Human Resources and Remuneration Sub-committee annual report 2010-11

Report: 8
Date: 14 July 2011
By: Chief Executive

Summary

The Authority has agreed that each committee and sub-committee should produce an annual report on its activities to provide a summary of the key issues that have been discussed and upon which decisions have been made. This report sets out a brief summary of the activities of the Human Resources and Remuneration Sub-Committee (Remco) for 2010-11.

A. Recommendations

That the contents of the report be noted.

B. Supporting information

1. Remco has continued to carry out its responsibilities in accordance with its terms of reference. The Committee met five times during the year and its work was overseen by the Communities, Equalities and People Committee. Members are invited to discuss and agree the annual report.

Metropolitan Police Service (MPS) approach to talent management and succession planning

2. This report provided an overview of the different activities undertaken to develop staff, along with the work of the ‘promoting difference’ team. Members acknowledged the positive activities which are being undertaken on an individual basis, but noted that these do not form part of a wider strategic approach.

3. Members noted that with the new shift in modern policing, there is an added emphasis on developing the personal skills of the MPS workforce, and asked that feedback be provided on the effectiveness of the schemes. The MPS recognise that development of staff is a cultural issue, and that it is important to promote development opportunities to staff.

4. In light of the recruitment pause, members asked if any graduate schemes were in operation. The MPS has developed a Diversity Internship Scheme, with the next round of placements being advertised in May 2011. In addition, there was a scheme which places MPS staff in external organisations to work on strategic issues. This allows staff to develop their own skills and to bring back any learning and experience back to the MPS.

Report in sickness trends, caused of sickness absence and an update of the review of restricted duty

5. This report outlined the falling rates of sickness absence in the MPS which – for police officers – are one of the lowest levels in the country. Early intervention work is conducted to identify potential causes of absence. Members commended the low levels of absence and noted the causes of disproportionality between sickness rates for men and women was been investigated. They acknowledged that the MPS system for restricted duty was recognised as good practice in the Winsor Review, since police officers were kept in operational roles wherever possible.

6. It was explained that reviews of all cases are scheduled to be completed by March 2012. Members noted issues relating to staff absence are the responsibility of line managers, whilst HR centrally oversees broader issues relating to staff sickness. The aim is to maintain the current proportion of MPS officers (3%) being on restricted duties.

Humana Resources implications of the Race na d Faith Inquiry

7. This report outlined MPS activity to implement the recommendations of the Race and Faith Inquiry. These are also being reported to the ‘Race and Faith Monitoring Group’ (RFMG) which is chaired by Cindy Butts. The RFMG examines the developments the MPS is undertaking to progress the recommendations.

8. Members enquired about the development of the Organisational Learning Team. The team consists of three members of staff, and serves as a coordinating body to identify good practice from all MPS business groups, and to institute organisational learning. The team is part of HR Organisational Development, and is therefore ideally placed to liaise with all business groups.

9. A new Personal Development Review (PDR) process is also being introduced. This will simplify the process so that it becomes more focused on staff development. The process is being supported by the Leadership Academy, which is providing appropriate skills based modules into its management programmes.

MPS exit surveys

10. This report outlined the steps taken to improve response rates and the quality of data captured by exit surveys. Postal surveys are now used to consult with leavers, whilst an early notification scheme allows data for leavers from Metropolitan Special Constabulary (MSC) leavers to be recorded. Currently responses to surveys are measured by Business Groups, although a breakdown by individual units will enable targeting of those which have low response rates. HR is also engaging with line managers to identify where responses have not been received.

MPS organisational change

11. This report explained that there were monthly meetings with Assistant Commissioners to discuss bringing each business group to target strength, to ensure staff are appropriately skilled and that those on recuperative duties were only filling appropriate posts. This was key at a time of significant organisational change. It was noted Tim Godwin is committed to transparency and holds regular meetings with trade unions, the staff associations and the staff support associations.

12. The communications strategy also emphasises that the MPS is committed to avoiding the necessity of compulsory redundancies. Where appropriate, staff will have the opportunity to transfer between business groups to develop skills.

Chief Superintendent's post related allowances (PRAs) and Special Priority Payments (SPPs)

13. These payments were part of a package of improvements under the ‘Police Reform’ Act. For PRAs, Business Groups individually assess each Chief Superintendent post within their respective commands and rate each post either ‘Low’, ‘Medium’ or ‘High’ against the following criteria: Socio-Economic Features; Political and Community Relations; Operational Features and Organisational Relations. The SPP scheme is targeted towards front line/operational officers in posts which contain significantly higher responsibility level than the norm for the rank and present particular difficulties in recruitment and retention or feature especially demanding working conditions or working environments. The current review of police officer and police staff terms and conditions was likely to propose changes to PRAs and SPPs.

Catering service improvement programme

14. This report set out the rationale for the approach that was being adopted, including the need to reduce the subsidy and the significant financial overheads in the catering service. The proposals included reducing staffing numbers and the number of canteens, and rationalising the operating activities and hours in line with actual demand. Extensive consultation had already taken place with the relevant trade unions and the Metropolitan Black Police Association (MetBPA) around the impact of these proposals. The Equality Impact Assessment (EIA) was currently being updated to incorporate the consultation that had taken place and the data that had been obtained about staff.

15. In response to questions from members, it was explained that individual meetings are being held with catering staff to ascertain their flexibility, to offer training and to determine how their skills can be enhanced. The MPS is also in talks with the Greater London Authority (GLA) and Transport for London (TfL) about shared services.

Leadership and development training

16. The report set out the rationale for the approach that was being adopted in order to deliver more focused training through a smaller number of experienced trainers at five Regional Learning Centres (RLCs), albeit excluding the specialist training locations. In terms of staffing implications, there was still work being carried out to identify who were ‘in scope’ and what the implications were in terms of the Authority’s estate.

17. In response to questions from members, it was explained that individuals would be encouraged to collect evidence as part of developing their chosen career pathway, but they would be supported by the closer working between the Leadership Academy and the Diversity and Citizen Focus Directorate, in keeping with the recommendations from the Race and Faith Inquiry. In the new model they would have the flexibility to engage every member of the organisation over a very short period on a development area without any new resources or staff being required and enabling complex fast time learning to take place.

Risk register

18. The risk register was presented regularly to Remco, although the MPS is currently in the process of updating and revising the risk register to explicitly incorporate EIA issues. Its future development will be overseen by the HR Performance Board.

Transport service improvement programme (SIP)

19. This report outlined the efforts to centralise transport services in order to improve its efficiency and effectiveness. The Transport SIP was instigated two years ago with the aim to maintain operational numbers and maximise capacity. Members enquired about the potential for savings in the in-house workshops. The MPS explained they had previously examined the possibility of outsourcing this work, however due to the amount of work conducted outside of normal working hours, this would be cost prohibitive.

Section 26 – overseas travel

20. The report set out the arrangements during the year, but the MPS is currently undertaking a review of travel and secondments in order to ascertain the benefits of this to London, although in most cases these trips are funded. With the current financial situation it is no longer routine for MPS officers to travel in order to make presentations, only those which provide long term benefits are agreed. Members did acknowledge the opportunity to promote the MPS internationally (including the possibility of selling training services) but this needed to be balanced against the MPS’s own operational needs.

Borough Commanders - completion of Met Forward project

21. The report detailed the completion of this project, with one highlighted outcome being the expectation that Borough Commanders shall remain in post for three years. Territorial Policing were looking at some of the areas that had been omitted, i.e. equality and diversity, innovation and creativity, and professional standards for the Borough Commander role.

Employment Tribunals

22. The relatively low number of cases for an organisation the size of the Met was acknowledge, although attempts to benchmark against other police forces had proved fruitless because of an unwillingness to release the data. The MPS continues to engage with the trade unions, the staff associations and the staff support associations to ensure that channels of communication remain open and, where possible, to facilitate early settlements prior to tribunal. Unfortunately, individuals often initiated tribunal proceedings with little prospect of success.

23. In the light of the major changes within the MPS, the Winsor terms and conditions review, changes to redundancy arrangements and to the role of the Leadership Academy, it is possible there will be an increase in tribunal and fairness at work claims.

Fairness At Work (FAWs)

24. This was a factual report setting out the numbers and types of FAWs (grievances). Members noted the efforts made by the Practice Support Team to provide those who are aggrieved with the confidence that their concerns have been satisfactorily addressed, i.e. through the quality call back process.

Police staff discipline

25. This was a factual report setting out the numbers and types of police staff discipline cases. In response to a query from Members it was explained that there was a close working relationship between police staff and police officer discipline. The staff associations, trade unions and staff support associations were also provided with the shared learning from these activities.

Issues raised by staff associations and trade unions

26. The Chair had held meetings with the Police Federation, the Superintendents’ Association, the Chief Police Officers Staff Association (CPOSA), the Trade Union Side (TUS) and the staff support associations. The main items discussed were the likely impact of budget cuts and the impact of the new Mayor’s Office for Policing and Crime (MOPC).

Workforce modernisation

27. Members noted the contents of the report and welcomed the ethos and approach adopted in terms of workforce modernisation. Although the current recruitment pause was impacting upon this programme, varying the workforce mix was still considered a valuable option in terms of filling roles in the future.

C. Other organisational and community implications

Equality and Diversity Impact

1. There are no negative equality or diversity implications in this factual report.

Consideration of MET Forward

2. All the activity described in this report is aimed at improving the resilience and capability of the MPS to address its key policing objectives and is covered in Met People.

Financial Implications

3. There are no financial implications in this factual report.

Legal Implications

4. There are no legal implications in this factual report.

Environmental Implications

7. There are no environmental issues raised by this factual report.

Risk (including Health and Safety) Implications

8. There are no risk implications in this factual report.

D. Background papers

None

E. Contact details

Report author: Alan Johnson, Engagement and Equalities Unit, MPA

For more information contact:

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

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