MPA Race Equality Scheme 2005-2008

RaceEqualityScheme2005 to 2008

Published by the MPA20052

ContentsAcknowledgements 5PagePart A Arrangements for meeting the general duty 2005 to 2008 7Background The Metropolitan Police Authority 9The Race Relations (Amendment) Act 2000 12Section 1 Organisational arrangements 14Section 2 Key measures of success 19Section 3 Impact assessments 20Section 4 Arrangements for publishing and monitoring the impact assessment 22resultsSection 5 Arrangements to ensure public access to information and services 23Section 6 Arrangements for training staff and MPA members 26Section 7 Meeting the employment duty 27Appendix 1 MPA Equal Opportunities Statement 29Appendix 2 MPA Equal Opportunities and Diversity Board 30Appendix 3 MPA Equality Impact Assessment Initial Screening & Full Assessment 31Glossary 37Abbreviations 40Part B Action Plans 2005 to 2008 42Introduction 43The functions of the MPA 44The policies of the MPA 45Determining relevance 47MPA Race Equality Scheme 2002 – 2005 Review 49Race Equality Scheme Action Plan 2005-2008 58Functions and Policy impact assessment programme 61MPA’s Equal Opportunities and Diversity Work Programme 843

AcknowledgementsThe Metropolitan Police Authority (MPA) would like to thank all those who havecontributed to the development of the Race Equality Scheme. In particular, it wishes tothank the following organisations for their constructive support and feedback: the MPARace Relations (Amendment) Act Working Group, the MPS Race Relations (Amendment)Act Steering Group, the Commission for Racial Equality, London’s racial equality councils,the Association of Police Authorities, and the Greater London Authority.The MPA would also like to thank the members of the public and communityorganisations, who provided support and feedback. Particular thanks go to ActionGroup for Irish Youth, Black Londoners’ Forum, Choice FM, Community Security Trust,London Civic Forum, the Mayor’s Office and the London Evening Standard.5

Race EqualitySchemePart AArrangements for meeting the general duty2005 to 2008

BackgroundThe Metropolitan Police AuthorityWhat is the Metropolitan PoliceAuthority?The Metropolitan Police Authority (MPA)was established on 3 July 2000, toassume the Home Secretary’s role ofoverseeing the Metropolitan PoliceService (MPS). Its principal function is tosecure and maintain an efficient, effectiveand fair police service for the capital.The MPA is an independent statutorybody. It has 23 members - four aremagistrates, seven are independentmembers, and twelve are drawn from theGreater London Assembly.What is the Metropolitan Police Service?The functions of the MPS are to:• prevent and detect crime;• bring offenders to justice;• protect persons and property.The MPS comprises of 31,175 policeofficers, 13,451 police staff, 426 trafficwardens and 2,144 Police CommunitySupport Officers (as of March 2005). TheMPS serves the whole of the GreaterLondon area, which covers approximately620 square miles and has a population ofabout 7.2 million people.What does the MPA do?The MPA is required to:• set objectives for the policing of London;• issue a local policing plan, includingdetails of objectives, targets,performance and actions;• produce an annual report;• bring improvements to policing bymeeting a duty to provide best value;• consult those who live and work inLondon on matters concerning policing intheir areas;• co-operate with each London borough,the Commissioner of the MPS, and otheragencies in crime and disorder reductionpartnerships;• promote equality of opportunity for allpersons irrespective of their race, sex,disability, age, sexual orientation orreligion; eliminate unlawfuldiscrimination; and promote goodrelations between people of differentracial groups, religious beliefs andsexual orientation;• operate an independent custody visitingscheme (formerly known as ‘lay visiting’)to check the treatment and conditions ofpeople held in custody in London’s policestations.The MPA also has responsibilities withregard to financial and budgetary matters.Principally, it is required to:• stand accountable for the managementof the monies it receives for the policingof London;• keep a police fund and accounts;• make proper arrangements for theadministration of the financial affairs ofthe MPS;• assume ownership of all police propertyin London;• act as the contracting party for thepurposes of agreeing contracts andservices;• conduct audits of the MPS.9

With regard to the staff under the commandand control of the Commissioner, the MPAis responsible for:• overseeing the operation of the statutorycomplaints and discipline process for theMPS and dealing directly withcomplaints and disciplinary proceedingsagainst senior police officers ofAssociation of Chief Police Officers(ACPO) rank;• overseeing employment issues involvingpolice staff;• appointing ACPO rank officers(Commissioner, Deputy Commissioner,Assistant Commissioners, DeputyAssistant Commissioners andCommanders).The MPA and the MPSThe MPA and the MPS are separatebodies, yet the MPA has powers toinfluence and lead the MPS. For example:• The MPA may ask the Commissioner tosubmit a report on matters connectedwith the policing of London;• The MPA determines the priorities andperformance targets of the MPS;• The Commissioner is required to submita general report to the MPA each year;• The MPA is responsible for deliveringbest value work carried out by the MPS;• The MPA makes arrangements forconsultation, which helps the MPSprovide more effective policing.In general, the MPA has the samefunctions and responsibilities as the 41other police authorities in England andWales. Any differences take account ofcircumstances particular to London such asthe existence of the Greater LondonAuthority, and the importance of the MPS interms of its size and its national andinternational policing responsibilities.These responsibilities include the protectionof prominent persons and their residences,national security, and counter-terrorism.The MPA and the Greater LondonAuthorityAlthough the MPA is one of four functionalbodies (MPA, London DevelopmentAgency, London Fire and EmergencyPlanning Authority and Transport forLondon) of the Greater London Authority(GLA), it is a separate legal entity from theGLA. The Mayor of London must consultthe MPA before preparing a draft budgetand when preparing statutory strategies forLondon.The MPA and the Home SecretaryBoth the MPA and the Home Secretaryhave a role to play in ensuring that the MPSdischarges its national and internationalduties efficiently and effectively. Theseduties are set out in the Greater LondonAuthority (GLA) Act 1999.In addition the MPA has to comply with, ortake into account, various directions andtargets on policing matters given by theHome Secretary.The Authority also has to comply with anydirection the Home Secretary makesfollowing a report about the MPS by HerMajesty’s Inspectorate of Constabulary(HMIC).MPA support structureThe MPA currently employs approximately95 staff, 59 employed in the secretariat and36 employed in internal audit .The Chief Executive & Clerk to theAuthority, who is head of the paid service,has specific responsibility for corporateleadership, relations with the MPS andother key external partners and agencies.The Deputy Chief Executive & Deputy Clerkand Solicitor to the Authority is responsibleto the Chief Executive for all MPASecretariat operations on a day to day10

asis and is the monitoring officer, warningof illegality or maladministration.The Treasurer is responsible for the properadministration of the financial affairs of theMPA and has a supervisory role over theentire police budget.Finding out more about the MPAFurther information about the MPA can beobtained from its websitewww.mpa.gov.uk or by writing to:Metropolitan Police Authority10 Dean Farrar StreetLondonSW1H 0NY11

BackgroundThe Race Relations (Amendment) Act 2000The Stephen Lawrence InquiryThe Stephen Lawrence Inquiry exposedinstitutional racism in the MPS and otherpublic organisations. With regard to theMPS, the inquiry highlighted the following:• stereotyping of minority ethnic people;• colour and cultural blindness;• poor policy implementation;• absence of sustained leadership;• loss of faith in the system bycommunities;• a need for public services to rebuildtrust;• a need for public services todemonstrate fairness.The duties of the Race Relations(Amendment) Act 2000The Race Relations (Amendment) Act 2000is the legislative response to the StephenLawrence Inquiry. Its policy intention is toincorporate race equality considerationsinto public services and to build on workalready in place in many public sectororganisations. Its agenda concentrates onboth cultural change and practical delivery.General DutyThe general duty under the Race Relations(Amendment) Act 2000 says a publicauthority must “have due regard to theneed” to:• tackle racial discrimination;• promote equality of opportunity;• promote good race relations.In practice, this means making sure that theduty is central to the way in which anyfunction is carried out where race equalityis relevant.Specific DutyUnder the specific duty all public authoritiesto whom the Act applies must prepare andpublish a race equality scheme. Thescheme should set out how they plan tomeet the general and specific duties.BenefitsBy requiring public authorities to developrace equality schemes, the Race Relations(Amendment) Act 2000 is striving to ensurethat authorities like the MPA and the MPSsecure the following improvements:• better targeted policies;• more minority ethnic staff at all levels;• improved service user perceptions andsatisfaction;• improved residents’ perceptions,confidence levels and reassurance;• reduced gaps in service outcomes;• better resident and user consultation andinvolvement;• better targeted information on publicservices;• enhanced access to public services;• improved organisational mainstreamingand integration of race equalityconsiderations in all aspects of publicauthority structures, processes andservice delivery.Policing and race equalityThe MPS is separately required under theAct to meet the general and specific dutiesand to produce its own race equalityscheme.The MPA has worked with the MPS toensure each other’s schemes, and thearrangements within these, work together.12

Given how important policing is to London’sdiverse communities, the MPA has acrucial role to play in ensuring that the MPScontinues to make improvements to thepolicing service it delivers.Where appropriate, the MPA will work inpartnership with key stakeholders andpartners, such as the Commission forRacial Equality (CRE) and the GLA, tobring about these continuousimprovements.13

Section 1Organisational arrangementsKey objective of the MPA’s RaceEquality SchemeThe key objective of the MPA’s RaceEquality Scheme is to demonstrate theMPA’s commitment to race equality. Thescheme will achieve this objective in thefollowing ways:• By setting out arrangements that willensure everyone perceives his or herexperiences with the MPA to be fair andnon-discriminatory;• By demonstrating how the MPA willpromote race equality in the MPS;• By showing how the MPA will work withand influence other partners to promoterace equality.CommitmentThe MPA has set out its commitment toequal opportunity and diversity in its EqualOpportunities Statement. This is a livingdocument and, as such, will be constantlyevolving (See Appendix 1).The roles of members and committeesAll MPA members must be aware of theirduties set out in equalities relatedlegislation, including the Race Relations(Amendment) Act 2000. All members will befully briefed on their responsibilities.All members have signed the MPA’s Codeof Conduct. This code sets out thestandards members must meet whenundertaking public duties on behalf of theMPA.To meet its duties under the RaceRelations (Amendment) Act 2000, the MPAwill continue to mainstream responsibilityfor the equalities agenda through each ofits committees and executive decisionmakingprocesses.The following is a summary of thecommittee arrangements as of 1 January2005, covering each committee’sresponsibilities for equalities and diversitymatters.Each committee, in exercising itsresponsibilities, must have due regard toequal opportunities generally, the generalduty of the Race Relations (Amendment)Act 2000 and the requirements of any otherequalities legislation.• Full Authority• Community Engagement Committee• Co-ordination and Policing Committee• Corporate Governance Committee• Equal Opportunities and Diversity Board• Finance Committee• Human Resources Committee• Planning, Performance and ReviewCommittee• Professional Standards and ComplaintsCommittee• Standards CommitteeThe Full Authority is the main decisionmakingbody. It has overall responsibility forthe work of all other committees. The roleof the Full Authority with respect toequalities is to ensure that the developmentand scrutiny of equalities and diversity workis effectively managed and financed.In May 2004 the Consultation Committee(established in July 2002) was renamed theCommunity Engagement Committee tolead on all matters relating to the MPA andMPS community engagement strategiesand processes and ensures that whereconsultation is carried out, it engages with,and reflects the views of, London’s diversecommunities.14

The Committee also considers all mattersrelating to the Authority’s communicationsand public relations strategies and systems.In July 2002 the Chair's Co-ordination andUrgency Committee was renamed the Coordinationand Policing Committee. Thecommittee’s role is to co-ordinate thebusiness of the Authority with the aim ofensuring that key issues are addressed bythe relevant committee and to deal withurgent business on which a decision isneeded before the next meeting of theappropriate body.It also has a responsibility to consider policyand other issues relating to operationalpolicing as well as issues relating to crimeand disorder reduction and the Authority’srelationships with crime and disorderreduction partnerships.The Corporate Governance Committeewas formed in June 2004 by the merger ofthe Audit Panel and Health and SafetyCommittee. The Corporate GovernanceCommittee looks to achieve value formoney in all areas of spend, includingdiversity initiatives. It must ensure that theMPA’s priorities concerning equalities anddiversity are reflected in the annualprogramme of audits.The Equal Opportunities and DiversityBoard was established in July 2002(formerly there was a Consultation,Diversity and Outreach Committee). TheBoard leads on all issues relating to equalopportunities and diversity within the MPAand the MPS.The Board has responsibility to ensure thatthe MPA meets its statutory responsibilitiesunder all relevant anti-discriminationlegislation including the implementation,monitoring and review of the Race EqualityScheme and to monitor the MPS’sresponse to this legislation. For the Board’sterms of reference, see Appendix 2.In July 2002 the Finance, Planning andBest Value Committee was renamed theFinance Committee. The Finance15Committee advises on financial matters asrequired by the Authority’s financialregulations. The committee must alsoensure that financial criteria used formonitoring spend and measuringperformance strike an appropriate balancewith equalities criteria. It has specificresponsibilities in respect of procurement,in which equalities considerations are animportant aspect.The Human Resources Committeeadvises on equality and diversity in allmatters relating to the employment andtraining of staff, both for the MPA and theMPS. This committee has two Subcommittees,the Remuneration Sub-Committee and the Police Pensions Subcommittee.In the restructure of the committees in July2002 the Professional Standards andPerformance Management Committee wassplit into the Planning, Performance andReview Committee and the ProfessionalStandards and Complaints Committee.The Planning, Performance and ReviewCommittee monitors performance againstthe Policing Plan targets and anyperformance indicators set locally or byexternal organisations and advises on thesetting of relevant performance indicatorsand targets in annual plans and corporatestrategies. This includes specific equalityand diversity performance measures. It alsohas responsibility to discharge theAuthority’s responsibilities as a best valueauthority.The Professional Standards andComplaints Committee monitors MPScomplaints and discipline procedures andconsiders high profile and sensitive casesin line with the MPA/MPS protocol. TheCommittee keeps the strategies of the MPSDirectorate of Professional Standardsunder review and ensures that equality anddiversity principles are met. This committeehas a sub-committee: the Senior OfficersConduct Sub-committee (formerly theACPO Conduct Sub-committee, renamed inMay 2004).

The Standards Committee sets thestandards of conduct, including thoseconcerning equality principles, whichmembers of the MPA areexpected to meet when carrying out publicduties. The committee monitors theoperation of the MPA’s Code of Conductand promotes training to support membersin carrying out their duties.Designated staff rolesAn objective of the MPA is to mainstreamequalities into the work of its staff. All staffare required to support the EqualOpportunities Statement. The statement isissued as part of recruitment packs,including the new starters’ induction pack.Objectives relating to the statement will bediscussed with staff at their six monthlyprobationary interviews and at subsequentperformance appraisal reviews.In addition, the officers and units mentionedbelow will have the following relevantresponsibilities:The Race & Diversity Unit will develop andsupport the annual MPA Equalities andDiversity Work Programme. The Head ofRace and Diversity is also the lead supportofficer to the MPA’s Equal Opportunitiesand Diversity Board.The Head of Human Resources is the keyadviser to the MPA with regard to staffemployment, equality and training issues.This officer is also responsible for advisingand monitoring the MPS on similaremployment matters.The Treasurer is responsible for makingproper arrangements for the administrationof the financial affairs of the MPA. Thisincludes offering advice and guidance onthe expenditure of the MPA and the MPSdiversity budgets, and advising how theMPA can secure best value and promote itsequal opportunity policies. The Treasurerwill also promote the application ofequalities criteria and objectives with regardto the procurement of services.The Chief Executive & Clerk to theAuthority will be ultimately accountable forequal opportunities in the MPA and itscompliance with the general and specificduties of the Race Relations (Amendment)Act 2000.The Head of Race and Diversity is the leadadviser to the MPA on equality anddiversity issues, as well as the point ofliaison with regard to such issues for theMPS, the GLA, other bodies and thecommunity. This officer also coordinatesthe monitoring and implementation ofrecommendations relating to equalitieswork, including HMIC inspections, “TheStephen Lawrence Inquiry Report”, andother reports, such as the “Virdi InquiryReport”, the “Morris Inquiry Report”, “TheCRE Formal Investigation of the PoliceService of England and Wales”, “The TaylorReport - Review of Police DisciplinaryArrangements”, AC Ghaffur’s “ThematicReview of Race and Diversity in theMetropolitan Police Service”, the GLA’s“Equalities for All Review” and the “EqualityStandard for Local Government (ESLG)”.16The Head of Planning and Performanceand the Planning and Performance Analystadvise the MPA on performancemanagement and monitoring systems withregard to equality and diversity issues andare responsible for the development of theannual plan. These officers ensure that theannual planning process address equality &diversity considerations.The Head of Scrutiny and Review isresponsible for service improvementreviews and the scrutiny of MPS initiatives.This officer ensures that the best valueprocess addresses equality considerationsamongst other relevant criteria.The Internal Audit Directorate plays a leadrole in periodically auditing theperformances of the MPA and the MPSagainst the diversity policies andprocedures contained in their respectiveschemes. The Internal Audit Directorate willgive due consideration to race and otherequality issues when conducting its reviewof MPA and MPS systems. In somecircumstances, the Internal Audit

Directorate may be required to workparticularly closely with the CRE.The Director of Communications and theCommunications Unit are centrally placedto promote and publicise the MPA’s RaceEquality Scheme. The Race & DiversityUnit is responsible for advising theCommunications Unit on how best tocommunicate with minority ethniccommunities. The Communications Unitmanages the MPA’s website and willprovide advice on maximising the potentialof e-consultation.The Head of Secretariat is responsible forpromoting the accessibility of committees tothe public.The Community Engagement Unit isresponsible for advising the MPA inensuring that the MPS is accountable in itsprovision of effective ways for Londonersto understand and to be able to influencethe policy decisions and policies that effectthem. The Head of CommunityEngagement will ensure that an inclusiveapproach is taken when consulting onpriorities and needs. The Unit will alsoensure that Community and PoliceConsultative Groups (CPCGs)andindependent custody visitors (ICVs) areaware of the MPA’s Equal OpportunitiesStatement and support its objectives.The Policing Policy & Partnership Unit isresponsible for working in partnership withCrime and Disorder Reduction Partnerships(CDRPs) on crime and community safetymatters.Equalities and Diversity WorkProgrammeThe MPA will prepare, agree and publishan annual equalities and diversity workprogramme, which will cover the widerequalities agenda.Organisation cultureRace equality, equal opportunities anddiversity work will be mainstreamed throughthe organisation by means of theperformance appraisal system.Performance appraisal will identify eachstaff member’s individual objectivestowards equality and diversity matters aswell as their training and awarenessrequirements.The MPA’s senior management team isresponsible for ensuring the mainstreamingof race and equalities in all aspects of theMPA’s management decisions, includingresource allocation. It is the responsibility ofthe Chief Executive & Clerk to the Authorityto ensure that MPA team leaders areconsistently applying the diversitycomponent of the performance appraisal.MPA team leader and staff meetings willinclude equality and diversity as standingitems on their agendas.Updating the Race Equality SchemeThe Head of Race and Diversity isresponsible for updating the MPA’s RaceEquality Scheme, reporting on the progressof the Action Plan, and keeping the MPAinformed about the overall progress of theMPS’s scheme.The Scheme will be updated annually andthe MPA will review its list of functions,policies and proposed policies every 3years with the next review scheduled totake place in 2008.Holding the MPS to accountThe MPS has set out its arrangements formeeting the general and specific duties ofthe Race Relations (Amendment) Act 2000in its own Race Equality Scheme. The MPAhas developed links between the EqualOpportunities and Diversity Board and theMPS’s Diversity Strategy Board.The MPA commissions the MPS to producecommittee reports, briefings and otherpapers, including reviews, about areas itwishes to scrutinise.The MPA will agree performancemeasures, targets and timescales forundertaking and completing certain17

activities, including ministerial targets andthose arising from HMIC inspections, “TheStephen Lawrence Inquiry Report”, andother reports, such as “The Virdi InquiryReport”, “The Morris Inquiry Report”, theGLA’s “Equalities for All Review and the“Equality Standard for Local government(ESLG), and others.The MPA Equalities and Diversity WorkProgramme will identify the key areas ofpolicy that the MPA intends to scrutiniseannually (see Part B).The MPA will seek member/officerrepresentation, as relevant, at board andworking group meetings co-ordinated bythe MPS Diversity Directorate, and otherdirectorates, for example, humanresources, training and territorial policingthat are identified in the scheme forprogressing specific policy actions.The MPA will seek to support thedevelopment of MPS diversity strategiesthrough relevant campaigns and eventshosted by the MPS.PartnershipThe MPA will aim to support joint raceequality project work with relevant agenciesby actively participating in, and contributingto, cross agency equality and diversityinitiatives.The Mayor’s Office/Greater LondonAuthorityThe MPA has developed and will continueto build a working relationship with theGLA’s Equalities Budget Group. The MPA’sEqual Opportunities and Diversity Boardhas also appointed co-opted members tothe Board including the Policy Director ofEqualities and Policing from the Mayor’sOffice/GLA.The MPA will support the development ofGLA group-wide equality and diversityrelated standards and objectives.Community and Police ConsultativeGroups and Independent CustodyVisitorsThe MPA will help CPCGs and ICV Panels(ICVPs) promote race equality, eliminateunlawful race discrimination and fostergood relations in their work with localcommunities. CPCGs and ICVPs will beexpected to be mindful of the MPA’s EqualOpportunities Statement. So too will allbodies receiving MPA funding.The MPA will support CPCGs and ICVPs inbroadening their representation and willencourage them to engage as fully aspossible with all sections of the community.The MPA will encourage CPCGs andICVPs to inform it of local concerns inrelation to MPS equalities issues and theimplementation of the MPS scheme at aborough level.Crime and Disorder ReductionPartnershipsThe MPA will work with CDRPs acrossLondon to promote the consideration ofrace equality impacts in the developmentand implementation of local communitysafety strategies.ContractorsThe MPA’s Equal Opportunities Statementwill be issued to all bodies receiving fundingfrom the MPA. It will also be issued tocontractors with contract documents orcommissioning briefs.The MPA continues to seek to fulfil itsobligations and commitments arising fromthe recommendations in the GLA’s“Equalities for All Review”.18

Section 2Key measures of successKey measures of success for the MPAThe MPA is confident that its Race EqualityScheme will make a difference. Thescheme’s success can be measured byhow well it has achieved the followingtargets:• Staff feel that they are being fairlytreated by MPA members, managersand colleagues in terms of race andequal opportunities;• Management structures and processesare in place to give staff the confidenceto make complaints and voicegrievances;• London’s minority ethnic communitieshave greater trust and confidence intheir police service;• The MPA is working with organisationson issues of race equality;• Mechanisms for consulting andengaging with young people in particularare established by the MPA.The MPA’s indicators for the MPSThe MPA will also set indicators tomeasure whether it has successfullydirected and influenced the MPS withrespect to race equality. These indicatorsare:• The MPS workforce is representative ofLondon’s diverse communities at alllevels;• The greater effectiveness of diversitytraining provided to all MPS staff;• ‘Fair Practice’ measurement isimplemented across all borough andoperational command units (BOCU andOCU) and is used to keep the MPA linkmembers and committees informedabout local equality issues in servicedelivery and to ensure it is beingmeasured effectively;• Management structures and processesare in place to give staff the confidenceto make complaints and voicegrievances;• A proportionate reduction in the numberof race related employment tribunalcases.The public lifting of the label ‘institutionallyracist’, placed upon the MPS by theStephen Lawrence Inquiry Report, is seenas a significant indicator as to whether theMPA has been successful in directing andinfluencing the MPS with respect to raceequality.MonitoringThe Equal Opportunities and DiversityBoard will ensure regular monitoring ofthese issues. The results will be reportedannually to the Full Authority and publishedin the policing plan/annual report.• The alleviation of the public’s perceptionthat there is unjust racialdisproportionality in sensitive areas,such as deaths in custody and ‘stop andsearch’;19

Section 3Impact assessmentsWhat is an Equality ImpactAssessment?Equality Impact Assessments (EIAs)originate from the Race Relations(Amendment) Act 2000 as well as theEquality Standard for Local Government(ESLG), both of which place obligations onlocal authorities and public sectororganisations to carry out impactassessments.The purpose of an EIA is to improve thework of the MPA by making sure it does notdiscriminate and that, where possible, itpromotes equality. It is a way to make sureindividuals and teams think carefully aboutthe likely impact of their work on equalitytarget groups and take action to improveservices, policies, strategies and projects.It involves anticipating the consequences ofpolicies and projects on the target groupsand making sure that, as far as possible,any negative consequences are eliminatedor minimised and opportunities forpromoting equality are maximised.The MPA, as part of the GLA Group,defines equality target groups as: women;black and minority ethnic people; youngpeople and children; older people; disabledpeople; lesbians; gay men; bisexualpeople; trans people and people fromdifferent faith groups.The equality areas, or strands as they arecommonly called, are gender, race,disability, age, religion or faith and sexualorientation. The strands are inclusive of allpeople.The EIA consists of two parts:• The initial screening process• The more thorough full assessment if theinitial screening has identified anadverse / negative impact.When should an EIA be carried out?An impact assessment should be carriedout when:• Developing a new policy, strategy orproject;• Reviewing existing policies;• Policies, strategies or projects have beenidentified by relevant Committees or bySMT as specifically requiring an EIA.Determining relevanceFull impact assessments may not benecessary in all cases. Not every policy,strategy, or project will have relevance tothe Race Relations (Amendment) Act 2000.However, the MPA will seek to establish atransparent and systematic process bywhich to show that relevance has beenconsidered.Structure and process for policy reviewimpact assessmentSeveral processes have been identified todetermine relevance and the need to carryout an impact assessment.The MPA will draw up a current list of all thepolicy/strategy /project work beingundertaken. When a policy/strategy /projectis added to the list, the lead officer shouldconsider its relevance to race equality andthe wider equalities agenda, and recordwhether the policy/strategy /projectwarrants an impact assessment.With regards to commissioned work, suchas a committee report, the extent of itsrelevance to race equality should beidentified by the lead officer at thecommissioning stage. The same earlyconsideration should be given whenobjectives are set for projects, for example,project initiation documents, terms ofreference and project appraisals.20

This early analysis will determine whetherthe work warrants an impact assessment.Authors of committee reports will outlinethe equality implications of their reports.The standard pro-forma for reports includea section for outlining the equalopportunities implications. This will be usedto note the relevance of the report toequalities (including race equality) andwhether an impact assessment has beencarried out. All MPA and MPS best valuereviews and evidential scrutinies mustinclude an equalities impact assessment.The Head of Secretariat will be responsiblefor preparing a list of all decisions arisingfrom committee reports.The Head of the Race and Diversity Unitwill be responsible for reviewingrecommendations and decisions that arelikely to have significant relevance to thegeneral duty.and impact assessments. Training, supportand guidance will also be given to membersand others who may need to use and referto impact assessments.To help develop standards and check thatthey are maintained, the Race and DiversityUnit will carry out sample monitoring ofrelevance testing and impact assessments.The MPA’s guidance and EIA initialscreening and full assessment forms (seeAppendix 3) can be found on the MPAwebsite and are also available to MPA staffand Members on the MPA Intranet.The Race & Diversity Unit is available tostaff and Members to provide advice andsupport to those carrying out EIAs. Aresources section on the MPA intranet isalso being developed to assist staff incarrying out EIAs.The overall effectiveness of theseprocesses will be reviewed in April 2006.Who is responsible for carrying outEIAs?Each policy lead and unit as a team willtake responsibility for identifying whichpolicies, strategies or projects will need tobe assessed. It is helpful to include into theteam responsible for completing the InitialScreening Form a diverse range ofindividuals. At least one person in the teamshould have attended EIA training. On jointprojects and initiatives with otherorganisations, officers should raise theissue of the need to carry out an EIA. Thelead organisation in the group project hasthe responsibility to initiate an EIA.Ensuring consistent quality standards inimpact assessmentConsideration will be given to establishinga joint MPA/MPS quality assuranceprocess for the scrutiny of impactassessments. At the very least, the Head ofRace and Diversity will be sent copies of allassessments.Training, support and guidance will begiven to staff carrying out relevance tests21

Section 4Arrangements for publishing and monitoring the impact assessment resultsPublishing assessment resultsA list of assessments carried out and theimpact assessment will be available onrequest, and online at the MPA website.Impact assessments carried out throughbest value reviews or as part of thecommittee reporting process will appear inthe relevant published reports.Part of the MPA performance plan will beused to report on the development of theRace Equality Scheme. This section willhighlight the main issues andachievements arising from the impactassessments and the Action Plan.Monitoring arrangementsThe Equal Opportunities and DiversityBoard will receive half-yearly reports on theoverall progress of the implementation ofthe MPA and the MPS schemes.The MPS’s ‘fair practice’ monitoringThe MPA will use the information fromsystems developed by the MPS to monitorthe impact and fairness of the MPS’sservice delivery to different ethnic groups.The MPA will encourage the MPS toimplement these systems in every boroughacross London.The MPA will work with the MPS to developlocal and London-wide analysis of theresults reported by each borough.Local scrutinyThe MPA will invite local communityorganisations and agencies to monitor andoffer advice about their borough serviceswith regard to race equality. The MPA willdiscuss drawing up a brief for establishinglocal monitoring arrangements with theCRE and London’s racial equality councils.These arrangements will seek to utilise theknowledge and interest of forums thatalready deal closely with the police servicein many boroughs. These forums includeracial equality councils, local authorityracial harassment units, victim supportservices, independent advisory groups(IAGs), ICVs, CPCGs and other communitygroups. The new arrangements will be setup to scrutinise the delivery of localservices in terms of race equality; to informthe MPA of concerns and successes; andto advise upon/co-ordinate local action.The MPA will work with CDRPs to embedequalities and diversity in the work andobjectives of each partnership.Internal scrutinyThe MPA will also invite trade unions andstaff associations to help it develop aframework for monitoring theimplementation of the scheme and itsintended outcomes within the service.GLA supportThe MPA recognises the important role theGLA will play in the Authority’s monitoringof the MPS. In particular, the GLA’sEqualities Budget Group will play a key partin establishing the link between, andscrutiny of, budgets and performance.Crime & Disorder ReductionPartnershipsEach CDRP has a variety of policies aimedat reducing crime and disorder on a locallevel. The MPA, as a CDRP partner,overviews CDRP policies to ensure thatevery policy has an equal impact on allgroups and adheres to ethical and legalframeworks, including compliance with theHuman Rights Act (HRA) and RaceRelations (Amendment) Act 2000.22

Section 5Arrangements to ensure public access to information and serviceThe role of the MPA in consultationWhen it comes to consultation, the MPA’skey function is to enable the people ofLondon to voice their views about the MPS.To be truly effective, the MPA needs to gainthe confidence of all sections of thecommunity. Together, the CommunityEngagement Unit and the CommunicationsUnit will be responsible for promoting theMPA to London’s diverse communities.Access to information and servicesMembers of the public can accessinformation and services via the MPA’s FullAuthority meetings and committeemeetings, which are open to all.To increase awareness of these meetingsand make the public feel welcome at them,the MPA aims to:• Publicise the meetings in a variety ofways - on the MPA website, in pressreleases, in local media and on emailcirculation lists;• Ensure committee agendas are availablefive working days in advance of ameeting and are published on the MPAwebsite;• Where possible, meet requests toprovide translators and interpreters;• If practical, try to notify an individualcommunity of forthcoming committeediscussions that will be of particularrelevance to that community;• Set standards that will encourage reportwriters to adopt a clear, straightforwardstyle of presentation, which can beunderstood by all;• Consider adopting a system that willenable the public to ask questions andsubmit petitions at any committeemeeting. At present, the MPA allows the23public to raise points at its Full Authoritymeeting and at the meeting of the EqualOpportunities and Diversity Board;• Consider and seek to meet the needs ofdisabled people who wish to attendmeetings.Occasionally the MPA holds othermeetings to which members of the publicare invited. Every effort will be made toachieve the standards set out above forthese meetings, too.MPA communicationsThe MPA has its own website, which isused to provide the public withinformation/access to services. TheCommunications & Press Unit ensures thatinformation and supporting documents canbe provided in various communitylanguages and are accessible in a varietyof formats. The MPA recognises that theinternet, like most channels ofcommunication, has a limited reach. So, inorder to widen the Authority’scommunications base, consideration will begiven to a more effective use ofbroadcasting and print media.Customer serviceThe MPA understands the importance ofgood customer service when it comes toproviding access to information andservices. To help promote high customerservice standards, the MPA will aim to:• support and train staff to meet thehighest customer service standards;• investigate any complaints of racistbehaviour and attitudes shown towardsmembers of the public;• investigate any staff complaints of racistand other discriminatory behaviour frommembers of the public.

The MPA has produced a complaints policyand procedure, which is publicised on theMPA website.Priority groupsThe following groups of people are amongthose identified by the MPA that generallyface barriers or lack access to information,services and consultation in society:• young people;• minority ethnic communities;• disabled people;• older people;• people without permanent homes, i.e.the homeless or gypsies and travellers;• gay, lesbian and bisexual people;• transgender people;• refugees and asylum seekers;• faith groups.The MPA will make it a priority toaddress the particular access needs ofthese groups. To enable it to do so, it willaim to:• be innovative;• adopt a variety of channels of access;• go out to groups;• seek advice from relevant organisations;• support the use of advocates and thirdparties;• work with small representative groupswhere necessary;• plan how information can best bepresented to meet specific needs, forexample, the needs of young people;• take a sensitive approach;• work in partnership;• exploit new technology;• train and raise the awareness of staff.Access to the MPS - the MPA’s roleThe MPA will direct and encourage theMPS to adopt the Authority’s priorities andshare its own ‘best practice’ with regard toaccess to information and services.The MPA will be particularly concernedwith promoting:• engagement between the MPS andtraditionally marginalised communities;• access to jobs within the MPS. If theservice can attract, and meet the needsof, a diverse and representativeworkforce, its service delivery will betterreflect the population it serves.ConsultationThe MPA will work jointly with the GLAgroup and other public bodies to:• reduce duplication with regard to when,where and with whom it consults;• implement the recommendations arisingfrom the Best Value Review ofEqualities, the Best Value Review ofConsultation, and other forthcomingreviews as relevant;• identify and agree common standards,including achieving level 5 of theEquality Standard for Local Government(ESLG);• develop shared resources on issues oftranslation and interpretation.Arrangements for consultationAimsThe MPA wants to ensure that theconsultation it carries out reaches allsections of London society; that it engageswith disaffected and under-representedgroups; and that community relations andlocal crime problem solving are improvedthrough consultation.The MPA intends to make the entireconsultation process representative ofLondon’s diverse population - from thepeople who participate in and respond tothe consultation through to those whoundertake and manage it.24

ArrangementsAn appropriate method of consultation willbe determined for each functional andpolicy impact assessment review.The Community Engagement Unit has alsodeveloped a Community EngagementStrategy. The strategy aims to provideeffective ways for Londoners to understandand to be able to influence the policingdecisions and policies that affect them, andto hold the MPS to account for the serviceat local level.In addition, it funds Community and PoliceConsultative Groups to engage withcommunities, and uses other qualitativeand quantitative research to identifypolicing priorities.The MPA and the MPS will work closelywith the GLA group to develop itscommunity consultation. The MPA willmake use of the GLA’s stakeholdernetworks such as the London Civic Forum.It details how the MPA will strengthenLondoners’ own voices in directly shapingthe nature of policing by allowing the MPAto speak on their behalf with a legitimateand informed voice. It will also provide aframework for a strong local democraticprocess over policing in London.The Community Engagement Committeewill receive reports on the findings of allconsultation activity.Arrangements for consulting with the MPSA key objective of the communityengagement strategy will be to ensureconsultation is fully inclusive, regardless ofwhether the Authority carries out theconsultation itself, or simply supports it, e.g.through funding Community and PoliceConsultative Groups.The Community Engagement Unit willsupport the work arising from theCommunity Engagement Committee. Thehead of the Unit will be responsible forensuring the proper administration andfunding of borough consultativearrangements. The Unit will work closelywith the lead officer on consultation at theMPS.CollaborationThe MPA will continue to establish goodpartnerships with a range of pan-Londonorganisations, as well as localorganisations, to help it to meet itsconsultation duties.25

Section 6Arrangements for training staff and MPA membersMPA arrangementsThe MPA will seek to ensure that its staffand members are trained to meet theduties of the Race Relations (Amendment)Act 2000. Each year planned briefingsessions will be held with all members,team leaders and staff to outline new andchanging requirements relating to equalopportunities legislation and the MPA’sobjectives and policies.Where appropriate, specific training will bedevised to support staff and members incarrying out and analysing impactassessments. Guidelines for assessmentswill be developed over the lifetime of thescheme.The need to provide further training to teamleaders on how to set and monitor equalityobjectives in performance appraisals will beconsidered.To raise and maintain awareness ofcultural understanding, and equalities anddiversity issues, further equal opportunitiesand diversity training will be given to allstaff on a regular basis. The training will befollowed up to help staff use their raisedawareness in a positive way. All diversitytraining will be fully evaluated, and a reportwill be submitted to the Equal Opportunitiesand Diversity Board.Priority training issues for the MPSThese are the MPA’s priority trainingproposals with respect to the MPS:• to review and evaluate the MPS’sexisting Diversity Training Programmeand other diversity specific training;• to review how MPS training provisionscan effectively achieve a betterrepresentation of minority ethnic officersat higher levels in the service.Working with othersThere is scope for the MPA to developpositive action training and initiatives andcareer development programmes inpartnership with other bodies, such as theGLA, APA, MPS, and others. As part of itscommitment to work collaboratively, theEqual Opportunities and Diversity Boardwill consider the scope and options for jointpositive action initiatives.The MPA will seek to ensure that trainingopportunities are offered equitablythroughout the Authority. An annualcorporate training needs analysis will formthe basis upon which training priorities willbe set.Members will be briefed on their duties andobligations as outlined in the Code ofConduct.26

Section 7Meeting the employment dutyEmployment specific dutiesThe MPA currently employs about 95 to100 staff. Employment matters concerningpolice staff, traffic wardens and other nonpoliceofficer staff are the formalresponsibility of the Authority, but thesestaff members are under the commandand control of the Commissioner. Thatsaid, the MPA will comply with the fullrequirements of the employment duty,(although there is no obligation for it to doso given that the number of staff in itsemploy is below the level at which certainsections of the employment duty apply).The MPS will compile monitoring datarelating to these staff, such asrecruitment, training and dismissal data.The Head of Human Resources (HR) willbe responsible for ensuring the MPAcomplies with the employment duty underthe Race Relations (Amendment) Act2000.Monitoring arrangementsIn order to comply with the employmentduty, the MPA monitors, with reference toracial groups, the numbers of:• staff in post;• staff who receive training;• staff who benefit or suffer as a result ofthe MPA’s performance assessmentprocedures;• staff who are involved in grievanceprocedures or who are the subject ofdisciplinary procedures;• staff who cease employment;• applicants for employment, training andpromotion.The MPA has adopted the Home Officeclassification of ethnic groups, referred toas the ‘16+1’ categories. It may useadditional groupings but for purposes ofcomparison and consistency with otherwork (e.g. the census), the ‘16+1’ systemwill be the common standard.The MPA monitors according to thestandards set out in the CRE Code ofPractice, and will refer to monitoring andanalysis techniques mentioned in thecode. In this context, monitoring meanscomparing employment patterns to see ifthere are any marked differences. Wheredifferences occur, further analysis may beneeded.The MPA will compare its monitoring datawith relevant organisations, theeconomically active population of London,labour force surveys, and data suppliedby the Office of National Statistics.Reporting arrangementsThe MPA already compiles reports on jobapplicants and staff, which record ethnicgroup, gender and disability. Themonitoring reports are submitted to theHuman Resources Committee and theEqual Opportunities and Diversity Board.The data and results presented tocommittees will be published at the sametime as the MPA’s annual report ofprogress on the scheme.Monitoring the MPSThe Human Resources Committee isresponsible for scrutinising the MPS dataas monitored in line with the employmentduty, and as set out in the MPS scheme.The committee will also measureachievement against its own and HomeOffice targets of minority ethnicrecruitment.The MPA will continue to receivemonitoring reports on a regular basis.27

The key success measures outlined inthis scheme include improving therepresentation of minority ethnic staff atall levels in the MPS, so that it becomesmore representative of the communitiesbeing served.The MPA will seek to strengthen itsrelationships with trade unions and staffassociations within the MPS, to support itsmonitoring processes and to develop itsunderstanding of fairness issues pertinentto staff.Working with others and target settingAs part of the GLA’s “Equalities for AllReview”, the GLA group agreed to adoptrace, gender, disability, faith, sexualorientation and age classificationcategories for all high level planning,delivery and monitoring purposes.The GLA group also agreed to:• commit to achieving Level 5 of theEqualities Standard for LocalGovernment;• review its recruitment targets andmeasure achievement against them;• establish challenging targets to ensurethat its workforces are representative ofLondon’s diverse population.28

Appendix 1MPA Equal Opportunities StatementVisionThe Metropolitan Police Authority willwork towards:• promoting equality of opportunityfor all persons irrespective of theirrace, gender, disability, age, sexualorientation or religion;• eliminating unlawful discrimination;• promoting good relations betweenpersons of different genders, racialgroups, disabilities, ages, religiousbeliefs and sexual orientation.The vision is to promote through all ouractions and activities the cultural diversityof London. We will recognise and valuethe cultural, emotional, moral, physical,sexual, social and spiritual needs of thepeople of London and of our staff.MissionThe Metropolitan Police Authority’s mainfunction is to secure an effective andefficient police service for London. Todischarge this duty we will work towards:• demonstrating responsibilitytowards all London’s communities;• being an equal opportunitiesorganisation and a respectedemployer;• encouraging and valuing ouremployees;• creating a climate in which a diverseand competitive businesscommunity can compete fairly toprovide goods and services.ValuesThe Metropolitan Police Authority’sactivities will reflect our values, which are:• to work with, and on behalf of, thepeople of London to achieve ouraims;• to be an anti-discriminatoryorganisation;• to treat everyone with dignity andrespect, recognising the worth ofevery individual;• to encourage our staff to uphold ourmission and vision and to challengeinappropriate attitudes or behaviour.Members, senior officers and all staff willlead by example and treat others withrespect.The Metropolitan Police Authority is anequal opportunities organisation which isrequired by statute - most directly, S.404of the Greater London Act 1999 - topromote equality of opportunity and tocomply with other relevant equalitieslegislation.This is intended as a living and dynamicstatement that will be reviewed, amendedand changed as the need arises.29

Appendix 2MPA Equal Opportunities and Diversity BoardEqual Opportunities & Diversity Board MembersChair: Kirsten HearnDeputy Chair: John RobertsCindy ButtsDamian HockneyPeter HerbertAneeta PremTerms of reference1. To lead on the scrutiny of all issues relating to equal opportunities and the six equalitystrands within the MPA and the MPS. This includes: age, disability, gender, race,religion or belief and sexual orientation.2. To ensure that the MPA meets its statutory responsibilities under all relevant antidiscriminationlegislation; and to monitor the MPS’s response to this legislation.3. To monitor the implementation of the MPA’s race equality action plan and corporateequality plan.4. To approve the MPA’s annual equal opportunities and diversity work programme.5. To consider and advise on the equalities and diversity implications of major policyproposals and initiatives.6. To keep under review the Authority’s equal opportunities statement and strategieswhich put this statement into practice7. To review and interrogate MPS performance data on diversity issues in relation to bothservice delivery and employment practice, including trends and performance againstpolicing plan objectives8. To develop performance indicators and target setting in areas of diversity issues.9. To co-ordinate the scrutiny of action being taken on issues arising from therecommendations in final reports of relevant scrutinies and official inquiries.10. To advise other MPA committees on equalities and diversity issues of relevance totheir responsibilities11. To propose to the Co-ordination & Policing Committee at least one review of the MPSdiversity strategy or other relevant issues annually, depending on the staffingresources available. These reviews could range from a formal scrutiny to one or morethemed meeting on a particular subject12. To monitor and review the MPA and MPS annual budget and equalities submissions tomonitor spend against performance and to respond to the budget requirements of theMayor’s Office.30

Appendix 3Equality Impact Assessment FormPart 1 – Initial Screening1. Officer(s) & Unit responsible for completing the assessment:2. Name of the policy, strategy or project:3. What is the main purpose or aims of the policy, strategy or project?4. Who will be the beneficiaries of the policy/strategy/project?5. Has the policy/strategy/project been explained to those it might affectdirectly or indirectly?6. Have you consulted on this policy?7. Please completed the following table and give reasons/comments for where:(a) The policy/strategy/project could have a positive impact on any of the equalitytarget groups or contributes to promoting equality, equal opportunities andimproving relations within equality target groups.(b) The policy/strategy/project could have a negative impact on any of the equalitytarget groups, i.e. disadvantage them in any way. If the impact is high, a fullEIA should be completed.31

EqualityTargetGroup(a) PositiveImpact(b) NegativeImpactHigh Low High LowReason/CommentMenWomenAsian orAsian BritishpeopleBlack orBlack BritishpeopleWhite people(includingIrish people)ChinesepeopleOtherracial/ethnicgroup (pleasespecify)Mixed RaceDisabledpeopleGay, Lesbianand BisexualpeopleTransgenderpeopleOlder people(50+)Youngerpeople (17-25)and childrenFaith groups(pleasespecify)32

8. Please give a brief description of how this policy benefits the equality targetgroups identified in the above table, i.e. promotes equality?9. If there is a negative impact on any equality target group, is the impactintended or legal?If the negative impact is not intended, discriminatory and/or high in impact,complete part 1 and move on to the full assessment.10. What actions could be taken to amend the policy/strategy/project tominimise the low negative impact?11. If there is no evidence that the policy/strategy/project promotes equality,equal opportunities or improves relations within equality target groups, whatamendments could be made to achieve this?12. How will the policy, strategy or project be implemented including anynecessary training?Full Assessment necessary:YesNoDate completed:Signed by Line Manager:Please return a copy to the Race & Diversity Unit once completed. A signed hard copy& electronic copy should be kept within your unit for audit purposes.33

Equality Impact Assessment FormPart 2 – Full Assessment1. Officer(s) & Unit responsible for completing the assessment:2. Name of policy/strategy/project:3. In part 1 (initial screening), which equality target groups where identified asbeing disadvantaged by the policy, strategy or project:AgeDisabilityFaith or ReligionGender / TransgenderRaceSexual Orientation4. Summarise the negative impacts for each group:5. What previous consultation has taken place or will take place with eachequality target group either externally or internally? Give details:Question 6 must only be completed once consultation and research has beencarried out.6. Who was consulted and/or what research material was obtained? Please list:34

7. What does the consultation indicate about the negative impact of the policy,strategy or project?8. What changes do you propose to make to the policy, strategy or project as aresult of research and/or consultation?9. Will the planned changes to the policy/strategy/project:Lower the negative impact? orEnsure that the negative impact is legal under anti-discriminatory law?Provide an opportunity to promote equality, equal opportunity and improverelations within equality target groups? i.e. a positive impact10. What equality monitoring/evaluation/review systems have been set up tocarry out regular checks on the effects of the policy/strategy/project? Givedetails:11. When will the policy be reviewed?Date completed:Signed by Line Manager:Please return a copy to the Race & Diversity Unit once completed. A signed hard copy& electronic copy should be kept within your unit for audit purposes.35

Equality Impact Assessment Improvement PlanArea of negativeimpactChangesproposedLead OfficerTimescaleResourceimplicationComments36

GlossaryDefinitions are taken from the CRE Code ofPractice on the Duty to Promote RaceEquality where possible.AccessThe methods by which people with a rangeof needs, such as disabled people, peoplewith children and those whose firstlanguage is not English, find and useservices and information. For disabledpeople, access in London means thefreedom to participate in the economy,planning, and social and cultural life of thecapital.Best ValueA government programme designed toproduce continuous improvement in servicequality, i.e. the way in which authoritiesexercise their duties and powers.Black and Minority Ethnic communitiesor peopleThis is used as a generic descriptor andis widely accepted currently asappropriate ethnicity terminology acrosspublic service including the GLA Group todescribe communities and individualswho belong to an ethnic group that issmaller in number than the U.K.’spredominant white group. ‘Black’ is aninclusive term that refers to all ethnicgroups who experience discriminationbecause of the colour of their skin.CitizenshipIn general, the rights, duties andresponsibilities of a good citizen, of anystate.DisabilityDisabled people’s organisations define‘disability’ as: “The loss or limitation ofopportunities that prevent people who haveimpairments from taking part in the life ofthe community on an equal level with othersdue to physical and social barriers.”This definition has been adopted for thepurposes of this scheme.Disabled personSomeone who has an impairment and, as aresult, experiences externally imposedbarriers.DiversityThe difference in the values, attitudes,cultural perspective, beliefs, ethnicbackground, sexual orientation, skills,knowledge and life experiences of eachindividual in any group of people. Diversityin the work place is an understanding thatthere are differences among employees,acceptance of these differences so thateach person is treated and valued as aunique individual and recognising thatthese differences can be an asset to workbeing done more efficiently and effectively.The term does not mean the same as‘equal opportunities’ as it seeks to avoidreference to discrimination and the impactthat power imbalances may have ondifferent communities.Ethnic groupDefined by the House of Lords as a groupthat regards itself or is regarded by othersas a distinct community by virtue of certaincharacteristics. These characteristicsinclude a long shared history; a culturaltradition of its own; a common geographicalorigin, or descent from a small number ofcommon ancestors; a common language,literature or religion and being a minority orbeing an oppressed or a dominant groupwithin a larger community.EqualitiesA short hand term to refer to all workaddressing issues of discrimination anddisadvantage, particularly relating to race,disability, gender, sexual orientation, faithand age.37

Equal opportunitiesInstitutional racismThe provision of equal rights anddevelopment of practices that promote thepossibility of fair and equal chances for allpeople to develop their full potential, andthe removal of barriers of discrimination andoppression experienced by certain groups.FunctionsThe full range of a public authority’s dutiesand powers.GenderA concept that refers to the socialdifferences between women and men thathave been learnt, are changeable over timeand have wide variations both within andbetween cultures.General DutyUnder the Race Relations (Amendment) Act2000, the general duty says a publicauthority must “have due regard to theneed” to:• tackle racial discrimination;• promote equality of opportunity;• promote good race relations.GLA FamilyA group made up of the core GreaterLondon Authority (GLA), the LondonDevelopment Agency (LDA), the LondonFire and Emergency Planning Authority(LFEPA), the Metropolitan Police Authority(MPA), Metropolitan Police Service (MPS)and Transport for London (TfL).Greater London Authority (GLA)The organisations responsible for carryingout the functions set out in the GreaterLondon Authority Act 1999, including theMayor, the London Assembly and the GLAGroup. There is a clear separation ofpowers within the core GLA between theMayor - who has an executive role, makingdecisions on behalf of the GLA - and theLondon Assembly, which has a scrutinisingrole.38“The collective failure of an organisation toprovide an appropriate and professionalservice to people because of their colour,culture or ethnic origin. It can be seen ordetected in processes, attitudes orbehaviour which amount to discriminationthrough unwitting prejudice, ignorance,thoughtlessness, and racist stereotypingwhich disadvantage minority ethnic people”(The Stephen Lawrence Inquiry - TheMcPherson Report, 1999).London AssemblyPart of the Greater London Authority. Itcomprises 25 members, elected by votersin London, whose primary role is toscrutinise the Mayor’s activities.MainstreamingA word used to describe the integration ofequalities into policy development,implementation, evaluation and review.Metropolitan Police AuthorityThe independent statutory body establishedon 3 July 2000 to secure and maintain anefficient and effective police service for theGreater London area.NationalityAn aspect of a person's identity (see‘citizenship’), conveying rights and duties,and defined by a specific legal relationshipbetween an individual and a state, throughbirth or naturalisation, which is recognisedby that state. Article 2 of the EuropeanConvention on Nationality defines‘nationality’ as ‘the legal bond between aperson and a state’ which ‘does not indicatethe person’s ethnic origin’.National originsDefined by the Scottish Court of Session as‘identifiable elements, both historically andgeographically, which at least at some pointin time reveals the existence of a nation’.National origins are not limited to

‘nationality’ in the legal sense of citizenshipof a nation state, which an individualacquires at birth or through naturalisation.For example, English, Scottish and Welshpeople are racial groups, defined byreference to their national origins. Nationalorigins may include origins in a nation thatno longer exists (Czechoslovakia, forexample), or in a 'nation' that was never anation state in the modern sense, such as'the Basque nation'.PoliciesThe formal and informal decisions taken byan authority on how it carries out its dutiesand uses its powers.Positive actionAction permitted by the Race Relations Act1976 that allows employers and others toprovide training and encouragement topeople of a particular racial group, if theyhave been under-represented in particularwork during the previous 12 months(sections 37 and 38).Social inclusionA form of inclusion that allows a person toaccess and benefit from the full range ofopportunities available to members ofsociety. It aims to remove barriers forpeople and areas that experience acombination of linked problems such asunemployment, poor skills, low incomes,poor housing, high crime rates, poor healthand family breakdown.Specific DutyUnder the Race Relations (Amendment)Act 2000, the specific duty says that apublic authority to whom the Act appliesmust prepare and publish a race equalityscheme. The scheme should set out howthe authority plans to meet its general andother specific duties to promote raceequality.Positive discriminationPositive discrimination occurs whensomeone is selected to do a job purely onthe basis of their race, not on their ability todo the job. This is illegal under the RaceRelations Act.RaceThe Race Relations Act uses ‘race’ both todescribe the catch-all class that receivesprotection under the Act, that is, ‘racialgroup’, and as one of five sub-classes thatfall within it (race, colour, nationality, ethnicor national origin).Race equalityEquality between all individuals and groupsregardless of race, colour, nationality, ethnicor national origin.39

AbbreviationsACPOAPABOCUCDRPCPCGCREEIAGLAHMICHRICVPLDALFEPAMPAMPSOCURDUTfLAssociation of Chief Police OfficersAssociation of Police AuthoritiesBorough Operational Command UnitCrime and Disorder Reduction PartnershipCommunity and Police Consultative GroupCommission for Racial EqualityEquality Impact AssessmentGreater London AuthorityHer Majesty’s Inspectorate of ConstabularyHuman ResourcesIndependent Custody Visiting PanelLondon Development AgencyLondon Fire & Emergency Planning AuthorityMetropolitan Police AuthorityMetropolitan Police ServiceOperational Command UnitRace & Diversity UnitTransport for London

Race EqualitySchemePart BAction Plans2005 to 2008

IntroductionIn order to ensure due regard is paid torace equality, the Authority needs toidentify its functions and policies,determine which of these are relevant tothe general duty, prioritise these andthen set out a programme for carryingout an impact assessment of each ofthese priorities.Part B of the MPA scheme outlines:1. The functions and policies of theMPA;The MPA’s Equal Opportunities andDiversity Work Programme identifiesa number of ongoing areas and piecesof work, for which the EqualOpportunities and Diversity Board(EODB) has responsibility, that willneed to be progressed to assist theMPA to achieve its organisational equalopportunities and diversity objectives.2. The process used to place therelevant functions and policies inpriority order for review;3. Action Plan review for 2002 – 2005Race Equality Scheme;4. The Race Equality Scheme ActionPlan 2005-2008;5. A Functions and Policy impactassessment programme;6. The MPA’s Equal Opportunities andDiversity Work Programme.Part B also includes the MPA’s policyassessment priorities for the MPS.The Race Equality Scheme ActionPlan specifies the actions referred to inthe scheme that need to be carried outin order to ensure the Authorityestablishes the arrangements set out.The Functions and PolicyAssessment Programme outlines therange of the Authority’s duties andresponsibilities, relevant to raceequality, that are to be reviewed toensure there is due regard to the dutyunder the Race Relations (Amendment)Act 2000.43

The functions of the MPAThe general overarching function of theMPA is to secure the maintenance of anefficient and effective police force forLondon.In carrying out this function the MPA hasto fulfil the following responsibilities:• To set objectives for the policing of theMetropolitan Police District, consistentwith Ministerial priorities and inconsultation with the Commissioner andLondoners;• To prepare and publish a policing plan -to be drafted by the Commissioner - andto include detailed objectives,performance targets and actionsproposed by the MPA;• To provide advice and assistance tonational and international institutions onpolicing issues, subject to the consent ofthe Home Secretary;• To ensure the proper financialadministration of the policing budget;• To carry out the processes forappointing and dismissing senior policeofficers;• To consider complaints and disciplinaryproceedings against senior policeofficers;• To demonstrate commitment toequalities and diversity.• To produce an annual report;• To require the Commissioner to submitreports on matters connected with thepolicing of London;• To secure continuous improvement inthe provision of a policing service inLondon;• To assess the MPA and MPSperformance against each of the BestValue Performance Indicators to ensurethat standards are met;• To consult with people who live andwork in London on policing matters andin consultation with the Commissioner;• To work in partnership with local Crimeand Disorder Reduction Partnerships;• To operate an Independent CustodyVisiting scheme;44

The policies of the MPAWhat is a policy?CRE definition:“The formal and informal decisions abouthow a public authority carries out itsduties and uses its powers.”MPA specificThe following have been identified as theMPA’s relevant internal policy issues:• To set clear and practical performancemeasures and targets for monitoringrace equality and equal opportunitiesperformance;• To secure an equalities budget for theAuthority in order to meet internal andstatutory requirements;• To develop an internal equalopportunities and diversity policy and topromote race equality values anddiversity principles and practices;• To implement the recommendationsarising from the GLA group Best ValueEqualities for All review;• To recruit, retain and promote aworkforce that reflects the diversecommunities of London;• To oversee employment issues of allMPS police staff who are under thecommand and control of theCommissioner;• To develop processes and decisionmakingstructures to monitor themainstreaming of race equality, equalopportunities and diversity principles inall aspects of the business of theAuthority;• To enable members of the public to feelconfident in bringing sensitive andvexing policing issues to the attention ofthe Authority;• To develop a complaints procedure andmonitor this for accessibility to those whowish to pursue specific issues andcomplaints;• To work in partnership with the Mayor’soffice, GLA, APA, Home Office and otherkey stakeholders and partners in workingtowards the elimination of discrimination,and the promotion of equal opportunitiesand good relations between differentgroups in matters relating to policing.MPS policy priorities for policing diversecommunitiesThe following have been identified as thekey issues affecting the MPS that theMPA deems as relevant to race equality.The MPA will use its powers of directionand influence to promote policydevelopment on these issues as apriority.1. Employment, recruitment, retentionand progression of police officers andpolice staff.• Improving fairness, in terms of raceequality, with respect to complaints,grievances and EmploymentTribunals against minority ethnicstaff.• Implementation of recommendationsfrom the ‘Virdi Inquiry Report’, the‘Morris Inquiry Report’ and the‘Taylor Review of Police DisciplinaryArrangements Report’recommendations.• Improving the representation ofminority ethnic staff at all grades andranks within the service andachieving significant progresstowards Home Office employmenttargets.45

• Monitoring those training courses thatlead to advancement of officers.• Strengthening relationships with allstaff associations.• Organisational performance,management and culture.• Tackling institutional racism.Monitoring the continuedimplementation of the StephenLawrence Inquiry Report.• Rooting out racial harassment,bullying and discrimination within theservice, particularly at local level.• Ensuring an appropriate minimumlevel of training in equalities anddiversity issues for all new recruitsand a familiarisation programme forinduction to new communities.• Monitoring the effectiveness of theDiversity Training (CRR) programmeand its impact on the policing servicecorporately as well as at BOCU andOCU levels.2. Operational policing, communityeducation, engagement, trust andconfidence.• Building trust and confidence in localcommunities by capacity building ofagencies and organisations. UsingRacial Equality Councils (RECs), forexample, that already have goodcommunity contact and interface topromote trust and confidence issues.• Developing consultation whichreaches disaffected communities andincreases community confidence.• Measuring for and tacklingdisproportionality in service deliveryon issues of high community concerne.g. stop and search, deaths incustody.• Reducing levels of hate crime. Settingup structures for working with localagencies through multi-agency groupsand arrangements in consultation withlocal borough community safety units.• Promoting service delivery to ensurethat all the people of London canexpect the same standard of policingacross all boroughs.• Progressing HMIC’s reportrecommendations dealing withdiversity.• Improving access to information andfront counter services.• Involving communities and parents inaddressing crime and helping them tohelp themselves.• Supporting schools in tackling racialharassment, social exclusion andbullying between pupils.3. Financial and budgetary accountabilityand decision-making and their impacton policing a diverse community.• Continued monitoring of diversitybudgets at BOCU and OCU levelsand mainstreaming of race equalitybeyond the Diversity Directorate,particularly in boroughs.• Reviewing the role and objectives ofthe MPS Diversity Board.• Strengthening working relationshipsthrough the MPA and other agenciesto improve race equality andcommunity safety.• Demonstrating greater accountabilityin the management of the DiversityDirectorate budget.• Promoting competition andconsideration of equalities contractcompliance and (e)quality assurancemeasures in all areas of procurement.46

Determining RelevanceFunctions and policies relevant to thegeneral dutySection 71(1) of the Race Relations(Amendment) Act [RR(A)A] requirespublic authorities to have “due regard”to the general statutory duty in carryingout their functions.There are three parts to the generalduty:• Eliminate unlawful discrimination• Promote equality of opportunityand• Promote good race relationsAppropriate weight must be given toeach part when carrying out functionsand implementing policies.An assessment of the relevance of eachfunction and policy issue has beencarried out by officers working for theMPA.To assess the relevance of a function tothe general duty, the followingquestions were asked:1. Is the function or policy relevant to allor most parts of the general duty?2. Is there substantial evidence or someevidence that some racial groups are(or could be) differently affected bythe function or policy?3. Is there substantial or some publicconcern about the function or policy?Each function and policy was scoredhigh or medium against each of thequestions to determine their relevance.All other functions and policies that canbe assessed as having very littlerelevance to the general duty toeliminate unlawful discrimination,promote equality of opportunity andpromote good race relations werescored as low.47ConsultationA consultation with a wide range oforganisations took place in order toassess the relevance of the MPA’sfunctions and policies for the 2005 reviewof the Race Equality Scheme (RES). Thefollowing organisations were consulted:• 1990 Trust• Action Group for Irish Youth• Age Concern England• AMICUS• Association of London Government• Association of Muslim Police• Association of Police Authorities (APA)• Association of Senior Women Officers• Black Londoners Forum• Black Police Association• Board of Deputies of British Jews• Borough CPCGs• British Association for Women inPolicing• Catholic Police Guild• Christian Police Association• City of London Police• Colebrook Social, Cultural & WelfareAssociation• Commission for Racial Equality (CRE)• Ealing Refugee Forum• Emerald Society• First Division Association• Forum Against Islamophobia andRacism (FAIR)• Gay Police Association• Gypsy &Traveller IAG• Haringey Peace Alliance• Home Office Independent CustodyVisiting Panel (ICVP) Unit

• Islamic Human Rights Commission• Jewish Police Association• Lambeth Law Centre• Lesbian and Gay Coalition AgainstRacism• LGBT Independent Advisory Group• Local Race Equality Councils• London Assembly Against Racism• London Civic Forum• London PCCG Forum• Metropolitan Police Hindu Association• Metropolitan Police Sikh Association• Metropolitan Police Turkish and TurkishCypriot Association• MIND• Minet• MPS & MPA Employees• MPS Chinese and South East AsianStaff Association• MPS Disabled Staff Association• MPS Greek Staff Association• MPS Youth Independent AdvisoryGroup• Muslim Council of Great Britain• Muslim Safety Forum• National Civil Rights Movement• Operation Black Vote• Police Anglo-Italian Staff Association• Policy & Partnerships Unit, LewishamCouncil• PROSPECT• Public and Commercial Union• Race & Diversity Independent AdvisoryGroup• Race on the Agenda• RR(A)A Steering Committee members• SANE• The GLA Group Race Equality SchemeWorking Group (RESWG) members• The Independent Police ComplaintsCommission• The Islamic Cultural Centre (ICC)• The Police Federation• The Refugee Council• Trade Unions Congress• Victim Support LondonDetermining prioritiesOnce the functions and policies havebeen graded as having high, medium orlow relevance to the general duty, theyare then prioritised into a programme forcarrying out impact assessments in orderto ensure that due regard is paid to raceequality.The MPA’s priorities for impactassessments are set out in the PolicyAction Plans according to relevance.48

MPA Race Equality Scheme 2002-2005 ReviewThis section details the work completedby the MPA with regard to the Clerk’sdraft Action Plan 2002-2005.Some of the Actions have beencompleted and are no longer included inthe current Action Plan 2005-2008 butthere is still some on-going work insome areas. Those actions includedbelow, where work is continuing, areincluded in the current Action Planagain.Some of the wording may have beenamended since the previous ActionPlan but the focus of the work hasremained the same.The Authority is committed toeliminating unlawful discrimination,promoting equality of opportunity andpromoting good relations betweenpersons of all groups.Reach an agreement on a set ofequality principles and objectives forthe MPAThe MPA has developed acomprehensive equality & diversitypolicy that commits it to achievingequality across the six equality strandsof race, gender, disability, age, sexualorientation and religion or belief. TheEODB recommended its acceptance bythe Authority as a corporate MPApolicy.The policy was presented to the FullAuthority on 25th November 2004 andwas approved and accepted. TheAuthority publicly reaffirmed itscommitment and that of its staff to theprinciples contained in it.The Authority is finalising its CorporateEquality Plan (CEP), which will includedetailed equalities targets to be achievedby each department in the MPA as well asby individuals as part of the PersonalDevelopment Reviews (PDR’s).An internal equalities staff forum wasestablished to ensure organisationalprogress on all aspects of the schemeand to secure the embedding ofequalities principles in all aspects of theMPA’s performance as well as in itsoverview of the policies and practices ofthe MPS.Establish a system of issuing the MPAEqual Opportunities Statement toexisting and new staffThe Equal Opportunities Statement iscontained in the Staff Handbook, whichis issued to all new staff in theirinduction pack. It is also available onthe MPA website and the MPA intranet.Brief members on equalities legislationMembers have been kept informed, viapapers to Full Authority, the HumanResources Committee and the EqualOpportunities & Diversity Board, of therequirements of equal opportunitieslegislation.Written briefing papers on equalitieslegislation and the requirements of theRace Equality Scheme have been issuedand members have attended a briefingsession on the Local Government EqualityStandard, which included a section onequalities legislation.From June 2004, all new Members to theAuthority will receive training on theRR(A)A 2000 as part of their induction.Detailed oral and written briefings will alsobe provided.MPA Members had not previouslyreceived specific training on the RR(A)A2000 but training for both staff andmembers will take place between Apriland June 2005, specifically, an e-learningfoundation course on the RR(A)A 2000followed by a half day training session onEIAs49

Transfer existing committee remit forequalities to new governance structureIn July 2002 the MPA restructured itscommittees with further minor changesin May 2004. Terms of reference fornew structures incorporating all equalityremits from existing committees were tobe in place within 1 year of the initialrestructuring.This action was completed within the 1-year timescale, with new structures tooverview the equalities performanceand consideration of each committee.All MPA committees have equalities intheir terms of reference. Reports on theequalities implications of all reportsconsidered by all MPA committees areregularly considered by the EODB.Consider members’ accountability toequal opportunities in the Code ofConductThe Standards Committee regularlyreviews the Code of Conduct. In March2004 the Authority agreed a protocolgoverning relations between membersand staff, which focussed heavily on theneed for mutual respect and dignity andone of the guiding principles of thisprotocol is to ensure equality oftreatment and access to all membersand staff.The Members Code of Conductcontains, in Part 1, General Obligations:2. A member must –a) Promote equality by notdiscriminating unlawfully againstany person;b) Treat others with respect;Monitoring the extent to whichequalities considerations aremainstreamed into the committeereports processEvery committee report contains aparagraph that addresses race andequality impact. The EODB receives areport at each meeting on issuesconsidered by other committees withequalities implications. The Head ofRace and Diversity receives allcommittee reports in draft to enableassessment of the adequacy of the raceand equalities implications in the report.Performance monitoring is a corerequirement of the Equality Standard forLocal Government (ESLG) anddevelopments are underway to see thatthis is embedded into each policyreview and impact assessments. TheMPA recognises the need to progressbeyond the current process of merelyrecording equality impact assessment inits committee papers, to activelymonitoring how the matters that havebeen identified are being continuouslymonitored and reviewed by allcommittees.The ESLG will require the MPA todevelop IT systems and processes thatare capable of monitoring actions andtargets electronically. This will have apositive impact on the committeeprocess.Set up an Equal Opportunities andDiversity Board and incorporate it intothe new governance structureTerms of reference and membershipstructure were agreed and invitationssent out within 1 year. This action wascompleted with establishment of theEODB in July 2002.The Board leads on all issues relating toequal opportunities and diversity withinthe MPA and the MPS. The Board hasresponsibility to ensure that the MPAmeets its statutory responsibilities underall relevant anti-discriminationlegislation including the implementation,monitoring and review of the RaceEquality Scheme and to monitor theMPS’s response to this legislation.50

Develop diversity work programmeand secure funding for itA work programme was to be publishedannually and the programmeimplementation monitored on an ongoingbasis. This action was completedwith £280,000 permanently transferredfrom the MPS budget to meet MPAspecific requirements.The EODB approved the three-yearrace, equal opportunities & diversityobjectives and work programme for theAuthority in 2003.To assist the MPA to achieve itsorganisational equal opportunities anddiversity, a number of ongoing areasand pieces of work, for which EODBhas responsibility, are identified in theannual MPA Equalities and DiversityWork Programme. The workprogramme is also available on theMPA website under the EODBCommittee section.The Authority’s Equalities BudgetSubmission, incorporating the MPS’assessment, was completed totimescale and presented to the GLA.The MPA’s budget submissionincorporated an additional £50,000ongoing specific revenue budget growthin 2004/2005 for equalities purposes.The submission was scrutinised by theGLA and is outlined in the Mayors’Annual Equalities Report.Develop links between the MPSDiversity decision-making, coordinationand monitoring structureand the MPA’s structuresThe Authority’s EODB workplan hasbeen discussed with the MPS andagreed in advance. There is a betterunderstanding of mutual policydevelopment and good officer &Member involvement in MPS activities,for example the MPA attendance at andmembership of the MPS DiversityStrategy Board.Develop links between the GLAdiversity decision-making, coordinationand monitoring processesand the MPA’s structuresThere is improved co-ordination and aconstructive approach towards theEqualities Budget Submission andregular meetings with key GLApersonnel every 6 weeks. The MPA isalso a member of the GLA EqualitiesNetwork and the GLA Group RaceEquality Scheme Working Group(RESWG).Outcome of impact assessment andmonitoring arrangements for MPSprocurement policyThe MPS Procurement Policy is a 3rdtier practical document sitting below theMPA Contract Regulations and MPAProcurement Strategy. The detailedoperational Procurement Policy hasbeen completed by the MPS. The Headof Race & Diversity and DeputyTreasurer met with the MPS Director ofProcurement a number of times toprogress a detailed understanding ofhow equalities issues are to beprogressed in a practical way within theMPS which will assist in agreedmonitoring arrangements and targets tobe developed.MPS Procurement Services recognisesthat it has a duty to promote equalitythrough its procurement function andmonitors promotion of diversity whilstrecognising that there is still more workto be done to promote diversity and toembed a consistent approach acrossthe MPS.An MPA/MPS Officers Group has beenestablished to monitor theimplementation of phase 1 & 2 of thediversity programme plan that MPSProcurement Services is currentlyworking through. Meetings are heldevery two months.51

Develop system for issuing EqualOpportunities Statement with contractdocumentsThis action was completed and a reportwas considered and agreed by the EODBon 1 May 2003 proposing a new Equalitiesand Diversity Statement be included withinthe Authority’s contract regulationsreferring to the Authority’s equalitiesobjectives and the framework with respectto its application when initiating contractaction.The Statement reflected recent guidancefrom the CRE and was agreed by FullAuthority as part of overall StandingOrders on 26 June 2003. An internalgroup was set up to prepare detailedoperational guidance notes which arenow in operation (Procurement Policy).Develop the link between equalitiesobjective setting and performanceappraisalsAll staff within the MPA have been trainedin the performance management process,including the importance of demonstratinga personal and professional commitmentto equalities and diversity.Reporting officers regularly review thejobholders' performance against:• The jobholder's equal opportunitiesdevelopmental objectives; and• The MPA’s equal opportunitiesstatement and policiesAll staff are expected to have an equalopportunities developmental objective.Reporting officers take account of how thejobholder has demonstrated the requiredstandards of behaviour when assessingtheir performance regarding equalopportunities.Examples of this are:• Treat all colleagues with respect,listening to what they have to sayand taking action if you are madeaware of unacceptable behaviour;• Respect colleagues' commitmentsbeyond workExamples would include acceptingresponsibility for their own behaviourand agreeing to act in accordance withthe dignity and respect policy; acceptingresponsibility to challenge any memberof staff who does not act in accordancewith the dignity and respect policy eithertowards themselves or another memberof staff; or accepting that personalbehaviour will be challenged if othersperceive they have not acted inaccordance with the dignity and respectpolicy.When making the overall assessmentand awarding the overall performancecategory, reporting officers currentlyassess the demonstration ofcompetences. In doing this, they takeaccount of the jobholder's performanceregarding equal opportunities. It is notexpected that jobholders should beawarded the higher performancecategories where it is clear that theyhave behaved in ways that contravenethe MPA’s values, equal opportunitiespolicies or standards of behaviour.Identify equalities trainingrequirements and set up programme tomeet theseSeveral opportunities relating toequalities training have been offered tostaff & members, including:• The Head of the CRE QualityAssurance Unit carried out threetraining and briefing sessions forapproximately 45 MPA staff and MPSstaff from the Policy Clearing House& Diversity Directorate in October2003.• A Members’ briefing regarding theRace Relations (Amendment) Act2000 was also carried out in July2004.52

• Human Resources & Race &Diversity Unit colleagues attended anintroductory training course on antidiscriminationlaw in December 2004,with a view to extending the trainingto staff and Members.• An introduction to Islam and theMuslim Culture course was alsoattended by Community Engagementand Race & Diversity staff inDecember 2004.• Equality and diversity guidance tosupport the MPA Equality & DiversityPolicy is to be placed on the intranetin early 2005 giving staff andMembers information regarding theequality target groups (legalbackground, useful terminology &publications, good practice, furtherresources, etc.)• Training and briefing sessions on theRR(A)A 2000, general & specificduties and specific training on therevised EIA process is currentlybeing carried out (April – June 2005).• The Head of HR will be discussing aproposal with the view to a half-dayseminar on setting and monitoringequality objectives in performanceappraisals for June 2005.• An annual training needs analysisform was completed by membersand staff in early 2005 and is nowbeing actioned.Progress update and performancemonitoring of the MPA complaintsprocedure and the outcome of theequality impact assessmentThe Complaints and ComplimentsProcedure has been in place for a year.A review is underway of how it is beingoperated. An EIA will be produced indue course.Progress in meeting the employmentduty of the Race Relations(Amendment) ActThe report “Monitoring of MetropolitanPolice Authority (MPA) staffing andrecruitment” has been considered bythe Human Resources Committee everyyear. This year the report provides dataand analysis on the Human Resourcesactivities within the Authority for theperiod 2003/4. This level of monitoringexceeds the requirements of the RaceRelations (Amendment) Act 2000.Progress and monitoring of the‘Arrangements for training’ of MPAstaff and membersThe MPA has discussed, with otherHeads of HR within the GLA group thepossibility of developing some positiveaction training and initiatives and careerdevelopment programmes. In terms ofpositive action training and careerdevelopment programmes, the difficultyfor the MPA is there are no clear careerprogression pathways within theorganisation. The limited opportunitiesthat do exist within the Internal AuditDirectorate are advertised through fairand open competition.Whilst there is a need for staffemployed by the MPA to work flexibly,there is equally recognition of thedifferences between the GLA, MPS andMPA in terms of their roles andresponsibilities. Nevertheless therehave been opportunities offered to stafffor lateral career development, withsecondments to organisations such asthe GLA, MPS, and Home Office. Onemember of staff is currently seconded tothe Home Office; three members of theMPS are currently seconded to theMPA.As part of the induction process for newmembers in July 2004, all Memberswere offered diversity awarenesstraining. The intention is that this will bemandatory for all members in the future.53

Progress and impact assess thedevelopment of borough and panLondon community scrutiny andconsultation on race issuesThroughout 2003/04 the MPAestablished a number of borough basedcommunity initiatives to seek the viewsof the public on race and diversitymatters. The Authority was recentlyfeatured in Home Office publications,highlighting good practice in communityengagement and consultation.The 1990 Trust carried out an actionresearch across eight London boroughsto find out the reasons why members ofblack and minority ethnic communitiesdo not complain to the police and/oranyone else about their treatment whenstopped and stopped & searched by theMPS.The MPA held a public meeting inBrixton to seek the views of theresidents about the police power to stop& search individuals. The event waswell attended and some extremelyuseful comments were made whichinform the Authority’s scrutiny of MPSstop & search practice.Progress towards setting up a boroughbased monitoring arrangement havebeen slower than anticipated, in partbecause not all boroughs have a RacialEquality Council and the groups thathave traditionally had access to policinginformation are largely notrepresentative of their communities.The MPA is in the process ofundertaking a piece of research in thisarea to identify the kind of structuresthat are needed to make this objectivehappen.Plans are also underway to establish apan-London forum of statutory andvoluntary organisations and groups tomonitor the implementation ofRecommendation 61 in all boroughs inLondon by June 2005. This group may54also be a suitable forum to scrutinisethe performance and practice of theMPS stop & search practices.The MPA has carried out a scrutiny ofMPS stop & search practice in Londonand invited a range of individuals &organisations to give evidence to theScrutiny Panel.The Authority conducted a publicinformation campaign in the localminority ethnic press in February 2004.The level of interest was very high.Funding for Community and PoliceConsultative Groups (CPCG)Nationally, CPCGs have been assessedas unrepresentative and their poorperformance has been the subject ofmany reports both MPA & external(including the Home Office). A revisedfunding application form has beendeveloped. This form includes an explicitequalities requirement against whichapplications are assessed. The MPA hasdeveloped clear equalities performanceindicators, in its Equalities ServiceImprovement Plan, to assess theequalities performance of CPCGs.Equality Impact Assessment of theMPA implementation of IndependentCustody Visiting (ICV) schemeA comprehensive review of the MPA’smanagement and delivery of the ICVscheme was undertaken in 2004/5 byan external consultant and incorporatedan equality impact assessment.Implementation of the reformprogramme will enhance the MPA’sability to monitor the equalitiesperformance of ICVPs.Implement Impact Assessmentprogramme and proceduresThe Race and Diversity Unit hasdeveloped proformas and guidance toassist policy leads carrying out equalityimpact assessments and also

established a quality assurance processwhereby individuals external to the MPAcontributed to quality assuring thecompleted EIAs.The operation of the impact assessmentprocess was suspended and reviewedin line with current best practice in thearea following feedback from both staffand external individuals.The GLA Group progress on impactassessments in particular has beenused to revise a more user-friendlyguidance and proformas. The processis aimed at assessing the impact ofpolicies, strategies or projects acrossthe six equality groups: race,gender/transgender, disability, age,religion or faith and sexual orientation.The revised EIA guidance andproformas have been distributed toMPA staff and critical friends for a shortconsultation period and are now in useby MPA staff. The guidance andproforma have been used to develop atraining programme, facilitated by anexternal diversity consultant, for staffand members to embed the processinto MPA procedures. The training forMPA staff was carried out during April2005.Further training programmes relating tothe general and specific duties of theRace Relations (Amendment) Act 2000have also been provided as an online /e-learning process. Other antidiscriminationlegislation awarenesstraining and guidance is being plannedfor staff and members during 2005.The EIA process will enable the Authorityto make improvements in organisationaland decision-making ability across the sixequalities areas. The process will allowthe Authority to meet the general duty ofthe Race Relations (Amendment) Act2000 by eliminating unlawful racialdiscrimination, promoting equality ofopportunity and promoting good relations55between people of different racial groups.Publishing of impact assessmentreviews and resultsImpact assessments completed by MPAstaff before the suspension and review ofthe EIA process in late 2004 have beenpublished on the internet in the Equality &Diversity section of the MPA website. EIAscompleted following the review of the EIAprocess will continue to be published onthe MPA website.Arrangements for communication incommunity languages and ability ofcommunity to access MPA informationin different language formatsThe MPA aims to make this websiteaccessible to as wide a range of users aspossible.Multiple versionsDocuments on the website can beprovided in various community languagesincluding Bengali, Chinese, Greek,Gujarati, Hindi, Punjabi, Turkish and Urduon request. The website is available inthree formats:Graphical format: This is the defaultversion and is suitable for sighted usersaccessing the website with a later versionof a graphical browser, such as: InternetExplorer 5 and above; Netscape Navigator6 and above;Opera 5 and above.Accessible format: This is a simplifiedversion of the website and is modelled onthe successful EasyAccess version of theUKonline, the Government portal. It issuitable for users who may have difficultywith the Graphical version. This includes:• Users who find it difficult accessinginformation in presented graphically;• Users with older graphical browsers.• Users with text-only browsers;• Users who need to make use ofassistive access technology;

Print format: This is a version of thewebsite that is suitable for printing.The Accessible and Print versions of apage are available from links in theright-hand bar of the Graphical everyversion page. Similarly, Graphical andPrint versions are available from links atthe top and bottom of every Accessibleversion page.Access keysAccess keys are designed to help userswho may have difficulty in usingpointing devices.Guideline conformanceEvery effort has been made to makethis website compliant with theGuidelines for UK GovernmentWebsites, published by the Office of thee-Envoy. In particular, we have takencare to ensure that the website meetsor exceeds technical targets set by theGuidelines.links at the bottom of all Accessibleversion pages that allow the user tocheck the page against Bobby. Mostshould pass WCAG Priority AAA.We also offer translation services in avariety of languages for the annualreports and policing plans, as well asdocument summaries on our website.Equality Standard for LocalGovernment (ESLG)The ESLG provides a systematicframework for the mainstreaming ofequality, will assist the MPA inintegrating equality policies andobjectives with Best Value, andprovides a generic framework throughwhich the MPA can address itsobligations under anti - discriminatorylaw. The MPA has self-assessed atlevel 2 and is working towards level 3.HTML conformance: All pages shouldvalidate as specification-compliantHTML. There are links at the bottom ofall Graphical and Accessible versionpages that allow the user to check thepage against the World Wide WebConsortium (W3C) specification.Accessibility conformance: TheGuidelines require that pages meetW3C WCAG Priority A accessibilitystandards as laid out in the WebContent Accessibility Guidelines 1.0. Inmost cases all Accessible versionpages on this site will validate to themuch higher WCAG Priority AAAstandards. There are a few pagescontaining legacy content from previousversions of the site that may onlyvalidate to the intermediate WCAGPriority AA standard.Bobby rating: Conformance to WCAGStandards by using the Bobby toolprovided by Watchfire, a UScommercial organisation. There are56

Race Equality Scheme (RES) Action Plan 2005 - 2008RES Action Timescale Actions requiredResponsible Committee &Lead OfficerReach an agreement on a set ofequality principles and objectives for theMPA1 yearFinalise work on CEP and PDR’s;Approval and implementationEqual Opportunities & DiversityBoard / Full Authority / Head of Race& DiversityConsider members’ accountability toequal opportunities in the Code ofConduct1 year ReviewStandards Committee / ChiefExecutive & Clerk to the AuthorityDevelop the link between equalitiesobjective setting and performanceappraisals1 yearEquality objectives set for all staffthrough performance appraisal;Review and refresher trainingHead of Human ResourcesDevelop links between the MPSdiversity decision-making, co-ordinationand monitoring structure and the MPA’sstructuresOn-goingSynergy between MPA and MPSstructures establishedChief Executive & Clerk to theAuthority / Head of Race & DiversityIdentify and agree MPA involvement incross-agency equality initiativesOn-goingList and identify MPA representation incross agency diversity initiativesHead of Race & DiversityDevelop links between the GLAdiversity decision-making, co-ordinationand monitoring processes and theMPA’s structuresOn-goingSynergy between MPA and GLAstructures establishedChief Executive & Clerk to theAuthority / Head of Race & DiversityProgress MPA commitment to GLAGroup ‘Equalities for All’ reviewOn-goingMPA actions in review agreed andimplementation monitoredHead of Race & Diversity58

RES Action Timescale Actions requiredResponsible Committee &Lead OfficerFunding for Community and PoliceConsultative Groups (CPCG) to includean explicit equalities requirementOn-goingMonitoring and reviewCommunity Engagement Committee/ Head of Community EngagementEquality Impact Assessment (EIA) ofthe MPA implementation of reformprogramme of the Independent CustodyVisiting (ICV) schemeOn-goingImplementation of the reformprogrammeCommunity Engagement Committee/ Head of Community EngagementOutcome of Impact Assessment andmonitoring arrangements for MPSprocurement policyOn-goingImplementation of phase 1 and 2 ofMPS Procurement Services diversityprogramme planEqual Opportunities & DiversityBoard / Head of Race & Diversity /Deputy TreasurerEstablish baseline and monitoringsystems for key success factors1 yearMeasurement of all performanceindicators in progressHead of Plannng & PerformanceProgress and EIA the development ofborough and pan-London communityscrutiny and consultation on race issuesOn-goingQuarterly conferences on stop andsearch local monitoring groupsEqual Opportunities & DiversityBoard / Head of Race & DiversityImplement impact assessmentprogramme and proceduresOn-goingIntroduce quality assurance systems;review EIA process in April 2006Head of Race & DiversityEvaluation of the success of themonitoring of the extent to whichequalities considerations aremainstreamed into the committeereports processOn-goingEvaluationEqual Opportunities & DiversityBoard / Full Authority / Head of Race& Diversity / Head of Secretariate59

RES Action Timescale Actions requiredResponsible Committee &Lead OfficerPublish impact assessment reviews andresultsOn-goingCompleted EIAs published as anappendix to committee reports on theMPA website;Head of Secretariat / Director ofCommunicationsDevelopment and monitoring of theeffectiveness of the MPA CommunityEngagement StrategyOn-goingDraft strategy approved byCommunity Engagament Committee& Full Authority, June 2005;monitoring of strategyHead of Community EngagementConsider access and signingrequirements and arrangements in MPApremises1 yearReview of requirements completedand development plan prepared andcostedHead of AdministrationProgress update and performancemonitoring of the MPA complaintsprocedure and the outcome of theequality impact assessmentOn-going Review and EIA Head of Member ServicesIdentify equalities training requirementsand set up programme to meet theseOn-goingProgramme identified and resourced,training completed and follow uparranged for all trainingHead of Human ResourcesProgress in meeting the EmploymentDuty of the Race Relations ActOn-goingHuman Resources Committee AnnualReviewHead of Human ResourcesProgress and monitoring of the‘arrangements for training’ of MPA staffand membersOn-going Training and Monitoring Head of Human ResourcesCarry out training needs analysisOn-goingOrganisational training needsidentified and prioritizedHead of Human Resources60

Functions and Policy Impact Assessment ProgrammeFunctions of the Metropolitan Police AuthorityFunction Relevance to the General Duty Lead OfficerTo set objectives for the policing of the Metropolitan PoliceDistrict, consistent with the Ministerial priorities and inconsultation with the Commissioner and LondonersTo prepare and publish a policing plan - to be drafted by theCommissioner - and to include detailed objectives,performance targets and actions proposed by the MPAHHHead of PerformanceHead of PerformanceTo produce an annual report H Head of CommunicationsTo require the Commissioner to submit reports on mattersconnected with the policing of LondonHChief Executive & Clerk to theAuthorityTo secure continuous improvement in the provision of apolicing service in LondonHHead of PerformanceTo assess the MPA and MPS performance against each ofthe Best Value Performance Indicators to ensure thatstandards are metHHead of Race & DiversityHead of Scrutiny & Review61

Function Relevance to the General Duty Lead OfficerTo carry out the processes for appointing senior policeofficersHHead of Human ResourcesTo consider complaints and disciplinary proceedings againstsenior police officersHDeputy Chief Executive & DeputyClerkTo demonstrate commitment to equalities and diversity H Head of Race & DiversityTo ensure a consistent and effective custody visiting servicein LondonHHead of Community Engagement62

High relevance to the general dutyPolicy Description Lead Progress to date and actions still requiredAssociation ofChief PoliceOfficers (ACPO)Benefits PolicyThis policy sets out the consideration andagreement of the pay, terms and conditions ofACPO officers within the MPS, including theoperation of incentive schemes agreednationally for ACPO ranks by the PoliceNegotiating Board (PNB).HumanResourcesTerms and conditions reviewed in February 2005.Seminars held and supporting documentationproduced for ACPO ranks about incentive schemesin March/April 2005. Next review of benefits policy inApril 2006.Alternative workpatterns andcareer breaksThis policy seeks to assist staff in balancingwork and home life by being flexible with hoursof work, encouraging the use of part-timeworking and job-share unless there arebusiness reasons for preventing sucharrangements and considering career breaks.HumanResourcesThis policy will be reviewed and revised byDecember 2005 in the light of recent changes toassociated policies to ‘incorporate’ these policies intoa single document.AppointmentsPolicyPart of the MPA recruitment policy to recruit,retain and promote its workforce.HumanResourcesThis policy has recently been revised (November2004) to make fair and open competition moreexplicit. Review in November 2006. See alsorecruitment and selection.Appraisal /PerformanceDevelopmentReview (PDR)This policy sets out details of an annual reviewstaff should receive with their manager wheredevelopmental and equality objectives will beset. Throughout the year developmentopportunities will be provided, performanceassessed and feedback given.HumanResourcesThis policy is currently being reviewed in the light ofidentified training needs. The revisions will makeexplicit the process and the roles of the reportingand countersigning officers.63

Policy Description Lead Progress to date and actions still requiredAttendanceThis policy sets out the rights andresponsibilities of all staff and managers andgives clear guidance relating to hours of workand attendance.HumanResourcesThis policy will be revised shortly, incorporating theMPA policy on sickness. Review to be completed bySeptember 2005.Authority's Codeof Conduct (PartD of StandingOrders)This sets out the standard of conduct thatMembers of the Authority must abide by.CommitteeLiaison AndMembersServices(CLAMS)Statutory provision; The Standards Board forEngland is carrying out a national review with theconsultation due to end in June 2005. The MPA willamend its Code of Conduct in June 2005, before theresults of the review are made public but willincorporate any changes once the results of thereview are published.CapabilityThis policy seeks to ensure that incapabilityarising from severe personal or domesticproblems or genuine sickness, will be dealtwith sympathetically and supportively andincapability arising from changed workingpractices, promotions, transfers orperformance whilst under probation, will bemet with appropriate training, support andmanagerial guidance.HumanResourcesThis policy will be revised shortly, together with theMPA policy on misconduct, to produce a singlediscipline policy. Review to be completed bySeptember 2005Crime &DisorderReductionPartnership(CDRP) GoodPracticeStructuresEncouragement of wider community and keyvoluntary organisation representation. Thispolicy will encourage CDRPs to adoptstructures that allow for improvedrepresentation by Black & Minority Ethnic(BME) communities, who may be affected bycrime and disorder in different ways.PolicingPolicy &PartnershipCDRPs are an integral part of delivering success.The MPA is currently reviewing organisationalarrangements and resources allocations in order tosupport and strengthen CDRPs response. Thisreview is expected to be completed in April 2006.Where there is no CPCG, the MPA is pilotingCommunity Safety Boards, currently in two boroughs(including representatives from SaferNeighbourhoods).64

Policy Description Lead Progress to date and actions still requiredCommunityEngagementStrategyThis strategy aims to provide effective waysfor Londoners to understand and to be able toinfluence the policing decisions and policiesthat affect them, and to hold the MPS toaccount for the service at local level. It detailshow the MPA will strengthen Londoners’ ownvoice in directly shaping the nature of policingsuch that it will allow the MPA in speaking onbehalf of Londoners with a legitimate,informed voice and provides a framework for astrong local democratic process over policingin London.CommunityEngagementThe draft strategy is to be put before the CommunityEngagament Committee in June 2005 and will be putbefore Full Authority later that same month. TheMPS has also been advised to put forward a revisedMPS Community Engagement Strategy which willrecognise diversity as a strenghth in London tobuilding community capacity.Concernsoutsideemploymentoutside ofworking hoursThis policy seeks to clarify the expectations ofstaff outside work, while recognising the rightto respect for private and family life, as suchactions may bring the MPA into disrepute andresult in disciplinary and, in some cases,criminal proceedings being instituted. Thisincludes undertaking additional employmentthat may bring the Authority into disrepute.HumanResourcesThis policy will be reviewed in the light of the HumanRights Act (Article 6) in October 2005 and willincorporate the responsibilities of office policy.ContractRegulations(Part F ofStandingOrders)These regulations lay down the minimumrequirements for purchasing goods or servicesor ordering building work or purchasing ordisposing of land and property. They promotegood purchasing practice, public accountabilityand deter corruption. The regulations includethe MPA Anti Fraud and Corruption Policy.TreasuryReviewed every 3 years65

Policy Description Lead Progress to date and actions still requiredCorporateEquality Plan(CEP)This plan sets out how the Authority proposesto fulfil its statutory and legislative dutiesaccording to all anti-discrimination legislationas well as the requirements of the EqualityStandard for Local Government.Race &DiversityThe CEP has been drafted following consultationand with the assistance of the Deputy ChiefExecutive and Deputy Clerk. The final draft will needapproval by the MPA Senior Management Team(SMT) and the Full Authority. The CEP will bereviewed after the first year and then every threeyears thereafter.CorporateStrategyThe MPA’s key aim is to influence the MPS toimprove policing for Londoners. This corporatestrategy sets out the priorities that the MPAintends to achieve over the next three years(2004 – 2007).Planning &PerformanceThe Authority’s current three-year strategy plan‘Towards the Safest City’ will be reviewed in 2005,along with the Crime and Disorder ReductionStrategies of each London borough. The MPA alsohas a number of key Mayoral priorities. Those thatare not specifically mentioned in this corporatestrategy are integrated into authority business plans.The MPA’s priorities will be reviewed in line with thistimescale to ensure that all the priorities are linked.Beginning in 2005, the corporate strategy targets willbe reviewed each year to ensure that the MPA isable to respond to emerging issues within thecontext of a medium term plan. The first review isscheduled for September 2005.CPCGDevelopmentand ReformProgrammeThis policy direction supports local communityengagement becoming an integral part of localpartnership activity, with CPCGs capable ofplaying a part in driving local plans andpriorities, and enhancing the arrangements tohold all local partners, not just police, toaccount for their plans and delivery.CommunityEngagementOptions regarding development and reform of thearrangements for delivering decisions and funding ata local level, in order to respond to local delivery ofneeds, is to be put to Members in June 2005. Asecond report setting out an implementation processwill be put to Members in September 2005 where afinal decision is expected . The roll-out of theprogramme is expected in April 2006.66

Policy Description Lead Progress to date and actions still requiredDignity andrespect at workThis policy sets out the rights andresponsibilities of staff, managers, membersand the MPA in creating a climate free fromintimidating, humiliating or hostile treatmentand in which all staff are treated with fairness,dignity and respect whilst at work.HumanResourcesThis policy will be reviewed following the MPA staffawayday and may incorporate some form ofindividual commitment to challenge inappropriatebehaviour.Disciplinary(formerlymisconduct)This policy has been drawn up to reflect therequirements under employment law,specifically the Employment Relations Act1999 and good practice laid out in theAdvisory Conciliation and Arbitration ServiceCode of Practice and will ensure that allallegations of misconduct are properlyinvestigated & managed and the rights of allstaff are respected.HumanResourcesThis policy will be revised shortly, together with theMPA policy on capability, to produce a singlediscipline policy. Review to be completed bySeptember 2005DisputeResolutionProcedure (inconsultation,formerlyGrievancespolicy)This policy sets out the procedure to ensurethat staff have access to a fair, equitable andeffective process for raising and resolvingdisputes by operating a procedure whichmeets the Authority's statutory obligations andthe guidance set out in the ACAS Code ofPractice - Disciplinary and DisputeProcedures. It also sets out the roles andresponsibilities of managers and staffrepresentatives in the implementation of theprocedure and ensures they are trained tocarry out their roles and responsibilitieseffectively.HumanResourcesThis policy has just been re-written to replace thegrievance procedure and to bring it into line with theACAS Code of Practice.67

Policy Description Lead Progress to date and actions still requiredEmployeerelationsThis policy sets out the responsibilities of allstaff to promote good employee relationsthrough consultation and communicationcarried out formally and informally.HumanResourcesThis policy will be reviewed in June 2005 to reflectthe partnership agreement.Equality &Diversity PolicyThis policy sets out how the MPA intends tomeet its commitment to provide equality ofopportunity by aiming to ensure that itspractices and procedures follow and exceedlegal requirements and good practice ineliminating unlawful discrimination based ongender, race or culture, disability, age, maritalstatus, religious beliefs and sexual orientation.Race &DiversityThe MPA developed a comprehensive equality &diversity policy that commits it to achieving equalityacross the six equality strands of race, gender,disability, age, sexual orientation and religion orbelief. The policy was approved and accepted byFull Authority on 25th November 2004. The policywill be revised on an ongoing basis to reflect anychanges to anti-discrimination law.Exit SurveyPolicyPart of the retirement, resignation andredundancy policy and is the process intendedto help deal with ending of a person’semployment.HumanResourcesThis policy will be revised shortly, together with theMPA policy on retirement, resignation andredundancy, to produce a single ‘exit’ policy. ReviewSeptember 2005.Flexible workingThis policy provides guidance notes foremployees with children under the age of sixor disabled children under the age of 18 ontheir rights to request for flexible workingarrangements. This is a statutory right underthe Employment Act 2002.HumanResourcesThis policy will be reviewed and revised byDecember 2005 in the light of recent changes toassociated policies to ‘incorporate’ these policies intoa single document (see policy on alternate workingpatterns).68

Policy Description Lead Progress to date and actions still requiredHome-workingThe home working / hot desking policy is partof the MPA’s alternative working patternspolicy. It applies to those workers who spendpart of their time working away from the officeand is designed to provide consistency andfairness when dealing with requests andimplementing arrangements to work fromhome.HumanResourcesThis policy will be reviewed and revised byDecember 2005 in the light of recent changes toassociated policies to ‘incorporate’ these policies intoa single document (see policy on alternate workingpatterns).Induction PolicyThis policy details the support and training allnew staff receive during their first six monthsof employment.HumanResourcesThis will be incorporated into the revised recruitmentand selection policy in January 2006.LeadershipThis policy identifies nine competencyindicators for effective leadership. These willbe progressed by integrating the indicatorsinto recruitment, appraisal and selectionpolicies, relating them to activities of staff (i.e.role specific), training provision andcommunicating internally and externally.HumanResourcesThis policy will be reviewed by October 2005 as partof a wider review of ‘effective management’.ManagementInformation &Workforce dataThis enables the MPA to monitor theeffectiveness of its equal opportunity policyand carry out regular analyses of theworkforce and job applicants.HumanResourcesThis is a new requirement for SMT that is currentlybeing developed.69

Policy Description Lead Progress to date and actions still requiredMedia &CommunicationsStrategyPromote the work of the Authority and raiseawareness of, and support for, its statutoryrole and communicate to a wide and diverseaudience how the MPA carries out its keyfunctions, its responsibility of holding theMetropolitan Police to account, and how wework in partnership to achieve our mission,vision and values. Internal communication isalso covered by this strategy and aims toprovide timely advice and regular informationto MPA staff to keep them fully informed andupdated on all relevant media news anddevelopments and aspects of thecommunications strategy and have aninformed and engaged staff who feel they arepart of a cohesive, corporate structure,working together to achieve and promote themission, vision and values of the MPA.Press & CommunicationsAnnual review.This policy is currently being reviewed (expected Oct2005) and will include more detailed explanations ofinternal communication, sponsorship arrangements,style guides and marketing and advertising advicefor all staff.MPS Use ofLess LethalWeaponsThis policy encourages and supports the useof technology (baton rounds and TASER) thatis less lethal than firearms and to ensure thatthe police use of firearms is appropriate to thecircumstances of the incident.PolicingPolicy &PartnershipOngoing; The MPA is monitoring the use and impactof Taser on different communities. Regular staisticson the use of Taser go to the Co-ordination andPolicing Committee every 6 months. The data isbroken down according to ethnicity, age, mentalhealth issues, etc.70

Oversight ofMPS National &InternationalFunctionsThe GLA Act 1999 amended section 96 of thePolice Act 1996 and placed on the MPA astatutory duty to secure an efficient andeffective service by the MPS in relation to thedelivery of national and international functions,i.e. protection of prominent persons andpremises, national security, counter terrorismand a service for any other national orinternational purposes.Planning &PerformanceThe Planning, Performance and Review Committeemonitors the MPS Specialist Operations policingservices and is regularly reviewed every 4 months.The MPS is to equality impact assess all their controlstrategies by June 2006.Oversight ofMPS PoliceCommunitySupport Officer(PCSO)programmeThis policy aims to broaden the range of thepolice family by supporting and enabling theintroduction of police community supportofficers and to improve the availability andaccessibility of the MPS to local communities,through an extended policing.Planning &PerformanceThe use of PCSOs is monitored through the PCSOProgramme Board. The main roll out of PCSOs isthrough Safer Neighbourhoods. The PCSOProgramme board monitors ethnicity and gender ofPCSOs. Work has also been carried out to furtherdevelop the selection and training of PCSOs toensure that there the improvements to the processesdid not result in any ethnicity bias.Oversight of thePerformance ofthe MPSThis policy details the consideration andmonitoring of performance of the MPS againsttargets and any performance indicators setlocally or by external organisations;consideration of performance of the MPS atboth corporate and borough level in order toidentify best practice and advising on settingof relevant performance indicators and targetsin annual plans and corporate strategies.Planning &Performance12-18 monthly reviews and continuous monitoring ofpolicy through the Planning, Performance andReview Committee. The MPS is to equality impactassess the process.71

Oversight of thePolicing PlanProductionProcessThis policy is designed to produce a policingplan to meet statutory requirements whilsttaking into consideration the need ofoperational policing and community priorities.Planning &PerformanceAnnual review and continuous monitoring of policythrough the Planning, Performance and ReviewCommittee. The MPS is to equality impact assessthe process.Pay andovertimeThis policy sets out the rights andresponsibilities of staff, management and HRto ensure that staff are paid in accordancewith their respective terms and conditions andare rewarded for continuous improvement inperformance and additional effort.HumanResourcesThis is currently under review.Probation PolicyThis policy ensures new staff receive theappropriate advice, support and training tocompetently undertake the duties of their postduring a reasonable period (usually sixmonths) following regular performanceassessments.HumanResourcesThe appointments policy has recently been revised(November 2004) to make fair and open competitionmore explicit. The appointments policy, inductionpolicy, probation policy, promotion policy andsecondments policy will be incorporated into a singlerecruitment and selection policy. Review inNovember 2006ProcurementPolicyThis policy outlines the practical steps to betaken when procuring goods and services. Ithighlights that proper regard must be taken ofequalities and diversity in the procurementprocess and sets out guidelines that promotegood purchasing practice and publicaccountability and deters corruption.AdministrationDecember 2005 Review; to be reviewed annually72

PromotionThis policy sets out the rights andresponsibilities of all staff to be appropriatelyrewarded for the duties they perform. Thispolicy includes deputising and temporarypromotion.HumanResourcesThe appointments policy has recently been revised(November 2004) to make fair and open competitionmore explicit. The appointments policy, inductionpolicy, probation policy, promotion policy andsecondments policy will be incorporated into a singlerecruitment and selection policy. Review inNovember 2006Protocol onMember / OfficerrelationsThis protocol gives guidance on therelationship between MPA members andofficers and sets out respective roles andexpectations. It is part of the MPA’s ethicaland corporate governance framework. It sitsalongside the Members’ Code of Conduct, therequirements placed on staff in the StaffHandbook, and the Anti Fraud and CorruptionPolicy.CommitteeLiaison AndMembersServices(CLAMS)Reviewed every 3 years; the protocol was agreed inMarch 2004 and is due for review by March 2007London-wideRace HateCrime ForumPolicyThis policy came into being as a result ofidentifying the need for agencies to developmulti-agency working in response to the Crimeand Disorder Act, which places a requirementon local authorities, the police and other keyagencies, together with local communities, todevelop, implement and monitor strategies forreducing crime and disorder. The focus of thisparticular policy is on race hate crimes.London-wideRace HateCrime Forum(LWRHCF) /Race &DiversityThe policy and protocol document was completed inJuly 2004. This will, for the time being, guide thework of the Forum. As progress of the Forum’s workcontinues, the protocol will be reviewed to ensurecurrent good practice principles are incorporated.The time frame for review will be November 2006.73

Recruitment andselectionproceduresThis policy sets out the MPA’s responsibilitiesunder the Sex Discrimination Act 1975, theRace Relations Act 1976, the DisabilityDiscrimination Acts 1995 and 1998, theEmployment Relations Act 1999 and the RaceRelations (Amendment) Act 2000 to ensurethat it has correct procedures in place for thefair recruitment and selection of its staff,including secondments, fixed termappointments and agency staff.HumanResourcesThe appointments policy has recently been revised(November 2004) to make fair and open competitionmore explicit. The appointments policy, promotionand secondments policy will be incorporated into asingle recruitment and selection policy. Review inNovember 2006Responsibilitiesof officeThis policy sets out the expectations of staffand management so that there is no scope formisunderstanding and action that may betaken if the highest standards of honesty andintegrity are not observed.HumanResourcesThis policy will be reviewed in the light of the HumanRights Act (Article 6) in October 2005 and willincorporate the ‘outside interests’ policy.Retirement,resignation,redundancyThis policy sets out the rights andresponsibilities of all staff and managersregarding retirement, resignation andredundancy. This policy reminds all staff oftheir obligations of the Official Secrets Act.HumanResourcesThis policy will be revised shortly, together with theMPA policy on exit surveys, to produce a single ‘exit’policy. Review September 2005.74

The results of the first Safer London Panel surveywere collated in December 2004 and presented tothe MPA Community Engagement Committee inFebruary 2005.The survey focused on a number of key crime,disorder and policing issues, including the following:Safer LondonPanelThis initiaitve includes 3,000 residents whohave been recruited specifically to representand reflect the diversity of the population ofGreater London to give their views on a widerange of issues about how London is policed.The panel reflects London's population -people from age 16 upwards are represented,along with different ethnic groups, employedand unemployed people, those with disabilitiesand people who live in all types ofaccommodation.CommunityEngagement• satisfaction with aspects of the police service;• reporting crime and anti social behaviour;• policing in local areas; and• individual involvement in policing practice.The Safer London Panel has now been asked torespond to a second survey (April 2005) and thefindings are expected to be published at thebeginning of June.This second survey will look at the following issues:• police and Police Community Support Officervisibility;• local and London wide policing priorities;• perceptions of the police; and• involvement in local organisations.The Panel will be used regarding the Implementationof Recommendation 61 and research will becompleted in Autumn 2005.75

Oversight ofIndividual CDRPPoliciesThe MPA is a statutory member of each of the32 CDRPs across London. Each CDRP has avariety of policies aimed at reducing crime anddisorder. The MPA, as a CDRP partner,oversees CDRP policies to ensure that everypolicy has an equal impact on all groups andadheres to ethical and legal frameworks,including compliance with the Human RightsAct (HRA) and Race Relations (Amendment)Act 2000.PolicingPolicy &PartnershipThe MPA agrees CDRP policies provided theycomply with the Race Relations (Amendment) Act2000SecondmentsPolicyPart of the MPA recruitment policy to recruit,retain and promote its workforce. This includesexternal secondees.HumanResourcesThe appointments policy has recently been revised(November 2004) to make fair and open competitionmore explicit. The appointments policy, promotionand secondments policy will be incorporated into asingle recruitment and selection policy. Review inNovember 2006Security Policy(being redrafted)This sets out the MPA policy on securityrelating to the MPA’s premises, andpersonnel. This includes the policy on accessrights to MPA Internal Audit DirectorateAccommodation and the policy on personnelsecurity clearance (vetting) for all staff in theMPA and the Internal Audit.Deputy ChiefExecutive &Deputy ClerkThe policy is being reviewed and an EIA is to becompleted by June 2005.Special leaveThis policy seeks to recognise the legalrequirement of the Employment Relations Act1999 in respect of time-off provisions to assiststaff and the MPA to balance the demands ofhome and work at times when staff may needto take time away from work to deal withemergencies and domestic, personal or familyreasons.HumanResourcesThis policy will be reviewed and revised byDecember 2005 in the light of recent changes toassociated policies to ‘incorporate’ these policies intoa single document (see maternity provisions)76

Statutory StaffCode ofConductThis Statutory Staff Code of Conduct is to sitalong side the Members Code of ConductCommitteeLiaison AndMembersServices(CLAMS) /HumanResourcesLikely to be introduced towards the end of 2005 bythe Office of the Deputy Prime Minister (ODPM)Training anddevelopmentThis policy ensures that all staff receive thenecessary training and developmentopportunities to carry out their dutieseffectively.HumanResourcesThis policy has just been updated. It will beincorporated into the revised training anddevelopment policy in January 2006 (see furthereducation)TreasuryManagementStrategyThis strategy sets out the objectivesunderpinning the Authority’s treasurymanagement activities and the policies for theinvestment of Authority funds and forborrowing. The strategy also includes treasurymanagement indicators set by the Authority asrequired under the Prudential Code.Treasury Annual review; last reviewed in April 200577

Medium relevance to the general dutyPolicy Description Lead Progress to date and actions still requiredAnnual leave,public andprivilegeholidaysThis policy sets out the rights andresponsibilities of all staff and management tohave reasonable time away from work and toseek a balance between needs of the MPAand the personal circumstances and wishes ofstaff.HumanResourcesThis policy reviewed annually. Next reviewSeptember 2005ComplaintsProcedureThis complaints procedure sets out theprocess for investigating complaints made bymembers of the public about the MPA or itsstaff. Section 4.3 of the Staff Handbook(Complaints) addresses how to ensure thatstaff are treated fairly throughout the process.CommitteeLiaison AndMembersServices (CLAMS)& HumanResourcesThe internal policy on procedures and standardswhen dealing with complaints from members ofthe public will be incorporated into this policy.This work should be finished in May 2005 (HR).A review of the public complaints policy will beundertaken in April 2006 to ensure effectivenessof the policy for members of the public (CLAMS)Contracts ofemploymentThis policy sets out the details of thecontractual process, rights and responsibilitiesof staff and managers, legal requirements anddetails of the types of contracts offered by theMPA.HumanResourcesContracts of employment are continually beingreviewed to ensure they remain current andcompliant with changes in employment law78

Funding Policyfor ICVPThe Police Reform Act 2002 places a statutoryduty on the MPA to have in place an efficientIndependent Custody Visiting (ICV) schemewhich includes responsibility for organising theinfrastructure of the ICV scheme (ICV Panelsin every borough); recruitment and conditionsof service of administrators as well asvolunteers delivering the service; training ofadministrators and visitors and overseeing thequality of the service.CommunityEngagementIn November 2003, the MPA’s CommunityEngagement Committee adopted therecommendation to appoint a consultant toundertake a fundamental review of the operationof the Scheme. The results of the review werepresented to the Committee in February 2005. Itprovided an analysis of the demographicrepresentation of ICVs. It will also enhance theMPA’s ability to monitor the equalitiesperformance of ICV Panels. Evaluation of thereform programme will impact on activities and isexpected to be completed by April 2007.FurtherEducationpolicyThis policy encourages staff development andsets out clearly advice of applicants for fundingand/or time off.HumanResourcesThis policy has just been updated. It will beincorporated into the revised training anddevelopment policy in January 2006Internal AuditStrategyThe policy set out how the MPA will dischargeits responsibility to provide an efficient andeffective internal audit service to support theMPA and MPS achieve their aims andobjectives.Internal AuditApproximately June 2006 Review79

Major incidentcommunicationsstrategyThis strategy aims to maximise publicconfidence in police response, public safetyand security issues through timely, accurateand widely accessible information; to liaisewith relevant agencies, specifically the MPS,Home Office, Mayor’s Office and News CoordinationCentre to ensure that a unifiedmessage is conveyed to the public and mediaand to ensure that the MPA are perceived bythe public and media as a vital element of theemergency services/government integratedresponse to the threat/strike.Press &CommunicationsReviewed approximately every 3 monthsMaternityprovisionsThis policy seeks to ensure that all pregnantand nursing mothers are treated in accordancewith their rights under the EmploymentRelations Act 1999, the Health and Safety atWork Act 1974 and European Directives onpregnant workers.HumanResourcesThis policy will be reviewed and revised byDecember 2005 in the light of recent changes toassociated policies to ‘incorporate’ these policiesinto a single document on special leaveSick leave andinjury at workThis policy seeks to encourage managers andstaff to work together in managing sicknessand to establish practices and procedures fordealing with sickness absence based on a fairassessment of all the relevant facts, taking intoaccount personal and job-relatedcircumstances.HumanResourcesThis policy will be revised shortly, incorporatingthe MPA policy on attendance. Review to becompleted by September 2005Use of emailand the Internetwhilst at workThis policy gives guidelines on the use of theInternet, MPA intranet and an e-mail facility inorder to enable both the MPA and its staff togain maximum benefit from the use of suchfacilities to provide an effective delivery of itsservice and inform all staff about how they mayand may not use the computer facilitates.HumanResources /InformationSystems &InformationTechnology (ISIT)This policy is being jointly reviewed by HumanResources and the ISIT team.80

Low relevance to the General DutyPolicy Description Lead Progress to date & actions still requiredTerms of referenceof the MetropolitanPolice Authority, itscommittees and subcommittees(Part Bof standing orders)This sets out the role of the MPA, the powersand duties it has delegated to committeesand those further delegated by committees tosub-committees. These functions and dutiesare supplementary to and do not override anyduties imposed by the MPA’s StandingOrders.Committee LiaisonAnd MembersServices (CLAMS)Annual Review linked to the MPA annualgeneral meetingAllowances andExpensesThis policy sets out the conditions to ensurethat staff are appropriately compensated foradditional expenses, reasonably incurred, inaccordance with the terms and conditions ofappointment.Human ResourcesThis policy reviewed annually and normallyincreased in line with inflation. Next reviewSeptember 2005Authority'sprocedural StandingOrders (Part A ofStanding Orders)The purpose of these Standing Orders is toregulate the conduct of the Authority'sbusiness to ensure fair and accountabledecision-making. They also provide for thedelegation of Authority functions anddecision-making to committees, subcommittees,panels and officers.Committee LiaisonAnd MembersServices (CLAMS)Reviewed every 3 years; The currentprocedural Standing Orders were agreedwhen the Authority came into existence inJuly 2000. A review was undertaken in May2003, to correct some omissions and toupdate in the light of experience. At theAuthority meeting in April 2004, membersrequested that officers review the processfor dealing with ‘urgent matters’ anddevelop further the procedure for ‘calling in’decisions made by committees. A review ofthe other elements of the Authority’sStanding Orders, such as FinancialRegulations and Contract Regulations iscurrently ongoing and will be reported to afuture meeting of the Authority81

Policy Description Lead Progress to date & actions still requiredFinancial GuidancePolicyFinancial guidance for policy officers who arebudget holders on the monitoring andplanning of finances.TreasuryReviewed every 2 years and the nextreview will take place in April 2006.FinancialRegulations(Part E of standingorders)Financial Regulations are a key element inthe financial control framework within whichthe financial management of the MPA and theMPS takes place and sets out arrangementsfor the proper administration of the MPA’sfinancial affairs.TreasuryReviewed every 3 years; to be reviewednext in July 2006Health and SafetyplanThe health and safety policy sets out theoverarching approach and systems that theauthority has adopted, while the purpose ofthe health and safety plan is to outline theprogressive aims of the Authority and tospecify the objectives, actions, means anddates by which its aims will be delivered.AdministrationDecember 2005 Review; to be reviewedannuallyHealth and SafetypolicyThis policy outlines the overall health & safetymanagement system, including organisationalstructure, responsibilities, systems andprocedures in place, to enable the MPA tocomply with the relevant legislation andguidance.AdministrationDecember 2005 Review; to be reviewedannually82

Policy Description Lead Progress to date & actions still requiredThe schemes set out the basis for thepayment of Members’ allowances andexpenses.Members’Allowances andExpenses Scheme‘Member’ means an independent ormagistrate member of the MPA. GreaterLondon Assembly members appointed to theMPA are disbarred from claiming anallowance in respect of their membership ofthe MPA. They can, however, claim traveland subsistence expenses. Independent andmagistrate members can claim both anallowance and travel and subsistenceexpenses.Committee LiaisonAnd MembersServices (CLAMS)The Allowances scheme was reviewed inMay 2005 and the Expenses sheme isreviewed on an on-going basisRecordsManagement PolicyThe records management policy establishesa framework for the creation, maintenance,storage, use and disposal of MPA records. Itsupports the Authority’s corporategovernance and in particular aims to assistMPA compliance with the Freedom ofInformation Act 2000 (FOIA).Committee LiaisonAnd MembersServices (CLAMS)This policy is to be reviewed in 2007Scheme ofdelegation of powersto the officer (Part Cof Standing Orders)This scheme sets out those functions anddecisions for which the Authority has giventhe MPA officers delegated and theCommissioner of the Metropolitan PoliceService authority to act. It includes theprotocol on high profile and sensitivecompensation cases.Committee LiaisonAnd MembersServices (CLAMS)This policy is to be reviewed in 200783

Equal Opportunities and Diversity Work ProgrammeKey Work ResponsibilitiesTo assist the MPA to achieve itsorganisational equal opportunities anddiversity, a number of ongoing areasand pieces of work, for which the EqualOpportunities and Diversity Board(EODB) has responsibility, will need tobe progressed. The timescale should bewithin the 2004/05 work programme orcould be identified for up to two or threeyears ahead. The work programme willbe subject to the consideration of urgentemerging issues.Ongoing work areas:• MPA and MPS Race EqualitySchemes – review progressagainst all arrangements outlinedin the Race Equality Schemesand the progress of the 2005review of the schemes.• Equalities Standard for LocalGovernment – aim to achieveLevel 5 by the end of 2005.• Stop and search scrutinyimplementation sub group andRecommendation 61implementation - to continue tooversee the implementation ofthe Stop and Search Scrutinyrecommendations and theproposed MPS implementation ofRecommendation 61 of theStephen Lawrence InquiryReport.• Disability – carrying forwardrecommendations from the MPAconference on 7 October 2004including continuing oversight ofboth employment issues in theMPS and “policing and disabledpeople”.• Mental Health Scrutiny – theChair of EODB is a member ofthe Scrutiny Panel and will be theconduit for issues from thescrutiny for which the Board hasan interest.• New MPS Diversity Strategy –a porgress report is expectedduring the 2 nd quarter of 2005.• London-wide Race Hate CrimeForum – to continue to report tothe EODB. The Chair of theBoard will explore ways ofwidening the remit to includeother hate crimes.• Gender issues – ongoing workby the MPS looking at bothinternal and external issues,particularly in relation to womenThere are some important issues thatare current or emerging. They will needto be part of the 2004/05 workplan.They are:• Morris Inquiry – the MPA hasdeveloped a detailed workprogramme for severalcommittees, including EODB, toensure that the Morrisrecommendations areaddressed.• CRE formal investigation ofthe police service of Englandand Wales – race and equalityissues are fundamental to therecommendations of the formalinvestigation. The MPA SteeringGroup set up to progress actionon the recommendations of theMorris Inquiry will also considerthe implications of the CREfindings (and the Taylor report).84

The Steering Group will report, asappropriate, to the Full Authorityor relevant committees, includingEODB.• Equality impact of policing ofterrorism – at this time this isprimarily about the policing ofMuslim and other Asiancommunities and should relate tomore than stop and search.• Forced marriages – AneetaPrem, a member of EODB, isinvolved in this area of work andthe outcomes of the MPSconference in January 2005 willbe incorporated into the EODBworkplan.• Joint working with otherCommittees - having a jointmeeting with another committee– especially Human Resources –will be pursued. A meeting withrepresentatives of the StaffAssociations and relevantIndependent Advisory Groupswould be held within the next 6months.The following work areas would beappropriate for the Board have on itsagenda in years two and three. Theyare:• Hendon - a visit andconsideration of outstandingdiversity issues, possibly inconjunction with HumanResources Committee.• Borough OperationalCommand Units – race anddiversity issues• Work of particular MPSfunctions – e.g. forensicservices to look at diversityaspects of DNA in the light ofOperation Minstead (OperationMinstead is an Intelligence ledinvestigation of a DNA linkedseries of serious sexual assaults.The suspect targets lone elderlywomen across South Londonand Surrey. The operation isconcentrating on 36 offences upto 07/09/2004).• Crimes against children –possible joint working withNational Society for thePrevention of Cruelty to Childrento start in the autumn of 2005.Possible joint working withPlanning Performance andReview Committee.• Procurement – possibly in yearthree.• Age discrimination – work willbe needed to ensure thatarrangements are made to meetthe forthcoming statutoryobligations from December 2006.This will need to begin when theregulatory obligations are known.• Specialist Operations andother Operational CommandUnits – to build on and expandon the initial work done sometime ago on the staff profiles ofOperational Command Units bypossibly following a rollingprogramme of mini-scrutinies intoparticular Operational CommandUnits.85

Contact detailsIf you would like to comment on the Metropolitan Police Authority’s Race EqualityScheme, or you would like more information about the scheme, please contact theMPA at:Metropolitan Police Authority10 Dean Farrar StreetLondonSW1H 0NYTel: 020 7202 0202Fax: 020 7202 0200Email: randd@mpa.gov.ukWebsite: www.mpa.gov.ukIf you would like information about the Metropolitan Police Service’s Race EqualityScheme, please contact:Diversity Strategy Development Team16th Floor Empress State BuildingEmpress ApproachLillie RoadEarls CourtSW6 1TRWebsite: www.met.police.uk86