Equality Action Plan - Derbyshire Constabulary

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Equality

Action Plan

Derbyshire Constabulary

Equality Objectives - Action Plan Update Report

April 2015

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2 Introduction

Welcome to our Equality Objectives – Action Plan Update Report.

In April 2012, to meet the requirements of the Equality Act 2010 (Specific Duties) Regulations 2011, more

commonly known as the Specific Duties, Derbyshire Constabulary was required, after consultation with our service users and workforce, to publish equality objectives.

The equality objectives form part of our Equality and Diversity Strategy which sets our longstanding commitment to fairness and equality, and outlines how we will meet and surpass our legal responsibilities.

Framework for Equality Objectives

The objectives must be specific and measurable to help us to better perform the general equality duty, focusing on the outcomes to be achieved. The general equality duty is outlined in section 149 of the Equality Act 2010, and requires us to give consideration to equality in our decision making processes. We need to show how we have thought about:

 eliminating discrimination, harassment and victimisation and any other conduct that is prohibited under the Act

 advancing equality of opportunity between people who share a relevant protected characteristic and people who don’t

 fostering good relations between people who share a relevant protected characteristic and those who don’t The objectives help us focus on priority equality issues within the Constabulary in order to deliver improvements in policy making, service delivery and employment:

Under each objective there are activities which reflect relevant areas for development (specific) The activities are incorporated into the force Equality Action Plan and monitored by the Strategic and tactical lead for Equalityand the Confidence & Ethics Board. (measurable)

The activities are proportionate to the extent the function or policy affects discrimination; equality of opportunity and good relations, and where any disadvantage needs to be addressed (achievable)

The activities have been identified from reviewing our equality information in conjunction with the force priorities (realistic)

The objectives will be reviewed and reported on annually, or sooner if necessary, to reflect the force priorities (timely)

Our Equality Objectives 2012 - 2016

We aim to improve

1. community relations by ensuring equality and fairness is at the heart of everything we do.

2. our understanding of our communities so that we can treat everyone individually and according to their needs.

3. protection and support for those more at risk from crime and anti-social behaviour 4. community confidence in policing by being more open about what we do

5. the diversity of our workforce

If you require any further information or a copy of the full action plan please contact the equality unit: [email protected]

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3 Objective 1

We aim to improve community relations by ensuring equality and fairness is at

the heart of everything we do.

We will achieve this objective by ensuring Derbyshire Constabulary consistently meets its

equality obligations in the way it develops and delivers policies and practices that impact on

our public functions and operational structure.

1.1 - Develop a Joint Equality Strategy with the Police and Crime Commissioner to

demonstrate our commitment to equality and diversity and compliance with the equality

duty

Outcome 1.1.1 1.1.1 - Produce and publish equality and diversity strategy.

Complete

Date Complete 08/12

Outcome 1.1.2 1.1.2 - Develop an accessible version to compliment consultation of the

strategy Complete

Date Complete 08/12

1.2 - Each Business Area to develop a tactical plan to evidence work undertaken to meet the

equality duty. The Strategic Equality Assurance Board (SEAB) provides governance and

ensures the Constabulary meets its legal obligations.

Outcome 1.2.1 1.2.1 - Each Business Area to develop a tactical plan(s) to evidence

progress against the equality objectives

Complete Date Complete

08/12

Outcome 1.2.2 1.2.2 - Identify existing meetings or forums where progress against each

tactical plan can be monitored.

08/12

Outcome 1.2.3

1.2.3 - Exceptions, gaps or risks identified at the feeder groups to be reported to the SEAB quarterly meeting

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4 1.3 Integrate the Equality Duty into core business processes

Outcome 1.3.1 1.3.1 - Integrate equality consideration into policy development and review

process

03/14

Outcome 1.3.2 1.3.2 - Integrate equality consideration into Business Change Programme

(Moving Forward)

03/14

Outcome 1.3.3 1.3.3 - Integrate equality consideration into financial decisions

Owner Update Date of _Update _Status

F&B/Strategic accountancy

The force has a system in place whereby other organisations must sign up to our equality strategy under any contracts delivered on our behalf.

Where there are financial decisions which impact on staff, service delivery or highlight risk under the general equality duty, regular meetings are held with the Head of Equality. Equality Impact Assessments (EIAs) are undertaken and are regularly scrutinised under the relevant governance board. All EIAs must be signed off by the Head of Equality

03/15

Outcome 1.3.4 1.3.4 - Integrate equality consideration into Procurement

03/14

Outcome 1.3.5 1.3.5 - Integrate equality consideration into Community Impact Assessments

03/14

Outcome 1.3.6 1.3.6 - Integrate equality consideration into Operational Orders

03/14

Outcome 1.3.7 1.3.7 - Integrate equality consideration into National Decision Making Model

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Outcome 1.3.8

1.3.8 - Integrate equality consideration into Organisational Restructuring (Workforce Change Programmes)

03/14

Outcome 1.3.9 1.3.9 - Integrate equality consideration into training programmes

Owner Update Date of _Update

Status

OS/Operational Support

During 2014 a number of meetings were held with Operation Support, the Equality Unit and Head of Corporate Services to ensure equality is considered throughout their training programmes.

This process is now ongoing.

03/15

1.4 - Ensure all officers and staff understand our obligations under the Equality Act and the

Public Sector Equality Duty

Outcome 1.4.1 1.4.1 - Develop e-learning package on the Equality Act and Equality Duty

03/13

Outcome 1.4.2 1.4.2 - Ensure all staff and officers complete module 1 of equality

e learning package

Owner Update Date of Update Status

CSD/ Equality Unit /Equality Analysts

The Equality Training modules have now been transferred to the National Centre for applied Learning Technologies (NCALT). As at 31/12/13 3,582 police officers and staff had completed module 1 of the training.

For the period 1/1/2014 to present there have been a further 513 police officers and staff. New starters complete as part of their induction.

03/15

Outcome 1.4.3 1.4.3 - Ensure all managers, supervisors, stakeholders and

decision makers complete module 2 of equality e learning package

CSD/Equality

Unit/Equality Analysts

For the period 1/1/2014 to present, 10 individuals have completed module 2, the supervisors training. 03/15

Outcome 1.4.4 1.4.4 - Ensure equality and diversity pages on the force intranet giving

guidance on equality legislation are up to date

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6 1.5 Develop existing Quality Assurance Management System (QAMS) to collate evidence to

demonstrate compliance with the Equality Duty.

Outcome 1.5.1 1.5.1 - Create equality framework in QAMS to capture evidence of progress

against equality objectives

03/14

Outcome 1.5.2

1.5.2 - Each Business Area to identify a Single Point Of Contact/s (SPOC) to collate positive outcomes from tactical plans

04/13

Outcome 1.5.3 1.5.3 – SPOC(s) report quarterly on progress against tactical plan for

monitoring risks and gaps

04/13

Outcome 1.5.4 1.5.4 - Develop IAG sub group to review evidence entered on QAMS

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7 Objective 2

We aim to improve our understanding of our communities so that we can treat

everyone individually and according to their needs.

We will achieve this objective by having a clear plan on how to reach out to all our

communities and by finding out who needs our services and how best that can be

delivered.

2.1 - Work with partners to identify existing and emerging communities in Derbyshire

Outcome 2.1.1

2.1.1 - Collate demographic data at force and divisional level to inform equality considerations in decision making

CSD/Performance Management

On-going collation of the 2011 Census data. On-going environmental scanning.

The UK opened its borders in Jan 2014 to Eastern European countries. To date there have been no issues or incidents of note in Derbyshire in relation to this new and emerging community. This will be monitored on an on-going basis. Force and divisional information is used throughout the year for reports and analysis.

03/15

Outcome 2.1.2

2.1.2 - Through engagement at Safer Neighbourhood Team level revisit SNT diversity profile for better understanding of local communities

D DIVISION Each of the SNT’s work together with the Local Authorities to identify local community profiles of these areas.

This work is continually being reviewed.

New and emerging communities networking forum is held quarterly with all stakeholders. Both private and public sectors highlight impacts on services.

03/15

B DIVISION This is an area of work which is ongoing and needs further development. Although SNT have a good knowledge of their communities and emerging communities, further work with partners to complete a community baseline assessment will support and help direct resources

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C DIVISION A community cohesion event took place at Shirebrook attended

by the local SNT together with Nottinghamshire SNT as some of Sports Direct workers reside in Nottinghamshire. The event was attended by all representatives of the partnership. It included workshops to address some of the issues.

The role profile for Community Cohesion Post funded through the Bolsover Strategic Partnership has been agreed and the post advertised. Outcomes will be measured through the partnership.

03/15

CSD/Equality Unit/Equality Analyst

This action has not been taken forward due to the loss of the

Equality Analyst post under priority based budgeting. 03/15

2.2 - Enhance the quality of our engagement with all communities, to ensure understanding

and responding to public priorities, revisit our Community Engagement Strategy with

particular focus on diverse and hard to hear community groups.

Outcome 2.2.1 2.2.1 - Produce guidance on engagement and consultation - develop a menu

of effective engagement activities to enable us to listen to the concerns of diverse communities. Guidance to include a protocol for and a model of a standard consultation exercise.

Owner Update UpdateDate of Status

CSD/Corporate Communications

The strategy has now been republished and involves close working with the Office of the Police and Crime Commissioner. A new range of engagement activities has been introduced this year including more open events and visiting individuals in their working environment.

The strategy and plan has been reviewed by the Independent Advisory Group.

03/15

Outcome 2.2.2 _{2.2.2 - Create divisional engagement plans/patrol strategy relevant to}

diversity profile and emerging needs of the community

D DIVISION Community Tensions Assessment has been set up within those emerging communities to identify any issues or frictions. These are then managed through SNT engagement. Daily tasking and briefing at both divisional and section levels which direct patrols strategies.

03/15

B DIVISION The baseline was completed and the command team were satisfied that the local safer neighbourhood teams were aligned in such a way as to provide a proportionate policing response to those with protected characteristics when police assistance or intervention was required. The allocation of such resources will evolve further over the next three years to be more cognisant of threat and risk which hate crime clearly forms part of this.

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C DIVISION The Shirebrook Community Cohesion Action Plan adequately

meets the needs of the largest community of minority residents within the division and is revisited every quarter to address and develop any emerging trends or needs.

All patrol and SNT Officers adopt the use of crime contracts and leaflets in multi lingual format to assist in engagement and assist in helping victims of crime understand the processes etc. around reporting incidents to us.

Regular SNT surgeries, crime/sporting events are held at community venues within minority occupied localities.

A proposed engagement project with taxi drivers from minority ethnic groups across the division is under development with a view to increasing confidence amongst drivers to report incidents of hate crime.

SNTs are actively encouraging the attendance of members of minority ethnic groups at community assembly/forum meetings to encourage community involvement and promote diversity and integration.

03/14

Outcome 2.2.3 2.2.3 - Demonstrate commitment to tackling hate crime and

improve organisational learning from feedback at •Divisional Hate Crime Panels

•User Satisfaction Surveys (USAT) •Community events

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Outcome 2.2.4 _{2.2.4 - Continue to improve the trust and confidence of the Lesbian, Gay,}

Bisexual and Transgender community groups in the police service of Derbyshire by implementing the recommendations in assessment by Derbyshire Friend

DIVISION Derby Division have identified with Derbyshire Friend

opportunities for engagement with the Lesbian Gay Bisexual & Transgender (LGB&T) community. Surgeries are held monthly at Derbyshire Friend and are attended by LGB&T liaison officers.

Derby currently has 17 LGB&T officers who have all received training from Derbyshire Friend. These officers act as SPOC’s offering support and advice to members of the LGB&T

community where necessary and also attend LGB&T Surgeries.

Each officer has received specific training and the work they have done so far has been well received. Derbyshire Friend now signpost members of the public to these officers.

The officers are a valuable resource to all members of staff so please get in touch with them if you require any help in this area.

03/14

B DIVISION Due to cuts in funding and change of management a meeting with Derbyshire Friend has yet to be arranged. However as they have now secured new funding from the Big Lottery and having appointed a new managers, this area will be progressed. Meeting will be

arranged to critically understand the barriers to improving trust and confidence with the LGB&T community in B Division.

B Division local support group is Gay High Peak and the

Community Safety officer on Division has linked in to this group. Meeting with GPA

Co-ordinator to discuss identification and training of officers to act as SPOC’s offering support and advice to members of the LGB&T community where necessary.

03/15

C DIVISION LGB&T groups are represented on the IAG and the Force Hate Crime Scrutiny Panel.

Regular contact is maintained with the LBG&T community via The Derbyshire Sexual Health Promotion Service at quarterly local hate crime meetings.

The Service, in Chesterfield, offer advice and support to the LGB&T community.

03/15

CSD/Equality Unit _{Since 2014 Derbyshire Friend has received a small amount} of funding from Derbyshire County Council and has 4 paid staff working a mix of reduced hours. This has had a significant impact on the level of support they can give and the work they do. Consequently much of the work done with the police has ceased due to resources. It is hoped 2015/16 will see an increase in initiatives in this area.

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Outcome 2.2.5

2.2.5 - Build trust and confidence of elderly identified as most subject to vulnerability through Equality Survey

03/14

2.3 -

Encourage and develop the Independent Advisory Group (IAG) to be representative of

the communities of Derbyshire

Outcome 2.3.1

2.3.1 - Undertake gap analysis of IAG membership to ensure comprehensive representation from all community groups

CSD/Equality Unit/

Compliance and Inclusion Officer

There is open recruitment to the IAG on the force internet. Divisional Commanders and the Outreach Worker put

forward any community members will appropriate skill set and enthusiasm to contribute to policing in Derbyshire. The IAG aims to be representative of the community of Derbyshire and continues to identify potential members. A change to vetting procedures will ensure that any barriers to recruitment are removed.

03/15

Outcome 2.3.2 2.3.2 - Recruit from communities to meet gap analysis

03/14

Outcome 2.3.3 2.3.3 - Develop Community Advisory Contacts for local consultation, and

potential candidates for IAG

Explanation Date of Update Status

D DIVISION Community Safety Department regularly engage with key

stakeholders within the community to identify future members. 03/15

B DIVISION Existing list of KINS and community contacts through will be

continually reviewed to actively recruit IAG candidates in areas of need.

03/15

C DIVISION The development of Community Contacts and potential IAG members continues to be promoted at community

assembly/forum meetings and through partnership strategic group meetings.

03/15

CSD/Equality Unit/Compliance & Inclusion Officer

This is being progressed by involving community groups and contacts in IAG activity such as focus groups and hate crime scrutiny.

Compliance & Inclusion Officer links in with Divisions to identify local contacts for potential IAG members.

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2.4

- Make our services accessible to all communities and whenever necessary we will make

adjustments for individuals

Outcome 2.4.1 2.4.1 - Make it easy for people to contact using at least three different ways

OS/Contact Management Both Control Room and Call Handling Centres have continued use of Mincom, deaf text, Short Message Service (SMS) texting and language line. Visit to CCMC by members of deaf and hard of hearing community arranged for May 2014 where information will be given and feedback sought.

03/14

The force now has a digital strategy in place and also an online contact approach. The region are now developing an

overarching strategy that all forces potentially will benefit from.

03/15

Outcome 2.4.2 2.4.2 - Develop mechanism to report on ease of access to service including

deaf and disabled service users

Explanation Date of _Update _Status

F&B/Estates Where we are aware of a building or facility related issue we actively seek ways of solving it and the budgets managed by Assets has provision for such alterations, if the cost is in excess of the available budget a business case is prepared. The force operates an Estates help desk that any member of staff can identify needs for buildings, this allows all works to be audited and the current state of the work can be monitored by all staff.

03/15

Outcome 2.4.3 2.4.3 - Develop a mechanism for auditing our buildings

F&B/Estates Work place inspections are carried out at all Force locations by members of the Assets team together with Unison and

Federation representatives, when available, to identify all building related issues.

03/15

Outcome 2.4.4

2.4.4 - Where there are barriers to accessing our buildings that someone with a disability might encounter which we cannot remove develop strategies for overcoming them

03/14

Outcome 2.4.5 2.4.5 - When we make changes to our premises or acquire new ones, we will

anticipate the needs of disabled people

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13 2.5 - When we communicate with people we will be as inclusive as possible and whenever

necessary we make adjustments for individuals

Outcome 2.5.1 2.5.1 - Produce a Communication Strategy document outlining how we will

communicate to meet the differing needs of individuals

03/14

Outcome 2.5.2 2.5.2 - Develop a framework to produce information in an accessible

format, including most commonly used languages in the county, audio and British Sign Language

03/14

Outcome 2.5.3 2.5.3 - Produce Plain English guidance for officers and staff

03/14

Outcome 2.5.4 2.5.4 - Develop quality assurance mechanism to ensure our documents are

readable and easily puts across our message

03/14

Outcome 2.5.5 2.5.5 - Produce guidance for officers and staff to create accessible (easy

read) versions of appropriate public facing documents

03/14

Outcome 2.5.6 2.5.6 - Anticipate the needs of people by ensuring our website is as

accessible as possible to relevant British Standards ( for example Website Accessibility Initiative: www.w3.org.WAI)

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Outcome 2.5.7 2.5.7 - Produce guidance for officers on verbal communication skills with

individuals who have communication difficulties

Guidance around communicating with people with a learning Disability is available on the force internal website.

Communication guidance has been given to officers to assist them to communicate with Deaf and hearing impaired people. Deaf resources are also available on NCALT E Learning.

The Outreach Officer has also developed a number of communication guides to assist officers to communicate with people with different disabilities. These are to be placed on the intranet and will be available as a point of reference

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15 Objective 3

We aim to improve protection and support for those more at risk from crime and

anti-social behaviour.

We will achieve this objective by ensuring Derbyshire Constabulary does everything

possible to protect the most vulnerable and strengthen partnership working with

statutory agencies and voluntary sector

organisations.

3.1 Ensure a robust structure and procedures are in place to tackle Hate Crime

Outcome 3.1.1 3.1.1 - Identify a group to oversee hate crime performance in force

D DIVISION Quarterly divisional Hate Crime Scrutiny Panels held with statutory/voluntary sector groups and the Independent Advisory Group (IAG) where case/performance scrutiny takes place.

03/15 B DIVISION Quarterly divisional Hate Crime Scrutiny Panels held with

statutory/voluntary sector groups and the Independent Advisory Group (IAG) where case/performance scrutiny takes place.

03/15 C DIVISION Quarterly divisional Hate Crime Scrutiny Panels held with

statutory/voluntary sector groups and the Independent

Advisory Group (IAG) where case/performance scrutiny takes place. 03/15 CSD/Equality Unit/Equality & Human Rights Manager.

The organisation has a strategic and tactical force lead for hate crime at Assistant Chief Constable and Chief Superintendent level. The Hate Crime Steering Group, made up of statutory and local organisations drives business through the action plan and performance reports. Reports are compiled by the Performance Analyst.

Hate crimes are discussed at divisional daily tasking to assess risk. D Division publishes National Community Tension Bulletins

outlining a précis of all hate crimes, alongside the community tensions that have occurred during the period. This provides the qualitative aspect to the data.

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Outcome 3.1.2 3.1.2 - Hate Crime Group to monitor related action plans, such as:

 HMIC Inspection on ASB

 ACPO DHI – Hidden in Plain Sight



Mencap Stand By Me

D DIVISION The recommendations of the above plans are monitored by use of

the Hate Crime Steering Group and Mental Health Steering Group. 03/15 B DIVISION The recommendations of the above plans are monitored by use of

the Hate Crime Steering Group and Mental Health Steering Group 03/15

CSD/Equality

Unit/Equality & Human Rights Manager

The recommendations of the above plans are monitored by use of

the Hate Crime Steering Group and Mental Health Steering Group. 03/15

Outcome 3.1.3

3.1.3 - Develop a county wide strategy on hate crime with key statutory and third sector agencies (e.g. Challenge it, Report it, Stop it: the Government Plan to tackle Hate Crime).

03/14

Outcome 3.1.4 3.1.4 - Increase reporting of hate crime and incidents, such as through

promotion of

 Third party reporting  Stop Hate UK(SHUK)

 External Disability Ref Group/IAG

D DIVISION SNTs work with communities including seldom heard groups in order to improve trust and confidence and thereby improve reporting of Hate Crime. Third party reporting and Stop Hate UK (SHUK) are promoted with the relevant communities.

03/15

B DIVISION Divisional VPU through their ongoing contacts with the third sector (voluntary groups) to promote third party reporting including Stop Hate UK. Local voluntary groups encouraged to join IAG/External Disability Reference group.

03/15

C DIVISION SNT have been requested to attend day care centres providing services and support for those with disabilities to increase confidence and reporting of hate crime.

Regular contact/ liaison/ events take place with groups providing support to vulnerable people such as McIntyre and Our Vision to increase confidence and reporting.

Promotional information for Stop Hate UK has been distributed by SNT.

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CSD/Equality

Members of the IAG and the External Disability Reference Group have received hate crime training and encouraged to become signposting centres.

A further 13 groups across Derbyshire have registered an interest to become signposting centres and a further 6 groups are working with the police and partner agencies to deliver hate crime services across the county.

03/15

Outcome 3.1.5 3.1.5 - Improve recording of hate crime and incidents, such as

 Awareness raising or training of officers/Contact

Management to recognise what is a hate incident to ensure a tailored service

 Technology – effective and efficient forms and database

03/14

Outcome 3.1.6 3.1.6 - Improve investigation of hate crimes and incidents, such as

 In conjunction with CPS improve scrutiny of cases for organisational

learning and feedback to Detective Inspectors who have responsibility of oversight

 Better use of intermediaries (e.g. disability)

03/14

Outcome 3.1.7 3.1.7 - Conduct regular audits of incidents to assess the level of under

recording of hate crimes/incidents and provide recommendations on gaps to Hate Crime Governance Group

OS/Contact Management

Completed as part of quarterly plan

03/14 CSD/Equality

Daily audits of 10 hate incidents from the previous day are conducted

.

Checks are made to see if there is a hate element present, if a hate form has been completed or if a crime has been made out.

All hate incidents are audited on a month by month basis.

03/15

3.2 Reduce repeat and vulnerable victimisation caused by anti- social behaviour

Outcome 3.2.1 3.2.1 - Develop in conjunction with partners a case management

system to increase the opportunity to identify those at risk from repeat victimisation

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Outcome 3.2.2 3.2.2 - Review existing Repeat Victim Policy to broaden definition to include

other crimes and anti social behaviour

CSD/Equality Unit It is likely the Repeat Victim Policy will be owned by Public Protection Unit as part of the priority based budgeting process. The policy is due for review at the end of 2015.

03/15

Outcome 3.2.3 3.2.3 - Purchase of Customer Relationship Management software to readily

identify repeat victims at point of call

Explanation _UpdateDate of _Status

OS/Contact Management

The force has purchased a new command and control system. This will be implemented in February 2016. This will be able to identify repeat callers/ previous incidents vulnerability etc. at the point of call and therefore improve the service we are able to deliver.

03/15

3.3 Improve police response to Mental Ill Health and Learning Disabilities

Outcome 3.3.1

3.3.1 - Monitor the protocol used to take person with mental ill health to a place of safety under Section 136 of the Mental Health Act

03/14 Outcome 3.3.2

3.3.2 - Develop a protocol to clarify police and other partners’ roles and responsibilities around the use of Section 135 of the Mental Health Act (MHA)

03/14

Outcome 3.3.3 3.3.3 - Develop a protocol for transport issues of persons with a mental ill

health episode

03/14

Outcome 3.3.4 3.3.4 - Work with partner agencies to ensure the needs of offenders with mental

ill health are recognised and met

03/14

Outcome 3.3.5 3.3.5 - Progress Commissioning of Health Care Provision from the Police

Service to the National Health Service (NHS)

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19 3.4 - Continue to work in partnership with other statutory agencies to identify safeguarding

issues at all levels that may make people, locations and communities more vulnerable

Outcome 3.4.1 3.4.1 - Continue to work in partnership with other statutory agencies to identify

safeguarding issues

03/14

Outcome 3.4.2 3.4.2 - Develop a Multi Agency Safeguarding Hub (MASH)for Derbyshire

C&T/Crime Support During the last 12 months there have been varying levels of _{resource seconded into the Police Central Referral Unit. The need} for a fully functional Multi Agency Safeguarding Hub ( MASH) across Derbyshire has been raised at both the County and City Local Safeguarding Boards during the last 12 months. This has led to some high level discussions across all partner agencies about the need for MASH across the County. The Police have agreed, that they will work towards two MASH’s across

Derbyshire, the preferred option being the creation of one hub for the entire County. There is now work underway within both local authorities to scope out what these arrangements will look like. Should this work be successful the outcomes for potential victims of abuse across Derbyshire will be improved through the fast time sharing of information

03/15

3.5 - Continue to develop a multi agency response to domestic violence and serious sexual

violence to identify vulnerability and address risk

Outcome 3.5.1

3.5.1 - Engage with as many partners as possible in the development of the Multi Agency Risk Assessment Conference (MARAC) process

03/14

Outcome 3.5.2 3.5.2 - With partners develop Rape Scrutiny Panel to provide challenge

where appropriate and produce actions and responses to issues raised

03/14

3.6 Continue with multi agency arrangements for the management of sex offenders to

identify individual needs and potential risks to vulnerable adults and children

Outcome 3.6.1 3.6.1 - Continue with multi-agency arrangements for the management of sex

offenders

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Outcome 3.6.2 3.6.2 - Develop action plans on the back of all case reviews, and tailor

responses to individual cases based on needs identified

03/14

3.7 Work with partners to create a standardised response to missing person episodes to

allow formulation of bespoke packages of care for individual missing persons

Outcome 3.7.1 3.7.1 - With partners create a standardised response to missing person episodes

C&T/Crime Support Last summer Derby and Derbyshire produced a pan Derbyshire protocol which was designed to improve the response to missing children. As part of the Missing Policy review for the Constabulary and being the lead agency we have benchmarked the protocol against the former National Policing Improvement Agency (NPIA) 2010 guidance and College of Policing 2013 Authorised Professional Practice (APP). This has led to a gap analysis which has identified 2 areas that are at odds with the locally developed protocol. The local Authority have accepted that the police are the lead agency and are working to fall in line with the National guidance. It is hoped that this will be resolved in the next quarter and will improve our response to missing children, in particular the return interviews and collection of children who are local authority care. At this time there appears to be a different service provided to children across Derbyshire.

03/15

Outcome 3.7.2 3.7.2 - Analysis of missing person data within Derbyshire to be shared

with partners

03/14

3.8 Continue our work with young people and our partners to plan and deliver services to

keep young people safe from harm and reduce serious youth violence

Outcome 3.8.1 3.8.1 - Extension of the diversionary initiative Ozbox to target even more

young people at risk of spiralling towards crime

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Outcome 3.8.2 3.8.2 - Promote the work and events arranged by the Multi-agency teams (MAT’s)

who work on behalf of Derbyshire Children and Young People’s Trust

CSD/Partnerships - There continues to be 4 seconded police sergeants within the County MATs and the involvement of all MATS within the local tasking meetings is well established. This is engagement is going to be more crucial now that the Troubled Families programme is moving into Phase 2.

The ASB Victims First project team are about to embark on a staged countywide rollout of E-CINS to Multi-Agency Teams and the Youth Offending Service, who are part of Derbyshire County Council Children & Younger Adults Department. Teams in Bolsover and North East Derbyshire will go live in April, followed by their colleagues in Chesterfield in June, before the remainder of the administrative county.

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22 Objective 4

We aim to improve community confidence in policing by being more open

about what we do.

We will achieve this objective by increasing transparency on the use of

police powers to improve the confidence of our communities.

4.1 Develop our approach to performance management to ensure that high risk equality

issues affecting the force are identified by increasing the quality of information on

diversity

Outcome 4.1.1 _{4.1.1 - Undertake an audit of relevant force databases to assess their capability to}

record individual protected characteristics.

CSD/Equality Unit /Equality Analysts

This work is in progress. Databases are owned and maintained by various departments. Where gaps are identified a proportionate approach is being taken considering need and cost.

03/15

Outcome 4.1.2

4.1.2 - Provide technological solutions to enable scrutiny of force databases by protected characteristics where appropriate

Explanation Date of Update _Status

Finance & Business/IS Databases are owned and maintained by external companies. Any request for additional information comes at a cost to the force. A proportionate approach is taken as review of software are due . A number of new projects are underway and equality unit will liaise with system administrators to ensure recording and monitoring issues are raised and consider the impact of making any changes.

03/15

4.2 Ensure our Performance Management Framework reflects appropriate indicators for

monitoring and assessing the impact of our policies and practices on equality

Outcome 4.2.1 4.2.1 - Ensure there are appropriate indicators to monitor stop search and

subsequent arrests

OS/Criminal Justice The Gem Custody IT application has a specific log entry to record the Stop/ Search information. This particular log entry can be searched for but any further reporting is not available.

The JIGSAW video covers from the reporting of a crime to sentence at court, including out of court disposals. It is on the police external internet under the victims and witnesses tab.

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CSD/Performance

Management

Regular meetings are held with the force lead on stop search and the Performance Manager. 190 stop search forms are dip sampled monthly to assess quality and accuracy. Areas for improvement are fed back to divisions and officers provided with feedback and additional training/action if appropriate.

03/15

CSD/Equality Unit/Equality & Human Rights Manager

The force Stop Search Steering Group has a robust system in place to monitor stop search and arrests. A community led Stop Search Action Group has also been developed, providing independent scrutiny. Improvements have been made to how this information is inputted at a local level, seeing a significant increase in the quality of data input. Areas concerning disproportionality and public confidence are also monitored through the Confidence and Ethics Board.

03/15

Outcome 4.2.2 4.2.2 - Ensure there are appropriate indicators to monitor arrests and

final outcomes such as restorative justice (RJ)

Explanation Date of _Update Status

OS/Criminal Justice The majority of reports relating to arrest and detention are now available. The final areas including disposals and bail are with the system providers to develop

Criminal Justice Performance page is in place on the intranet. Refinements to the presentation of the information are pending. External RJ Scrutiny Panel now meets on a quarterly basis. This panel scrutinises a sample of RJ files to asses suitability,

appropriate outcome and make recommendation for improvements and developments.

The Youth Offending Service (YOS) normally have the information required supplied early on by the officer in the case via Form 188. This negates most of the need for contact with W itness Care Unit.

03/15

Outcome 4.2.3 4.2.3 - Ensure there are appropriate indicators to monitor dissatisfaction

through complaints to ensure equitable treatment for all

CSD/Service Improvement

A formal service recovery process is in place to deal with dissatisfied comments received through the Home Office directed User Satisfaction monthly telephone surveys. Satisfaction levels are monitored as part of formal performance reviews with senior officers. This detailed review includes analysing protected characteristics, which continues to confirm that there is equitable treatment for all. Further scrutiny takes place through the Confidence and Ethics Board chaired by the Deputy Chief Constable.

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Outcome 4.2.4

4.2.4 - Ensure there are appropriate indicators to monitor satisfaction rates of all Hate Crime to inform organisational learning

03/14

Outcome 4.2.5 _{4.2.5 - Ensure there are appropriate indicators to monitor any satisfaction gap by}

protected characteristic to inform action and engagement activity

03/14 Outcome 4.2.6

4.2.6 - Ensure there are appropriate indicators to monitor levels of confidence through Have Your Say, to inform action

03/14

4.3 Ensure our suppliers and corporate partners mirror our commitment to equality and

diversity

Outcome 4.3.1 4.3.1 - Review of sub regional procurement policies and practices in line with the

Equality Act 2010.

03/14

Outcome 4.3.2 4.3.2 - Develop a framework for ensuring our suppliers and partners (when

appropriate) are aware of our legal obligations with regards equality and work with us in a way that ensures we meet these obligations

03/14

Outcome 4.3.3 4.3.3 - Regional Procurement to develop a reporting mechanism for scrutiny by

the Strategic Equality Assurance Board

F&B/Procurement As new EMSCU contracts are formulated and populated in to Crystal, it will be possible to design and run a report on high, medium and low rated equality contracts.

This reporting system provides the necessary data for auditing compliance.

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25 Objective 5

We aim to improve the diversity of our workforce.

We will achieve this objective by creating an inclusive and positive working

environment for a workforce which reflects the communities it serves.

5.1 Increase the diversity representation of our workforce through targeted recruitment,

retention and positive action initiatives

Outcome 5.1.1 5.1.1 - Develop a force positive action strategy – create a list of potential

initiatives/partnership working for recruitment. Initially cover young people, BME, female and disabled groups

HR/ Workforce Planning Officer

Positive Action Guidance has been developed by the Head of Equality, which links into the College of Policing National Guidance. The Positive Action Working Group meets regularly to forward plan. Bespoke work is done with the Equality Unit and departments to focus on specific protected characteristics.

03/15

Outcome 5.1.2

5.1.2 - Develop opportunities to engage with young people, for example consideration of apprenticeship schemes

HR/Leadership and talent manager

In October 2013, 12 new business administration apprentices were welcomed into the force. The five young women and seven young men have joined a variety of departments, including Corporate Services, Vetting, Crime Support, Contact Management, Firearms Licensing and the Office of the Police & Crime Commissioner. They will work in force for a year and by the end will have completed an NVQ Level 2 apprenticeship, as well as gaining valuable experience for the future.

03/15

5.2 Better understand our workforce representation by improving the quality of data

collection

Outcome 5.2.1

5.2.1 - Increase understanding of demographics across county and divisions compared to workforce to inform equality considerations in decision making. (ref to 2.1.1)

CSD/Equality Unit Demographic profile has been circulated to all HR Managers. This work is monitored through local and divisional team management meetings, the Positive Action Working Group and Confidence and Ethics Board.

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26

CSD/Performance

Management - Workforce representation data available through Gateway reports. _{There are areas where data is not readily available. However a} request for reports to be written has been submitted. On-going use of Census 2011 data is being used for demographic data.

03/15

Outcome 5.2.2

5.2.2 - Promote reporting of personal details onto HR Self Service to increase recording of disability, sexuality and religion.

CSD/Equality Unit The promotion of Gateway is an ongoing process. Information is regularly marketed on internal marketing systems and through line management.

03/15

5.3 Improve opportunities for progression for under represented protected groups

Outcome 5.3.1 5.3.1 - Scope and identify barriers to career progression for officers with a

disability and/or restriction with a view to understanding our established posts

HR/Business Partner

This work is on-going and awaiting the outcome of Winsor 2 and the implications contained therein for restricted officers. The current position is that the former Head of Manager Services (now HR Senior Business Partner) has carried out a scoping exercise with the staff networks and staff associations.

The establishment holds a number of identified roles that are suitable for restricted duty police officers. The established posts are audited on a monthly basis. This supports a good understanding of the

organisation’s established posts and the requirements from post- holders both in terms of physical and psychological demands.

There is a requirement contained within the Attendance Management Policy that wherever possible restricted duty officers should remain in their current posting and their local line management should look to agree adjustments. It is where these adjustments are not reasonable that consideration must be given to transferring the officer to another posting.

A similar approach is undertaken with police staff, the significant difference is that where the adjustment is consider not be reasonable the individual is placed on the redeployment register under Category 1 which provides priority over other candidates for police staff vacancies.

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Outcome 5.3.2

5.3.2 - Scope and identify barriers to increasing female sergeant representation in both substantive and acting roles

CSD/Equality Unit Scoping report is complete. As a result there is continued work and progress in this area which forms part of the People Strategy, underpinned by the People Plan. This includes positive action initiatives

HR, Police Federation and Staff Networks have also been working together to address potential barriers in relation to flexible working.

03/15

5.4 - Increase our engagement to support fairness at work issues to develop a workplace

environment where all members of our workforce believe they are treated with dignity

and respect

Outcome 5.4.1 _{5.4.1 - Embed revised reasonable adjustment procedure and roll out}

workshops to improve line managers understanding of their duty

Explanation UpdateDate of Status

HR/Employee Relations & Engagement Manager

The Reasonable Adjustment Procedure has recently been revised. HR Officers offer one to one support to line managers in relation to reasonable adjustments and staff welfare remains a standard item at departmental senior management meetings.

Inputs are delivered at all manager and leadership courses and dyslexia workshops have also been provided for managers by the Dyslexia Association.

03/15

Outcome 5.4.2 5.4.2 - Develop forum for engagement and consultation with under-

represented officers and staff

03/14

Outcome 5.4.3 5.4.3 - Maintain quarterly meetings of forum to be held across the county to

increase opportunity for wider staff engagement

03/14

Outcome 5.4.4 5.4.4 - Develop network of volunteers as a confidential first point of contact

to provide support and offer solutions to concerns

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29 5.5 - Ensure organisational learning from Dispute Resolution, Employment Tribunals and

other processes are captured and implemented

Outcome 5.5.1 5.5.1 - Legal Services provide regular updates on lessons learned from

employment tribunal cases to the SEAB

F&B/Legal Services There has been 1 ET in Derbyshire in the last twelve months. This was subject to a lessons learned meeting and the lessons identified were passed to the DCC. Actions arising out of the lessons have been implemented.

03/15

CSD/Equality Unit/Head of Equality

Meetings held six monthly with the Head of Equality and Legal Services. Regular meetings are held with the Deputy Chief Constable. The structure of the SEAB has been updated and issues now raised through the Confidence and Ethics Board

03/15

Outcome 5.5.2 5.5.2 - HR provide regular updates on lessons learned from dispute

resolution cases to the SEAB

HR/ Employee Relations Manager

The SEAB has been restructured. HR meets monthly with the Head of Equality but also feedback any corporate learning through regular meetings with the Deputy Chief Constable and the Confidence and Ethics Board.

03/15

Outcome 5.5.3 5.5.3 - Equality Unit provide regular updates on lessons learned from

informal grievance cases to the SEAB

HR / Head of HR

Following the SEAB on the 30/1/14, it was agreed HR would own this action. As above, quarterly meetings set up with Equality Unit, HR and Legal Services.

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30 Key to Force Equality Action Plan

ACPO Association of Chief Police Officers ASB Anti-Social Behaviour

BCU Basic Command Unit

BME Black Minority Ethnic BPA Black Police Association

C&T Crime & Territorial

CIA Community Impact Assessment

CIPD Chartered Institute of Professional Development CPS Crown Prosecution Service

CS Crime Support

CSD Corporate Services Department DCC Deputy Chief Constable

DV Domestic Violence

E Learning Online Learning Course

ECINS Empowering Communities, Inclusion & Neighbourhood System

EDHR Equality Diversity and Human Rights

EMSCU East Midland Strategic Commercial Unit

F&B Finance and Business

GPA Gay Police Association

HC Hate Crime

HQ Police Headquarters

IAG Independent Advisory Group KINS Key Individual Networks

KPI’s Key Performance Indicator

LCJB Local Criminal Justice Board

LGBT Lesbian Gay Bisexual and Transgender

MAPPAA Multi-Agency Public Protection Arrangements

MARAC Multi Agency Risk Assessment Conference

MAT Multi Agency Team

NCRS National Crime Recording Standards NSIR National Standard of incident recording

OIC Officer in Case

OS Operational Support

P&C People and Culture

PDR Personal Development Review PPU Public Protection Unit

PSH Persons susceptible to harm

QAMS Quality Assurance Management System SEAB Strategic Equality Assurance Board

SMT Senior Management Team

SNT Safer Neighbourhood Team

SOMM Senior Officers Management Meeting SPOC Single Point of Contact

SRM Supplier Relationship Management SSV Serious Sexual Violence

TOR Terms of Reference

USAT User Satisfaction

UTF Uniform Task Force

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