“No member of police personnel should have to suffer discrimination. I have always been strongly committed to fighting discrimination and unfairness in all its forms and I have ensured that my office has worked closely alongside Cleveland Police to bring about the changes required to ensure that the Force does all it can to prevent any re-occurrence.
“Actions speak louder than words and the steps we have already taken during this year send out the clear message that discriminatory behaviour is totally unacceptable. These steps include:
• Embedding the Everyone Matters programme within the force to ensure that individuals who may have concerns about equality, diversity or human rights matters (or any other form of public concern at work) feel comfortable in raising those concerns and confident that they will be considered in a full, frank and fair way.
• Establishing the new Standards and Ethics Directorate, which represents a major organisational and cultural transformation to help shape the future of police standards for Cleveland.
• Opening up recruitment to the head of this Directorate to applicants from a non-policing background – bringing fresh thinking to this area and ensuring the strongest field of candidates possible.
• Our declared aim to become a national lead for professional standards in policing.
• Providing strategic direction through the Police and Crime Plan that holds the Chief Constable responsible for embedding a code of ethics and enabling staff to be confident in challenging inappropriate behaviours.
“For change to happen it is important to recognise and admit mistakes where they have occurred in the past and arrive at just and fair settlements with individuals who have been treated unfairly. It is also important, as the force has done in this case, to use alternative dispute resolution where possible and appropriate, rather than engage in lengthy, costly and adversarial litigation.
“I hope the recognition by the force that what happened was wrong, along with the apology and settlement, allows some form of closure for Mr Dias and his family and enables them to move on with their lives. I have met with Mr Dias in the past to outline the steps we would be taking and I hope to meet up again in the future to update him further on the progress the force has made.
“I recognise the important role Mr Dias has played in bringing about a change of culture within Cleveland Police. His stance in standing up for equality and integrity in policing has been vindicated. In my role as Police and Crime Commissioner I shall hold the Chief Constable accountable and will continue to support the driving forward of our programme of change and ensuring that the force is an employer of choice for all who wish to flourish in policing careers whether as officers, staff or volunteers.”
In terms of Transforming Professional Standards – progress made includes:
• Appointment of John Armstrong QPM, following a recommendation by HMIC, to lead an independent review into professional standards.
• Independent review commissioned by Chief Constable and Police and Crime Commissioner to examine the decision making process behind the monitoring of telephone records by Professional Standards in the last six years.
• Establishment of the new Standards and Ethics Directorate with clear aim of making Cleveland Police the national lead for professional standards in policing.
• Recruitment of the new Head of Standards and Ethics following a rigorous recruitment process. An announcement about the selected candidate is due to be made by the end of the year.
• The Transforming Professional Standards Reference Group meets regularly for updates about the transformational review.
• The Complaints Triage team continue to work for the PCC and are focused on contacting the public on a ‘rapid response’ basis, many within the first 24 hours after the complaint is made.
In terms of Everyone Matters – progress made includes:
1. Visible Equality Diversity & Human Rights (EDHR) Commitment
The Everyone Matters programme has brought equality, diversity and inclusion to the forefront within the organisation. A strong communication strategy is in place supported by marketing products such as the EM films and posters. All help to create a sense of purpose and demonstrate organisational commitment.
2. Everyone Matters In Practice Workshop – developing an inclusive culture.
The one day workshop has been developed as a Learning & Development exercise to shape an inclusive culture within Cleveland Police. The programme has the following aims and objectives:
• Recognise and understand the impact of bias in everyday situations.
• Reflect on self and gain insight into personal responses to diversity.
• Contribute to the on-going discussion about how the EM strategy can be brought to life in meaningful and practical ways.
• Challenge attitudes and behaviour that do not support the EM strategy and approaches.
The workshop itself is highly interactive using a mixture of discussion, self-reflection and planning activities, some of which are based around filmed drama pieces. The participants will be working with the competence and values framework and the EM strategy itself.
3. Community & Cultural Awareness Programme - meeting the needs of our diverse communities
Cleveland Police has established a programme of cultural awareness sessions to help equip its officers and staff with the knowledge and expertise to deliver a culturally sensitive service to our communities. Sessions are developed and delivered in partnership with our communities. Topics covered to date include understanding Islam, dementia and transgender awareness. The programme is underpinned by film products to widen the learning.
4. Mentoring Scheme - supporting and developing our staff.
Cleveland Police has developed a staff mentoring scheme to ensure that all members of staff can access appropriate career support and guidance. The scheme has received a positive response with a good cross section of staff involved as mentors (23) and mentees (18).
(Scheme is to be supported by new Talent Management scheme which goes live in November 2017)
5. Working Forward Campaign - pregnancy and maternity practices
In response to organisation learning and staff experience, Cleveland Police has signed the EHRC Working Forward Pledge - being part of this campaign will benefit and inform our policies and working practices in this area. Work is underway to develop a new Family Leave policy and practices - the outcome will be enhanced staff experience and well-being.
6. Diversity & Equality Performance
Cleveland Police has developed a solid performance framework to monitor and drive performance against its EDHR strategy and plans. An equality dashboard assesses performance across areas such as Hate Crime, Stop Search, Staff Grievance, Work force profile. The document is key to understanding progress and where change is needed.
7. Bullying, Harassment and Victimisation Policy in Place
Sets out what is expected and what will not be tolerated within Cleveland Police - it also sets out where people can get support and how managers should deal with issues.
8. Staff Voice - our staff networks
Cleveland Police has an established body of staff networks in place which give underrepresented groups a strong voice within the organisation. The networks have been supported by an external consultant to ensure that they have the support, skills and knowledge to be a powerful voice for change and active participants in the change needed.
9. Leading a diverse workforce - managers knowledge & skills
There is a continual programme of L&D activities to ensure that managers are equipped to manage and lead a diverse workforce. Activities include:
- EDHR ACAS workshops
- Unconscious Bias workshops
- Words That Hurt
- Valuing Difference to Make a Difference conference
- Challenging Conversations workshops
10. Show Racism the Red Card Event planned
Focused on Hate Crime – what it is; it’s impact; how we can make a difference to victims, including our response and support. “
Posted on Tuesday 7th November 2017