to be completed when an incident of domestic violence occurs) and in performance levels of sanction detections.

26. Areas for Improvement: The DVB has recognised a need to examine policies in relation to DV, rape and child abuse as this has emerged as an area for clarification; also recognition for a need to establish an internal MPA DV policy for victims of domestic violence. Overall comment: Achieved – work is in full progress. Status: Green

Objective 8: 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

27. Evidence: Recommendation 61 has been rolled out across the MPS; Tower Hamlets and Hackney were the first BOCUs in England & Wales to roll out Recommendation 61.

28. Key Outcomes: MPS continues to record all "stops" and "stops and searches" made under any legislative provision. The Stop and Search Review Board (SSRB), which will run until July 2008, is the main MPA body for signing off the 55 recommendations made in the original Scrutiny Report in 2004. A significant number of the recommendations have been signed off as completed.

29. Areas For Improvement: The Stop and Searches Community Monitoring Network process has been established to share information and good practice. There are now currently 32 local monitoring groups established across London. A monitoring mechanism has been developed by the MPS so that borough performance on stop and search can be analysed and compared by the public. Through this mechanism, data on s44 stops and searches can now be analysed retrospectively Overall Comment: Achieved. Status: Green.

Objective 9: To ensure that the MPA’s internal equalities practices and performance are fully compliant with legislative requirements and good practice.

30. Evidence: Updates to SMT and members on recent legislative changes.

31. Key Outcomes: The Human Resources Committee (HRC) has been disbanded and the Coordination and Policy Committee (CoP) now deal with all HR issues, together with the HR Oversight Group. A consultant had been tasked to evaluate all MPA HR policies to ensure legislative compliance; however, due to internal MPA HR pressures and with the MPA Human Resources Unit (HRU) in the process of bringing itself up to a full staff team complement, other internal issues have overtaken this activity.

32. Areas For Improvement: In September 2007, members of CoP received and endorsed approval of the Task Group report on MPA internal polices, procedures and practices following an Employment Tribunal finding of race discrimination against the Authority. Also, in addition, the EDU has given presentations and briefings on Age, Gender and Disability equality to MPA teams and members; this has also been supplemented by information provided by MPA HRU. It is important that the assessments of policies and procedures are carried out as a matter of urgency, so that the MPA is fully in line with legislative requirements and best practice. Overall Comment: Partially achieved – MPA HRU resilience has been a significant concern. Status: Amber.

In addition to these objectives the MPA will continue to:

• 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
• Monitor and review progress in implementing its statutory and policy 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.

33. Comment: The Authority will continue to monitor successes, through the work of MPA committees and its members, to progress these long-term aims.

34. Action Required: The MPA has made significant advances in its attempt, not only to ensure it carries out its duties in respect of scrutiny of the MPS but also to look internally at its own systems to ensure complies with legislation and to foster a fair and positive work environment for all its staff and best practice.

To do this we must:

• Ensure that all staff and Members are trained on EqIAs
• Explore and endorse the development of a MPA/MPS Budget and Equalities Oversight Group
• Endorse and continue to support the work of the MPA DVB
• Consider and reach agreement as to how best support the scrutiny of race and faith hate crime

35. There are three key steps that have been identified as requisites to meet level 3 of the ESLG:

• Evidence of setting and monitoring personal and business objectives
• The carrying out of an Equal Pay Audit; and
• The identification of corporate group at senior and middle management to ensure and drive through the changes required.

It is encouraging to note that the Equal Pay Audit has been carried out; work continues apace on the remaining two work streams.

Future Corporate Equality Objectives

37. In the MPA/MPS Draft Corporate Business Plan 2008-11, which also includes the MPA/MPS Sustainable Development Plan, six priorities were identified:

1. To improve the quality of service provided to victims of hate crime, ensuring that a consistent and effective level of service is provided by all Community Safety Units to London’s diverse communities
2. To improve performance against rape through implementation of the joint HMIC/HMCPSI report ‘Without Consent’ and improving the detection and conviction rate for rape
3. To improve performance against domestic violence, ensuring a consistent level of service across all communities and minimising any disproportionality issues
4. Increase community trust and confidence in the police use of stop and search ensuring it is used fairly and proportionately
5. Continuing our work to develop a workforce that reflects the diversity of London
6. To improve the progression of women within the police service

Progress against these objectives will be monitored through EODB as well as other relevant MPA committees.

C. Race and equality impact

This report shows continued progress, throughout the work of the Authority, in progressing the duties of the Race Relations (Amendment) Act 2000 and the requirements of other equalities legislation. In addition, and importantly, the Authority is also making significant progress against its aim to achieve the “Gold Standard” – the best practice that exceeds the minimum requirements of legislation. However, there is still much to be achieved.

D. Financial implications

The cost of all the work covered by this paper comes within the overall budget allocation of the Authority as covered in the Budget and Equalities return to the GLA. Members should be aware that due to the requirement to have external assessment of the ESLG, the challenge for the MPA will be to ensure compliance with the Equality Standards for Local Government remains within budget. DIALOG has indicated that the cost of external assessment of the ESLG is £7000.00 per level.

E. Background papers

• EODB Annual Report 2004/05
• EODB Workplan 2005/06 and 2006/07
• MPA Race Equality Scheme 2005/08
• MPS Race Equality Scheme, update submitted to EODB on 2 February 2006
• GLA Group Budget Guidance Notes for 2006/07
• GLA Group Budget and Sustainable Development Guidance for 2006/07
• Budget and Equalities 2005/06: A Review of Progress Across the GLA Group
• Budget 2006/09 Internal Audit – Diversity Application & Monitoring Report
• Stops and Searches Scrutiny Board Paper to EODB 6 October 2005

F. Contact details

Report author: Laurence Gouldbourne, MPA

For more information contact:

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

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