sessions to public protection investigators Monitor national policy developments and consider the implications for GMP At a district level, work with community groups to raise officer and staff awareness of hate crime which affects their local communities Undertake activity aligned to findings and recommendations from a review of out of disposals for hate crime cases Develop peer review process for hate and conduct reviews accordingly. To include hate crimes targeted at GMP staff – establish whether parity in terms of outcomes In partnership with the Crown Prosecution Service undertake a review of racist and religious hate crime with a focus on accurate flagging of racist and/or religious hostility In partnership with the Crown Prosecution Service undertake a review of sexual orientation and transgender hate crime with a focus on accurate Appropriate policy developments implemented, as necessary Increased awareness of how hate crime affects different hate crime victims and potential impact upon wider community cohesion Increased referrals to the Prosecution Service Organisational learning informs service improvements Evidence of activity undertaken as a result of service improvements identified for the force Evidence of activity undertaken as a result of service improvements identified for the force Neighbourhoods, Confidence and Equality Team [Equality Team] District Hate Champions Neighbourhoods, Confidence and Equality Team [Equality Team] with support from district Hate Crime Champions Neighbourhoods, Confidence and Equality Team [Equality Team] Neighbourhoods, Confidence and Equality Team [Equality Team] Neighbourhoods, Confidence and Equality Team [Equality Team]
Improve our response in relation to tackling the motivating factors in disability hate crime and work with partners to design long-term preventative solutions Deliver a workshop to all GMP and local authority hate crime leads in relation to the learning arising from the academic research into disability hate crime perpetrator motivation With partners design local approaches and interventions based upon the learning from the academic research Organisational understanding of the motivating factors for those perpetrators of disability hate crime Identification of possible perpetrators Police and partners awareness has been increased around the signs of potential perpetrators Identified perpetrators are flagged at local vulnerability meetings and appropriate activity taken against potential perpetrators Neighbourhoods, Confidence and Equality Team [Equality Team] District Hate Champions 1.4 Drive improvements in the internal identification of fraud targeted at vulnerable adults and potential flagging as disability hate crimes and work with partners to raise awareness Develop and deliver continuous professional development sessions for public protection investigators and neighbourhood beat officers Develop a ‘Friends Against Fraud’ Champion role and network Identify a partners ‘Friends Against Fraud’ network in order to develop community links and cascade information Develop and deliver joint agency training through the network champions CPD sessions developed to meet the learning needs of staff Increased flagging of disability hate crimes Established network which demonstrates champions’ awareness of disability hate crime Public Protection with support from Serious Division – economic crime lead
Ensure effective information sharing is introduced at district level to ensure safeguarding is in place for the life cycle of the FGM Preventative Order Develop governance at the borough level for effective management of Operation Limelight intelligence Cascade information on obtained FGM Preventative Orders to Neighbourhood Beat Officers Information sharing arrangements established leading to effective district level partnership oversight Governance framework established leading to effective district level intelligence oversight Increased awareness of FGM Preventative Orders in order to secure or enforce orders 1.9 Work with staff and partners to identify and support victims of honour based abuse, safeguarding and taking preventative measures to ensure awareness Deliver an effective multi-agency response which includes identification of and focus on victim needs Raise awareness of honour based abuse and improve internal identification triggers and support victims Develop a quality assurance process to help shape response and review practice Increased reporting of and awareness of honour based abuse issues within the community and the police, along with support services which meet victims’ needs Public protection 1.10 Maintain work with partners to raise awareness of CSE and partnership approaches to improving the standards of the criminal justice system’s response to reports of CSE Develop a hub and bespoke approach for responding to complex safeguarding cases Refresh the ‘It’s Not Okay’ campaign to incorporate aspects of complex safeguarding Complex Safeguarding Hub established and joint approach developed Campaign materials refreshed and launched. Increased reporting and awareness of CSE Public protection
Maintain the CSE within sport charter, ensuring annual re-signing and on-going commitment from partners Improve upon the joint working between GMP, local authorities and agencies with regulatory powers to ensure appropriate use of enforcement tools and powers Improve collaboration between GMP, the CPS and partners to improve prosecution rates for CSE and related offences Undertake targeted work (including training and awareness raising) with criminal justice partners Develop a strategy for engaging with ‘hard to read’ communities regarding CSE and complex safeguarding issues, including disabled people, particularly those with a learning disability Support the development and roll out of a training package, support and pathways for CSE teams in respect of working with children with learning disabilities Sport charter re-signed and partnership activity undertaken aligned to the charter Increased awareness amongst officers and partners to develop good working practices Increased likelihood of successful cases and prosecutions Increased awareness of staff in order to secure successful outcomes and prosecutions Strategy developed along with engagement opportunities and method Increased community awareness of CSE Evaluation of training includes an assessment of whether there has been an increase in staff understanding
Work with partners in early intervention activity to support the improvement in consistency of services for children who go missing from home / care Refresh the peer review methodology and undertake reviews Roll-out training for staff working in all partner agencies about perpetrators using mobile Apps and on-line resources to groom children Work with schools to develop a network of education professionals with whom key messages about CSE and complex safeguarding can be shared Evidence of early intervention activity being consistently applied across Greater Manchester Peer review methodology refreshed. Peer review findings transfer into activity Evaluation of training includes an assessment of whether there has been an increase in staff understanding Network established 1.11 Work with partners to identify and implement methods of raising awareness of modern slavery and ensure that victim support services meet the needs of all victims Identify learning from GMP’s involvement in the pilot of Independent Child Trafficking Advocates and implement a programme of activity to embed within local service provision Develop training resources and CPD sessions on modern slavery for front-line staff Deliver modern slavery CPD sessions to Duty Officers Evidence of the role of Child Trafficking Advocates having been embedded within investigations Increased awareness of modern slavery children and young people Increased awareness of modern slavery Increased awareness of modern slavery Serious Crime Division – Modern Slavery Unit
Produce reports on analysis findings for relevant force governance forums Establish a working focusing on detention/voluntary attendance and subsequent outcomes. Provide updates to the Confidence and Equality Board Explore ways of implementing a Liaison and Diversion scheme for voluntary attendees process Ensure that liaison and diversionary intervention addresses any identified mental health needs of offenders in order to prevent further hate related offending Evaluate pilot schemes for women’s triage for Voluntary Attendance. Subject to evaluation, roll out programme across GMP Undertake activity to assess compliance with custody policy and procedures as they relate to youths in custody identified for the force through joint reviews Evidence of force oversight of analysis produced Increased transparency in criminal justice processes Liaison and Diversion scheme for voluntary attendees developed and launched Evidence of bespoke interventions developed for those offenders with mental health needs Evaluation process undertaken leading to any service improvements identified as part of the pilot Increased transparency in criminal justice processes 1.15 Work with our interpreter provider to ensure the availability and accessibility of our interpreters and raise awareness about how to Hold regular governance meetings with our interpreter provider to monitor compliance against stated performance indicators. Provide regular updates to the Confidence and Equality Board Equality of access to justice for those suspects who require the services of an interpreter Criminal Justice & Custody Team
networks, in order to help inform wider service provision to diverse victims of crime 1.18 Participate in a Preventing Hateful Extremism and Promoting Social Cohesion Commission looking at societal fairness in partnership with the Greater Manchester Combined Authority, public sector partners and the private sector To engage in dialogue with communities to support the development of a Greater Manchester Charter to include a shared set of values and commitments To work with partners to develop a community-led approach to challenging hate A launched partnership charter and a clear Greater Manchester delivery plan to accompany it Demonstrated wider network of communities, groups, businesses and individuals contributing to challenging hate behaviours and attitudes in society Neighbourhoods, Confidence and Equality Team [Community engagement and equality leads] 1.19 improvements in the force’s consequence management response function, ensuring capacity and preparedness for major and/or critical incidents Develop a training resource to awareness of consequence management and development of a cohort of trained staff to perform the role as required Create a network of consequence management champions at divisional and relevant branch level to drive local preparedness Develop a toolkit and consequence management intranet page Increased number of staff trained in the role of consequence management Network of consequence management champions established Resources developed to support staff performing consequence management duties Neighbourhoods, Confidence and Equality Team – with the support of Specialist Operations 1.20 Undertake activity to ensure a consistent and fair approach to responding to reports of Develop force policy aligned to the national authorised professional practice for unauthorised encampments Force policy developed and published Public Service Reform – Local Policing & Criminal Justice Branch
unauthorised encampments Through a Greater Manchester Steering Group work with nominated GMP district and Local Authority leads to develop a delivery plan which supports the implementation of force policy and relevant legislation Develop and deliver continuous professional development for district Bronze commanders Review unauthorised encampment content within student officer and sergeants’ development courses Strategic priorities set within the delivery plan and evidence of activity against those priorities published Increased awareness of staff leading to consistency of approach across Greater Manchester Strategic Theme 2 – Our People Reference Equality Objective Activity Outcome Action holder 2.1 Develop an attraction strategy which informs our collaborative recruitment and selection processes in order to ensure that we achieve appropriate representation of our changing diverse communities Review and refresh the Recruitment Selection Policy embeds the force’s attraction strategy for all police officer, staff and volunteer roles. This will include how GMP undertakes recruitment activity which attracts applicants from diverse communities Invest and engage with collaborative partners regarding GMP’s attraction strategy in order that third party recruitment activity is aligned to GMP achieving a workforce which is representative of the communities of Greater Manchester Attract a workforce with the skills and abilities to the diverse communities within GM and that is reflective of our communities Attract a workforce with the skills and abilities to serve the diverse communities within GM and that is reflective of our communities Strategic Resourcing
For senior officer appointments, scale recruitment for specific roles, e.g. student police officers and apprentices, and specialist police officer roles develop a wider pool of diverse external / community interview panel members Develop the role, reach and accessibility of the Positive Action Team in recruitment processes Engage with divisional Senior Leaders and Local Policing Teams in order to develop local community engagement, in line with the Positive Action Strategy Increased confidence in the interview process through involvement of independent members Embedded positive action support within recruitment processes An understanding of local communities and groups within local community demographics and engagement plans developed Positive Action Team Positive Action Team - with support from District Senior Leadership Teams 2.2 Ensure the proportionate retention and progression of staff across the organisation in order to achieve appropriate representation (including at senior level to provide role models) of our changing diverse communities and a workforce that can meet the needs of our communities Establish a team to build organisational understanding of diversity, equality and inclusion relating to the retention and progression of underrepresented groups Engage with student officers in preparation for future promotion processes and development opportunities the broader umbrella of Developing Diverse Leaders programme Develop activities to bring together traditionally underrepresented groups e.g. BME women from educational institutions, communities and GMP’s Increased organisational understanding and fair application within retention and progression processes Increased retention and progression of officers. Future proportionality in ranks is reflective of the workforce Attract a workforce with the skills and abilities to the diverse communities within Organisational Learning Workforce and Development Branch – retention and progression team Positive Action Team – with support from the retention and progression team, OLWD
barriers for candidates process engaging to all police officers including under-represented candidates Fairness within the recruitment processes for specialist police posts and Workforce Development Branch 2.4 Ensure workplace issues are resolved appropriately at the earliest opportunity Monitor the impact of the new Fairness at Work Policy Review the number of Stage 2 and Stage 3 grievances received since the Fairness at Work Policy was launched against the existing policy Review the length of time Stage 2 and Stage 3 grievances have taken to resolve Identify lessons learned as a result of grievances across the organisation Deliver activity back into the organisation from the lessons learned – from an individual, local and organisation perspective Policy and any supporting guidance, along with assessments of stage 2 and 3 grievances reviewed and where necessary the Fairness at Work Policy amended or other identified activity implemented Where necessary, referrals made to the Organisational Learning Board and identified activity required implemented Resources Branch [with the support of the Organisational Learning Board] 2.5 Ensure that there are organisational learning opportunities which support improvements in how we support our people, including our volunteers, and serve the diverse communities of Greater Manchester Establish procedures to ensure the continuous and transparent assessment of grievance outcomes, findings from employment tribunals and external complaints and conduct matters which relate to equality, diversity and human rights Establish a Prevention and Education portfolio with Professional Standards Organisational learning identified and any necessary activity implemented Increased confidence for all staff from diverse communities Increased internal and external engagement with Professional Standards Branch / Organisational Learning Board
Branch will facilitate internal and external stakeholder engagement Develop an engagement framework ensuring that engagement with diverse communities and complainants is included within activity diverse and communities which informs and supports the work of Professional Standards Branch 2.6 Ensure the proportionate retention and progression of Citizens in Policing volunteers across the organisation in to achieve appropriate representation of our changing diverse communities Identify a cohort of role models from under-represented staff to offer peer support to aid retention and progression Develop mentoring and coaching CPD sessions in to develop the skills of identified role models Explore positive action opportunities for promotion processes within the Special Constabulary Review induction training for the Special Constabulary and explore potential for a bespoke CPD session on valuing difference Promote good news stories across the organisation regarding the support and value of the Special Constabulary, cadets and volunteers Review cadet lesson plans and explore potential for a lesson to be developed on valuing difference Cohort of role models identified and promoted across the organisation Improve the retention and progression of volunteers Positive action activity undertaken as part of promotion processes Improved representation within the Special Constabulary Leadership Team Greater awareness across the organisation of the value of the Special Constabulary, cadets and volunteers, including of under-represented staff Greater awareness among cadets regarding valuing difference Neighbourhoods, Confidence and Equality Team – Citizens in Policing lead (with the support of Organisational Learning and Workforce Development Branch)
Ongoing review of adjusted officers. Dip sampling of annual management review Review and communicate changes from the Home Office Review of new policy of managing limited duties Maintain effective governance arrangements Monitor and measure the impact of disability and reasonable adjustments 2.9 Better support our staff by developing and embedding a culture of well-being and wellness that will become an integral part of the daily lives of our people Establish a Well-Being Hub with dedicated strategic lead post/s and district (clusters) liaison officers Develop a strategic delivery plan and associated activity which covers the following wellbeing areas: Psychological Environmental Social well-being, and Physical More effective strategic oversight of Enhanced local support for officers and staff – improved well-being of our staff Enhanced supervisory skills and knowledge in order to support the well-being of their staff Change in organisational culture whereby staff feel able to openly discuss their well-being needs Improvement in force sickness levels Organisational Learning and Workforce Development Branch – well-being lead Strategic Theme 3 – Organisational Processes Reference Equality Objective Activity Outcome Action holder
Branch in order to raise general awareness, but also how the Public Sector Equality Duty is applicable to their role within induction training for all new starters to Change Branch Increased understanding of the Public Sector Equality Duty amongst Change Branch staff 3.4 Provide a broader understanding of service performance tailored to service interaction, status and progress so we can understand where policy decisions and service design impact on service and satisfaction of diverse communities Implement a broader definition, measure and benchmark in relation to customer satisfaction Improve capability to effectively manager customer expectations Develop a customer service communication strategy District / branch customer service plans and cluster meetings to become a mandatory requirement Develop a ‘cluster’ service recovery approach whereby satisfaction leads resolve issues together within their clusters – develop a method of capturing resolutions Undertake activity to support the continued development of leaders to drive service improvement for different types of customer journeys A better understanding of the reasons behind differing satisfaction levels Delivering outstanding journeys tailored to meet individual need Strategy developed Plans and cluster meetings developed / established which lead to a better understanding behind differing satisfaction levels and clearer objectives being set Development opportunities developed and delivered Neighbourhoods, Confidence and Equality Team [Customer Satisfaction lead]