Minutes

Minutes of the Human Resources and Remuneration Sub-committee of the Metropolitan Police Authority held on 15 December 2011 at 10 Dean Farrar Street, SW1H 0NY.

Present

Members

• Faith Boardman (Chair)
• Reshard Auladin
• Cindy Butts

MPA officers

• Catherine Crawford (Chief Executive)
• Bob Atkins (Treasurer)
• Fay Scott (Head of Equalities and Engagement)
• Alan Johnson (Human Resources Officer)
• Michael Taylor (Committee Officer)

MPS officers

• Anne McMeel (Director of Resources)
• Doug Fuller (PeopleServices)
• Ben-Julian Harrington (Central Communications Command)
• Kevin Courtney (Compensation and Benefits)
• Alex Walsh (HR Professional Services)

25. Apologies for absence

(Agenda Item 1)

25.1 Apologies were received from Tony Arbour (MPA Member)

26. Declarations of interest

(Agenda Item 2)

26.1 No declarations were made.

27. Minutes of the meeting held on 13 September 2011

(Agenda Item 3)

27.1 The minutes of the meeting held on 13 September 2011 were agreed, and feedback was received on the actions. The MPS Gifts and Hospitality register was discussed at the MPA Corporate Governance Committee on 12 December 2011. The MPS is also in the process of collating information for a briefing note on ‘Fairness at Work’ issues.

28. MPS organisational change

(Agenda Item 4)

28.1 Alex Walsh provided an overview of the MPS’s organisational change programme and associated police staff early departure scheme. Fortnightly meetings are held with trade unions to discuss any arising concerns. Although Unite and Prospect previously disengaged from the consultation process, Unite is once again engaging with the MPS.

28.2 The MPS continues to provide a range of outplacement support, including job fairs, to staff who are taking early departure, with exit survey questionnaires being sent to leavers so that any learning can be incorporated into the process. The HR Organisational Development and the Diversity and Citizen Focus Directorates are examining the impact on staff who are remaining in the MPS. A business case is also being developed to examine the requirement for early departures in future years. An early departure scheme is being considered for staff working in the Joint Prosecution Service in March 2012, subject to ongoing consultation with the TUS.

28.3 Members asked if the MPS would consider the use of outsourcing in the future. In response, the MPS stated the preferred option is to reduce service costs before outsourcing is considered. Most savings will be not be fully realised until the 2013-14 financial year, and the MPS will be scoping the likely budgetary requirements for this forthcoming financial year.

29. People-services - final quarter report

(Agenda Item 5)

29.1 Doug Fuller introduced the report, detailing the impact of the new delivery model and confirming all the expected changes to service delivery and systems upgrades have now been completed. Members were glad to have to opportunity to review the concluding report, and to note that PeopleServices is now ‘business as usual’.

29.2 Members enquired whether there has been any cultural resistance to the establishment of PeopleServices. Doug Fuller said this had diminished as there had been significant improvements in the quality of service and data, and how this is managed. PeopleServices has changed the process from information being managed on multiple localised databases to being stored on a strategic corporate database.

29.3 In order to promote PeopleServices, workshops are being held to inform staff on the new processes, with particular emphasis on the responsibilities of line managers. User satisfaction surveys are being conducted in order to receive objective feedback and all comments are being addressed.

29.4 Members asked whether the introduction of the new process has improved staff engagement and the monitoring of staff performance. The MPS has found the PeopleServices has had a high impact on driving engagement and performance, e.g. it will trigger an escalation if a line manager does not fulfil certain responsibilities.

30. Central communications command

(Agenda Item 6)

30.1 Ben-Julian Harrington introduced the report, which outlined the ways in which the Central Communications Command (CCC) has adapted to balance business needs with the needs of its staff. He explained that as part of the change process CCC has consulted with the staff support associations, unions and the Police Federation in order to identify potential concerns.

30.2 Currently almost 40% of CCC staff are operating on flexible working hours. The decision to implementation of a new shift pattern that is more demand focused has improved the ability for CCC to meet business needs. Originally there were 450 different shift patterns and although many still remain they better match the demands of the public rather than those of the individual CCC has received legal advice that it can set a limit on the number of flexible work patterns in line with many other forces and industries. It is now conducting a benchmarking exercises to establish a workable ‘quota’ for the proportion of staff who can work on flexible hours.

30.3 There are now comparatively low levels of disciplinary action involving CCC staff, although there is a disproportionate number of Black and Minority Ethnic (BME) staff involved in disciplinary action. This matter is being actively researched as part of professional standards monitoring CCC are also successful in addressing actions raised in Employment Tribunals as line managers work with staff to address concerns before they escalate.

30.4 Members noted than many members of the public will make calls outside of regular working hours, and that a flexible approach will be required for CCC to meet this peak in calls. Members enquired whether the CCC will use part-time or volunteer workers to provide additional support to manage these busier periods. At the moment, the CCC is attempting to fill all full time vacancies as the current demand led shift pattern places sufficient staff on duty at the times of peak demand. Some part time positions may be offered to candidates if this meets the business needs. CCC does not use volunteers for call handling, but does utilse them for other support roles like customer service surveying..

30.5 CCC uses ‘TotalView’ software to forecast periods of high demand and is able to plan ahead to ensure that sufficient staff are on each shift to meet these demands. There were no unfilled posts during the day of industrial action on 30 November 2011; 98% of 999 calls were answered within 10 seconds, and 100% of non-emergency calls were answered within 30 seconds. CCC has researched the feasibility of using home workers during peak times, but this was found to be cost prohibitive, as well as raising issues of confidentiality and ICT security

30.6 The majority of overtime costs were due to providing support for Operation Kirkin. CCC has reduced costs overall cost but due to the number of vacancies it has been utilising overtime to meet staffing shortfalls. Members enquired how CCC was preparing to meet the anticipated additional demand during the Olympics. Following benchmarking from other Olympic hosting cities, it is expected that there will be an additional 15% in the volume of calls received during the Olympics. CCC operates the special operations room dedicated to the Olympics and will utilise an additional 30 staff to service this. In addition CCC will receive support in the form of officers and staff from across the MPS to deal with the anticipated increased telephony demand. This will be a variable requirement during the Olympic period and will involve use of officers and staff with ‘retained’ skills from outside CCC.

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