Morris Inquiry - support for staff

ps/02/06
16 January 2006
MPA briefing paper

Author: Penny St Martin, Head of Planning and Performance Unit, MPS

This briefing paper has been prepared to inform members and staff. It is not a committee report and no decisions are required.

Governance structure

1. HR Directorate has allocated an HR Board lead and an assistant to each action/recommendation arising from the various reports, which have resulted in an action plan. A manager has been appointed within the directorate to act as a single point of contact for the coordination of progress reporting on a bi-monthly basis. A scrutiny / challenge panel has also been established. In addition, HR Board is provided with a bi monthly exceptions report.

Actions updates

(M3d and M20h) That the MPS should ensure that the Human Resources directorate plays a full part in the management of discipline cases, with responsibility for maintaining contact with officers under investigation and overseeing welfare support and re-entry into the workplace for suspended officers

2. A new Suspension Support Unit has been formed, the remit of which has now been finalised following discussions with the Superintendents Association and Police Federation. Local operating procedures have now been agreed although the best practice guidance is still subject to consultation with key stakeholders and should be complete by mid February 2006.

Fairness at work

(M4 – CRE 82 and 87 also relevant)) That the MPS replaces its Fairness at Work policy with a new grievance procedure, based on the ACAS Code of Practice on Disciplinary and Grievance Procedures. The procedure should cover all workplace conflicts involving officers and staff.

3. The Fairness at Work policy as a means of dealing with grievances will remain in place, however the policy has been subject to review and revision, following consultation with key stakeholders. Details of the proposed changes can be found at Appendix 1 – these will be finalised by the end of January 2006. The new policy will be launched together with the Mediation pilot at the beginning of February 2006.

(M4c) –the bringing together of the fairness at work coordinator, fairness at work advisers, practice managers and any other mediators to share experience and refresh their knowledge.

4. The Practice Manager (PM) function has now been fully scoped and developed. The PMs will commence in January 2006, and will encompass the Fairness at Work (FAW) coordinator’s role. It is envisaged that there will be bi annual meetings of good practice dissemination with these, the FAW advisors and mediators.

(M4d and G38) review the use of mediation and restorative justice in the fairness at work procedure.

5. HR Directorate are in the process of delivering a pilot scheme where mediation is used to deal with concerns raised by members of staff. The pilot will commence in February 2006 and run for a period of 6 months, when it will be formally reviewed and evaluated.

Implementation and supervision of Lancet recommendations

(M20) Implementation and supervision of Lancet recommendations that ensures a consistent approach to investigations and suspension

6. Following a review of outstanding recommendations the Suspensions Policy has now been revised, in agreement with the MPA, in November 2005. There will be a further review after one full year of the policy being operational.

Officer confidentiality

(M20i –l) That, when an officer is under investigation, the MPS should:
i) Give the officer a copy of any media release before it is issued;

7. Officers or police staff members under investigation will be given a copy of the agreed press statement and/or ‘if asked’ press lines by the DPS senior investigating officer or other appropriate DPS officer before the details are given to the media.

ii) Tell the officer when information is likely to be released to the media

8. The officer or police staff member under investigation will also be advised as to when and where an article or story concerning their investigation may appear if that is known. This should include proposed articles in The Job and on the Intranet.

iii) Provide the officer with advice for dealing with media intrusion, door stepping, etc.

9. An offer of support and advice regarding media handling issues, including how to handle door stepping, will also be made by the DPS and a contact within the Human Resources Directorate Press Office given to fulfil this role. All conversations between the individual and the press officer will remain confidential. Officers or police staff members who are alleged victims in either criminal or misconduct cases being investigated by the DPS will be given the same access to media lines as those under investigation.

(M20m – n) That measures are put in place to ensure that officers under investigation (other than covert investigations) are kept informed of developments and that officers are told of the detail of any charges at the time they are told of a decision to discipline them.

10. There is a statutory duty on investigators to keep officers informed of developments.

11. A system has been developed within Department of Professional Standards to manage the process of keeping officers informed of progress; reminders are generated and the case will not be closed until the notifications have been completed. When the case is complete, the Form 163A will be served and cases complete letter constructed.

12. In addition, officers are supported and given access to welfare counselling by the Suspension Support Unit within HR Services Directorate.

Recruit Training School

(M26) That the MPS takes active steps to remain vigilant and to monitor the culture at Hendon, and to ensure that all staff and recruits are aware of what constitutes inappropriate behaviour (such as that which is bullying and / or discriminatory) and that any incidents which do occur are treated with the seriousness they deserve.

13. A code of expectations has been written and approved by the Director of Human Resources. This code is now accessible through the Recruit Training School (RTS) Intranet site and will be included in the Student Officer handbook, which is under development.

14. Additionally the detail is included in further training course material and recruits are given the opportunity to discuss acceptable conduct and support mechanisms in the event of a problem. These include access to a confidential Student Options and Solutions Team, a full time Staff Support Association Member at Hendon and exit interviews with 2 members of senior management for those resigning. Access to the Fairness at Work process is also covered during induction.

(M27) That the MPS ensures that there are effective, formal support mechanisms in place for all recruits. These should cover the period after acceptance and before they arrive at Hendon, as well as their time spent there.

15. The Student Options and Solutions Team (SOST) was established to provide effective, formal support mechanisms, for example counselling services and referrals to various support associations. The Staff Associations now have a full time representative at Hendon, and a First Contact Scheme was launched in November 2005 for further support and guidance. Work is continuing to expand the 0-5 mentoring scheme; these support mechanisms are available not only to recruits based at Hendon but also to all those based at satellite sites. A member of staff at Recruit Training Scheme has gained a qualification in English as Another Language (EAL) and offers courses to all police personnel and pre join candidates. Although the completed courses have received some very good feedback, it will be formally reviewed early in 2006. Following this review, another course will be delivered in March 2006.

Performance Development Review’s (PDRs)

(M30) That the Human Resources directorate takes steps to ensure that the Performance Development Review process is fully implemented across the MPS as a meaningful management tool. This should be centrally monitored and the Human Resources directorate should carry out periodic reviews across the organisation to monitor quality and consistency.

16. The approach to PDR completion in terms of timeliness and quality is managed via several means. The Career Management Unit (CMU) is responsible for promotion of the benefits of the PDR process and monitors compliance on a monthly basis. The HR Managers and their teams are responsible for the quality assurance of completed PDRs and additionally HR Evaluation Team monitors completion rates and surveys staff and managers regarding the perceived effectiveness of the PDR process.

17. There are a number of interventions now in place to ensure PDR compliance. These range from input to the HR Evaluation Team's PDR good practice workshops, to attendance at key B/OCU meetings, to design of a modular training programme and review of all existing PDR training. PDR completion rates are monitored and reported monthly, and current figures show a positive completion rate of 88% for police officers and 85% police staff, compared to a completion rate of 54% for both in January 2005.

Flexible Working

(M32 a and b) - That the MPS takes steps to ensure that its policy on flexible working is fully understood and implemented, and that the Human Resources directorate rigorously monitors that implementation. a) That the MPS establishes a central resource to provide guidance to managers on managing flexible working and to match requests for flexible working with job opportunities. b) That consideration is given to a childcare co- coordinator post based on the Greater Manchester Police model.

18. A Childcare Co-ordinator and Flexible Working Coordinator and a deputy have been in place for almost a year and have just completed a Childcare strategy outlining goals and milestones for the coming year. The flexible working policy was re-launched in April 2004 and has been communicated widely throughout the MPS through a number of measures including: Thinking Flexibly Managers Guide that has been cascaded throughout OCUs, breakfast seminars to inform staff, and working in partnership with the Diversity Directorate to bring about the cultural change necessary for flexible working to be considered an integral, and value-adding facet to organisational success. Information about the policy is included in local welcome packs and induction programmes. In addition, we evaluate the implementation of the policy in individual OCUs and monitor promotion of the policy at a local level. There are currently 953 members of the MPS recorded on Met HR as working flexibly; however a data reconciliation exercise is currently underway to reflect the true picture of those benefiting from flexible working arrangements, thought to be in the region of 2500. In addition, the HR Planning and Performance unit are conducting some qualitative analysis to determine the extent of flexible working patterns being adopted, barriers to implementation and the quantifiable benefits to be gained from a flexible workforce. This work should be completed in early February 2006.

(M33) –that the MPS sets up a central resource to match officers and staff with disabilities to suitable vacancies and ensure that any reasonable adjustments are made speedily. The paper may also provide an opinion on the national ‘CRE’ HR issues identified within that report that have national implications

19. A member of staff has now been recruited (November 2005) into the Met Careers Team (Positive Action Team) with this specific remit – summary of responsibilities and objectives attached at Appendix 2.

G39 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’

i) Review existing arrangements

20. The need to develop existing systems had already been identified. Provision is made in cases where welfare support etc. is considered necessary. Action complete but under review.

ii) Identify elements of a support strategy

21. 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 complete but under review.

iii) Develop and introduce a support strategy

22. The Suspension Support Unit is now in place.

Equality Impact

23. Police Staff Discipline/Fairness at Work data, including gender and ethnicity, is analysed monthly from corporate database records, to ensure that no particular group is being disadvantaged or targeted. Any anomalies are investigated by HR Services to ensure that the policies are being applied openly and fairly and that professional standards are being maintained. Data is also submitted to HR Senior Management Team via the HR Scorecard on a monthly basis to ensure compliance. Any indication that the policies are not being used to their full potential will lead to additional marketing and training opportunities being considered. Data monitoring continues to be undertaken on a monthly basis.

24. Once the data has been analysed it will be made available to HR Managers and Borough Commanders/Heads of Branches as an indicator of their performance in this area. This will occur in six to twelve months time. Dissemination has been delayed due to staff shortages but an applicant for the HR Analyst post has just been selected and will take up post within the next three months.

Evaluation of the Mediation Pilot

25. This will cover those selected as mediators, and those who chose to use the mediation process will be monitored for diversity/ disproportionality issues – data will be available from September 2006.

Equality and diversity implications

26. Equality and diversity implications arising from this report are covered within the body of the report.

Financial implications

27. Whilst there have been obvious cost implications to establishing new posts and systems. All have been contained within appropriate budgets.

Appendix 1

Proposed revisions to the MPS Fairness at Work Policy (FAWP)

The following changes to the FAWP have been proposed:

1. Acknowledgement of the provisions in the Employment Act 2002 – Dispute Resolution Regulations, which were enacted on 1 October 2004.

2. Greater clarity about the scope and parameters of the policy, with particular reference to the fact that disciplinary and performance issues should be addressed through the existing procedures.

3. Greater emphasis on exploring options for informal resolution prior to use of the FAWP. This will include the use of mediation, as a prelude to the formal FAWP.

4. An extension of the timescales at each stage to allow the Advisor/ Appeal Advisor up-to 28 days in which to complete their work.

5. Clarification about the role of senior managers in HR Services (Practice Manager) who will have the authority to recommend the closure of a case, if and when they become aware that the issues raised fall outside of the scope and parameters of the policy. In such circumstances, the Originator will be given a full explanation prior to the matter being closed down. Also, the decision to close a case must be ratified by the Assistant Director of HR Services, Core Support.

6. Details of the modified FAWP, which will be available to ex-employees.

7. Clarification about the protocols for ratifying FAW recommendations, which once agreed will be mandatory.

Appendix 2

Job Title: Recruitment Manager – Disabilities/Age/Sexual Orientation.

Key responsibilities:

• To engage in and manage the recruitment of police officers and police staff, with particular focus on people from all under-represented groups included in the six strands of diversity.
• To attend and manage MPS recruitment events and initiatives in an advisory capacity.
• Liaise and work with internal and external agencies and other parties, to scope and develop opportunities for employment within the organisation for people with disabilities.
• To scope and develop opportunities and initiatives that comply with the requirements of the forthcoming Age Discrimination Act, in respect of recruitment of Police officers and staff within the MPS.
• To engage in related recruitment activity as directed by senior management and subject to organisational requirements.
• Set up specific recruitment activity/events designed to showcase the MPS as an employer of choice for disabilities/Age.
• Provide update reports for the recruitment directorate on age/disability issues.
• Liase and work with internal and external agencies and other parties, to scope and develop opportunities for employment within the organisation for people with age issues.
• To scope and develop opportunities and initiatives that comply with the requirements of the forthcoming Disability Discrimination Act, in respect of recruitment of Police officers and staff within the MPS.

Key Objectives

• Liase and work with internal and external agencies to scope and develop opportunities for employment within the MPS for people with disabilities.
• To scope and develop employment opportunities and initiatives that comply with forthcoming Age Discrimination legislation.
• Provide update reports to HR recruitment directorate on disability/age issues.
• Set up recruitment activity designed to attract people with disabilities.

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