Personnel management information

Report: 3
Date: 16 November 2000
By: Commissioner

Summary

This report provides a range of personnel related management information based on data to the end of September 2000, with a summary of key points. The report includes additional information as requested by the Committee.

A. Supporting information

Management information charts

1. The attached charts show at Appendix 1, the position against the personnel related Best Value Performance Indicators, and at Appendix 2, the standard personnel management information.

2. The charts provide data to the end of September 2000 except where specified otherwise.

3. Appendix 3 provides the additional information requested by the Committee at the last meeting. This comprises:

• police wastage breakdown by type and rank (constable to chief superintendent)
• civil staff wastage breakdown by type and grade (grade 12 to grade 9)
• comparison of sickness levels for all forces
• breakdown of periods of sickness absence for police and civil staff
• regional distribution of applications.

4. Further information is being prepared as requested on length of service of serving officers and those having left the MPS, which will be provided as soon as it is available.

Key points

5. The key points to emerge from the reports are set out below:

MPS strength

6. The budgeted workforce target (BWT) for both police and civil staff has reduced slightly this month. This is due to the removal of incorrectly allocated posts for police officers (19) and adjustments to the original BWT submissions for civil staff (reduced by 9).

7. Optimum Workforce Levels (OWL) are still awaited from Business Groups. These will be included once they become available.

Police & civil staff strength

8. September data shows no appreciable variation from the overall trend noted in the previous report. The strength for both police and civil staff continues to decline as wastage exceeds recruitment.

Command and operational resilience

9. The “Others” BWT represents various grades for which a BWT has been included in Business Group figures but which cannot be redistributed across the unified grades as no definitive designation is available. The strength for “Other” is the number of college based students currently employed.

10. The difference between the BWT and strength for Grade 11’s is the number of catering grades that are not part of the unified grading structure, and are included in the Grade 11 line for workforce records purposes. Details for the HMIC ‘standard’ for command ratios is still awaited and will be included once received.

Recruitment

11. As reported last month, the police recruitment target for 2000/2001 is 1,355, the major challenge for the year. This will only be achievable if the increased London Pay Lead, the current campaign and process changes introduced produce significant improvements. The target of 1,355 includes 663 new recruits covered by the Home Office Crime Fighting Fund.

12. A projection based on the first six months data indicates a shortfall of 383 by the end of the financial year. However, an increase in recruitment is predicted as the year progresses, with intakes aimed to rise significantly in January and March 2001 (no intake in February). Once this indicative projection has been confirmed for planning purposes, the target line will be adjusted. The outstanding target for Best Value Performance Indicator 24 covering the recruitment proportion of female officers has been proposed and awaits ratification. A target of 17% has been proposed.

Police wastage

13. This year the comparator for estimated wastage has been set at 115 per month (1,380 for the year) to reflect last year’s trend). The wastage rate to date this year is slightly above at an average of 124.16 per month. The proportion of resignations to date is at the same level as for the same period last year: 24.19%, compared to 24.81% for April to September.

14. September has seen a slight increase in the number and proportion of medical retirements, with 40% of all retirements being medical. This is higher than the target of 33%. However, the percentage for the financial year to date is 31.12% and is within the target set. This position will be monitored.

15. On the question of pay (the often cited main reason for people leaving), the increase in the London Pay Lead has yet to manifest itself in a reduction of wastage.

16. The outstanding target for Best Value Performance Indicator 27 covering turnover has been proposed and awaits ratification. Target of 5% for police officers and 15% for civil staff has been proposed.

Police wastage - ethnicity & females

17. Wastage to date among visible ethnic minorities as a proportion of total wastage is 2.95%, which is slightly higher than last year’s 2.87% of total wastage. Wastage of female officers is currently at 13.6% which is marginally higher than last year’s 13.22% of total wastage. Recruitment of both ethnic minorities and female officers is currently higher than the wastage and the proportion of those groups in the police workforce is growing, albeit slowly.

Civil staff wastage

18. Civil Staff wastage this year is averaging 153.6 a month. This is slightly above last year’s average of 127.5 a month. The percentage of resignations to date is 55.86%, compared to 54.5% for the same period last year.

19. There has been an increase in overall wastage this month; this could be due to various reasons, which is the subject of separate analysis, primarily from exit staff surrey information. Historically the autumn months have seen an increase in wastage among civil staff. The trend to date for the autumn months, when compared to last year for the same period shows no appreciable difference.

20. Initial analysis from the staff exit survey (see below) illustrates the main reason for resignations was a better job offer elsewhere. However, for those people who actively sought a new job, the reasons for them seeking new work have not been established but some common reasons cited for leaving the MPS were poor pay, disillusionment and moving away from the area.

Civil staff wastage - ethnicity & gender

21. Wastage to date among visible ethnic minorities as a proportion of total wastage is 11.50%, which is slightly lower that last year’s 14.11% for the same period. Wastage of female staff is currently at 57.7% which is considerably higher than last year’s 48.49% of total wastage. However, the proportion of females in the civil staff workforce is 58.70%. Female civil staff wastage is not disproportionate.

Staff exit survey

22. The results from the detailed analysis of the first tranche of returns are awaited.

Sickness

23. PIB are still experiencing computing and staffing problems. Consequently, sickness figures for the months of July and August are unavailable. June data shows no appreciable variation from the trend noted in the previous report. Backdated data should be finalised by P.I.B and made available for inclusion in future reports.

Police sickness

24. The year on year comparison of MPS police sickness to date shows a reduction on the same period last year. However, as reported last month the improvements appear to have plateaud and a revitalisation of the sickness reduction initiative is required. A review of the Attendance Management Policy has been completed and is currently being considered. The rate at July (latest figures available) averaged 9.54 days, against a target of 9 days. Year on year there is an average reduction of 0.56 days.

Civil staff sickness excluding traffic wardens

25. Civil staff sickness to date averaged 10.68 working days lost per person, which is 0.68 days above the target of 10 days. Again, the improvements appear to have plateaued. Year on year there is an average reduction of 0.1 days.

Traffic warden sickness

26. Traffic warden sickness continues at a much higher rate than for other staff. The figures to date this year show an average of 22.53 days lost per traffic warden. A sickness reduction initiative was created by CO59 last year but this has not delivered the desired impact. This group needs particular attention if an improvement in sickness levels is to be achieved. A target for traffic warden sickness continues to be developed which needs to be both progressive and realistic.

Extended sick pay for police officers (Regulation 46)

27. The number of Regulation 46 cases on full pay has seen a slight decrease this month, halting the upward trend. However, this is still higher than the early months of the year.

Grievances

28. New grievances to date show an average of 10.83 new cases a month. This compares with last year’s average of 14.5, a reduction of 34%

Employment tribunals

29. The total to date for this year shows a slight decrease in the number of new cases over this point last year. There would be a greater improvement in the number of ETs compared to last year, if four cases are excluded from the overall figure. These four cases are not new ETs but are appeals lodged by one individual in relation to previous ET actions.

Progression of ethnic minority and female staff

30. The overall targets for police officers have been added to the charts. The percentages shown represent the proportion of ethnic minority and female staff for each rank and grade against the strength for each rank and grade. Individual rank and grade targets are being developed.

Occupational health

31. Most OH indicators show an upward trend of activity this year. These are not as yet dramatic and will be closely monitored.

B. Recommendations

That the Committee note the contents of the report and management information provided.

C. Financial implications

None.

D. Review arrangements

Personnel management information will be presented to the Committee at each meeting.

E. Background papers

None.

F. Contact details

The author of this report is Chris Haselden, MPS.

For information contact:

MPA general: 020 7202 0202
Media enquiries: 020 7202 0217/18

Appendix 3

• Please contact the MPA for a copy of Appendix 3.

Send an e-mail linking to this page

Feedback