Update on the work of the Development & Organisation Improvement Team

Report: 08
Date: 6 February 2003
By: Commissioner

Summary

This report provides Members with an update on the important work of the Development and Organisational Improvement Team (DOIT).

A. Recommendation

Members are asked to note the current work in progress.

B. Supporting information

1. The ‘DOIT’ was established in October 2001 and brings together key functions within the organisation integral to progressing the staff development aspects of the Directorate Strategy. The remit of ‘DOIT’ is to focus on retention and progression matters impacting on under-represented groups within the MPS. The programme of activities is designed to impact on areas of race, gender, age, faith, disability and sexual orientation. Additionally the team will seek to impact on issues, which affect part-time workers and will also consider the working relationship between civil staff and police officers.

ACPO Commissioner’s Leadership Programme (CLP)

2. The initial feedback from those who participated has been positive and the aim now is to build on the drive and commitment that has been generated. The programme continued in November 2002 and the participating group were ACPO officers and equivalent grade senior managers. Three further CLP Programmes are planned for the remainder of the financial year. These will take place in February and March 2003 and are aimed at Chief Inspectors and their equivalent support staff. The contract to run the Leadership Programme for the next four years was put out to tender at the end of last year, and has been awarded to The Work Foundation for a period of two years, subject to review.

High Potential Development Scheme

3. In April 2002, the Home Office launched the High Potential Development Scheme (HPDS). This has replaced all previous schemes and the HPDS is now far more egalitarian, and is open to any serving officer up to and including the rank of Chief Inspector. Due to the timing of its launch the scheme encountered many logistical problems. As a unit we ensured the successful change management and the migration of all officers from the old scheme to the new. We have actively marketed the new scheme by placing liaison officers at all OCUs and visiting all Boroughs. Feedback from our own officers, the Home Office and CENTREX shows that the MPS are one of the strongest supporters of the scheme in the country.

Borough Commanders Development/Command Team development

4. This programme underpins the leadership development of this key group of senior police managers. This self-development diagnostic programme was piloted and evaluated last year and run in partnership with outside contractors. Those Borough Commanders who took part in the initial pilot found the programme very useful as a development tool. This programme is being fully integrated with the new BCU leadership programme currently being designed for all command teams by CENTREX.

Mentoring

5. As well as the already established mentoring schemes such as the HPDS and The Active Career Development Programme, we have begun work on broadening the impact of mentoring. The joint mentoring scheme with London First is being cascaded down to SMTs and the possibility of external mentors for HPDS officers is being investigated. Work has also begun on the secondment of Senior Managers, in particular Borough Commanders, to external organisations.

Female and Ethnic Minority Detective Training Programme (FEM-DTP)

5. This is a training package, which has been put together with the aim of increasing detective representation at Inspector and Chief Inspector ranks by laterally developing uniformed officers. Wide consultation has taken place and a paper went before The Management Board at the meeting in December 2002. The Management Board agreed and endorsed the programme, which will be formally launched on 26 February 2003. The programme will be rolled out in March 2003 with a proposed fifteen officers participating in its first year.

Engender

6. Work continues to collate the development plans of each B/OCU. A corporate action plan containing the plans of each unit is planned for March 2003. The Association of Senior Police Women’s (ASWO) conference is to be held in February 2003 in support of this engender work. There is also an MPS/DOIT International Women’s’ Day Lunch, currently in the planning stage, which is to be held for 100 men on March 7 2003. This is in support of objective two of the Engender document produced for The Gender Agenda Workshop.

Personal Leadership Programmes

7. DOIT, in partnership with CENTREX and the NBPA, has run three of the above personal development programmes. The programmes, which were run on a pilot basis, targeted 30 minority ethnic female officers and civilian staff. The programmes ran during the months of October and November 2002 and are currently being evaluated to see if there is scope to design a bespoke course, which target our female managers whilst still accessing the Centrex course. Interim assessment indicates that participants found the content highly relevant and worthwhile. An evaluation document is currently being written which will be reproduced in a full briefing document, hopefully in March 2003.

Commissioner’s Focus Groups

8. DOIT has now forged links with the Womens’ Group, the LGBT Group and the Disabilities Group. The Director of ‘DOIT’ is a member of the Senior Civilian Manager’s Focus Group.

Home Office – Dismantling Barriers Working Group

9. The Director of ‘DOIT’ has been asked to Chair a recently convened Home Office Working Group. The aim of this Group will be to produce an updated version of ‘Dismantling Barriers’.

The Reporting Regime

10. As the arm of the Diversity Directorate responsible for staff issues, ‘DOIT’ reports on a regular basis to Commander Dick, Head of Diversity. The ‘DOIT’ also reports to the MPS Diversity Board and the MPA HR Committee on its work programme.

C. Equality and diversity implications

The work of the “DOIT” is inextricably aligned to the MPS Diversity strategy Protect and Respect.

D. Financial implications

The work of 'DOIT' is financed via two budget lines and is managed by the Director of 'DOIT'. The Corporate Positive Action Budget of 2002-3 of £371,220 covers equal opportunities, diversity and cultural change initiatives. The Corporate External Training Budget of 2002-3 is £955.000 and covers leadership programmes and initiatives.

D. Background papers

None

E. Contact details

Report author: Denise Milani, Director of the Development and Organisational Improvement Team

For more information contact:

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

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