Training accommodation - future implications of initial police learning and development programme (IPLDP) and other training

Report: 11
Date: 6 December 2007
By: Director of Human Resources on behalf of the Commissioner

Summary

Training accommodation – future implications for the Initial Police Learning and Development Programme (IPLDP) and other training.

A. Recommendations

That members note the content of the report.

B. Supporting information

1. The MPS has now made the complex transition to the Initial Police Learning and Development Programme (IPLDP). Throughout the change process, a number of MPS building assets were identified through joint work with Property services dept (PSD), and have since been adapted as localised training bases to support a cluster of boroughs. Hendon, the largest of the six MPS buildings currently in use for police foundation training, has remained central to support delivery of IPLDP. It is also a key site in the delivery of PCSO and Specials training, and caters for the largest percentage of all students.

2. The forecasting work on police numbers, conducted through the IPLDP programme board, predicted that recruitment would total up to 1300 students per annum over the next three years.

3. Since the MPS changed to IPLDP in April 2007, additional opportunities have been established to enable the MPS to exceed previous forecasts. With a transitional recruitment plan from our current PCSO establishment, deployment plans have changed. In many cases, this means a quicker churn from acceptance to commencement of service. These new opportunities mean some intake numbers may become less consistent, though larger than previously expected. This will inevitably require greater flexibility in the supply of accommodation to meet demand.

Usage and efficiency

4. Training accommodation is one of a number of the operational functions currently located at Hendon. The future plan for the Hendon Estate is being developed as part of a master planning process being co-ordinated within PSD. This plan will make suitable provision for training needs. However, in terms of current usage, a great deal of effort has been put in by key stakeholders to ensure the management and control of classroom space is more efficient. A bespoke online booking system is now in place; so all non-office room availability can be viewed online and booked in advance.

5. Before now, the last significant uplift in police student places was seen in the MPS between 2002 and 2004, where circa 3000 recruits came through the then 18-week system. This required a move to shift work to support delivery. The training of these students was well managed, as at that time there were fewer competing priorities, with smaller numbers of PCSOs and special constables being trained and thus not requiring classroom space. That said recent years have seen a steady growth in student places across the policing family (see Table 1). Working with PSD, accommodation at the principal sites has been reviewed and adapted to meet this increasing demand, while exploring the sharing of space and some changes to delivery style. (see Appendix table 1)

6. The move to effectively decentralise police recruit training through IPLDP anticipated freeing space at the principal Hendon site for other training. This would be complemented by the development of other MPS training bases for IPLDP. Usage at these satellite sites (e.g. Bethnal Green, Sunbury, Beak Street, Orpington) has now changed from solely post foundation training, to include initial delivery as well. Accommodation at these other sites will be fully utilised in the medium term (2007 – 2009).

7. Overall, the predicted accommodation gains have not been borne out in the short term, mainly due to an increased number of students across the extended police family. With forecasts for 2008 and beyond subject to change at relatively short notice, the need for our main assets to support student training delivery in the medium term, and as a contingency long term are evident.

8. Table 2 (see appendix 1) reflects on the 2008/9 anticipated demand profile, which remains consistently high in comparison to previous years.

Prioritisation of accommodation

9. With a renewed focus on extended police family recruitment, some tensions appear in the booking of classroom space. However, careful planning and forecasting to what can be an uneven continuum of numbers, has to date alleviated significant issues. Other options explored at times of peak demand in partnership with PSD, are the siting of temporary accommodation (e.g. portakabins) and use of the sports clubs as an emergency measure. At this stage, it is not anticipated either will be required, though both remain feasible to support delivery.

10. From a PSD perspective, it is unlikely new building works will be actioned for the Peel Centre estate in the short to medium term, although essential maintenance and safety and health issues will be prioritised, to deliver the safest possible working environment for all estate users.

11. In the longer term, it is acknowledged that bespoke accommodation will be required to cater for the development of our approach to the Olympics. Work is ongoing within the PSD strategic estate plan to review the residential capability for 2012, thus enabling multi-usage of the Hendon estate. This includes linkage with the Colindale Borough Plan, reviewing the sites capabilities and any relocation opportunities. As part of this review, the potential use of the MPS sports clubs as permanent training bases will also be explored as opportunities for regional training centres. Conveniently located in North, South, East and West areas of London, they might offer scope for development as part of the aforementioned plan.

Conclusion

12. It is clear that our current training assets need to be retained and remain flexible to meet fluctuating future demands in recruitment. Having this flexibility is a vital contingency to meet forecasted profiles over the next 3 - 5 years.

13. Previous years have seen significant growth in police numbers or PCSOs, but rarely at the same time and to the same extent as now. The next 12 to 18 months sees sustained growth in all areas, coupled with some inconsistency of intakes, accommodation space will be fully utilised to support our deployment plans.

C. Race and equality impact

1. Communities within the MPS are hugely diverse, and the IPLDP programme intends to deliver training whilst supporting and working with these differences. The IPLDP supports our recruitment strategy by providing enhanced opportunities for new joiners, with the provision of dedicated geographical training bases.

2. By training students on the boroughs they are to serve, IPLDP now provides a more local, accessible and visible aspect to the Service by actively making training transparent and open - whilst encouraging members of the community to take part in the training of their officers.

D. Financial implications

1. All trainer costs associated with IPLDP and Extended Police Family training are fully catered for in existing approved budgets. New accommodation spends as they arise will be subject to authorisation through the Capital programme. Current accommodation costs have been contained within existing budgets.

E. Background paper

None

F. Contact details

Report author: T/Superintendent James Bennett – IPLDP Programme Manager, MPS

For more information contact:

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

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