Developing a robust narrative on EDIHR

Despite demonstrably high levels of Executive commitment, in particular strong leadership from the Chief Constable, DCC Designate, and reasonable levels of awareness throughout the service, we think a more robust narrative on EDIHR is needed. In developing and refining such a narrative there are a number of things which might be taken into account.

It is not sufficient for officers and staff simply to know that EDIHR is important without a greater level of awareness of why and what the benefits of an inclusive anti-discriminatory culture are to everyone employed by the service and the public they serve. Moving beyond tick box learning on ‘who they are and what we call them’ is imperative.

It is vital that human rights is not merely the add-on in EDIHR delivery. It is therefore important that such a narrative is clear about where EDI sits within the Human Rights framework and in turn the relationship of human rights within an EDI framework. Inclusion is a two-way street and for some it clearly does not feel like that at present.

The baseline assessment of its current organisational approach to human rights which Police Scotland has commissioned Jane Gordon to undertake is a welcome step in this regard. The IRG has met with Jane and will be considering her conclusions in detail during the next phase of the review.

In developing such a narrative, Police Scotland needs to create meaningful spaces for discussion and disagreement where there are differences of understanding and perspective. It is also important that it addresses perceptions of inconsistency in taking forward EDI issues in relation to different protected characteristics which acknowledges intersectionality.

Rationalising ‘initiativitis’

There is an urgent need to prioritise, streamline and mainstream EDIHR implementation. As we have indicated, we repeatedly encountered a sense of the service being overwhelmed by the sheer number of initiatives in the EDIHR space combined with a lack of co-ordination and joining up.

The recent appointment of ACC Duncan to lead on the Policing Together strategy with a small team around him is an important step in our view. We particularly welcome the fact that this is to be his sole focus and would urge Police Scotland to ensure in conjunction with the Scottish Police Authority that this senior resource is supported and protected, and taken into account in succession planning.

In developing a more coordinated approach, a number of things are worth bearing in mind:

There are no quick fixes, but less is more. We would urge a focus on a smaller number of initiatives which are followed through. In practice this means thinking hard about a ‘Stop, Start, Continue’ approach to rationalising the current array of initiatives, projects and plans.

There is an urgent need to ensure that implementation is operationalized which means embedding EDIHR in day-to-day delivery. We suggest a deeper analysis of what mainstreaming is and how this approach can be applied to everyday activities and existing policies would ensure EDI is both embedded and threaded through the daily work of Police Scotland.

Ensuring the SOB is fit for purpose is important in driving delivery. The level of commitment demonstrated at SOB meetings is unmistakable, but we would question whether in its current construct and format it provides the right level of scrutiny and focus.

Co-ordination from the centre should mitigate against reinventing the wheel while at the same time allowing space for innovation and adaptation to meet the demands of local circumstances.

Reviewing the approach to monitoring and evaluation of EDIHR initiatives and activities is key to effective coordination.

Getting to grips with culture

Culture cannot and will not be fixed by putting policies in place alone, or by periodic intervention. It requires those with management and supervisory responsibilities to be clear about what is permitted and promoted, and to normalise challenge.

Our perception is that there is currently a degree of ‘ad hoc’ in how issues of standards and conduct are taken forward across the service. In some areas it is clear that the issue is addressed as part of professional standards whereas in others behaviour such as swearing or making inappropriate comments appears to be excused as ‘banter’ or overlooked.

While acknowledging that transforming culture requires long-term and sustained focus, we think there are steps which Police Scotland can take in the near-term which will help to build the foundations for change. These include:

Developing a clearer narrative about why a more inclusive culture would benefit the service, both internally and externally

Avoiding a one-size fits all to understanding the way canteen and locker room culture manifests across the service and therefore what needs to be done to change behaviours

Ensuring that EDIHR is embedded in the promotion process in terms of what is sought and expected by panels – this is not about a single question

Ensuring a concerted focus on face-to-face learning and development for middle managers – this is not about a single course or module and requires the use of a range of interactive tools such as peer intervention
Drawing on ‘lived experience’ well

In our view the diversity staff associations have a vital role to play in bringing ‘lived experience’ to the shaping and monitoring of policy. We would commend Police Scotland’s efforts to support and involve the associations. However, we also encountered a sense of fatigue, burnout and retraumatisation among some of those who we spoke to about the impact of their participation.

We would therefore caution against being overly reliant on diversity staff associations to take work on EDIHR forward. This is not about reducing or marginalising their role, but rather about minimising burden and maximising impact. To state the obvious, involving diversity staff associations is an input not an outcome.

We would urge dialogue with their representatives about how the vital but limited resource they offer is used strategically, recognising that ultimately the push for change must come from, and be owned by, the majority.

In this regard we think it is important to acknowledge that there appears to be a divergence of opinion on aspects of the Policing Together strategy between the diversity staff associations and the Scottish Police Federation. A plurality of views is potentially enriching as long as it avoids entrenchment. While this is everyone’s responsibility, the leadership of the service has a key role. It should go without saying that there is a role for both in offering a ‘lived experience’ perspective and making progress on EDIHR.

Guarding against backlash

In our experience, there is always a risk of backlash when driving EDIHR. We have observed some evidence of this in our work to date. For example, we encountered the sense that minoritised staff are receiving ‘preferential treatment’, ‘being needy’ or ‘getting more than they deserve’, a concern that diversity staff associations are out to get their colleagues or not acting in the interests of the overall workforce and concerns about how EDIHR issues are taken forward in divisions which are less diverse.

This can manifest as an ‘all lives matter’ standpoint which undermines the experiences and contributions of those with protected characteristics or as pressure to get back to ‘bread and butter’ issues when there are constraints on resources. We would urge Police Scotland to be alert to the risks of a backlash, particularly in terms of the way EDIHR is promoted and communicated across the service.