Thematic review of race and diversity - update

Report: 6
Date: 11 November 2004
By: Commissioner

Summary

This report provides, as requested, an update on progress in implementing the various HR actions from the review.

A. Recommendation

That Members note the report.

B. Supporting information

1. Following a number of events, some localised to the MPS and others of a national nature, such as the BBC ‘Secret Policeman’ documentary, the Commissioner appointed Assistant Commissioner Tarique Ghaffur to conduct a thematic and cross-cutting review of race and diversity in the MPS.

2. The review reported in March 2004. A number of recommendations were made covering both short-term improvements and long-term advances. These were accepted by the Commissioner for implementation. A number of recommendations fell to Human Resources Directorate to action and a HR implementation action plan was created. That action plan forms the basis of the progress report.

3. The current action plan is attached at Appendix 1. This contains the position against all actions updated to the beginning of October 2004.

4. In summary:

• Number of recommendations for implementation by HR: 26
• Number of actions required to implement the recommendations: 73
• Number of actions completed to date (October 2004): 32
• Number of actions remaining to be completed: 41
• A significant number of the remaining actions are consequential or dependent upon the completion of earlier actions. These are indicated on the updated action plan at Appendix 1.

A separate report providing progress against selected recommendations of the review, including many of the HR recommendations covered by this report, was submitted to the Equal Opportunities and Diversity Board meeting on 4 November 2004.

C. Race and equality impact

The fundamental issue covered by the initial thematic review and this progress report is race and diversity. As such, all equality and diversity implications are covered within the body of the report.

D. Financial implications

There are no financial implications arising directly from this report. Any particular financial issues arising from specific implementation actions will be reported separately as necessary.

E. Background papers

• Thematic review of race and diversity in the MPS

F. Contact details

Report authors: Chris Haselden, MPS

For more information contact:

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

Appendix 1: Thematic Review of Race and Diversity in the MPS

Human Resources recommendations – Update October 2004

Recommendation 7

Recommendation 7:
Consideration should be given to bring about changes in police regulations to allow police officers to be recruited from a wider range of communities through issuing immigration-approved work permits.

Lead: HR Simon Marshall Director of Recruitment

Action: (i) Confirm full details of work permit scheme and how operated by other organisations.

Timescale

Short

Progress

Completed – not implemented.

The Home Office has recently been contacted and stated that there is currently no intention of extending the existing provisions under nationality in light of the opposition to the recent changes raised in the House of Commons.

Action: (ii) Consider suitability for introduction in the MPS to allow employment of persons falling short of standard residency requirements.

Timescale

Short/Medium

Progress

• Completed – See above.

Recommendation 9

Recommendation 9:
Consideration should be given to increasing pre-entry familiarisation visits to the MPS for applicants who do not have historical or current knowledge of the workings of the MPS. Consideration could also be given to designing a virtual tour available through the Internet.

Lead: HR Recruitment Positive Action Central Team

Action: (i) Organise visits programme to Hendon.

Timescale

Short

Progress

Completed – 23 VEM recruits attended a pre-training school induction at Hendon on 26.04.04. The feedback and debrief, although positive, raised no specific concerns for VEM recruits. This was run once, but following a debrief with attendees was not considered to add value to the Pact support already provided. PAT continues to offer bespoke support sessions and as such the success rate for applicants at the assessment centre is notably higher than the national average. They provide all potential applicants with holistic careers advice, referring applicants who have been unsuccessful in one aspect of joining the policing family to joining another i.e. Police officer applicant who narrowly fails the process, supporting their entry at PCSO.

PACT Borough volunteers encourage prospective applicants to visit local police stations by individual arrangement as part of their work.

On an MPS wide basis we are now staging events such as the recent ‘careers showcase’ on 23rd and 24th October 2004 at Hendon where potential candidates were given information about a career in the MPS and a chance to meet serving officers and members of police staff. About 250 potential applicants attended following London-wide publicity. This event built upon the experience of the central London Intromet Faith Event by proving interested people the opportunity to visit us and meet and speak to operational officers.

Action: (ii) Organise visits programme to Boroughs.

Timescale

Short

Progress

The new Recruitment website www.metpolicecareers.co.uk was launched 28 June 2004. The next phase of the website focuses on developing the ‘Keep Warm’ micro site which will contain information targeted to selected police officer candidates waiting to start at Hendon, Sunbury and Orpington. The micro site keep warm letters will go out to all applicants by the end of October 2004. References to Sunbury and Orpington are now included in the main site. Camden will be included when training school are ready to go live. A virtual tour has been highlighted as an essential element of this site. The concept is to be scoped out by our Internet company Empower as to its feasibility by the end of November, with a view to introduction of the facility (if technically feasible) in January 2005.

Action: (iii) Assess feasibility of developing a virtual tour

Timescale

Short

Progress

As above.

Action: (iv) Develop internet virtual tour, if feasible

Timescale

Medium

Progress

This has been incorporated into Phase III of Empower contract. Completion expected by end March 2005.

Recommendation 10

Recommendation 10:
Consideration should be given to making the video on recruit training available on the MPS website, for the benefit of potential candidates and members of the community.

Lead: HR Recruitment Debbie Whittaker (Marketing and Advertising).

Action: (i) Confirm technical requirement for placement of existing video on MPS website.

Timescale

Short

Progress

The new Recruitment website www.metpolicecareers.co.uk was launched on 28 June 2004. The next phase of the website focuses on developing the ‘Keep Warm’ micro site which will contain information targeted to selected police officer candidates waiting to start at Hendon, Sunbury and Orpington. The micro site is ready to go live and letters go out to all keep warm applicants by the end of October 2004 to invite them to make use of the site. Camden is not yet included in the present phase, but can be easily included when this goes live. The current ‘Life at Hendon’ CD-ROM will be placed onto this area of the site. The feasibility of this concept is to be scoped by our Internet company Empower. In the first instance, the CD-ROM is to be re-edited to incorporate information on Sunbury and Orpington. Once this editing has been completed, our Internet provider will provide advice as to the feasibility of breaking down the CD-ROM so that it can be downloaded from the internet site. Feasibility will be known by the end of November and implemented, if feasible, is planned for January 2005.

Additionally, a Behaviour Standards Handbook is being created which sets out the standards that the MPS expects of both its Students and Trainers. The booklet will be sent to students and staff by end January 2005 and it is expected that elements of this brochure will also be available on the Keep Warm micro site. The signing of the standards declaration remains the responsibility of Recruit School.

Action: (ii) Arrange Placement

Timescale

Short

Progress

The latest draft of the Behaviour Standards Handbook has been seen by all those who made comments and is expected to be signed off without further comment and submitted for publication preparation. Introduction of the booklet is planned for January 2005.

Recommendation 11

Recommendation 11:
The HR Directorate should design an additional section to insert into the application form to capture a wider range of personal skills and experience.

Lead: HR Simon Marshall Director of Recruitment

Action: (i) Redesign Application Form

Timescale

Short

Progress

New general application form for police staff has been introduced, which is capable of being scanned onto MetHR. The form is able to be scanned after being redesigned by us and approved by HO, but does not yet include languages/life skills. We are in the process of preparing our approach to HO, which will include re-design of the application form to reflect our strategy of focusing on Londoners, graduates and those applicants with second languages.

The contents of the police application, however, are determined by the National Recruiting Standards. In light of our agreed strategy, we are now preparing an approach to Home Office to address the issue of second languages. Our strategy appears to have wide support, including Minister for policing, Hazel Blears. More research is being undertaken to support our approach, including consultation with our partners and stakeholders both internally and externally.

A report and proposal to Home Office will be completed by end December.

Action: (ii) Confirm data fields on MetHR

Timescale

Short

Progress

See above.

Action: (iii) Develop new data fields on MetHR, if necessary.

Timescale

Long

Progress

See above.

Recommendation 12

Recommendation 12:
As requested by the MPA co-ordination and policing committee, the HR Directorate and DOIT team should commission research study, using sound, recognised methodologies, to investigate why candidates, particularly those from visible ethnic minorities, drop out during the recruitment process.

Lead: HR Simon Marshall Director of Recruitment

Action: (i) Prepare commissioning brief for research study.

Timescale

Short

Progress

Completed – 12-month project being undertaken by Metropolitan University to identify the barriers to recruitment. Interim report available. The project started Jan 04 and ends Jan 05. The initial findings highlight the need to undertake activity directed at specific groups and communities. As a result, recruitment activities have been focused on community groups, e.g. Tamil event in June and Farsi speaking event on the 27 October. The report did not identify anything not already known, but emphasised where we should conduct activity. The next stage, currently underway, looks at reasons why applicants withdraw from the process. For example, just over 1000 applications have been sent to internal staff seeking police officer roles and only 23% have been returned.

The return rate for visible minority staff is 25%. The return rate for external applicants is around the same. The results will help PAT develop their support sessions and the way that support sessions are marketed to potential applicants. Details to be included in the final report in January 2004, to support recommendations for improvement.

Action: (ii) Undertake procurement action to engage provider, if external.

Timescale

Medium

Progress

Completed – See above.

Action: (iii) Consider results of study and change MPS procedures as necessary.

Timescale

Medium

Progress

The results from the Metropolitan University research will be used to facilitate the recruiting process. Initial results being acted upon, as reported above. Final report awaited after completion of full study in January 2005.

Action: (iv) Feed appropriate results into Home Office to elicit necessary changes to national procedures.

Timescale

Long

Progress

The MPS is represented on the Advisory Group National Recruiting Standards (AGNRS) so can provide information to this group, which in turn will influence the exercises etc.

The MPS annually takes part in a validation exercise for the next series of exercises (to be introduced Nov 04) to be used within the police selection process. This is a consultation process that is built into the year and involves consultation by Centrex of all the stakeholders involved in the assessment process.

Recommendation 13

Recommendation 13:
The new recruitment process must be closely monitored and levels of adverse impact analysed to inform a decision over the continued use of the National Recruit Selection Centre.

Lead: HR Simon Marshall Director of Recruitment

Action: (i) Produce and analyse monitoring data.

Timescale

Short

Progress

Completed – The MPS is presently constrained by the Home Office on the use of the NRS process within regular police recruitment. The selection process is monitored on a monthly basis. The recommendations within the Breaking Through action plan have also been introduced.

Statistical analysis of MPS results has revealed a significant difference between the performance of VEM and non-VEM candidates during NRS exercises. Although this difference does not necessarily amount to adverse impact, the results are a concern. We monitor the results on a monthly basis will continue to work in partnership with Centrex to investigate the differences in performance. We have written to Home Office who informed us in February 04 that our sample size was too small and inconclusive. We have continued to monitor our results and have waited for a time when we had a larger number of applicants through the process. We have written to CRE who noted our concerns.

HMIC have reported in their thematic review of NRS that the national picture now gives cause for concern. Recommendation 5.1 of the HMIC NRS Inspection Report 2004 also recommends Advisory Group National Recruitment Standards (AGNRS) commissions work to establish the reasons behind particular levels of success and failure. We will continue to work with Home Office through our representation at AGNRS and keep them up to date with our data.

Recommendation 14

Recommendation 14:
Consideration should be given to exploring alternative options for testing ability and to developing a suite of tests that could be used for the selection of both police officers and police staff. This could comprise measures of general and specific, job-related abilities or skills.

Lead: HR Simon Marshall Director of Recruitment

Action: (i) Identify and assess any off-the-shelf tests.

Timescale

Short

Progress

Completed - ICG have undertaken analysis of psychometric tests and this analysis has resulted in no suitable off the shelf tests being available. Meetings continue with relevant parties to explore the possibility of designing a test to differentiate between those candidates who display racist tendencies and those who are unable to provide evidence of diversity. The report from ICG is expected mid-November 2004. The Directorate uses selection processes that are appropriate to the competences being tested; the processes take into account the needs of stakeholders. There are several selection processes e.g. for analysts, that use suitable tests with proven reliability and validity.

The Directorate has also initiated a project to develop a robust selection process for the PCSO post. Results of the pilot will be available by end of October 2004. The process has been designed on similar lines to the assessment process used under the NRS for police recruits, which has been in use since 30 September 2003.

Action: (ii) If suitable off-the-shelf test found – introduce.

Timescale

Medium

Progress

Completed – No off-the-shelf test available. See above.

Action: (iii) If no suitable off-the-shelf test found, develop bespoke test, possibly in collaboration with NRS.

Timescale

Medium/Long

Progress

See above – ongoing.

Recommendation 16

Recommendation 16:
Assistant Commissioner HR to commission a feasibility study into developing community-centric recruitment processes.

Lead: HR Simon Marshall Director of Recruitment

Action: (i) Prepare commissioning brief.

Timescale

Short

Progress

The Positive Action Team has this activity as strand 1 within their Action Plan, which includes developing and training a network of 425 borough volunteers co-ordinating community reassurance activity on each of the six Trident Boroughs, co-ordination of BOCU activities in all 32 boroughs, visit community centres and the purchase of a bus to be used as the basis for local recruiting information.

All 32 BOCUs now have PAT volunteers and the use of volunteers will be the long term way forward. However with the current pause in place, not sending out application forms has curtailed much of the local activity and until it can be anticipated when this activity will restart this training has been suspended.

The purchase of a pro-active recruitment bus continues. The bus has been designed/dressed and will go to coach building tender in the next few weeks.

The aim is to support the Metropolitan University findings and take activity to specific groups and communities.

When their report is published in January 2005, the PAT will implement any feasible recommendations. The bus will be used to support recruitment outreach into communities. The university research, census data, GIS software and yield forecasts will assist PAT to intelligently focus on under-represented communities.

The Director has purchased an analytical tool ArcGIS9, ‘ArcView’. The tool enables us to identify, by use of census data and population densities of specific communities. This is being used to support PAT and Marketing activity.

Action: (ii) Undertake procurement action if necessary to engage external provider.

Timescale

Medium

Progress

Completed – External provider not being engaged at this junction.

Action: (iii) Consider results of study and introduce appropriate changes to procedures.

Timescale

Medium

Progress

Completed – As above, external study not being conducted at this time, pending results of current in-house activity.

Recommendation 17

Recommendation 17:
Supporting the rationale behind recommendations 10 and 13, Assistant Commissioner HR should actively explore the single employer concept including a unified recruitment process for the Metropolitan Police Service.

Action: (i) Explore single employer concept to identify issue and implications.

Lead: HR Neil Bayne Interim Director of Pay and Benefits.

Timescale

Medium

Progress

This is one of the issues examined by the Morris Inquiry. Variety of evidence presented. Await report of the Inquiry.

Current policy review programme has continued the move to single policies for officers and staff and volunteers on common issues.

Action: (i) Create unified recruitment process for all MPS personnel by identifying and removing fundamental differences, accepting need to retain specific job-related aspects where and when necessary.

Lead: HR Simon Marshall Director of Recruitment

Timescale

Short/Medium

Progress

See comments for recommendation 14 (above). Additionally, the Directorate has initiated an evaluation of processes for completion by 31 December 2004 to ensure that the 16-week timeline is used as the basis for processes. Clearly, the timescales will vary dependent upon customer needs. The rollout of MetHR continues enabling the various recruitment teams to share a common information and workflow system.

Now the Directorate has restructured to incorporate a separate unit accommodating the extended policing family, we are in a strong position to apply the 16-week timescale across all our processes. Once the backlog of Police Officer recruits has entered training school (March 06) the timeline will be applied to all new Police Officer recruits. Those joining in the meantime (T&R, Internal EPF & PACT) fit well within the 16-week timeline. Work is in hand in the new unit to bring MSC applicants within the 16-week timeline.

Recommendation 18

Recommendation 18:
In addition to the two tutorials recruits currently receive the training school should introduce personal tutorials at the start of the 18-week course.

Lead: HR Commander Shabir Hussain Director of Training and Development.

Action: (i) To enhance induction of new recruits to include personal tutorials at the beginning of the course.

Timescale

Short

Progress

Completed - A new modular syllabus is being introduced for intakes commencing on 25 October 2004. Within this, day 1 is devoted to administrative matters (including attestation) and days 2-5 to the new diversity package. Individual weekly tutorials commence in week 2.

However, it is emphasised to students from day 1 that they should feel free to approach staff with any problems or matters they wish to discuss.

In addition, all staff associations now have an open invitation to attend Hendon on the joining day thus enabling students to approach them with any concerns; and obtain contact details for future reference.

Recommendation 19

Recommendation 19:
The HR Directorate should re-evaluate the ways in which performance is assessed during training.

Lead: HR Commander Shabir Hussain, Director of Training and Development.

Action: (i) The national modernisation of probationer training programme being introduced into the MPS will encompass this recommendation – recommendation 23 refers.

Timescale

Medium

Progress

As part of the move to modular and work based training changes to the assessment process will be effective as of 25 October 2004. This is part of the IPLDP project discussed at Recommendation 18.

The new modular syllabus commences on 25 October 2004. Weeks 1-5 will be spent at Hendon completing the MPS mandatory aspects of the course (e.g. Officer Safety Training and Emergency Life Support). Weeks 6-18 will then be split into modules, with each student being assessed in all areas at the end of each module. The new modular syllabus and assessment process is based on the National Occupational Standards produced by the Home Office.

In addition, a pilot of the National Curriculum will commence on 25 October, based at Camden. In addition to the National Curriculum, the pilot will progress the move towards work-based learning.

Recommendation 20

Recommendation 20:
A programme of enhanced training, aligned to NVQs, should be introduced for trainers in order that the delivery training is kept at the fore. It is further recommended that a mutual support group for trainers should be established to allow further learning and network support to take place.

Lead: HR Commander Shabir Hussain, Director of Training and Development.

Action: (i) Current protocol for Diversity Training School to deliver all diversity training to recruits to be reviewed to consider continuation in the longer-term.

Timescale

Short

Progress

Completed – Protocol reviewed with Commander Allen leading. Responsibility remains with the Diversity Training School under the direction of Shaun Kennedy until April 2005.

Action: (ii) Training for Trainers course to incorporate personal diversity awareness module.

Timescale

Short

Progress

Completed – HMIC (T) has published new standards for trainers; DTD have created a new “training for trainers” unit to give them effect.

Action: (iii) Check and maintain CRR training for all trainers.

Timescale

Short

Progress

Completed – Training Manager now in post to ensure compliance with all mandatory training and maintenance of appropriate records.

Action: (iv) Explore alignment of diversity training for trainers to NVQs.

Timescale

Medium

Progress

The whole area of NVQs’ is currently being explored as part of workplace learning by trainers and tutors in TP. Currently the MPS needs to build a bank of A1/V1 assessors and verifiers. Home Office funding has allowed an initial 250 to begin the qualification process. To be completed by 31 March 2005.

Action: (v) Establish support group for trainers.

Timescale

Short

Progress

Completed – All trainers have access to established Diversity Trainers Support Group.

Recommendation 21

Recommendation 21:
The HR Directorate should revisit the BPA report to pick up the key themes and to identify areas for improvement.

Lead: Martin Tiplady, Director of Human Resources

Action: (i) To assess BPA report and identify key themes.

Timescale

Short

Progress

Completed – Themes confirmed:

• Individual cases
• Training
• Retention

Action: (ii) To draft an action plan for identifying areas for improvement.

Timescale

Short

Progress

Completed – Action plan embodied into HR ‘Gold group’ and work now concluded.

Action: (iii) Establish arrangements for consulting BPA during action planning and implementation.

Timescale

Short

Progress

Completed – Further discussions held with the BPA and others – as part of regular forum.

Action: (iv) Establish arrangements for consulting staff associations, trade unions and other staff support groups during action planning and implementation.

Timescale

Short

Progress

Completed - Further discussions held with the Staff Associations and others – as part of regular forum.

Action: (v) Implement areas for improvement.

Timescale

Short/Medium and Long

Progress

On-going. Actions within Gold Group Action Plan and initial work completed. On-going work being pursued as mainstream activity within relevant units and in conjunction with DOIT.

Recommendation 22

Recommendation 22:
The HR Directorate should continue to expand and evaluate its innovative, non-residential training programmes, which provide greater flexibility and a more family-friendly approach.

Lead: HR Commander Shabir Hussain, Director of Training and Development.

Action: (i) Continue to progress current activity to decentralise recruit training from Hendon and implementing principles of the Sunbury pilot.

Timescale

Medium

Progress

Completed – This is now mainstreamed into foundation training. Every 5 weeks students will be allocated to Sunbury and Orpington (both non-residential) to reflect the workforce deployment targets for the affected BOCUs.

Camden will go live in October 04

Recommendation 23

Recommendation 23:
The HR Directorate should continue to develop training in line with the Home Office Modernising Probationer Training Programme. This includes more community involvement, a greater emphasis on diversity and using more progressive approaches to learning.

Lead: HR Commander Shabir Hussain Director of Training and Development.

Action: (i) Creating a detailed action plan for introducing the Modernising Probationer Training Programme into the MPS.

Timescale

Short

Progress

Completed – The MPS is one of 5 forces to pilot the National Curriculum starting 25.10.04.

One of the main principles of the IPLDP is community focus; which will impact on all diversity issues. This presents the DTD with a fantastic opportunity to embrace this recommendation.

A support unit for student has now been established, as has the Staff Association room. Both are contained within Block 38 on the Peel Centre Estate.

Action: (ii) Continue to progress current activity to introduce changes in line with the Modernising Probationer Training Programme.

Timescale

Medium

Progress

Progress in this area continues as detailed above.

Recommendation 24

Recommendation 24:
As identified in the recent internal audit report, HR Directorate needs to exercise its responsibility for training standards and re-establish control of probationer training and ensure corporate standards are met by boroughs.

Lead: HR Commander Shabir Hussain, Director of Training and Development.

Action: (i) Evaluate full completion of Probationer assessment reports through the HR Evaluation process.

Progress

Completed – and ongoing.

Action: (ii) Determine steps required to reaffirm responsibility for managing training standards and overseeing probationer training in its entirety.

Timescale

Short

Progress

Completed - Cdr DTD has full responsibility and has intervened in those BOCUs running sub-standard street duties courses. Moreover, the policy on PDU attendance and success in exams has been reasserted to TP.

Recommendation 25

Recommendation 25:
Consideration should be given to establishing a Training IAG to advise on diversity issues and help make training more relevant and flexible to modern needs.

Lead: HR Commander Shabir Hussain Director of Training and Development.

Action: (i) Explore proposal with main IAG.

Timescale

Short

Progress

Completed - A Community IAG has been established with the assistance of Mr Azah, current chair of IAG. Inaugural meeting Nov 04.

Action: (ii) Establish training IAG.

Timescale

Short

Progress

Completed - A sub-group of the main IAG has been created, comprising maximum 4 IAG members and 4 HR DTD members. Inaugural meeting Nov 04.

Recommendation 26

Recommendation 26:
The HR Directorate should collect corporate data on the lateral career development of MPS officers and introduce positive action initiatives to increase the representation of visible ethnic minority officers in specialist units.

Lead: HR Gordon Davison, Director of People Development.

Action: (i) Initiate monitoring process.

Timescale

Short

Progress

Completed - The available data on VEM proportionality in individual business groups and (B)OCUs is sufficient to inform the design and development of targeted measures to increase representation, where necessary.

HR Recruitment, in its redraft of the selection policy, has written into the standard operating procedures (SOPs) that Business Groups must monitor each selection process for the proportion of VEM applicants.

Action: (ii) Identify/develop interventions to assist specialist departments to attract and retain VEM and other minority group officers and staff.

Timescale

Medium

Progress

Career Management and Retention Unit is in discussion with Business Group managers to scope the idea of job shadowing, as this would be less disruptive than job rotation and could be designed to achieve the same outcomes as short-term secondments. In the light of the discussions, the CMRU will bring proposals to HR Board in early 2005.

Given the resourcing requirements associated with the introduction of development centres, this idea is not being pursued at the present time: the work of the CMRU on career pathways, with information to be placed on the intranet site, is likely to be just as effective at a fraction of the cost. The MPS should not miss the opportunity to get much better line management engagement: line managers should be identifying development needs and options as part of regular PDR reviews.

Recommendation 27

Recommendation 27:
DOIT team to work in collaboration with HR Directorate to further the concept of an MPS specific high potential development scheme.

Lead: HR Gordon Davison Director of People Development.

Action: (i) Develop scheme suitable for MPS.

Timescale

Medium

Progress

Responsibility for HPDS passed from DOIT to HR on 1 April 2004. Notwithstanding much marketing effort on the part of DOIT, the VEM representation on the HPDS did not improve. Progression and Selection is working with the Positive Action Team further ways of promoting the HPDS to VEM existing officers by arranging focus groups. [This may have an unintended consequence in that proportionately more VEMs make initial application but then proportionately more fail at the next stage of the process.] We are much likelier to make the HPDS attractive to talented VEM undergraduates by bringing together the standard recruitment process and the HPDS recruitment process and then securing a number of places at each intake for HPDS members. The MPS is working with the Home Office to enable this to happen, as agreed with the Police Leadership Development Board.

Action: (ii) Discussions with Home Office about current national scheme.

Timescale

Medium

Progress

As above. Additionally, the Director, Recruitment is drawing up proposals by 1 December 2004 for graduate recruitment within the new recruitment strategy, further to which a new graduate-entry high potential scheme will be further considered.

Action: (iii) Introduce MPS/new national scheme.

Timescale

Medium

Progress

See above.

Recommendation 28

Recommendation 28:
The MPS needs to monitor and collate data on the timescales for progression through ranks and bands. Qualitative and quantitative research must also be undertaken to investigate the upwards and lateral career progression of visible ethnic minority officers and staff in the MPS and the reasons for any disparity.

Lead: HR Gordon Davison, Director of People Development.

Action: (i) Establish systematic monitoring process for length of service for progression.

Timescale

Short

Progress

On the basis of the data held and analysis undertaken by HR, there is no evidence that VEM officers are less likely to apply for promotion. In addition, where they do apply for promotion, all the statistical data shows that they fare at least as well as non-VEM candidates. Eventually, the greater numbers of VEMs in the constable rank will feed their way through to higher ranks. In the meantime, HR will continue with a number of positive action initiatives to encourage visible ethnic minority candidates to apply for promotion processes.

Action: (ii) Establish routine for analysing monitoring data for disproportionality.

Timescale

Medium

Progress

As noted above, there is no evidence of disproportionality. However, we will continue to collate and analyse the data regularly to ensure that that remains the case.

Action: (iii) Undertake additional research to identify reasons for any disparity.

Timescale

Medium/Long

Progress

As noted above, there is no evidence of disparity or disproportionality in terms of the time served in one rank before progression to a higher rank. However, we will continue to monitor the statistics and conduct research into any evidence of disparity.

Action: (iv) Determine interventions to redress any disproportionality.

Timescale

Medium/Long

Progress

To follow from above.

Recommendation 29

Recommendation 29:
The MPS must implement a cohesive approach, supported by a clear policy, to career development, progression and retention.

Lead: HR Gordon Davison Director of People Development.

Action: (i) Identify all activities and where undertaken related to career development, progression and retention.

Timescale

Medium

Progress

Completed – Results fed into draft strategy, as below.

Action: (ii) Create a cohesive strategy, building on work already being undertaken and the outcome of the “summit” (recommendation 30).

Timescale

Medium

Progress

CMRU has a draft career management strategy. The new Head of CMRU will review that strategy with a view to developing it into a corporate philosophy about career management by 1 April 2005, depending on the time of the corporate response to the Morris Inquiry.

Action: (iii) Create clear responsibilities for each element of the strategy.

Timescale

Medium

Progress

Once the strategy has been revised and published – which will be after the response to the Morris Inquiry - the responsibilities for each element of the strategy will be clearer.

Action: (iv) Market the strategy to all personnel.

Timescale

Medium

Progress

To follow once strategy finalised.

Recommendation 30

Recommendation 30:
The HR Directorate should initiate an urgent summit including IAGs, the MPA, the Mayor’s office and other key stakeholders to examine ways in which the situation of career development, progression and retention for visible ethnic minorities can be improved.

Lead: HR Gordon Davison Director of People Development.

Action: (i) Arrange summit meeting.

Timescale

Short

Progress

Initial meeting has taken place – further discussion planned.

Recommendation 37

Recommendation 37:
The MPS needs to make more effort effectively implement and disseminate the learning from grievances

Lead: HR Paul Madge A/Director of HR Services.

Action: (i) Review existing arrangements for disseminating learning from Fairness at Work cases.

Timescale

Short

Progress

Completed – Learning points from the FAWP are communicated to all MPS HR Managers via the E-mail system as and when necessary. The existing processes are deemed effective though improvements will constantly be sought. To date, five sets of communications have been distributed covering various learning points. A sixth communication is to be sent out very shortly.

Action: (ii) Determine mechanisms for co-ordination with ET unit.

Timescale

Short

Progress

Completed - ET Unit and FAWC are co-located and work closely in respect of any FAW cases which have an ET application lodged. Both units contribute to the monthly monitoring of discipline and FAW cases and are to be represented on an IPCC review team. The ET Unit returned to HR Directorate from October.

Action: (iii) Consider how to identify and include learning from informal FAW activity.

Timescale

Medium

Progress

Completed - There is a systematic process for identifying and disseminating learning points from cases. The focus of the FAW process is on resolution and learning, as opposed to a more punitive process of establishing who is right and who is in the wrong. There is a section of the report of each case that deals with learning issues generated by the case concerned. This is circulated to all those involved, and, where appropriate, these points are made clear to HR managers through conference updates and bulletins etc.

Action: (iv) Identify improvements to better disseminate learning.

Timescale

Medium

Progress

A focus group meeting was held on 5 August to identify options for improving the FAW process and dissemination of learning. The impending report of the Morris Inquiry is awaited before progressing this action further in order to produce a comprehensive approach.

Action: (v) Introduce improvements and monitor

Timescale

Medium

Progress

As above.

Recommendation 38

Recommendation 38:
Subject to the success of current pilot projects, the MPS should formally introduce restorative justice systems to resolve grievances.

Lead: HR Paul Madge A/Director of HR Services.

Action: (i) Evaluate current pilot.

Timescale

Medium

Progress

A pilot scheme is to be introduced which has been sponsored by the Director of DOIT. Funding for the scheme has been approved by the Director of HR. The procurement process has progressed to ‘invitation to tender’ stage.

The target date for starting the pilot scheme is December 2004 (dependent on no delays in the procurement process).

Action: (ii) Consider introduction as integral part of refined FAW procedure.

Timescale

Medium

Progress

As above. Also, an initiative involving the use of external mediators is currently under development, for introduction by January 2005. This will be for cases that are at an advanced stage in the FAWP but where the parties have been unable to agree upon a resolution.

Recommendation 39

Recommendation 39:
Support strategies should be put in place to provide appropriate assistance to officers and staff, including parties involved during a case and to help re-integrate them back into ‘working life’.

Lead: HR Paul Madge A/Director of HR Services.

Action: (i) Review existing arrangements.

Timescale

Short

Progress

Completed - The need to develop existing systems had already been identified. Provision is made in cases where welfare support etc. is considered necessary.

Action: (ii) Identify elements of a support strategy.

Timescale

Medium

Progress

Completed - Support systems for staff on suspension are covered in the revised police staff discipline policy that has been developed. Also staff and officers on suspension are included in the updated KITS (Keep In Touch Scheme).

Action: (iii) Develop and introduce a support strategy.

Timescale

Medium

Progress

Proposals for an approach and a central team to support suspended officers and staff have been drafted and are currently being considered with the aim of starting the new arrangements by January 2005.

Recommendation 41

Recommendation 41:
The Diversity Board, chaired by the deputy Commissioner, should review the way that internal capability building is achieved, on the foundations of leadership and diversity.

Lead: Martin Tiplady Director of Human Resources

Action: (i) Review existing arrangements for building leadership and diversity capability.

Timescale

Medium

Progress

Principle of a Leadership Academy determined.

Scoping meeting now to take place between HR and Diversity Directorates to:

1. Specify Academy
2. Determine target audiences and syllabuses

Timescale for establishing the Academy.

Action: (ii) Identify improvement required.

Timescale

Medium

Progress

As above.

Action: (iii) Take into account outcome of recent ICG report into ‘MPS Leadership and Diversity Academy’.

Timescale

Medium

Progress

As above.

Action: (iv) Take into account the outcome of the Morris Inquiry in this aspect.

Timescale

Medium

Progress

To follow receipt and consideration of the Morris Inquiry report.

Action: (v) Establish mechanism to deliver the identified improvements, and introduce.

Timescale

Medium/Long

Progress

As above.

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