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									                 MPS Equalities Scheme - 2009 Annual Review

                                             2009 ANNUAL REVIEW


                                                        MPS Equalities Scheme - 2009 Annual Review

MPS Equalities Scheme –
2009 Annual Review
Progress on action plan objectives

The MPS Equalities Scheme (ES) and action         each objective. The aim has been to clarify
plan was published in December 2006, with         them, remove duplication and make them
additional sections subsequently added            more suitable for delivering operational
between that time and May 2008. Progress          change within the organisation. This report
has been reported upon through annual             details progress made within the context of
reports, particularly in terms of Disability in   the new refined plan.
2007/8 and of Gender in 2008. This report
provides an update on the progress made in
delivering all the objectives across all the
equality strands. This document is in addition
to the information detailed within, and should
be read in conjunction with, the ES and the
Annual Reports available at:

The Scheme is designed to improve equality
for all and in particular enable our staff to
provide improved services to Londoners. It is
the intention of the Scheme that
improvements and progress made within one
diversity element will provide benefits for all
others. Responsibility for implementing the
objectives is shared across the MPS but the
governance arrangements are overseen and
monitored by the Diversity and Citizen Focus
Directorate (DCFD).

The MPS Equalities Scheme Programme Board
has strategic oversight for the delivery of the
action plan work programme. During 2008/9 a
review of the whole action plan has been
underway. Assisted by the DCFD, each owner
has reviewed the ongoing appropriateness of

                                                            MPS Equalities Scheme - 2009 Annual Review

Objective C1                                       legal compliance. It is not a prescriptive ‘how
                                                   to’ document because it must be flexible
Lead: Assistant Commissioner                       enough to allow for different policing
Territorial Policing,                              conditions and policing priorities. After
Each MPS OCU head.                                 implementation, an Editorial Board of NPIA
Develop and implement the Equality Standard        and representative Police Services will
for the Police Service                             continue to ensure that it is updated and
                                                   remains challenging.
An Equality Standard for the Police Service is
an essential tool to help embed equality and       The 3 main sections are – Community and
diversity into every part of policing activity –   Customer Focus, Crime Impacts Focus and
operational and corporate. Through the             Organisational Focus. Knowing the internal
effective involvement and engagement of the        and external customers and improving
workforce, communities served and partners         customer service is also a strong theme
the Met will be better placed to deliver its       throughout the Standard. Activity to be
promises to the people of London.                  evidenced for the initial ‘Baseline’ stage
                                                   should already be taking place and potential
The Metropolitan Police Service is currently       documents to be cited as evidence include
working in partnership with National Policing      local policing plans, impact assessments,
Improvement Agency (NPIA) to develop an            evaluations of deployments and
Equality Standard for the Police Service. This     investigations, minutes of meetings with
Standard is specifically designed for the Police   communities; partnership activities and
Service and will be brought into use within the    Annual Reports. There is detailed guidance
Met in late autumn 2009. All 43 Police             and an optional, easy-to-use, IT Evidence
Services across England and Wales along with       Capture System.
the Ministry of Defence and British Transport
Police are involved.                               In keeping with other equality standards, it
                                                   progresses through three stages. The first,
Within the MPS a three-month field trial is        ‘Baseline’, must be met for HMIC’s 2010-11
underway from April across Enfield,                inspection. As the first standard of its type it
Greenwich and Richmond BOCUs and the               needs to set that baseline and also control the
Resources, Public Affairs and Professional         second stage – ‘Developing’. That stage checks
Standards Directorates.                            that appropriate activity has been fully
                                                   integrated and then the third stage, ‘Good
The Standard now contains just 25 criteria for     Practice’, looks at outcomes. It was
each of the three stages (Baseline, Developing     recognised early on in the project that an
and Good Practice) and the field-testing will      emphasis on outcomes at all stages risked
examine the possibility of further reductions.     Police Services not being able to audit their
In comparison, the newly launched ‘Equality        activity fully. The last stage emphasises
Framework for local government’ (EFlg) has 29      replicating ‘what works’, thereby getting best
criteria.                                          value from resources. The NPIA will facilitate
                                                   sharing of good practice throughout the life of
The Equality Standard contributes to               the Standard.
improving core business delivery and every
business area in the Met will be involved. It      The MPS is adopting a Standard to:
does not replace equality legislation but
provides a means of collating evidence to             improve overall performance and
show how far the MPS has exceeded mere                 contribute to community confidence

                                                             MPS Equalities Scheme - 2009 Annual Review

   integrate police equality activity across all      links to forthcoming NPIA guidance e.g.
    business areas                                      People/Leadership Strategies, HR Standard
   demonstrate activity and outcomes                  links to forthcoming Tripartite Equality
    beyond basic legal compliance                       Strategy and new legislation
   build organisational capability via a diverse      aligns with the European Framework for
    workforce, better reflecting communities            Quality Management and Business
    served                                              Excellence Model.
   support bench-marking and spread good
    practice (saving resources)                     The Equality Standard incorporates a
   reflect delivery partners’ use of standards     transparent and fully documented verification
    appropriate to their business                   process with three stages - self-assessment,
   support HMIC as part of its 2010-11             community/partner assessment and then
    workforce inspection                            peer-assessment. The second stage
   support Police Authorities in local target      establishes a new layer of community
    setting, etc.                                   engagement and should contribute to building
                                                    community confidence.
The Standard’s three sections therefore focus
across these aspects:                               The Standard sits at a strategic level above
                                                    day-to-day equality activity within the MPS
   equality for all, not just ‘strands’ in         and other Police Services. Evidencing it will be
    legislation                                     a matter of familiarisation and does not rely
   community engagement                            upon users undertaking any form of training
   improving service design and delivery           to run the Standard – it is easy-to-use. This
    overall                                         improvement tool is designed to help change
   being able to treat people according to         culture in a logical way as it embeds into the
    need                                            Met in real time. All business areas will do gap
   closing gaps in satisfaction levels             analysis and then format action plans for
                                                    improvement as is standard practice. Where
   responding to local concerns
                                                    business areas within the Met have been
   attracting, retaining and developing a
                                                    taking an annual and reactive approach to
    skilled and diverse workforce reflecting
                                                    gathering evidence on equality activity, this
    communities served
                                                    new proactive approach should save on
   integrating equality activity across all
                                                    resources and reduce service disruption as
    business areas.
                                                    well as enabling the assessment of
                                                    performance at any time during the year.
The Standard has been developed to connect
to strategic policing and Government priorities
and is supported by ACPO Cabinet. It:               Objective C3
                                                    Lead: Assistant Commissioner
   Supports delivery e.g. National Policing        Territorial Policing
    Plan and National Community Safety Plan;
    Citizen Focus and Neighbourhood Policing;       To develop the Equality Impact Assessment
    Policing Pledge; National Intelligence          process
    Model; etc.
                                                    The Equality Impact Assessment (EIA) Policy,
   supports delivery of all relevant
                                                    Standard Operating Procedures (SOP) and
    Government Public Service Agreements
                                                    Form 6119A were published in December
   helps drive improvement in equality of
                                                    2006 alongside the initial publication of the
    recruitment, retention and progression
                                                    ES. The policy has delivered positive results: all

                                                          MPS Equalities Scheme - 2009 Annual Review

corporate polices undergo the EIA process,       Objective C5
with arrangements for three-year reviews and
annual monitoring for each assessed policy       Leads: Internal - Director Human
successfully in place. These can be accessed     Resources
at:                                              External - Assistant Commissioner        Territorial Policing
                                                 The implementation of monitoring processes,
Completed corporate policy EIAs are quality
                                                 which encompass all six diversity strands
assured by the DCFD, who also offer advice
during the process itself.
                                                 Corporate Framework
The EIA Policy is broad in its concept, aiming   A corporate level performance management
to impact assess a very wide range of            framework for diversity and equality has been
activities. This has proved difficult to         developed and is used by the MPS Diversity
implement across the MPS in a consistent         Board at its meetings. The framework
fashion. An EIA sub-group of the ES              encompasses all six diversity strands and
Programme Board is reviewing the entire          reports on performance in both service
process during 2009 and will propose             delivery and employment practices.
                                                 An exception based performance report is
As part of the monitoring of the EIA Policy,     presented to Diversity Board at each of its
feedback from Policy writers and others have     meetings, allowing the Board to consider both
suggested several improvements. These            the effectiveness of monitoring processes for
include the need to:                             diversity and equality across all business areas
                                                 and current performance issues, thereby
   simplify the form, particularly the          enabling the Board to commission further
    screening process (a simpler form has        work or initiate improvement activity as
    been piloted during the 2008 Territorial     necessary.
    Policing planning processes for BOCUs)
   comply with the mandatory requirement        Business Groups are encouraged to ensure
    to engage, consult and involve               that diversity and equality issues are
    stakeholders in EIAs                         encompassed in their performance
   provide relevant training (training          management processes. For example, the
    workshops have been held, with mixed         Crime Control Strategy Meetings (CCSMs)
    success) and assistance.                     form an integral part of the performance
                                                 management regime within Territorial
Other potential developments under               Policing, providing a rolling programme of
examination are:                                 thematic performance meetings where
                                                 Borough Commanders are held to account on
   An electronic toolkit, with assistance       performance in specific areas. DCFD worked in
    provided through Intranet links, to more     partnership with the TP Performance Unit to
    effectively embed the process                introduce diversity and equalities into the
   A scoping of the quality assurance,          CCSM programme in November 2008,
    monitoring and governance aspects of the     culminating in a Showcase event in January
    process, including required staffing         2009, providing an opportunity to showcase
    capacity and competence.                     good practice that exists on BOCUs. Other
                                                 business groups are considering the
                                                 applicability of this approach.

                                                               MPS Equalities Scheme - 2009 Annual Review

The performance reports considered by                 from this screen is published in a non-
Diversity Board examine the extent and                attributable way. That is to say, that the
effectiveness of monitoring regimes across            information published will not identify an
business areas. Recommendations are made              individual or lead to any individual being
to enhance monitoring as required. For                identified. Protocol dictates that information
example, monitoring of sexual orientation has         cannot be released without the authority of
now been included in the User Satisfaction            the Strategic Director, Organisational
Survey; work has been undertaken to improve           Development, HR.
the completeness of the monitoring
information recorded in relation to public            The field provides the opportunity for analysis
complaints.                                           of representation across the organisation in
                                                      relation to all diversity strands, and the
The agenda for Diversity Board has been               potential to target intervention through
reviewed to include a rolling programme of            evaluation against Human Resources (HR)
updates from each MPS Business Group on               areas, such as promotion, progression and
the delivery of their diversity and equality          those exiting the organisation. This analysis is
strategies. These updates provide                     only conducted with appropriate sized
opportunities for business groups to recognise        samples to ensure that individuals are not
good practice that has been developed locally,        identified; therefore work continues to
providing a mechanism for this to be shared           increase completion rates and functionality.
with colleagues across the organisation.              In doing so, the HR Organisational
                                                      Development Team is currently in the process
This objective is largely delivered and the issue     of consultation with key stakeholders to
is now about ongoing delivery and                     gather feedback in relation to improvements.
development.                                          Alongside this consultation process messages
                                                      encouraging staff to complete the screen have
Employment                                            been regularly included in various
                                                      communication mechanisms. This initial work
The MPS is committed to being an Employer             has seen completion rates increase from 1,500
of Choice, valuing staff, building trust and          in January 2008 to over 5,500 in January 2009.
confidence in becoming more representative
of the communities we serve. In adopting an
inclusive and secure approach to diversity            Objective C6
monitoring, through the confidential self-            Lead: Director Resources
service 'My Diversity Data' field within MetHR,       To ensure equality is embedded into all
we will be able to capture the workforce              procurement and tender specifications and
diversity profile and design initiatives that         contract processes
better deliver fairness and equality. Launched
in 2007, the field captures information related       Issues relating to Equality in Procurement fall
to disability, religion, faith or belief and sexual   under the banner of responsible procurement
orientation.                                          within the MPS. A great deal has been done by
                                                      the MPS on its own and in conjunction with
Access to this data is restricted to a limited        our colleagues in the GLA in the last few years
number of named users within MetHR, who               such as:
have responsibility for maintenance of the
system; the information in this screen is not            the adoption of the MPS of the GLA
available to anyone else. Any publication of              Sustainable Procurement Policy in 2006
diversity workforce information collected

                                                           MPS Equalities Scheme - 2009 Annual Review

   the use of scored qualifying questions, on    Objective C7
    bidding organisations, in areas such as
    policies and working practices on equality,   Lead: Director Public Affairs
    diversity, sexual orientation, trade union    To ensure that public access to our
    recognition, etc. as part the MPS             information and data about all our services is
    Outsourced Services Retendering Program       inclusive, open and effective
   the adoption of the London Living Wage in
    our Facilities Management Services            Any information or services provided by, or in
    contracts at a cost of £3m+ per annum to      consultation with, the Directorate of Public
    the MPS                                       Affairs (DPA), are made accessible. The DPA
   The achievement of silver status in the       continues to use a wide range of media to
    Mayor’s Green Procurement Code (MGPC)         inform the public of our services and
   The introduction of a programme to pay        information and adhere to our own guidance
    small and medium-sized enterprises            in respect of accessible formats. The DPA can
    (SMEs) within 10 days                         and does provide guidance to other business
   Formation of and budgetary support to a       groups on how information and data should
    GLA Central Responsible Procurement           be accessible. Such information and guidance
    team                                          is readily available on the DPA intranet site.
   the introduction of standard terms forcing
    the mandating of certain standards within     Objective C8
    our contracts - see Appendix 1.
                                                  Lead: Assistant Commissioner
These successes have been built upon by a         Territorial Policing
new 4 year responsible procurement plan           To ensure the opportunities for people to
which was approved by the MPA in January          report crime through ‘Third Party’, Assisted or
2009 and available at:                            Online arrangements are accessible and         relevant to people’s needs.
                                                  The following activities or points support
The new plan contains a whole host of             crime-reporting processes:
initiatives such as promoting the Diversity
Works for London Implementation toolkit,             Third Party Reporting Guidance has been
introducing a tool to monitor the ethical             redeveloped for promulgation to
practices of any of our suppliers who                 Boroughs.
manufacture overseas, increasing the                 A scoping exercise was conducted to
importance of equality issues in supplier             ascertain the picture regarding Third Party,
selection and examining the use of the                Assisted and self-reporting sites across the
website ‘Competefor’                                  MPS 2 years ago, which needs to be
(              refreshed.
siness/login.jsp), dedicated to advertising          On-line reporting
opportunities to small businesses. These              ( in the MPS
targets support the overall GLA plan and such         is still operational and is fit for purpose.
current Mayoral initiatives as the London             The Home Office will access it as the
Economic Recovery Action Plan.                        national scheme ( has
                                                      collapsed. Commissioner Sir Paul
                                                      Stephenson and the Police Minister
                                                      Vernon Cocker MP have met to discuss

                                                          MPS Equalities Scheme - 2009 Annual Review

    other forces having access through the       The Practice Support Team monitors the
    MPS portal.                                  databases containing information gained from
   Non-MPS reporting sites and information      complaints, grievances and exit interviews.
    recording processes by their very nature     The Employment Tribunal Unit carries out the
    do not fall under MPS control                same function in relation to Employment
   The review of policies and procedures        Tribunals. Exit surveys are analysed by the
    under the EIA process takes into account     Career Management Unit. Data is regularly
    access methods and the removal of            analysed and reports are generated for a
    barriers                                     number of relevant stakeholders including the
   The MPS reporting website is available       MPS and GLA. From data gathered, both the
    24/7, however it may not be accessible to    Practice Support Team and the Employment
    non-English speaking victims and victims     Tribunal Unit regularly disseminate learning
    with some communication needs                through the publication of newsletters and
   Ownership of the infrastructure and          reviews. In addition, the data captured is used
    support systems required to manage Third     to proactively identify areas of
    Party and Online reporting are managed       disproportionality and ‘target harden’ to
    by Directorate of Information (DOI)          improve organisational performance. Staff
   The whole subject concerning crime           surveys are held in relation to levels of
    reporting is covered at:                     satisfaction.
    e/index.htm                                  Policy Developers conduct a full Policy and
                                                 SOP review (that is, an Equalities Impact
                                                 Assessment) every 3 years but earlier changes
Objective C9                                     are also made when required. During review,
Lead: Director Human Resources                   internal consultation is conduction with Staff
Identify inequalities experienced by personnel   Support Associations, Trade Union and
from across all diversity areas and promote      Federation Representatives, other
relevant policy changes.                         Directorates and the HR Community. External
                                                 consultation is also carried out with other
HR Policies and Standard Operating               Forces or Services and non-Police
Procedures (SOPs) set out the processes and      organisations such as the NHS, London Fire
procedures to be followed in respect of each     Brigade and Government Departments.
policy area. These are to ensure uniformity of
application across the MPS and that personnel    Policies are published on the Publication
are not disadvantaged by any policy.             Scheme, Ask HR and in Notices. Generic e-
                                                 mails to HR Managers, requiring them to
HR monitors and reports on policy impact on      cascade new information to HR personnel and
personnel based on diversity and takes           line managers, are regularly sent.
remedial action to address potential
disproportionality. HR Services monitors         HR Services produces an Annual Monitoring
questions fed into Resources Directorate’s       report to the Strategy and Improvement
Strategy and Improvement Department, and         Department on all HR Policies and SOPs,
also monitors HR Forum questions, personal       available at
e-mails to team members and telephone calls
to identify any Policy or SOP deficiencies or
changes required. Fairness at Work data is       Diversity Data is analysed monthly and a six-
also considered.                                 monthly report is produced for the MPA.
                                                 Reports to the MPA’s Communities, Equalities

                                                            MPS Equalities Scheme - 2009 Annual Review

and People Committee can be accessed here:         developing a citizen focus and the way we              lead, based upon our values.
This information is also given to the MPS
Diversity Board, minutes available at:             Leadership based on authority, hierarchy and          command and control must give way to a less
                                                   transactional form of collaborative leadership,
Objective C12                                      which is driven by our personal and
                                                   organisational core values.
Lead: Director Human Resources
Delivery of the Leadership Academy                 This sustainable behavioural change
Programme                                          programme follows a recognised and
                                                   supported leadership pathway in modular
The Leadership Academy designs, develops           format that provides a delegate centred
and delivers high-quality values based open        experience focusing on value driven
leadership programmes and bespoke products         leadership and the MPS values and
and services to meet the needs of policing         behaviours.
locally, nationally and internationally. The
Academy aims to help improve operational           This programme is for Police Staff (Band E's
performance and service delivery through           and shadow bands with staff; and Band D's
effective leadership capability in all ranks and   and shadow bands) on promotion and Police
grades. Leadership development for all is          Officers on promotion to Sergeant and
offered, recognising that everyone in policing     Inspector rank. It is formed of three modules -
has leadership responsibility, whether as a        a total of six days. Delegates will attend all
manager of people, a member of a team,             three modules as part of their development
interacting with the public or providing a         on the leadership pathway.
support function.
                                                   Portfolio Leaders
Open Programmes                                    The focus of this five-day programme is to
In response to the high demand for                 develop leadership capability through a
Leadership Academy programmes, 2009 will           greater understanding of values-based
see the launch of the Open Programmes. The         leadership, leading large teams, strategic
Open Programmes are a variety of one-day           perspective and influencing skills. Collectively
modules. All modules provide a great               these core components allow the delegate to
development opportunity for staff to enhance       establish the best opportunities to improve
their leadership capability, team performance      individual and team performance.
and develop skills in areas that are pertinent
to effective leadership within the                 This programme provides delegates with a
organisation.                                      range of pertinent learning opportunities
                                                   congruent with their role. This includes a
The Commissioner's Leadership Programmes           Hydra based immersive exercise that requires
are available for:                                 the delegate to lead with others through an
                                                   evolving scenario. Delegates receive
Team Leaders                                       presentations from internal and external
                                                   keynote speakers, take part in group activities
The role of team leader is crucial to the          and form small learning groups supported by a
successful delivery of policing. The MPS is        facilitator. Opportunities exist for delegates
embarking on a great period of organisational      to reflect on their current level of leadership
change; in the way we do business,

                                                           MPS Equalities Scheme - 2009 Annual Review

skills and to plan future activity to improve     To engage external stakeholders from all
personal effectiveness.                           diversity strands in the updating, delivery and
                                                  evaluation processes, consultation takes place
This programme is for both Police Staff (Band     with stakeholders, for example, through the
C and B, including shadow bands) and Police       Leadership Academy Consultative Group.
Officers (Chief Inspectors and
Superintendent).                                  Some Leadership Academy products have
                                                  been mapped with MPS staff appraisal
Command Leaders                                   systems and assessments of competence
                                                  against National Occupational Standards.
The Command Leader Programme is a cross-          Work continues in order to link products, in
organisational initiative co-ordinated by the     partnership with the Diversity Strategy and
Leadership Academy. Using the results of a        Policy Unit by 31 August 2009.
performance needs analysis conducted across
the MPS, the Programme has been designed
to provide leadership development to all          Objective C14
those at command leader level. The                Lead: Director Human Resources
overarching theme of the Programme is             To take steps to ensure bullying and
rooted in the Values and behaviours of the        harassment in the workplace is discouraged
MPS. The main objectives of the Programme         and appropriately dealt with
                                                  The overarching Equality Policy and SOPs
   To provide key skills & knowledge to          provide clear direction on tackling bullying and
    enable individuals to lead and perform        harassment. The procedures are contained
    effectively                                   within the Fairness at Work (FAW) and
   To engage individuals with the Values &       Mediation SOPs. The Bullying and Harassment
    behaviours                                    in the Workplace SOP gives specific advice on
   To enable them to make the Values &           how to deal with instances that may be
    behaviours a practical reality for            unwitting or unintended. Pro-activity has
    themselves and their commands                 been demonstrated with the development of
   To act as a catalyst for organisational       enhanced Bullying and Harassment guidance
    change                                        with greater detail, accompanied by a poster
                                                  campaign. Other SOP’s under the Equality
The Programme is for command leaders at           Policy provide advice in order that instances
Chief Superintendent and Band A level and         or the potential for bullying or harassment can
shadow bands.                                     be avoided.

Diversity Evaluation                              While bullying behaviour is not tolerated, the
                                                  stated Service position is that bullying and
In order to review the curriculum to ensure
                                                  harassment should be appropriately dealt
the equality and diversity content remains
                                                  with. The MPS position toward such
current and relevant, advice is being sought
                                                  behaviour is robust in that it encourages
on emerging diversity issues from the relevant
                                                  proactive and remedial measures in dealing
DCFD Diversity and Citizen Focus Advisor. In
                                                  with such incidents. This is to help foster
addition, the Leadership Academy is currently
                                                  deeper understanding and improved
liaising with the Diversity Strategy and Policy
                                                  interpersonal relationships.
Unit of the HR Learning and Development
Branch to develop protocols by 30 June 2009.

                                                            MPS Equalities Scheme - 2009 Annual Review

Monitoring is undertaken by the Practice           Independent exit interviews are conducted
Support Team, which reviews organisational         and the following points are relevant:
and local learning from completed FAW
reports. Further activity will be intelligence-       The views of staff who leave the
led from analysis of the work that the Practice        organisation are captured and used to
Support Team and other units undertake.                improve working practices
Support for Line Managers and the activity            Confidentiality and fairness are maintained
that Staff Associations and Staff Support              as the interviews are carried out by
Associations conduct, play a vital role in             researchers from central HR who are
raising awareness on bullying and harassment           independent from local managers
and contributing to an environment free from          Reasons are analysed across diversity
bullying and harassment.                               strands to ensure any trends can be acted
Information relating to Fairness at Work and          Accurate and up to date information is
the related learning arising from its                  available regarding the reasons why
application, as reported to the MPA, can be            people leave the organisation
found at:                                              prematurely; this is used to drive retention               and progression activities.
                                                   Objective C18
Objective C15
                                                   Lead: Assistant Commissioner
Lead: Director Human Resources                     Territorial Policing
To identify and meet the needs of those            To produce and implement an organisational
personnel who have caring responsibilities         community engagement strategy

The Work/Life Balance Policy and its EIA were      The strategy was published in December 2006
reviewed in July 2008                              and is available at:
work_life_balance_policy.pdf). This policy         gy.pdf
includes the Carer’s SOP. The day-to-day
management of those who are carers is              Implementation of the strategy is being
subject to local line managers. As a result        progressed through the Confidence Strategy
MPS personnel with caring responsibilities are     Group Corporate Governance Work Plan.
able to meet any obligations whilst at the
same time being afforded with the                  Across all equalities strands, the Internet is
opportunity to realise their full potential. The   used for obtaining wider information to:
MPS attracts and retains quality applicants        identify tensions in various communities and
who have carers’ needs and is seen as an           areas; complete the weekly community
employer of choice as a result. This objective     tension report for the Communities Together
is regarded as complete.                           Strategic Engagement Team; identify trends;
                                                   identify further community contacts; and
Objective C17                                      share good practice.
                                                   The following community (internal and
Lead: Director Human Resources
                                                   external to the MPS) engagement activities
To ensure independent exit interviews are          are also relevant:
carried out for all staff who leave the MPS

                                                             MPS Equalities Scheme - 2009 Annual Review

Age                                                 people at the GLA Crime and Older People’s
                                                    event on 6 March 2009. Issues included the
The draft MPS Youth Engagement Strategy is          desire for more visible policing and for more
principally focused on the prevention of young      mature officers dealing with older people. The
people becoming involved in crime as victims.       event’s results will assist in the formulation of
Engagement is one of the four strands of the        the proposed MPS Older People’s Engagement
MPS Youth Strategy: the other strands dealing       Strategy, which is due for publication by
with diversion, enforcement, and other              autumn 2009.
activities addressing issues of child abuse. This
strategy addresses an identified gap resulting      The team have worked with the Child Abuse
from a review of the ‘It’s never too early; It’s    Investigation Command (SCD5), under Project
never too late’ earlier strategy. Its mission is    Ocean, within the area of Supplementary
to:                                                 Schools. There are an estimated 3,000
                                                    Supplementary Schools in Britain and in
   To engage and consult with young people         excess of 600 in London. They are sometimes
    on issues affecting them, and how police        also known as 'complementary', 'community',
    can provide an effective and accessible         or 'Saturday' schools. They operate outside
    service (before)                                of school hours and focus on cultural or
   To engage young people in the monitoring        religious teaching, as well as complementing
    and progress of policing activities (during)    education delivered in mainstream schools.
   To engage young people in the evaluation        Although generally they make a positive
    of outcomes of policing activities (after).     contribution to communities, they are not
                                                    regulated and often have no child protection
The MPS is sensitive to the crowded 'Youth'         policies or safeguards, such as Criminal Record
landscape and has very good working relations       Bureau checks, in place. The SCD5 Partnership
with other key partners both at pan-London          Team are aiming to assist London's
and local borough levels. The MPS is                Supplementary schools in developing and
continuously evolving engagement work               implementing protocols in partnership with
across all facets of service delivery in support    agencies including the Department for Skills
of the single confidence measure, and the           and Education and the National Resource
Youth Engagement Strategy will link with            Centre.
these as well as other plans within the Youth
Strategy, such as Communication.                       The Age and LGBT strand teams work
                                                        jointly with Age Concern on a project to
DCFD Age Strand activities include:                     hear and act upon the concerns of older
                                                        people. A scenario-based DVD has been
Partnerships have been developed through                produced reflecting the concerns of the
networking with stakeholders, both in the               older LGBT community.
private and public sectors. These include              The Age Strand Team assisted the Faith
Interfaith (3 faith group), Age concern, Help           and Gender Strands at a Sikh engagement
the Aged, London Older People’s Strategic               event, to raise awareness of police
Group, UK Youth Parliament, Safer                       processes, particularly in reporting crime,
Neighbourhood, Greater London Authority,                with an appeal to this community to
Metropolitan Police Authority, London                   increase engagement with the MPS.
eastconnexions, ContinYou and Local Councils.          Working in partnership with other
                                                        agencies such as Age Positive, Greater
The DCFD Age Strand Team explored the                   London Forum for Older people and the
issues, concerns and views expressed by older           London Older People’s Strategy Group.

                                                              MPS Equalities Scheme - 2009 Annual Review

     This has resulted in support for the annual        Supporting Croydon’s Learning for Change
     Capital Age Festival, and raised awareness          Project, which raises awareness of
     and issues such as concerns regarding the           disability, bullying and harassment
     role of PCSOs, Crime Prevention and                 amongst young people through a DVD
     distraction Burglary.                               resource and teachers’ pack. This was
    The Age Strand Team are working closely             launched on 23 September 2008, with the
     with the GLA and MPA in formulating the             potential to develop it across London.
     MPS Older People’s Strategy.
Some examples of MPS youth-related
activities are:                                      These are detailed within objectives D3 and
                                                     D5 of the recent Disability Annual Report:
    Regular monthly meetings are held with
     the Met Youth Advisory Group (MYAG) to          tm
     engage in ways to overcome cultural
     barriers to youth engagement and the            Gender
     provision of service delivery. Members          Much ongoing gender-related engagement
     attend Gold groups to provide advice on         activity is described within the 2008 Gender
     critical incidents, have contributed to the     Annual Report, available at:
     development of MPS Stop and Search              (
     procedures and have prepared a draft            er_Report_April_08_12_font.doc).
     youth pack to help set up local MYAGs on
     boroughs.                                       In addition, the DCFD Gender Strand Team has
    The DCFD Age strand works in close              developed a range of engagement strategies,
     partnership with third sector agencies that     including:
     have expertise in engaging young people
     in activities. In partnership with the United      Development of a Female Genital
     Kingdom Youth Parliament (UKYP) the                 Mutilation engagement strategy with
     MPS supplied an engagement and                      Tottenham BOCU. This has involved
     promotion stall at the Youth in the City            consultation, a conference and a
     event at the Ministry of Sound.                     workshop, which resulted in increased
    In support of third sector provider London          reporting of crime and improved trust and
     eastconnexions, divergence activities               confidence from a hard to reach group.
     relating to gun and knife crime have been           Local media were also used to raise the
     established to prevent youth reoffending.           issues and highlight police services.
     Working with London eastconnexions and             Development of a so-called ‘honour’ based
     also with local government agencies and             violence engagement strategy with
     local Pupil Referral Units, a three-year            Tottenham BOCU. This has involved the
     programme has been produced to support              publication, on the MPS Intranet, of a
     young people into mainstream education,             Gender Reference guide, which provides
     employment and training. A pilot is being           clear direction, linking policy and SOPs to
     set up in Newham borough for the first              practical application. When approached by
     year, then in four other boroughs in years          domestic violence survivors on Bromley
     two and three. Funding has been sought              BOCU, the team linked up with the local
     from charities and the private sector. This         CSU to assist in developing a two-day
     has senior support from within MPS                  advanced Domestic Violence training
     Territorial Policing.                               programme, driven by client needs.
                                                         Working with Domestic Violence survivors,

                                                             MPS Equalities Scheme - 2009 Annual Review

    this was delivered to front-line police staff      Current engagement with statutory, non-
    to increase confidence in local police              statutory and Non-Governmental
    services. Following a critical incident at          Organisations has allowed the MPS to
    Croydon BOCU, the team have worked                  focus on customer needs. Such strategic
    with the MPS Violent Crime Directorate to           partners and examples of joint working
    provide a one-day workshop to better                include:
    equip Community Safety Unit Staff to deal
    more effectively with so called 'honour'           Foreign and Commonwealth Office and
    based violence and also engage with local           the Home Office, working on the report:
    community support groups.                           Forced Marriage, Family Cohesion and
   Advice and guidance is provided to the              Community Engagement – National
    rest of the MPS via a daily helpline, the           Learning through a case study of Luton.
    Internet and on-going consultancy                   This was launched in the House of
    support. The team engage in conferences,            Commons in May 2008.
    seminars, workshops and one-to-one                 Southall Black Sisters, jointly working on a
    coaching sessions and publish reports.              withdrawal of public funds, which was
   An example of work designed to reach                successfully overturned because of issues
    ‘hard to hear’ communities across London            arising from an EIA.
    include joint working with The Refuge              Greater London Domestic Violence Project
    Council. This resulted in a report                  jointly working on a Domestic Violence
    completed and circulated to over 300                faith project, raising issues on how abusing
    groups across London, which provided                faith can lead to the control of women.
    information to a broad range of                    Iranian and Kurdish Women’s
    communities in relation to access to police         Organisation, on so-called honour killings
    services regarding gender violence and             Regular feedback is provided to MPS
    hate crime.                                         business groups; for example, by
   Participation in the Capital Women’s’               participating in the Commissioners
    Event in conjunction with the GLA and               Women’s Focus Group, supporting
    MPA. This provided a high-profile platform          Sapphire review practices in regard to
    to demonstrate MPS commitment to the                managing female offenders and
    issues of domestic violence and honour-             supporting the Violent Crime Directorate
    based. This was positively received by the          improve safety for women.
    GLA, MPA and those attending.                      In addition to day-to-day casework and
   The MPS supported an initiative to raise            sign posting clients, the team have worked
    awareness regarding the extent of                   with:
    Domestic Violence across MPS, to promote
    MPS good practices and demonstrate                 British Association for Women in Policing
    partnership working. The team purchased             in developing the peer progression for
    and sold over 700 white ribbons as part of          women
    the high-profile white ribbon campaign,            Support Associations Meeting Up
    which was designed to raise men’s                   Regularly And Interacting (SAMURAI) in
    awareness of Domestic Violence and                  developing career progression for BME
    attract their support. This was well                women
    received, with profits of £800 handed to           Police Federation representatives, in
    the Domestic Violence charity Ashiana,              supporting staff subject to sexual
    who work closely with MPS on operational            discrimination).

                                                          MPS Equalities Scheme - 2009 Annual Review

Lesbian, Gay, Bi-sexual and                      Place at the Table
                                                 ( and
Transgender                                      Criminal Justice partners, including the CPS.
The DCFD LGBT Strand Team is Working with
the TP LGBT Strategy Group on a corporate        Internally the team are working with the Gay
tactical response to homophobic artists          Police Association, Commissioner's LGBT
performing within London Venues; corporate       Focus Group, MPS Trans Support Forum, HR
programmes of LGBT Liaison Officer               and other business groups. This includes
deployment; a corporate tactical response to     working on Equality Impact Assessments and
the management of Public Sex Environments;       reviews of MPS policies and Data Monitoring;
and the Management of LGBT critical              Awareness Raising Programmes on
incidents.                                       LGBT/Sexual Orientation matters; and the
                                                 introduction of mentoring programmes for
The team is working with the ACPO LGBT           LGBT staff.
Portfolios to: implement corporate sexual
orientation monitoring across all levels of      Using the Stonewall workplace equality index
service (entry, retention, progression and       results 2009, the proposal report is under
exit); and establish corporate and national      consideration for further MPS strategic
hate crime data recording.                       engagement to improve the MPS placement
                                                 for the 2010 index. The findings of the
The team is working with HR to effect            Stonewall British Gay Crime survey and the
improvement to existing MPS policies in          DCFD-sponsored Women's experience of
relation to Trans Staff and to establish staff   Homophobia and Transphobia are being
association status or the equivalent for the     examined to implement improvements via the
MPS Trans Support Forum.                         MPS Equalities Scheme. The latter is also
                                                 being considered by the TP Pan London LGBT
LGBT Business projects are timed to coincide     Strategy group and at ACPO levels.
with LGBT Calendar events, for example: LGBT
History Month (February); Pride events (June     The effectiveness of community engagement
– September); International Day against          is being analysed through the use of
Homophobia (IDAHO) (May); LGBT Film              questionnaires designed by the DCFD
Festival (March – April); World Aids Day         Performance Development and Monitoring
(December); and Operation Athena dates led       Unit. The results will support the shaping of
by TPHQ, targeting perpetrators of Domestic      future programmes. As an example of
Violence and includes same sex perpetrators.     monitoring, the Pride London Your Voice
                                                 Counts website has been used to gauge LGBT
Directed marketing opportunities are             community views on how the MPS managed
undertaken via pink media channels. Use is       and policed the community event.
made of MPS-badged promotional goods, with       The team are working with the National Trans
key messages for the reporting of                Police Association, taking forward Trans
Homophobic and Transphobic hate crime and        business matters at the strategic level and
the promotion of LGBT Liaison officers.          providing an access route for all Trans staff
                                                 and practitioners working within police
Externally community engagement work is          services nationally. The LGBT Strand Team
established and ongoing with LGBT Advisory       lead is also a member of the LGBT Health
groups, GALOP, Pride London Executive, UK        special interest group website. This provides
BLACK Pride, Pride Outburst, Spectrum,           insight into business areas impacting on LGBT
Stonewall, LGBT Consortium, Age Concern, A       communities from a health service provision

                                                           MPS Equalities Scheme - 2009 Annual Review

perspective and allows an overview of
community feedback.                               Close working relationships have been
                                                  developed by the with the Faith-based staff
The LGBT liaison officers' databases and          support associations. This is in support of
Special Interest Group website provides a         recruitment and retention issues, such as
corporate opportunity to disseminate LGBT         offering advice on faith observance in the
community information and post operational        work place and dress code issues. In addition,
information directly to key role holders. LGBT    the team has attended and supported
Liaison officers utilise the creation of Police   significant community events, such as
GAYDAR Profiles to support operational and        Vaisakhi, Diwali and Eid in Trafalgar Square.
community matters.                                The team works with officers from the Staff
                                                  Support Associations to promote the MPS as
The following documents are all being             an employer of choice, which has included
progressed and/or implemented:                    addressing events at the House of Commons
                                                  to encourage recruitment from under-
   Stonewall Sexual Orientation Employer         represented communities.
   Stonewall The double glazed glass ceiling –   The team provides specific information to
    Lesbians in the Workplace Handbook            internal departments such as Human
   Stonewall Peak Performance – Gay people       Resources, Directorate of Professional
    and Productivity Handbook                     Standards and Territorial Policing HQ, as well
   Stonewall Workplace Equality Index            as outside police forces such as the Police
    (yearly benchmark)                            Service of Northern Ireland and the Serious
   Terence Higgins Trust - Policing              Organised Crime Agency in the following areas
    Transmission of HIV                           of Religion and Belief:
   GALOP – Filling in the Blanks Steering
    Group review on Third Party/Assisted             Legislation relevant to Faith and Belief
    reporting.                                       Guidance on Religion and Belief in the
Faith                                                Operation considerations when policing
                                                      diverse groups
Extensive contacts have been developed by            Chaplaincy
the DCFD Religion and Belief Strand Team with        Death / Burial Arrangements
public and private groups, including interfaith      Dress
dialogue, for example, with the 3 Faiths             Faith Festivals
Forum, World Congress of Faiths, Faith Regen,
                                                     Faith Liaison Role / Faith Projects
City Circle, Community Safety Trust, EHRC,
                                                     Food
Street Pastors, Woolfe Institute, St Ethelburga
                                                     Harassment and discrimination
Centre for Peace and Reconciliation, Hindu
                                                     Interfaith
Forum of Britain, Hindu Council, National Sikh
                                                     Quiet/Prayer Rooms
Security Forum, Network of Sikh
Organisations, National Spiritual Assembly of        Radicalisation
Bahia’is of the UK, Archbishop of Canterbury’s,      Recruitment, retention and progression
Interfaith Advisor, Humanist Society,                Faith Liaison Special Interest Group
Ahamadiyya Baitul Futuh Mosque, South                Staff Associations
London Interfaith, Cambridge University,             Training
Community Security Trust and the National            Time off or Annual Leave for Religious
Community Tensions Team (NCCT)                        Festivals

                                                           MPS Equalities Scheme - 2009 Annual Review

    Linking in with Partners and other           the policing of the various autumn religious
     contacts.                                    festivals, rather than linking to specific faith
                                                  communities. The Race Strand Team prepare
Engagement is national and local with both        and support the publication of an Autumn
statutory and non-statutory groups, for           Festival briefing pack, which is sponsored by
example, providing reassurance, advice and        the Gold Commander for each event. This
support to communities when international         covers event planning, communication,
conflicts cause concerns to UK communities.       community intelligence-gathering and crime
The Internet is used to obtain wider
information about possible conflicts and          The Race Strand Team is engaged with the
tensions, for example, potential conflicts in     Football Association as a key partner in a
the media between LGBT communities and            multi–agency working group to stamp out
Christian communities.                            Anti-Semitism and Islamophobia in football.
                                                  This combined work highlights that racist,
The establishment of a Hindu Consultation         homophobic or any discriminatory abuse is
Forum, following community consultation,          not tolerated in sport and in particular football
aims to develop more effective links with the     where Police are working with the authorities
Hindu Community and work together for             to convict and ban offenders. High profile
community safety. The partnership has been        cases such as the incidents concerning the
used to provide advice on a number of             abuse aimed at the footballer Sol Campbell by
operational issues such as emerging tensions,     Tottenham fans in December 2008 and
demonstrations, reassurance, and exchange of      subsequent arrests and convictions reinforces
information. A similar process within the Sikh    the message that there is no place for such
communities is repeated at a National level       abuse and offenders will be banned.
through attending the ACPO Security Forum         Additionally the work with Show Racism the
run by NCCT.                                      Red Card includes educational activity to
                                                  schoolchildren about racism in society using
Race                                              the attraction of professional footballers.

Relationships have been established with the
internal race-based Staff Support Associations,
                                                  Objective C19
for example, the Metropolitan Black Police        Lead: Assistant Commissioner
Association; Metropolitan Police Chinese and      Territorial Policing
South East Asian Staff Association; MPS Greek
                                                  Consider the development of the role of
Staff Association and Metropolitan Police
                                                  Equalities Liaison Officers (ELOs), to include
Ibero-American Association, to identify areas
                                                  the roles of LGBT and Faith LOs, on each
of potential work. Externally a database of
                                                  borough and within each directorate.
key community contacts is being developed
from conferences and networking. This is to
                                                  The role of ELOs, in terms of need and
complement a community engagement
                                                  capacity, is being examined by mean of a gap
process, which is being developed by
                                                  analysis, undertaken in partnership between
identifying key strategic representatives of
                                                  DCFD and HR Organisational Development.
hard-to-hear groups such as new migrant
                                                  Once the gap analysis is completed, decisions
workers and Roma.
                                                  will be made on the need for such a role, a
                                                  role profile and the submission of an
In 2008 the MPS adopted an ‘Autumn Holy
                                                  associated business case for funding.
Festivals and Events‘ theme, when considering

                                                           MPS Equalities Scheme - 2009 Annual Review

Objective C20                                     workforce has increased from 7.3% to 14.4%.
                                                  In terms of police officers, during the same
Lead: Director Human Resources                    period, BME police officer strength has
Maintain focus on the positive action             increased from 3.9% to 8.3%. Significantly, the
programme to address inequality in relation       level of BME representation amongst Police
to:                                               Community Support Officers (PCSOs) and
 Recruitment                                     Special Constables exceeds London’s BME
 Retention (including those who                  EAP.
    subsequently become disabled)
 Progression to leadership ranks and roles       As of 31.03.09: 8.73% of police officers are
 Occupational segregation in specialist roles    from BME communities; 30.24% and 32.59%
                                                  refer to PCSOs and the MSC respectively.
1. Recruitment and Community
                                                  Whilst our marketing and advertising
Engagement                                        approaches to recruitment are proving
The strategic drivers for a policing workforce    successful in achieving our overall BME
that reflects the people and communities it       representation targets, our progress towards
serves are well rehearsed. The Commissioner       26.1% is limited by virtue of our levels of
and MPA have been unequivocal in stating          recruitment, which is predicated on growth
their ambition to make the MPS an employer        and our organisational demographics,
of choice for all Londoners, and in so doing,     together with the legislation that prevails.
have endorsed both the moral and business
case imperatives.                                 Our challenge is compounded still further by
                                                  the significant differences in success rates
Our values highlight the key qualities that MPS   between BME and white applicants, especially
personnel must demonstrate on a daily basis       during the police assessment centre, where
to meet the diverse needs of their customers.     overall BME candidates are only half as likely
They also emphasise the fundamental need          to achieve the 60% pass mark.
for the MPS to work in partnership with all the
communities within London to develop not          Paradoxically, despite attracting BME
only solutions to social community problems,      applicants in excess of the EAP, due to the
but also to act as an enabler for building        poor overall success rate for BME applicants,
community cohesion, public trust and              the number recruited falls below the BME EAP
confidence.                                       of 26%. Consequently, in order to recruit BME
                                                  officers to reflect the EAP it is necessary to
The Stephen Lawrence Inquiry resulted in          double the number of BME applicants within
targets for black and minority ethnic (BME)       the selection process, notwithstanding the
representation within the police and wider        beneficial effect of our Positive Action
public service to ensure that a workforce that    interventions.
reflects the local population delivers public     Recruitment Directorate will strive to achieve
services.                                         a workforce that is truly reflective of the
                                                  diverse communities we serve through our
For the MPS, this meant the BME police            innovative Community Engagement Strategy,
officer strength needed to increase from          together with event-based marketing and
approximately 3.5% to 26.1% (London’s BME         recruitment activity and tailored support
Economically Active Population (EAP)). During     sessions.
the intervening period, 1999 to 2008, the level
of BME representation within the overall

                                                            MPS Equalities Scheme - 2009 Annual Review

Further information relating to recruitment        The Recruitment Directorate holds formal pre-
and engagement, as reported to the MPA, is         employment case conferences to discuss all
found at:                                          the options around the potential reasonable           adjustments to roles and accommodation. The
9/090115/08                                        Panels are made up of Recruitment Doctors,
                                                   Recruitment Managers and representatives
HR continues to work with the University of        from Territorial Policing. Consideration is
Central Lancashire on recruitment. The             currently being given to widening the
MetCareers team that leads on improving the        membership to include representatives from
candidate journey through the recruitment          the Disabled Staff Association.
process has also established a method where,
in addition to the generic support events,         Information relating to future recruitment
bespoke support events can be organised for        targets, as reported to the MPA, can be found
communities, in particular where English may       at:
not be a first language. Recent bespoke  
support events included attendees from             9/090312/06
Positively Poland, Vaisakhi and the Islam Expo
events.                                            2. Retention and Progression
A community engagement pilot is to be held         Promoting Difference
to facilitate a working partnership with           Programmes
communities that will nurture trust and
confidence, which in turn will lead to better      The Promoting Difference Programmes have
access and improved recruitment. This will         become embedded in the organisation and
facilitate access to high risk/low engagement      are expanding. The programmes are aimed at
communities (i.e. Somali, Pakistani,               developing police officers and police
Bangladeshi and Turkish) across four boroughs      staff from under-represented groups within
(i.e. Newham, Tower Hamlets, Haringey and          the MPS. People who are interested in these
Lambeth). Pan-London work is ongoing with          programmes must have a commitment
the Polish community and attendance at             to developing themselves and attending for
recruitment events and applications from           the entire duration. Applications for the
people from this community continues to rise,      programmes are particularly welcomed from
following the 3 years’ residency requirement       those seeking promotion or selection to a
being met by those who took early advantage        specialist role.
of the 2004 accession to the EU.
                                                   Positive Action Leadership
There is much information and explanation on       Programme
the Careers Management Unit (CMU) site,
regularly updated, concerning selection and        The Positive Action Leadership Programme
promotion processes to assist candidates.          (PALP) is a national initiative designed and
Additionally, the MPS is taking part in a review   delivered by the National Policing
of the Integrated Competency Framework             Improvement Agency (NPIA).
with the NPIA. The aim is to replace activities
with National Occupational Standards and this      Its aim is to assist with the development of a
will be completed nationally by December           more representative workforce by
2010.                                              encouraging officers and police staff from
                                                   under-represented groups across the six
                                                   diversity strands to forge a career in the

                                                          MPS Equalities Scheme - 2009 Annual Review

Service by applying for development and             enhance progression and retention of
progression opportunities.                           those from under represented groups

The programme addresses the following            The Equip to Achieve Programme
                                                 The Equip to Achieve programme was
   Values, beliefs and conditioning             launched in May 2008. The aim is to identify
   Communication                                talented under-represented police officers
                                                 with the potential to progress quickly into
   Decision making and conflict resolution
                                                 senior leadership roles. The programme is
   Leadership and management
                                                 open initially to minority ethnic constables,
   Mentoring, coaching and networking
                                                 sergeants, inspectors and chief inspectors,
   Work/life balance
                                                 who have been assessed as having the
   The way forward                              potential, desire and commitment to
                                                 successfully join the High Potential
The programme is run over four days - it is      Development Scheme (HPDS) and/or the MPS
important that participants are self-            talent pool.
nominating, with support from line managers.
                                                 The programme will be run over one year,
Promoting Difference external                    offering intensive two-day development
                                                 sessions, one-to-one coaching, mentoring,
Mentoring Scheme                                 feedback and learning events. A member of
The CMU set up an external mentoring             the HPDS or Talent Cascade will mentor each
scheme pilot for Sergeants and Inspectors;       Equip to Achieve participant to enable them
they are mentored by prominent people from       to develop more understanding of what it
the business and public sector world.            takes to be successful as a high potential
                                                 officer. The programme will also be
In collaboration with the Safer London           accredited, with each participant expected to
Foundation (SLF), HR is introducing a new        complete a Certificate in Leadership
mentoring scheme to help promote diversity       Development.
and enhance progression for individuals from
under represented groups. SLF is the             Retention: Disability
independent charitable arm of the MPS and is
supported by the MPS in working at the           The aim of the Deployment Management
interface of the public, private and voluntary   Framework for officers on restricted duties is
sectors in helping to make the capital a safer   to provide a more structured and non-
place to live, work and visit. SLF aims to       discriminatory approach to the career
reduce crime, promote community cohesion         management and deployment of officers on
and develop safer neighbourhoods through         restricted duties to ensure that their skills and
innovative community led crime reduction         experience are used to the benefit of the
projects, education, information and support.    Metropolitan Police Service and the individual.
The aims of the scheme are to:
                                                 This is a difficult area to benchmark and
   improve individual and MPS performance       therefore measure success. We can very
    via setting and achieving development or     accurately measure recuperative and
    work related goals                           restricted duties but this does not necessarily
   allow individuals the opportunity to         relate to disability as defined by the Act.
    network within the community

                                                            MPS Equalities Scheme - 2009 Annual Review

The objective is to reduce the barriers                investigation of hate crimes (although this
experienced by disabled staff and the                  is not mandatory at this time)
activities described within illustrate the            Good practice is highlighted on the Violent
approach being taken within recruitment to             Crime Directorate CSU Team intranet site
offer a wider range of opportunities for staff        Training school notes and continuation
both to join the Organisation and to progress          training products have been reviewed and
either laterally or through promotion.                 re-developed in partnership between the
                                                       Violent Crime Directorate and Training
There is clearly still much work to be                 Departments.
undertaken on this strand and the advice and          The ongoing development of LGBT and
support of the Disability Staff Association will       other Liaison Officers and Hate Crime
be pivotal to our efforts.                             Coordinators as tactical advisors
                                                      A MPS-wide review of all 32 BOCUs in
Recruitment Directorate remains entirely               September 2008, into public protection,
committed to reviewing and adapting policy             serious violence and risk, resulted in each
and process, wherever issues are identified. In        borough owning a bespoke report and
attending Organisational Learning Groups, the          action plan, with a six-monthly review. A
Directorate is able to listen to the views of          re-inspection process will take place if
staff and the Staff Associations and where             considered necessary.
ever possible to adapt and develop process to         The TP Violent Crime Directorate CSU
ensure DDA compliance.                                 Service Delivery Team maintain a resource
                                                       guide relating to all Borough CSUs and
Objective C21                                          publish regular updates on all aspects of
                                                       CSU activity on the Intranet.
Lead: Assistant Commissioner                          The CSU Investigator’s course delivered by
Territorial Policing                                   the Crime Academy has been re-viewed
To ensure that a consistent and effective level        and re-structured in consultation.
of service is provided in the area of Hate            All MPS boroughs have information
Crime.                                                 sharing protocols in place with their Local
                                                       Authorities in accordance with the Crime
Lessons learnt from the investigation of               & Disorder Act 1988, which will be
domestic violence have been carried across             reviewed by the MPA Hate Crime Scrutiny
into the investigation of all Hate Crime.              Board with borough hate crime co-
Relevant activities include:                           ordinators.
                                                      There is a strategic performance
    CRIS updates of 5 December 2008 have              management framework in place
     enhanced investigative processes,                 regarding CSU performance, for example,
     mandatory flagging and supervision                Performance Management Board, CCSM,
    A Hate Crime good investigative guide has         Crime Managers & CSU DIs’ meetings,
     been developed and promulgated to                 Public Protection Score Card and MPA
     boroughs                                          committees.
    An updated Hate Crime SOP has being
     completed as of April 09; Investigation       Examples of the capturing and sharing of best
     Guidance will be re-advertised with this      practice include:
    Book 124D (Domestic Violence                     VCD have developed a Public Protection
     Investigation/Arrest Form) is being used          (including hate crime) menu of options for
     on some boroughs to assist in the                 SNTs

                                                            MPS Equalities Scheme - 2009 Annual Review

   Good practice is garnered and
    disseminated at the 6 weekly meeting of           When a suspect has been arrested
    CSU Detective Inspectors and added                The outcome of that arrest-
    where appropriate to the VCD CSU                  Charge
    Intranet site                                     Bail To Return
   The Crime Control Strategy Meeting                Bail to court
    performance structure is used to                  Suspect cautioned, Penalty Notices for
    disseminate good practice to Senior                Disorder, warning, etc.
    Management Teams and Borough Public               Suspect No Further Action or eliminated
    Protection leads                                  Case closed undetected
   The Crime Managers’ meeting is used to
    disseminate good practice and Areas for        The Code however also stipulates that all
    Improvement                                    victims throughout the life of an investigation
   Once re-organised the MPA Hate Crime           should receive regular updates. There may be
    meeting will be used as a vehicle to           nothing specific for the police to inform the
    disseminate good practice and Areas for        victim of in which case this call acts as a
    Improvement                                    ‘Courtesy Call.’ It may also prove useful to the
   In respect of public transport-related         investigation as the victim themselves may
    crime, the first response is investigated by   have further information and it certainly
    TOCU or BTP. All such investigations,          keeps the victim engaged with the criminal
    except where BTP have primacy, are             justice process.
    investigated by the relevant Borough CSU.
                                                   Victim Focus Units, comprised of PCSOs, are in
It is an objective to reinforce the need for new   place on every BOCU to provide enhanced
and redeveloped Station Offices to take into       care during the investigative phase. They
account issues of privacy and confidentiality.     ensure victims of crime are offered
The Front Counter Project, under the               appropriate referrals (e.g. to Victim Support
Territorial Policing Patrol OCU, had worked        Services), given assistance with enquiries and
with Property Services to improve the design       assist the Officer in the Case with the
of front counters, including the issues of         provision of updates. Vitally they will maintain
privacy and confidentiality, with the intention    contact with the victim at least every 28 days
of running trials at three stations. However at    as required by the Code and in line with the
the Property for Policing Programme Board on       Policing Pledge. Since the inception of the
10 October 2008, it was decided that the           units, contact has risen from 20% of cases in
financial situation precluded any further          April 2007 to 84% in February 2009.
investment in the project for the immediate
future.                                            At point of charge, the case is handed over to
                                                   the Witness Care Unit to continue liaison.
                                                   These are established in every BOCU as well
                                                   on the Serious and Organised Crime
                                                   Command. Their purpose is to support victims
Code of Practice for Victims of                    and witnesses throughout the criminal justice
Crime                                              process, ensuring the MPS takes victims’
                                                   needs into account and that information is
Under the Code of Practice for Victims of
                                                   provided quickly. As of April 2009 a pilot on
Crime victims need to be updated on
                                                   Enfield, Brent and Lambeth BOCUs sees the
‘significant events’ in the life of a case pre-
                                                   Witness Care Officer offering volunteers
charge, these events broadly speaking are:
                                                   within the MPS Volunteering Programme as

                                                            MPS Equalities Scheme - 2009 Annual Review

peer supporters (aged 18-24) for young             and Bikesafe teams) undertakes or supports
victims of crime.                                  the following activities:

It is the responsibility of the Criminal Justice      The 'Safe Drive Stay Alive' annual event in
Unit Manager on each BOCU to report on                 Havering, which targets teenagers and
these on a three-monthly basis. TP Emerald’s           includes personal presentations from
Police Performance and Witness Care and                victims' families and police.
Court Interfaces Unit scrutinises these and           'Risk It Lose It' is jointly managed by the
tackles underperformance. Reports are also             Safety Camera Partnership and Traffic OCU
made to the MPA.                                       and targets all London schools’ 14 - 16
                                                       years olds through workshops,
User Satisfaction surveys have reported a 7%           presentations and scenarios.
increase in satisfaction in victim care since         ‘Walk to School Week’ is held three times
2007.                                                  per year and includes traffic enforcement
                                                       and education in or near primary and
Objective C22                                          junior schools.
                                                      The Junior Citizen Scheme for primary
Lead: Assistant Commissioner                           school children in all London boroughs,
Territorial Policing                                   funded via the Children Safety Education
To deliver where appropriate on external               Foundation, teaches Citizenship, personal
strategies, recommendations and guidance               safety and life skills through scenarios and
reports, including Stephen Lawrence Inquiry            workbooks. For those unable to attend
Report, Mayor of London's Older People                 the events, DVDs are available which show
Strategy; 'Staying Safe' element of the Mayor's        a virtual event.
Children and Young People's Strategy; MPA             Bespoke ‘ScooterSafe’ programme for
report: Disabled People and the Police - A New         disaffected young people to encourage
Relationship?; policing elements of the Greater        them onto a legal path. This includes
London Authority's Disability, Race and Gender         leadership mentoring in Camden,
Equality Schemes and Action Plans; Disability          Hammersmith, Barkingside, Islington,
and the Police - The Complete Works (Home              Brent, Kingston and Chelsea, Ealing,
Office Guidance); Diabetes UK's report                 Hillingdon and Westminster boroughs.
'Diabetes and the Police Officer - A Survey            The most notable is in Westminster, where
Report'; British Association for Women in              local authority outreach workers source
Policing – Gender Agenda 2 Programme;                  young people with a history of antisocial
HMIC/HMCPSi report 'Without Consent'; Home             behaviour to sign Anti-Social Behavioural
Office Strategy on Prostitution; Mayor's               Contracts in return for free Compulsory
London Domestic Violence Strategy.                     Basic Training (CBT) after six months of
                                                       good behaviour.
Under the 'Staying Safe' element of the
Mayor's Children and Young People's Strategy,      CO17 Transport Operational Command Unit
the following activities are taking place:         are committed to reducing the fear of crime
Safety on London’s roads and                       and ensuring the safety and security of staff
                                                   and public on and around the London bus
security on public transport                       system and its interchanges with other parts
The primary leads for road safety education in     of the public transport system by:
schools are Local Authority road safety
officers. However, the Traffic OCU                    Reducing bus related crime
Partnership Unit (Traffic Management Unit             Reducing anti social behaviour

                                                           MPS Equalities Scheme - 2009 Annual Review

   Preventing and reducing crime against the
    bus infrastructure                            Issues of violence and abuse
In meeting this objective, CO17 targets all
                                                  towards London’s children
sections of the community, including young        Activities mentioned in the Mayor’s Plan that
people and the elderly. This is day-to-day        are reflected within SCD5, the Child Abuse
business, striving to improve the service to      Investigation Command, terms of reference
meet any identified gaps.                         are:

As part of a five-year review, we are moving         Action Point 5C.4.2 refers to legislation
towards reassurance policing, which will see          regarding the physical chastisement of
an increased number of Police Officers and            children. This has been addressed through
Transport OCU Police Community Support                legislative change. Our core business
Officers (TPCSOs) patrolling the streets and          ensures the law is appropriately enforced.
travelling on buses.                                 Action Point 5C.4.3 refers to Child Death
                                                      Review Panels. A policy that fits the needs
The “Bustag” team, a team of 15 dedicated             of London’s Children has been written by
officers and staff, work with young people            SCD5 in consultation with partner
highlighting how anti-social behaviour impacts        agencies. It is at the point of being
on others and the consequences of their               approved and implemented through the
actions. They are about to take possession of         London Safeguarding Children Board.
a bus that will be used to tour schools, etc.        Action Point 5C.4.5 refers to child
Amongst other activities, this will be used to        trafficking and sexual exploitation. This
show young people how we detect what                  crosses over into Operation Maxim, the
activities offenders are carrying out. Analysis       MPS response to organised immigration
has not revealed any service delivery gaps in         crime. SCD5’s Paladin Team, which
relation to young people.                             concentrates on child trafficking, has an
                                                      input into this issue. However their
Furthermore, CO17 core aims will work                 position is under review, pending the lack
towards making older people feel safer when           of successful regular resource bids for
travelling on buses. Analysis shows that the          additional staff.
elderly have the same issues as young people;
therefore activity relating to young people is    In respect of bullying, activities have included:
also relevant to the elderly.
                                                     The MPS has been actively engaged with
Safety in parks and other open                        the Community Education Safety
                                                      Foundation, who produce community
spaces                                                safety handbooks for young people. At the
'Carry a knife and the consequences will              primary age level in partnership with CESF
follow' is the hard-hitting message of the            the Junior Citizens handbook that deals
latest MPS advertising campaign, launched on          with personal safety for young people
2 September 2008 as part of ongoing activity          aged 10-11years has been completely
to tackle knife crime. The campaign, targeting        revamped. In line with the handbook the
teenagers, includes a television ad to be             MPS produced a z-card on personal safety
shown on youth orientated television                  and one of the topics is bullying.
channels, a radio advert, and online websites.       For the older young people CESF produce a
The campaign will support the ongoing                 handbook called "Street Vibe", which
operational activity across London.                   discusses bullying on a more adult level.

                                                            MPS Equalities Scheme - 2009 Annual Review

     Another of their handbooks "Anti-bullying"       Implementing Gender Agenda 2, by
     goes into bullying at a greater depth.            leading Focus groups with the Specialist
    The MPS has sponsored             Crime Directorate, Firearms Unit and
     with £500K to train and distribute their          Havering BOCU, identifying and reporting
     citizenship material through 100K                 to Senior Management Teams on key
     workbooks to 3000 schoolchildren on               issues, for example, those of gender
     every borough. This equates to approx 12-         identity.
     15 primary schools per borough. Training
     of teachers, who are supported by Police      Objective A3
     officers and PCSOs, to deliver the material
     is in progress at this time. This material    Lead: Assistant Commissioner
     covers a multitude of topics around           Territorial Policing
     personal safety and bullying features         The MPS must improve the effectiveness of all
     considerably.                                 its encounters with young people across all
    Also through supporting                       strands of diversity, the Watch Over Me
     programme, which is aimed via DVD at all      Seen and Heard – Young People, Policing and
     Senior Schools, covers such topics as gun     Crime: An MPA Report, published in May 2008
     crime, racism, forced marriage, drugs and     contains much activity and recommendations
     bullying.                                     for taking youth matters forward, some for
                                                   the MPS but also for other public bodies
Disability Issues                                  within London. This can be accessed at:
The MPA report: Disabled People and the
Police - A New Relationship?; The Complete
Works (Home Office Guidance); and the
                                                   The foreword includes the following extract:
Diabetes UK's report 'Diabetes and the Police
                                                   The MPA will continue the work begun with
Officer - A Survey Report' were all reported
                                                   the youth scrutiny by ensuring that further
upon in detail within the recent Disability
                                                   opportunities are given to London’s young
Annual Report (Objectives D4, D14, and D16
                                                   people to inform the Authority’s work and by
respectively) at:
                                                   actively pursuing and monitoring the
                                                   implementation of the reports

Gender Issues                                      In tandem with the MPA report, the draft MPS
The DCFD Gender Strand works at a strategic        Youth Engagement Strategy, noted under
level with the Home Office, GLA and MPA,           objective C18, is also taking forward the young
with their Gender Equality Schemes being           people agenda. With a programme manager
relevant to MPS activity within this area. In      recently appointed and the evidential
addition, the team is contributing to:             outcomes of a strategic review of the previous
                                                   strategy being considered, the governance
    The GLA Violence against Women strategy       and work of the MPS Youth Strategy will now
    Reviewing and supporting the                  progress in a more structured and controlled
     implementation of the Ministry of Justice’s   manner.
     National Service Framework resulting from
     the Corston Report, on the treatment of       Objective D1
     women as suspects or offenders

                                                            MPS Equalities Scheme - 2009 Annual Review

Lead: Assistant Commissioner                       operational officer for mainstream police
Territorial Policing                               work.
To ensure the MPS Implements the Social
                                                   We have sought to change perceptions in the
Model of Disability
                                                   MPS towards service users through the bi-
                                                   annual BMHLO’s conference. We encourage
This objective was fully reported upon within
                                                   Borough leads to train their Borough-based
the recent Disability Annual Report:
                                                   officers and hold joint local service user
                                                   training in place. At the Conference in
                                                   November 2008 the National Association for
                                                   Mental Health (MIND) presented on their
Objective D2                                       campaign “Another Assault” which
Lead: Assistant Commissioner                       encourages sensitive reporting of crime by the
                                                   service user. Further information can be found
Territorial Policing
To improve the service the MPS provides in
relation to mental health issues                   es/current_campaigns/another_assault
                                                   We have enhanced the s.135 procedure
As an update to the progress described in          (assessments on provate premises) through
detail within the recent Disability Annual         liaison with the NHS Care Services
Report:                                            Improvement Partnership (CSIP). A new multi-        agency protocol has been endorsed by the
tm                                                 NHS and Social Services.

The already established Mental Health Project      We have been leading on a new national
Team has continued with a Superintendent           training programme for all police officers and
and two Inspectors. They lead on a MPS wide        have received funding for this through the
ranging programme of work that seeks to            National Policing Improvement Agency. Roll
enhance the police response to people with         out by NPIA is due in October 2009.
mental health needs. The individuals have
remained in post over the last 12 months            We have encouraged the courts though our
giving continuity of service.                      alignment with the Criminal Justice Board to
                                                   replace fines and other punishments with
As part of our policy of not allowing the use of   Community Treatment Orders (CTOs)for
police cells to persons in mental health crisis,   mental health treatment thus ensuring the
we have continued our engagement with the          cause of mental health-related crime is
NHS to have a pre-allocated medical places of      treated as well as punished. This has resulted
safety in London for every individual who          in a 71% increase in CTOs for mental health,
needs it. In January 2009 we carried out a         with the aim that the service user is looked
scooping exercise with our Borough Mental          after and steered away from crime.
Health Liaison Officers (BMHLO) concerning         Additionally we are supporting the London
busy areas of activity. Areas of concern have      Criminal Justice Board to hold a mental health
been highlighted concerning delays in NHS          conference in October 2009 to highlight and
designated places of safety. We are engaging       raise awareness of mental health/criminal
with NHS London to ensure the service user         justice issues.
acceptance by health staff at a place of safety
is enhanced and immediate, freeing up the          We are working with TP Emerald to ensure
                                                   that their nurses report cases of mentally ill

                                                           MPS Equalities Scheme - 2009 Annual Review

detainees to the appropriate GP or                    actions around disability issues specifically
Community Mental Health Team. This is to              relating to posting and selection
highlight that a patient’s medication or             A new process for assessing the needs and
treatment regime is being reviewed, before            capabilities of officers looking to become
the patient‘s mental health declines or crime         restricted, or re-assessing those that are
level increases.                                      already categorised as such, has been
                                                      implemented initially at Brent OCU. An
Objective D7                                          initial evaluation has shown the revised
                                                      process to be effective and plans are in
Lead: Director Resources                              hand to rollout across all OCUs during
Improve information on, and access to,                2009/10.
existing and future MPS buildings, for disabled      Advice and guidance is always available to
people                                                Staff Associations, however a more formal
                                                      route is being considered. Revised Terms
This objective was fully reported upon within         of Reference have been circulated for
the recent Disability Annual Report:                  comment before a final decision is taken.
tm                                                Objective D17
Objective D8                                      Lead: Assistant Commissioner Central
Lead: Director Public Affairs                     To give disabled people the opportunity to be
To ensure any MPS Communication Strategies        involved in the MPS Emergency Planning
take account of the needs of disabled people.     process to ensure that the needs of disabled
                                                  people are met
This objective was fully reported upon within
the recent Disability Annual Report:              This objective was fully reported upon within       the recent Disability Annual Report (and the
tm                                                previous 2007 report):
Objective D15                                     tm
Lead: Director Human Resources
Deliver the work of the MPS Health
                                                  Objective G7
Commission, to ensure that our staff receive      Lead: Assistant Commissioner
the support they require in relation to health    Territorial Policing
                                                  To identify and address any gender specific
                                                  disadvantages faced by women as detainees,
In addition to the information provided within
                                                  but also men and transgender men and
the recent Disability Annual Report
htm), the following points are relevant:
                                                  Independent Custody Visitors
    Consideration is now being given to widen    Independent Custody Visitors (ICVs) are totally
     the scope of the MPS Health Commission       independent of the MPS. They have, within
     to incorporate a more tactical rather than   certain restrictions related to safety and
     strategic role, encouraging debate and       privacy, unannounced and unsupervised
                                                  access to detainees. Since the Police Reform

                                                            MPS Equalities Scheme - 2009 Annual Review

Act 2002, they have been the statutory                The detainee risk assessment includes new
responsibility of the Metropolitan Police              questions relating to gender specific
Authority (MPA).                                       sensitivities and to detainees with
                                                       dependants, which affects women more
Although the MPS has worked and continues              than men, but the assessment does not
to work to eradicate discrimination from its           preclude men.
processes and its dealings with detainees, it is      Work is underway on a handout to be
accepted that discrimination can still occur.          given to all female detainees to help
The provision for ICVs to talk privately with          address concerns that they may be subject
detainees whilst they are still in custody is to       to disproportionality. This handout has
enable them to raise any of their concerns –           met with the approval of the key members
including if they feel that they are the subject       of the Department of Health’s Offender
of discrimination. It is entirely possible that        Health group and The Howard League for
an ICV visit could uncover practices that would        Penal Reform.
be of concern to the MPS but that would have          Towels, as opposed to large absorbent
otherwise gone unnoticed.                              paper sheets, are being trialled at several
                                                       stations for use in the showering areas
ICVs receive some basic training that does             with the intention of introducing them
contain an element of Diversity Training. They         across the MPS. The Custody Directorate
are also selected, at the recruitment stage, in        are also researching improvements in
part for their experience and knowledge of             shower and wash facilities in our new
the subject. There are moves to increase the           custody buildings.
training, accepting that an increase in               Permanent Custody staff, and those
knowledge among ICVs can only help them to             officers who are expected to regularly
identify discriminatory practices. This will be        perform the role of Custody Officer must
of greater benefit for the MPS and those that          have refresher training every 18 months.
come into its Custody Suites.                          There is already an element of gender
                                                       awareness in this training and the Custody
Finally, ICVs help to eliminate the perception         Directorate is currently working on some
that the MPS is discriminatory, especially in          additions to take further research into
the Custody Suite, whether that perception is          account.
held by detainees themselves or by the
community at large.
                                                   Objective G9
Additional Detention Issues                        Lead: Director Human Resources
                                                   To ensure, in relation to Flexible Working
In addition to the information provided within
                                                   (FW), that our policy and procedures are
the 2008 Gender Annual Report
                                                   implemented fairly and effectively across all
                                                   our functions and working locations.
S_Gender_Annual_Report.pdf) the following
points are relevant:
                                                   Flexible Working is now included as a SOP
                                                   under the Work/Life Balance Policy:
   The policing elements of the Fawcett
    Society guide Doing Your Duty have been
                                                   ork_life_balance_policy.pdf The SOP, Flexible
    reviewed and changes are being
                                                   Working Toolkit and standard application form
    implemented that will address concerns
                                                   are all available on the Ask HR website on the
    relevant to detainees.
                                                   intranet and on Met Forms, which is
                                                   accessible for all members of the MPS

                                                            MPS Equalities Scheme - 2009 Annual Review

The Work/Life Balance Team offer                   Both the Career Break SOP and the Maternity
presentations and advice on Flexible Working       SOP include full details for line managers on
to Line Managers. Local Work/Life Balance          how to manage an individual’s return. This is
Reps are also available to offer advice on all     available to all on the Ask HR website and
aspects of Work/Life Balance. Promotion of         both SOPs have recently been reviewed to
the Reps has been through e-mails to HR            ensure that they are fit for purpose.
Managers for dissemination to all of their staff
and posters have been produced for the Reps        The Work/Life Balance Advisor has liaised
to place in prominent positions on their           informally with the Leadership Academy and is
B/OCUs. Work/Life Balance Reps promote             now pursuing the process formally to include
themselves locally as a source of advice.          Work/Life Balance in the Team Leader
The toolkit promotes consultation with all
concerned including colleagues affected by         Apart from the SOPs the MPS now has
someone’s flexible working arrangement.            Work/Life Balance Representatives to advise
                                                   on all Work/Life Balance issues and regular
The Work/Life Balance Advisor monitors             presentations are given to increase awareness
Flexible Working on an annual basis to             of Policy and SOPs.
ascertain levels of take-up and refusals.
                                                   Objective G11
The Work/Life Balance Advisor is seeking to
include Work/Life Balance within the Team          Lead: Director Human Resources
Leader Training.                                   The MPS to conduct an Equal Pay Review to
                                                   ensure there is no gender inequality in respect
Reviews should be completed regularly on all       of pay for women and men doing equal work.
those working flexibly. Part of that review        The review to also take account of the
should be the monitoring of how the                differing conditions that are in place for police
work/load, teams and the unit as a whole           officers and police staff.
have been affected.
                                                   HR Pay & Benefits carried out an equal pay
Objective G10                                      review in 2003 in partnership with the trade
                                                   unions which found:
Lead: Director Human Resources
To ensure that the experiences of MPS                 The previous pay structure had variable
employees who take up extended breaks form             starting pay on appointment and
service, for example, maternity leave or career        progression through a band was
breaks are positive and that the arrangements          dependent on the evaluation of an
help to improve organisational performance             individual’s performance both of which
                                                       had the potential to be discriminatory.
The Keep In Touch Scheme has recently been             The new structure, which has fixed starting
reviewed and is available to all line managers         pay and annual incremental pay
and individuals on the Ask HR website.                 progression, has reduced considerably the
                                                       risk of discrimination. However, by basing
                                                       assimilation on former pay, the new pay
                                                       structure is likely to have imported any
                                                       systemic inequality. The new structure
                                                       would eliminate any problems over time
                                                       as all staff who were assimilated in 2001

                                                           MPS Equalities Scheme - 2009 Annual Review

    progress to the maximum of their pay          Objective RB4
    band – a process speeded up by band
    shortening.                                   Lead: Director Human Resources
   Women were under-represented in the           The creation of a working environment where
    shadow bands offering higher pay              staff feel confident about sharing information
    potential.                                    regarding their religion and belief.
   There were no significant differences
    between average basic salaries of white       The MPS is committed to being an Employer
    and visible ethnic minority staff.            of Choice, valuing staff, building trust and
   There was no evidence to suggest              confidence in becoming representative of the
    discrimination by gender in terms of          communities we serve. In adopting an
    starting salary.                              inclusive and secure approach to diversity
   Average total pay for men was higher than     monitoring, through the confidential self-
    women. However, this was not                  service diversity screen we will be able to
    considered to be caused by the pay            capture the workforce diversity profile and
    structure. Men were more likely to work       design initiatives that better deliver fairness
    in central London and receive higher          and equality.
    location allowance, were more likely to
    work full-time, were more likely to work      There are several drivers for collecting this
    shifts and to work premium hours at the       information:
    weekend. A high percentage of those
    working part-time, and therefore receiving       To gain a comprehensive diversity profile
    pro rata pay, are women.                          and assist in building a representative
MPS Pay & Benefits are to carry out another          To assist in meeting our legal obligations
equal pay review in 2008/2009 which will              to monitor for disproportionality in our
examine whether the conclusions of the 2003           processes
review regarding inequalities inherited from         To adopt an inclusive approach to diversity
the old pay structure being eliminated over           monitoring and evaluation.
time had proved correct.                             To assist in identifying areas for
However, the review did ask for the MPS to           To positively affect organisational culture
consider career pathways into higher paying           toward inclusion and understanding
technical and engineering disciplines so that        To assist the MPS in considering and
females have more opportunity to participate.         designing Positive Action strategies
This year’s review will look to see whether          To enable ALL staff to be more confident
there have been any tangible changes on that          about their personal identities.
                                                  MetHR Self Service now gives access to a
All the key elements listed will form part of     confidential diversity screen, which can be
the review process – the 2003 review              accessed by all MPS personnel through ‘My
concentrated mainly on gender so we will          Diversity Data’. The confidential diversity
looking to whether core data on ethnicity and     screen has been developed to allow
disability allows for greater scrutiny. However   individuals access to a screen for self-declaring
the review, like the one in 2003, will focus      their religion and belief. Currently the
only on police staff because police officer pay   sections shown are Buddhist, Christian, Hindu,
is set by a completely separate negotiating       Jewish, Muslim, Sikh, Other, None and Prefer
process on a national basis.                      Not to Say. It is currently not possible to show

                                                            MPS Equalities Scheme - 2009 Annual Review

every religion or belief, though the MPS is        Objective S5
using the same recommended Home Office
categories as used by the Office of National       Lead: Director Human Resources
Statistics. However, the number of boxes will      The creation of a working environment where
be increased when monitoring indicates a           LGBT staff feel confident about sharing
large enough need for the expansion.               information regarding their gender or sexual
                                                   orientation within the organisation.
Regular Corporate News items are published
on the MPS Intranet, supported by appeals          Much of the information reported above
form Staff Support Associations, encouraging       under Objective RB4, applies equally to sexual
individuals to complete the screen in              orientation.
complete confidence; that the information will
only be used for monitoring progress and to        As reported to Diversity Board in February
identify areas for improvement; and that strict    2009 (accessed under ‘MPS Diversity Board’
guidelines are in place for dissemination of       at:
that information. In this way, a clear and,
justifiable explanation of the reasons the MPS     of the 5540 employees who have completed
needs and how it can make use of such              the sexual orientation section of the
confidential information for promoting             confidential self-service screen, 76.8% are
equality is provided.                              heterosexual, 7.4% are gay/ lesbian and 1.8%
                                                   are bisexual. A further 9.2% did not state their
As reported to Diversity Board in February         sexual orientation and 4.7% would prefer not
2009 (accessed under ‘MPS Diversity Board’         to say. Although a proportion of 9.2% of gay,
at:                                                lesbian or bisexual staff and officers is,        encouraging, it should be noted that only
of the 5625 employees who have completed           approximately 11% of the workforce have
the religion/ belief section of the confidential   completed the self-service screen information
self-service screen, just over half (52.2%) are    to date and that the Gay Police Association
Christian and 25.7% state that they do not         has been actively encouraging its members to
have a religion/ belief. 6.6% state that they      complete their information. It is therefore
are Muslim, 2.6% that they are Hindu, 1.9%         possible that the proportions might change as
that they are Sikh, 1.2% that they are Jewish      more people complete their information.
and 5.1% that they have an ‘Other’ religion.
Only 3.8% would prefer not to say. The
proportion of Christians is currently lower and
the proportion of those stating ‘Other’ or
‘None’ is currently higher than the general
proportion of these groups in the population
of London. Although a proportion of 3.8% of
staff and officers preferring not to provide
their religion is encouraging, it should be
noted that only approximately 11% of the
workforce have completed the self-service
screen information to date and that the
proportions might change as more people
complete their information.

                                                          MPS Equalities Scheme - 2009 Annual Review

Appendix 1                                                           accidents or incidents at its
Procurement Standards (see objective C6)                             workplace;

                                                         1.3.4       within the customs and
1      Ethical Standards and Human Rights
                                                                     practices of the countries in
1.1    The Supplier shall, and shall use                             which the Supplier
       reasonable endeavours to ensure that                          operates, the Supplier does
       its employees, agents and/or sub-                             not discriminate against
       contractors shall, at all times, act in a                     any worker on any ground
       way which is compatible with the                              (including race, religion,
       Human Rights Act 1998.                                        disability or gender); and
                                                                     that it does not engage in
1.2    Subject to Clause 23, the Supplier                            or support the use of
       agrees to indemnify and keep                                  corporal punishment,
       indemnified the MPA against all loss,                         mental, physical, sexual or
       costs, proceedings or damages                                 verbal abuse and does not
       whatsoever arising out of or in                               use cruel or unusual
       connection with any breach by the                             disciplinary practices in the
       Supplier of its obligations under this                        workplace;
                                                         1.3.5       it pays each employee at
1.3    The Supplier warrants that:                                   least the minimum wage,
                                                                     or the prevailing industry
       1.3.1       it does not employ, engage                        wage, (whichever is the
                   or otherwise use any child                        higher) and provides each
                   labour;                                           employee with all legally
                                                                     mandated benefits;
       1.3.2       it does not use forced
                   labour in any form (prison,           1.3.6       it complies with the laws on
                   indentured, bonded or                             working hours and
                   otherwise) and staff are                          employment rights in the
                   not required to lodge                             countries in which it
                   deposits on starting work;                        operates; and

       1.3.3       it complies with all                  1.3.7       it has identified all the
                   applicable environment,                           hazardous or toxic waste
                   safety and health                                 that it or its contractors or
                   regulations and provides a                        agents produce, and it is
                   safe and healthy                                  confident that all waste is
                   workplace, presenting no                          disposed of by competent
                   immediate risks to its staff;                     bodies via authorised
                   any housing provided by                           disposal routes.
                   the Supplier to its staff is
                   safe for habitation; and        1.4   The MPA reserves the right at anytime
                   that it provides access to            to enter the Supplier’s premises to
                   clean water, food, and                monitor compliance by the Supplier of
                   emergency healthcare to its           the warranties set out in this Clause 24
                   staff in the event of                 and the Supplier shall upon request
                                                         furnish the MPA with any documents

                                                         MPS Equalities Scheme - 2009 Annual Review

      requested by the MPA in relation                  the Religion or Belief 2003 Regulations
      thereto.                                          and shall keep the MPA fully informed
                                                        of the progress of such investigation or
1.5   The Supplier shall not discriminate               proceedings.
      directly or indirectly against any person
      on any grounds within the meaning of        1.7   The Supplier shall indemnify the MPA
      any of the following:                             against all costs, claims, charges,
                                                        demands, liabilities, damages, losses
      1.5.1       the Race Relations Act                and expenses incurred or suffered by
                  1976 (as amended) (the                the MPA arising out of or in connection
                  “1976 Act”);                          with any investigation conducted or
                                                        any proceedings brought under the
      1.5.2       the Race Relations                    1976 Act, the 2000 Act, the 1995 Act,
                  (Amendment) Act 2000 (the             the 1970 Act, the 1975 Act, the Sexual
                  “2000 Act”);                          Orientation 2003 Regulations or the
                                                        Religion or Belief 2003 Regulations due
      1.5.3       the Disability
                                                        directly or indirectly to any act or
                  Discrimination Act 1995
                                                        omission of the Supplier, its agents,
                  (the “1995 Act”);
                                                        employees and/or sub-contractors.
      1.5.4       the Equal Pay Act 1970 (the
                                                  1.8   The Supplier shall impose on any sub-
                  “1970 Act”);
                                                        contractor obligations substantially
      1.5.5       the Sex Discrimination Act            similar to those imposed on the
                  1975 (the “1975 Act”);                Supplier by this Clause 24.

      1.5.6       the Employment Equality
                  (Sexual Orientation)
                  Regulations 2003 (the
                  “Sexual Orientation 2003
                  Regulations”); or

      1.5.7       the Employment Equality
                  (Religion or Belief)
                  Regulations 2003 (the
                  “Religion or Belief 2003

      or in any other way contravene the
      1976 Act, the 2000 Act, the 1995 Act,
      the 1970 Act, the 1975 Act, the Sexual
      Orientation 2003 Regulations or the
      Religion or Belief 2003 Regulations.

1.6   The Supplier shall notify the MPA
      immediately of any investigation of any
      proceedings against the Supplier under
      the 1976 Act, the 2000 Act, the 1995
      Act, the 1970 Act, the 1975 Act, the
      Sexual Orientation 2003 Regulations or


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