Positive Action Strategy Reference No. P44:2013 Implementation date 26 February 2014 Version Number 1.2 Reference No: Name. Linked documents Breaking Through Action Plan Policy Section Procedure Section Suitable for Publication Yes Yes Protective Marking Not Protectively Marked PRINTED VERSIONS SHOULD NOT BE RELIED UPON. THE MOST UP TO DATE VERSION CAN BE FOUND ON THE FORCE INTRANET POLICIES SITE.
Not Protectively Marked Table of Contents 1 Introduction... 3 1.1 Statement of Intent Aim and Rationale... 3 1.2 Our Visions and Values... 3 1.3 and Equality... 3 2 Standards... 4 2.1 Legal Basis... 4 2.2 and Equality Impact Assessment... 4 2.3 Any Other Standards... 4 2.4 Monitoring / Feedback... 5 3 Strategy Introduction... 6 3.1 Vision... 6 3.2 Benefits... 6 3.3 Force Approach... 7 3.4 Communication... 8 3.5 Governance... 8 4 Consultation and Authorisation... 9 4.1 Consultation... 9 4.2 Authorisation of this version... 9 5 Version Control... 9 5.1 Review... 9 5.2 Version History... 10 5.3 Related Forms... 10 5.4 Document History... 10 Positive Action Strategy P44:2013 v1.2 2
Not Protectively Marked 1 Introduction 1.1 Statement of Intent Aim and Rationale This strategy sets out the Force approach to the use of positive action in seeking to ensure that the Dorset Police Family is representative of the community it serves. 1.2 Our Visions and Values Dorset Police is committed to the principles of One Team, One Vision A Safer Dorset for You Our strategic priority is to achieve two clear objectives: To make Dorset safer To make Dorset feel safer In doing this we will act in accordance with our values of: Integrity Professionalism Fairness and Respect National Decision Model The National Decision Model (NDM) is the primary decision-making model used in Dorset Police. The NDM is inherently flexible and is applied to the development and review of all policy, procedure, strategy, project, plan or guidance. Understanding, using and measuring the NDM ensures that we are able to make ethical (see Code of Ethics), proportionate and defensible decisions in relation to policy, procedure, strategy, project, plan or guidance. Code of Ethics The Code of Ethics underpins every day policy, procedures, decision and action in policing today. The Code of Ethics is an everyday business consideration. This document has been developed with the Code of Ethics at the heart ensuring consideration of the 9 Policing principles and the 10 standards of professional behaviour. Monitoring is carried out through the Equality Impact Assessment process which has been designed to specifically include the Code of Ethics. 1.3 and Equality This document seeks to achieve the priority to make Dorset feel safer by securing trust and confidence. Research identifies that this is achieved through delivering services which: 1. Address individual needs and expectations 2. Improve perceptions of order and community cohesion Positive Action Strategy P44:2013 v1.2 3
3. Focus on community priorities 4. Demonstrate professionalism 5. Express Force values 6. Instil confidence in staff Not Protectively Marked This document also recognises that some people will be part of many communities defined by different characteristics. It is probable that all people share common needs and expectations whilst at the same time everyone is different. Comprehensive consultation and surveying has identified a common need and expectation for communities in Dorset to be:- - Listened to - Kept informed - Protected, and - Supported. 2 Standards 2.1 Legal Basis This strategy provides for the legal requirements of the Equality Act 2010 and reinforces the requirements of the General Duty to have due regard to: Eliminate unlawful discrimination, harassment or victimisation Advance equality of opportunity Foster good relations This strategy is particularly relevant to S158 and S159 of the Equality Act 2010 which relate specifically to positive action. This strategy also seeks to support the delivery of the Forces equality objectives which are part of the requirement to meet the specific duties under the Equality Act 2010. 2.2 and Equality Impact Assessment During the creation of this document, this business area is subject to an assessment process entitled and Equality Impact Assessment (EIA). Its aim is to establish the impact of the business area on all people and to also ensure that it complies with the requirements imposed by a range of legislation. 2.3 Any Other Standards College of Policing Equality, Diversity and Human Rights Strategy for the Police Service. The Equality Improvement Model (previously the Equality Standard for the Police Service). Dorset Police and Equality Strategy. Positive Action Strategy P44:2013 v1.2 4
2.4 Monitoring / Feedback Not Protectively Marked This strategy will be monitored by the and Equality by regular monitoring and updating of the associated action plan. Regular updates will be provided to the and Equality Board and the Workforce Planning Board where appropriate. Feedback relating to this policy can be made in writing or by e-mail to Address: and Equality, Corporate Development, Police Headquarters, Winfrith, Dorchester, Dorset. DT2 8DZ E-mail: peopleandequalities@dorset.pnn.police.uk Telephone: 101 Positive Action Strategy P44:2013 v1.2 5
Not Protectively Marked 3 Strategy Introduction This strategy has been developed to ensure that Dorset Police strengthens and continues to deliver on the commitment we have made to achieving equality. Our vision to Make Dorset Safer and Make Dorset Feel Safer is a promise we have made to every person in Dorset. Consequently it is critical not only to members of Dorset Police but also to our diverse communities that we have clear principles that will ensure we are a responsible employer and that we deliver policing excellence. A clear objective is to achieve equality in our workforce. Dorset Police will remain steadfast in its duty to ensure that we consistently value all those who work within the police service and we will continue to strive for a representative workforce across all ranks and grades. To do this Dorset Police makes a commitment to the use of positive action. Positive action can be taken to encourage people from particular groups to take advantage of opportunities for work or training. This can be done when under representation of particular groups has been identified in the previous year. This is clearly the case in the police service both nationally and locally. Dorset Police is committed to ensuring that it has a workforce that is representative of the community it serves. Positive action is not positive discrimination which generally means employing someone because of their particular group / protected characteristic in spite of whether they have the right skills or qualifications. Positive discrimination is unlawful. Positive action does not guarantee that anyone from a particular group will gain role / employment with Dorset Police. 3.1 Vision 3.1.1 Equality plays an important part within the whole police family. By treating staff fairly and according to their needs the organisation can address much that lies at the heart of what we are seeking to achieve in a representative professional and valued workforce. 3.1.2 In line with the Equality Act 2010 and the commitment given in the Forces and Equality Strategy to address under-representation and achieve a workforce truly reflective of the diverse community we serve, Dorset Police will implement positive action wherever appropriate to achieve this. 3.2 Benefits 3.2.1 Our workforce comprises employed staff and volunteers. The Force seeks to employ a workforce that represents and reflects the community. This not only engenders a community understanding and empathy but it also designs its shared values. 3.2.2 Undertaking appropriate positive action gives us an operational policing edge and makes good business sense. Positive Action Strategy P44:2013 v1.2 6
Not Protectively Marked 3.2.3 Positive action in recruitment and promotion will help to make the police service more effective. (Harriet Harman, then Minister for Women and Equality) 3.2.4 Using positive action to employ and retain a diverse range of people will allow Dorset Police to draw on the full range of talent in the community; to possess a wider understanding of our customer base; to make more effective decisions and avoid groupthink; and to cultivate our reputation as a good employer. 3.2.5 Getting positive action right will enable us to: Recruit from the widest pool of people Recruit people who can speak other languages, understand other cultures, understand other lifestyles and are willing to use those skills to the operational benefit of the organisation Retain our staff, maximise their potential, support and encourage people to progress / develop within the service 3.3 Force Approach 3.3.1 Within the Police and Crime Plan the Police and Crime Commissioner (PCC) outlines his commitment to equality, diversity and human rights and specifically mentions the use of positive action where appropriate. The PCC also prioritises the recruitment of special constables and volunteers within the plan and this is a key area for the use of positive action. 3.3.2 The use of positive action will be directed by the and Equality, Corporate Development through the development of an action plan with identified leads and owners for specific activities. The action plan contains short, medium and long-term actions to embed the use of positive action and to support the longer-term and Equality Strategy and the Force Equality Objectives. The action plan is attached at Appendix A, a working version is maintained and updated by the and Equality and activity is delivered throught the Positive Action Working Group. The latest copy of the action plan can be requested from the and Equality at any time. 3.3.3 There is the option to use S159 (a section) of the Equality Act 2010 positive action provision but application of this provision is not without risk therefore instead of uniformly applying this provision to our processes this will be reviewed in line with any recruitment campaign and a decision will be taken using the National Decision-making Model (NDM) by the and Equality will a referral of the outcome to the Director of HR to discuss with Chief Officers. S159 allows employers to use positive action in recruitment within certain limits, where one applicant is 'as qualified' as the other i.e. a tiebreak situation where allowance is given to appointing the under-represented individual where there is equal qualification. 3.3.4 Understanding our workforce make-up and our community profile will provide the basis for the Force approach to positive action through existing and enhanced performance monitoring processes. Positive Action Strategy P44:2013 v1.2 7
Not Protectively Marked 3.4 Communication 3.4.1 The way in which the use of positive action is managed is crucial to a forward looking policing organisation and to develop a culture that embraces equality and diversity and advocates the use of positive action as a tool to achieving an effective service. Police officers and police staff will be encouraged to understand the capability and contribution that positive action can have, through an appropriate and targeted communication strategy. 3.4.2 Internal and external communications will be targeted towards encouraging people from all backgrounds to consider opportunities with Dorset Police. Innovative methods will be utilised to attract and retain under-represented groups to Dorset Police and positive action initiatives will be developed, monitored and evaluated. 3.4.3 All Force learning and development should be underpinned by the value of diversity to create a consistent and supportive message to members of Dorset Police. 3.5 Governance 3.5.1 The and Equality Board will provide strategic governance for the use of positive action and for all aspects of the Positive Action Strategy. 3.5.2 The Board will oversee the delivery of three key areas; (i) Recruitment, (ii) Retention, (iii) Progression for the whole police family. 3.5.3 Delivery will be coordinated and managed by the and Equality, Corporate Development; ensuring strong links are maintained with all key stakeholders. Positive Action Strategy P44:2013 v1.2 8
Not Protectively Marked 4 Consultation and Authorisation 4.1 Consultation Version No: Name Signature Date Police & Crime Commissioner Police Federation Superintendents Association UNISON Other Relevant Partners (if applicable) 4.2 Authorisation of this version Version No: 1.2 Name Signature Date Prepared: Kaz Duke-Glover 26/08/2015 Quality assured: Elaine Taylor 26/08/2015 Authorised: C Supt D Thorp 26/08/2015 Approved: 5 Version Control 5.1 Review Date of next scheduled review Date: 26/08/2016 Positive Action Strategy P44:2013 v1.2 9
Not Protectively Marked 5.2 Version History Version Date Reason for Change Created / Amended by 1.0 August Initial Document Kaz Brown (6539) 2013 1.1 21/11/14 The policy has been reviewed in Policy Co-ordinator (6362) preparation for NICHE implementation (April 2015), no changes necessary 1.2 26/08/2015 Fit for purpose review. 3.3.2 inclusion of details on Positive Action Working Group and availability of working action plan. Kaz Duke-Glover (6539) 5.3 Related Forms Force Ref. No. Title / Name Version No. Review Date 5.4 Document History Present Portfolio Holder DCC Vaughan Present Document Owner Kaz Brown (6539) Present Owning Department Corporate Development Details only required for version 1.0 and any major amendment ie 2.0 or 3.0: Name of Board: and Equality Board Date Approved: 26 February 2014 Chief Officer Approving: DCC Vaughan Template version January 2013 Positive Action Strategy P44:2013 v1.2 10
ACTION LEAD LATEST POSITION RECRUITMENT Communications and Advertising Develop a Force statement which covers the Forces commitment to achieving equality and diversity in the workforce that will appear on all advertising and marketing opportunities Develop an appropriate communications strategy / MCCD Ensure relevant logo s are up to date e.g. two ticks, BSL etc for inclusion on all relevant advertising and marketing opportunities Consider an equality / positive action logo which can be used as brand awareness Develop a set of role profiles from across the organisation selecting a broad range of roles and individuals focussing on females and BME, those with additional skills e.g. equality champions, staff support network chairs REVIEW DATE Positive Action Strategy P44:2013 v1.2 11
Develop a positive action portal internal containing information on positive action, initiatives, links to events, success stories, opportunities, support mechanisms, diversity contacts Develop a positive action portal external what is positive action, what do we do, opportunities, support etc Develop a series of powerpoint presentations that can be accessed by recruitment staff, managers etc which outlines Force commitment and can be used as a tool for positive action events / supporting positive action etc Consider development of a DVD which can be used to encourage under-represented groups to consider applying to Dorset Police, cover a range of roles etc Advertise all vacancies and opportunities through diversity contacts (including other Forces) / Staff Support Networks / MCCD Positive Action Strategy P44:2013 v1.2 12
Review current marketing material and where necessary develop further appropriate material to promote Dorset Police and the opportunities available Consideration of advertising campaign using national media Targeted advertising to those who have previously registered an interest / applied unsuccessfully to Dorset Police Events Develop an accessible diversity calendar of events Develop a positive action events toolkit which can be used by key stakeholders to plan and deliver positive action events Consider station open days across the Force area to encourage under-represented / Recruitment Teams Positive Action Strategy P44:2013 v1.2 13
groups to visit a station / learn about activities etc Consider the use of taster sessions / awareness sessions, a day in the life of a PCSO etc to be held at either a station or in a community hall For specific recruitment campaigns consider a roadshow covering the County and areas where applications are required from Attend wherever possible career fairs / school jobs awareness days Support Offer one-to-one support to anyone who makes contact re: positive action and those who request an application / registers an interest /OPCC / Recruitment Teams / Recruitment Teams Positive Action Strategy P44:2013 v1.2 14
Promote the opportunity to support positive action internally to identify positive action champions Identify an appropriate single point of contact for anyone from an under-represented group making an application to provide regular updates, this could be someone in the recruitment team or someone who has volunteered to support positive action Raise awareness of support networks and their role in Dorset Police Provide specific feedback (one to one) to those who have been unsuccessful at any stage of the recruitment process Request feedback about the recruitment process from those that have been unsuccessful at any stage Signpost or where necessary arrange ESOL courses to be delivered to those whose first language is not English Positive Action Strategy P44:2013 v1.2 15
Long term planning Consider the use of work experience / work placements targeted at under-represented groups Consider reviewing the old Police at Work Course to bring up to date and deliver to underrepresented groups in their community Consider development of a programme which involves residential learning, the police environment, equipping individuals with the skills required to become a police officer and test the learning and skills throughout the programme, specifically aimed at underrepresented groups Monitoring Monitor expressions of interest and requests for applications by age, sex, race etc wherever possible Monitor applications received as above Positive Action Strategy P44:2013 v1.2 16
Monitor successful applications as above Monitor unsuccessful applications as above Exception report any issues arising from monitoring to the PCE Board for action RETENTION & PROGRESSION Communications and Advertising Advertise all vacancies and opportunities through the staff support networks Develop an appropriate communications strategy /Staff Support Networks / Positive Action Strategy P44:2013 v1.2 17
Ensure all opportunities and vacancies carry a statement about our commitment to diversity and the use of positive action and the ability to work flexibly / part-time Events Run general awareness sessions for under-represented groups to raise awareness of positive action Run role specific awareness sessions e.g. police officer vacancies to under-represented staff Consider holding specialist unit open days for under-represented groups Support Offer one-to-one support to anyone who makes contact re: positive action and those who request an application / registers an interest Promote the opportunity to support positive action internally to identify positive action MCCD Positive Action Strategy P44:2013 v1.2 18
champions Review role of staff support networks in positive action and actively promote participation Target individuals from under-represented groups to become coaches / mentors Make direct contact with under-represented groups to offer access to coaching / mentoring Signpost or where necessary arrange ESOL courses to be delivered to those whose first language is not English Undertake career interviews with those from under-represented groups to identify any barriers to progression Positive Action Strategy P44:2013 v1.2 19
Ensure that any HPDS officer has access to an appropriate mentor, this could be from another Force Introduce a buddy scheme for under-represented groups Provide specific feedback (one to one) to those who have been unsuccessful at any stage of any recruitment/opportunity process Request feedback about the process from those that have been unsuccessful at any stage Utilise attachments for under-represented individuals as a means of further developing skills and accessing roles which may have been perceived as closed / not accessible Long term planning Develop a specific positive action talent management policy and programme Positive Action Strategy P44:2013 v1.2 20
Work in partnership with other organisations to identify opportunities for collaboration e.g. job swap Ensure positive action is considered in succession planning processes Monitoring Monitor expressions of interest and requests for applications by age, sex, race etc wherever possible Monitor applications received as above Monitor successful applications as above Monitor unsuccessful applications as above Positive Action Strategy P44:2013 v1.2 21
Monitor leavers and exit forms Carry out exit interviews where concerns are raised from content of exit forms or for any individual from an under-represented group Exception report any issues arising from monitoring to the PCE Board for action Positive Action Strategy P44:2013 v1.2 22