Workforce diversity profile

Report: 7
Date: 15 December 2005
By: Commissioner

Summary

This report covers updates on the following:

• The MPS’s Recruitment Strategy
• Planned campaigns for 2005-6 focusing on under-represented groups
• The use of targeted advertising and marketing, including liaison with minority organisations, presence at minority group events, education and voluntary service projects.
• Graduate recruitment strategy
• PCSO/MSC recruitment.
• Vetting times

The report also includes updates from the Diversity and Citizen Focus Directorate on the following internal activities:

• Gender. Including information on Spring forward “Encompass”, and Dancing Partners initiatives, as well as progress in flexible working for key departments
• LGBT. Including civil partnerships and activities associated with the LGBT History Month
• Race. Including updates from ACPO, 0-5 Development Programme and the FEM-DTP.
• Disability: Including updates on DIAG and disability awareness

A. Recommendation

That this report be received.

B. Supporting information

Current diversity

Police officer

1. Police Officer strength currently stands at 31,234. The rise in police officers from black and minority ethnic communities from 2,168 at the end of March to 2,261 at the end of October has resulted in a black and minority ethnic strength of 7.2%. The rise in female police officers from 5,978 at the end of March to 6,094 at the end of October has resulted in a female strength of 19.5% [See Appendix 1, Table 3]. Such increases stem from the diverse application pool; 49% of Police officer enquiries and 46% of applications come from black and minority ethnic groups and 35% of enquiries and 38% of applications are from females. To date 691 police officer candidates have been recruited (73% of year end target) which is in line with planned growth. Such success is mirrored in the diversity figures as 116 black and minority ethnic police officers have been recruited (68% of the year end target) and 245 female police officers (75% of the year end target) have been recruited so far this year. [See Appendix 1, Table 2].

2. We have now had a significant impact on the applicants who have been waiting some time to join the MPS and recruited as part of the ‘batch-process’ 3 years ago. Based on projected intakes we can forecast that we will have worked our way through those applicants by around August 2006. This means that we will be able to focus our efforts on newer applicants who have subsequently applied to join the MPS and who are also experiencing delayed joining dates. The introduction of the life skills questionnaire will assist in the identification of candidates in possession of skills (e.g. language skills and faith/community knowledge) for which the MPS has a business need and prioritise them onto intakes accordingly.

3. It should be noted that the 2006/07 intake sizes and marketing activity depends heavily on the successful outcome of bids for additional resources for counter-terrorism and the roll out of Safer Neighbourhood Teams.

Police Community Support Officer (PCSO)

4. The PCSO position is in the midst of a rapid expansion with the enlargement of the Safer Neighbourhood initiative. PCSO strength now stands at 2,056. This financial year, black and minority ethnic PCSO numbers have increased from 702 at the end of March to 756 at the end of October resulting in a 36.8% strength. Female PCSO numbers have increased from 643 at the end of March to 649 at the end of October leading to a female strength of 31.5% [See Appendix 1, Table 3]. The diverse recruitment pool (black and minority ethnic candidates account for 46% and females 31% of all PCSO enquiries) has increased the strength of both black and minority ethnic and female officers. To date 287 candidates have been booked onto a training school date against a target of 568. With a projected yield of 567 from the application pool, we have more than enough candidates in the system to meet the target. [See Appendix 1, Table 2]. The PCSO strength will increase in 2006/07 to facilitate the early roll out of the safer neighbourhood teams.

Metropolitan Special Constabulary (MSC)

5. MSC strength has risen from 697 at the end of March to 962 at the end of October [See Appendix 1, Table 3]. Black and minority ethnic candidates constitute 45% of all MSC enquiries and female candidates staff 30%. Although there are no diversity targets for MSCs 25% of those recruited this financial year are from black and minority ethnic backgrounds and 31% are female. To date, 420 (52%) MSCs have been booked onto a training school date against a target of 801. [See Appendix 1, Table 2]

Recruitment Strategy

6. The revised Recruitment Strategy, which highlights the methods to be adopted to attract and recruit a diverse workforce, can be found in the members’ library and on the Recruitment Directorate’s intranet site. The main developments in the strategic approach it sets out are:

• Greater emphasis on improving the operational capability of the MPS through broadening the skills and knowledge base of personnel entering the organisation, in line with identified operational and organisational requirements of policing London in all its diversity;
• Supporting public reassurance by enabling the London-wide rollout of Safer Neighbourhoods;
• Continuing to improve the diversity and mix of the MPS workforce, and to manage the pool of candidates remaining from the batch recruitment process;
• Continued use of focused marketing and positive action initiatives to attract a diverse range of high-quality applicants.

7. Under the revised Recruitment Strategy, candidates who have been successful in the selection process are invited to complete a questionnaire asking about their language skills, knowledge of communities, life skills and relevant paid or voluntary work experience. This information is supplied on a voluntary basis and is used as part of the process of allocating candidates to training school intakes, prioritising those with skills and experience of particular operational and organisational value to the MPS. The life skills questionnaire has been given positive support by the Home Office, and has been circulated amongst the 43 forces for consultation with a view to its adoption on a national basis.

Planned campaigns 05/06 and targeted advertising

8. Marketing, advertising and positive action activity spans all dimensions of diversity, not exclusively ethnicity and gender. For example:

• The media campaign supporting the recent ‘One London One Community’ events included elements targeted at lesbian, gay, bisexual and black and minority ethnic communities. These events showcase a range of careers across the service, and 71% of attendees were from minority groups.
• Two thirds of the 346 expressions of interest gained at the ‘Faith Intromet’ came from black and minority ethnic communities, and over a quarter from women. The event was attended by senior MPS managers and was supported by a bespoke ‘Can you be’ range of literature designed to address the perceived barriers and concerns held by different faith groups.
• A similar approach has been taken at a range of local events, which are organised at local community venues during celebratory periods, e.g. ‘Suree Kutch Leva Patel Community Annual Festival’ in August.

9. Such highly targeted Me+Careers (formally PACT) and marketing events have generated very high levels of application and enquiries. The unprecedented high level of black and minority ethnic enquiries (44%) and applications (42%) far exceeds the London population profile of 29%.

10. In terms of targeting the youth market we have, for the third year running, been in partnership with Hobson's Publishing, producing role profiles, online diaries, e-zines, bespoke mailings and advice to careers officers as part of the package. In addition, we are also involved with Get Smart publications and with B-Live, an online membership scheme for 14 to 18 year olds, offering tailored careers advice from professionals.

11. The MPS is supportive of the recruitment of police staff volunteers, cadets and special constables and HR Recruitment has been instrumental in publicising the opportunities available. The increase in the number of Specials required to support the Safer Neighbourhoods rollout has necessitated the creation of bespoke events for MSC and an extensive media campaign, which includes the use of newspaper and outdoor media.

12. Forthcoming legislation with regard to age is likely to impact on the MPS, causing this to become a priority. Preliminary research has been undertaken in regard to addressing age and will form the basis for developing an 'age' campaign. Research targeting people with disabilities needs to progress and an additional member of staff dedicated to the promotion of disability has joined the Me+ careers team.

Graduate recruitment strategy

13. The Graduate Strategy has been developed, a copy has been lodged with the members’ library and can also be found on the Recruitment Directorate’s website. Additionally, the Recruitment Directorate and Career Management Unit are developing a graduate recruitment scheme to supplement the High Potential Development Scheme, which will target London universities. Brunel, Kingston, London Metropolitan, Middlesex and East London universities have a notable population of students from black and minority ethnic communities and are currently on board with the scheme.

Extended policing family recruitment

Police Community Support Officers (PCSO)

14. The MPS has succeeded in training, or offering a training place, to 255 PCSO applicants, of whom 29% are black and minority ethnic and 45% female. There are sufficient additional applicants in the application pool to enable the MPS to reach the 2005-06 recruitment target of 567 (30% black and minority ethnic and 50% female) and achieve strength of 2,330 by 31 March 2006.

15. Work towards the anticipated 2006/07 PCSO recruitment target of 1,504 is already in hand: advertising campaigns commenced in October 2006, two ‘One London One Community’ PCSO recruitment events have taken place and partnership work with Job Centre Plus continues.

Metropolitan Police Special Constabulary (MSC)

16. The MPS has succeeded in training, or offering a training place, to 413 MSC applicants, of whom 35% are women and 24% are from a black and minority ethnic community. This includes 17 Shop Watch and 170 police staff, and is a remarkable increase compared to MSC recruitment volumes achieved in the past. There are sufficient additional applicants in the pool to enable the MPS to reach the 2005-06 recruitment target of 801, and achieve strength of 1,500 by 31 March 2006. This success has been enabled by a range of marketing activity, including bespoke local recruitment activity, two bespoke MSC 'Intromet’ style events that included on-site selection, and the introduction of employer sponsored schemes. These include the MPS’ own police staff scheme as well as Shop Watch (retail employers), Campus Watch (higher education employers), Borough Beat (local authority employers) and Hospital Watch (NHS Hospital Trusts).

17. Work towards the expected 2006-07 MSC recruitment target of circa 1,120 is in hand. Advertising campaigns commenced in October 2005 and a bespoke Intromet-style MSC recruitment event took place at the end of November. Further activity is being planned.

Vetting

18. As noted above, there are sufficient applicants in the application pools for all processes to enable targets to be achieved. Delays in completing security vetting, however, pose a risk to the final achievement to those targets. Appendix 1 shows mean vetting times for police officers for this financial year to date.

19. It can be seen that there is an ethnic differential in the length of time taken to secure vetting clearance. This differential has increased over the course of the financial year, and constrains our ability to provide mixed intakes and puts end of year diversity targets in danger.

20. Much of the overall vetting delay results from resourcing and priority decisions outside the control of the MPS. HR is working closely with the MPS’ Personnel Security Group (PSG) to prioritise the progression of cases in line with business priorities and in order to mitigate adverse impact, and to share information and progress updates to assist decision-making. PSG is also pursuing business process and technological improvements to speed up those elements of the vetting process over which they have control. To further help manage the risks associated with vetting delays; Training School has put back many PCSO and MSC training courses until the latter part of the financial year to allow time for candidates to clear vetting.

The following information highlights corporate activity being undertaken to improve the diverse make-up of the MPS workforce.

Gender

19. In the summer of 2004, the MPS held four listening events for women staff (Dancing on the Glass ceiling) and later that year these were followed up by a consultation exercise for men (Dancing Partners). These events highlighted a number of key issues that are addressed across the organisation. This activity is monitored and orchestrated through a project board (Gender Issues Action Group – (GIAG)). Through GIAG the Diversity and Citizen Focus Directorate (D&CF) have worked with HR Directorate to present new guidance for staff on flexible working. D&CF have recently commissioned HR Directorate to produce a ‘gender scorecard’. It is envisaged that this product will enable GIAG to identify gender related HR issues and to develop interventions with local management teams.

20. A number of gender issues are also presented by the Diversity and Citizen Focus Directorate (D&CF) directly to the Commissioner through the Commissioners Women’s Focus Group. A recent example of this was the issues of ill-fitting ‘unisex’ shirts for women in some specialist units. This has now been addressed with a change in MPS procurement arrangements.

Spring forward “Encompass”

21. 160 female police officers and police staff have now completed this personal development and leadership course that is targeted at sergeants, inspectors and Band Ds. Feedback continues to be positive and the programme will continue to run until April 2006.

22. Consideration is being given to holding courses specifically aimed at part-time workers to enable them to participate in courses.

Dancing partners

23. This male-only consultation exercise (to complement the women-only events of the previous year) has been evaluated by Internal Consultancy Group (ICG). The evaluation describes the event as “… a unique opportunity for the male members of the MPS. It offered the first single occasion for men to discuss gender issues, related topics and the barriers and enablers to realising the vision of ‘Team Met’.” The report also identified the introduction of “… a new way of working and thinking to a large group of men…” described their input as “intelligent and articulate” and noted “tangible suggestions that arose out of the day are captured here and their investigation and implementation will unquestionably benefit men and women working together for a safer London…”

24. A ‘Dancing Together’ event is planned for February 2006 to consider the findings of the previous two events, to explore and showcase the MPS commitment to gender fair practice and to consider how we further move the gender equality agenda forward.

Equal Opportunities Commission

25. The Equal Opportunities Commission/Shared Intelligence pilot project has now been completed. The gender strand has participated in the workshops (aimed at testing implementation of the statutory gender-specific duties that will apply to public authorities from April 2007) which involved attending two ‘learning sets’ in June and July and October designed to share and discuss best practice. The duty is potentially the biggest change to gender equality legislation since the Sex Discrimination Act 30 years ago, the project aim was to develop specific duties that are effective in delivering the general duty (promoting equality between women and men and eliminating unlawful discrimination).

26. The gender strand submitted three priority gender equality goals for assessment, which met the project requirements of being rigorous; outcome focused and included the involvement of current and potential service users and employees. These were:

• Women & Policing Group – service delivery for women in the London community
• Gender Issues Action Group – internal management of gender needs
• Community Reassurance – reassuring and supporting London’s women

27. The Shared Intelligence report entitled ‘Gender Public Sector Duty. Pilot Project: Report to the Equal Opportunities Commission’ is currently in its draft stage and examines the process and main lessons that have been learnt from it. These lessons are used to provide recommendations to the EOC in terms of their role in overseeing the implementation of the duty. It also provides details of four case studies, each using a different approach and facing different circumstances. These can be used to provide other organisations with possible ways of approaching the work.

Workshops with CO19 (Firearms branch)

28. Diversity and Citizen Focus Directorate have been working with CO19, which has less than 2% female and Black Ethnic Minority police officers in its ranks, in the development of their Equality and Diversity Action Plan (EDAP). A number of workshops have been held at which issues affecting recruitment, retention, progression and deployment in the context of the six key diversity strands plus fairness issues were identified. D&CF worked with CO19 to develop a format to address the matters raised at the workshops. Progress will be reviewed in January 2006.

Flexible working and job sharing in Serious Crime Directorate (SCD)

29. D&CF have been working with Association of Chief Police Officers (ACPO) leads in Serious Crimes Directorate (SCD) in order to support the extension of flexible working and job sharing in this directorate. A number of challenge panels have been held that have looked at existing flexible working practices. Posts have been reviewed and each Command within SCD, that D&CF has worked with thus far, has identified a number of additional roles suitable for this type of working.

Child Abuse Investigation Teams (CAIT)

30. CAIT has a high level of female officers, many of whom work flexibly. Concern has been raised within CAIT that they are reaching a ceiling beyond which the level of flexible working being undertaken will affect operational capability. D&CF have commissioned Price Waterhouse Coopers to undertake a study of the issues of flexible working in CAIT with a view to providing recommendations on how the issues can be addressed.

NVQ in Business Administration (Sticky Floors project)

31. As part of the commitment to support the progression of female police officers and police staff, D&CF are developing a pilot development programme, in association with the Learning Skills Council and Westminster Kingsway College that will lead to NVQ in Business Administration. The pilot would involve 13 female police officers and/or police staff attending college for half a day per month for nine months. D&CF are currently evaluating the potential benefits of this pilot proposal.

Lesbian Gay Bisexual and Transgender (LGBT)

Civil Partnerships

32. Documents providing guidance to all MPS staff has been published on the MPS intranet. Working with the Crown Prosecution Service and the MPS Directorate of Legal Services Implications for the MPS in relation to the impact of the Civil Partnership Act 2004 have been considered e.g. removal of requirement to provide marital status on MPS forms. ACPO will now utilise our approach at a national level.

LGBT History Month

33. The National Pre-Launch of LGBT History Month was held on 23 November 2005. MPS co-hosted the event with MPA and the LGBT History Month Steering Group. The event aimed to raise MPS awareness of the official LGBT History Month, February 2006. The event reflects continued engagement work with external LGBT partners, and aims to raise confidence and build trust with community invitees and draw attention to a programme of eight MPS LGBT events that are planned. High profile LGBT presenters from the Arts Council, Education, a senior MPA official, a leading journalist/author and a prominent LGBT Actor supported the event.

Race

The Active Career Development Programme

34. Targeted at BME officers at rank of inspector to superintendent, the programme provides experienced and trained mentors as well as ACPO advisers for participants. In addition to mentoring support, quarterly workshops are held, these focusing on improving individual learning and organisational knowledge across a broad spectrum of subject areas.

35. There are currently 59 mentee officers participating on the programme ten of whom joined in 2005. These are supported by 46 mentors and 35 ACPO advisors. Two members of the programme were recently promoted to superintendent. Sixteen members of the programme will be provided support, through the ACDP, at the next Inspector to Chief Inspector promotion process.

The 0-5 Support and Development Scheme

36. Also targeted at Visible Ethnic Minority Officers the scheme was introduced to assist the retention of officers once leaving training school and thereafter in the first five years of their service.

37. In order to help address the high wastage rates of VEM officers during the first 18 weeks of training, DOIT have extended the 0 – 5 Development Programme to include VEM officers who are attending the Recruit Training School. There are currently 480 mentees on the 0 - 5 who are supported by 390 mentors.

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

38. A bespoke detective training and development programme, the purpose of the FEM-DTP is to increase female and ethnic minority detective representation at the critical rank of detective inspector and detective chief inspector.

39. D&CF is currently undertaking a recruitment campaign for six additional detective inspectors to join the programme in January 2006. The FEM-DTP is now in its third year of what was originally planned to be a three-year programme. It is intended that the programme will be extended beyond this period. The FEM-DTP has supported an increase in the number of BME DI’s from 2% to 5% and female DI’s from 4% to 7%. The FEM-DTP is affiliated with the City and Guilds and the successful completion of the programme provides participants with 40 points towards a degree level qualification. D&CF are exploring the potential of developing the FEM-DTP into a NVQ qualification in Policing Investigative Skills.

Disability

Disability Independent advisory Group (DIAG)

40. The DIAG, which held its first meeting in December 2004, was initially set up to provide independent advice on the delivery of policing services to disabled people. However, in recognition of the many links between the quality of the policing service provided to disabled people and how the MPS supports and manages disability issues within the service, the D&CF have extended the DIAG remit to include the provision of independent advice on internal disability issues.

Mandatory training

41. D&CF are progressing the provision of a programme of disability awareness training for all MPS staff utilising the NCALT e-learning programme 'Disability and the Police'. Roll out of the programme will begin shortly. This training will further develop the understanding of the Disability Discrimination Act within the MPS and will from part of MPS approach in promoting disability.

Greenwich Disability learning and Development Project

42. D&CF are developing, in association with Greenwich BOCU, Safer Neighbourhoods, the MPS Disabled Staff Association and members of the Greenwich community, a pilot programme of training. This programme is based on the ethos set out in the National Police Race and Diversity Learning and Development Programme that provides for training to be given in a contextulised manner based on the role of the individual or group receiving the training. Currently a Training Needs Analysis is being developed.

Deaf and deafness issues

43. A pilot of the use of in-canal digital hearing aids has now begun with three police officers. Early indications are extremely positive about the use of this hearing aid technology to enable officers with hearing difficulties to undertake full operational duty. A full report will be undertaken after 6 months.

44. We have scheduled 10 deafness awareness courses to take place in the remainder of the financial year. The training, that is available to all MPS staff, provides a basic understanding of the issues affecting deaf people and provides guidance on how staff can successfully interact with them.

Diversity Strategy

45. A second draft has been submitted for consultation, including Management Board and Equal Opportunities and Diversity Board. Feed back on these consultations will be incorporated into a revised version that will be resubmitted to Management Board and the MPA.

Race Equality Scheme 2005 – 08

46. A revised scheme is in the process of being published on the MPS intranet and Internet. Work is continuing on the development of a single equalities scheme.

Stephen Lawrence Inquiry recommendations

50. This issue was subject of an MPA EODB Commissioning Brief for the December forum. A new update has been produced and submitted for that forum.

C. Race and equality impact

All equality and diversity issues are dealt with in the report. The prime issue highlighted regards the ethnic disparity observed in regards to vetting clearance times.

D. Financial implications

Financial analysis was undertaken to ascertain whether there would be any implications and no significant implications were found. Any that were to arise would be absorbed through normal business as usual processes.

E. Background papers

None

F. Contact details

Report author: Simon Marshall, Director of Recruitment and Paul Madge, Director of People Development in conjunction with the Diversity and Citizen Focus Directorate.

For more information contact:

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

Appendix 1

Table 1: Average vetting times for Police Officers, FYTD

Table 2 – Progress against recruitment targets 2005/06 FYTD

Table 3 – Strength increase 2003/4 and 2005/06 FYTD

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