MPA support staff pay, grading, terms and conditions

Report: 7
Date: 21 December 2000
By: Clerk

Summary

At its meeting on 21 September the Human Resources Committee resolved to appoint a firm of consultants to carry out a salaries and grading review of the MPS support staff. The Committee also appointed a working party to consider the appropriate terms and conditions for MPA support staff. This paper provides a brief summary of the consultant’s findings, together with some proposals for the terms and conditions of MPA support staff.

Philip Cohen (Hay Management Consultants) will provide a presentation of their findings at the Committee meeting and will be available to answer questions.

A. Supporting information

1. Hay Management Consultants have held a number of meetings with members and officers to establish the strategic needs of the Metropolitan Police Authority, particularly its statutory responsibility for financial and budgetary matters, best value, consultation, crime and disorder partnerships, the lay visiting scheme, appointment of ACPO police officers, employment issues for MPS civil staff and a range of other issues. There were a number of in-depth, one-to-one discussions with senior staff in the MPA and the Chair of the Human Resources Committee.

2. As a result of these discussions, job descriptions were prepared for the most senior posts in the MPA by Hay and the Human Resources staff prepared job descriptions for the other existing jobs. Hay checked the pay and benefits available in a range of comparable markets. Whilst some sort of comparison with the MPS, GLA and/or local authorities was inevitable, the proposals were based upon the needs of, and demands upon, the MPA. The market pay comparisons and job evaluation scores are attached at Appendix 1; a summary of potential pension, death and ill-health benefits are attached at Appendix 2.

3. From the discussions with members and officers it was clear there was a need to create a credible and respected organisation which can:

• secure a continuous improvement in the provision of policing services in London
• ensure an effective, efficient and economic use of the “biggest local authority budget in the country”
• work closely with the Commissioner and his senior colleagues to discharge the MPA’s statutory responsibilities
• provide high quality, policy analysis across a wide range of issues
• think innovatively and challenge the way the MPS carries out its responsibilities

4. In order to do this the MPA will need a small number of high quality staff. The consultants recommend a relatively aggressive pay position in the upper quartile of the public sector (London) market. The support structure would effectively consist of three ‘bands’, the upper band would include the Clerk, Treasurer, Director of Policy, Deputy Treasurer and Communications Director. The second band would incorporate policy officers and policy/technical support staff in a salary range from approximately £31k to £50k, and the third band would incorporate administrative and technical staff in a salary range from approximately £15k to £30k. It must be emphasised that not all of the current MPA support staff posts have been graded or banded because job descriptions had not been provided in time by the post holders.

5. Within these bands, the appropriate pay and grading for each post would be established using job evaluation scores, with pay reference points for each job. For each job, it would then be necessary to agree a pay range to provide some form of pay progression linked to an annual review that took account of the cost of living and individual performance. The final support staff structure of the new Authority will be developed by officers, taking account of the views of members and the balance to be struck between the staffing of the current structure and the needs of the Authority in the longer term. This will include appropriate salary levels.

6. For more senior staff the pay review process might involve non-pensionable bonuses, rather than incremental progression. The use of pay progression or non-pensionable bonuses for senior staff would be an issue for members to decide.

7. There was a workshop with members, Hay Management Consultants and officers on 1 December, at which members broadly endorsed the proposals. There were a number of points arising from the discussions, including:

• the need for staff employed by the MPA to work flexibly
• the need for an objective performance management system for staff
• the desirability of fixed term appointments of three years, extendable to five years, for staff in the two upper bands. (To date, posts have been advertised on a permanent basis)
• a recognition of the differences between the GLA, MPS and MPA in terms of their roles and responsibilities
• the need for lateral career development, with secondments to organisations such as the GLA, MPS, LGA and Home Office
• the work about to commence on a pension scheme for all MPA civil staff and the pay and grading review for civil staff under the direction and control of the Commissioner

8. The workshop also considered a paper, a more detailed version of which is attached at Appendix 3, on the potential non-contractual terms and conditions that could be offered to MPA support staff. In producing this paper, the provisions within local government, the MPS and, where agreed, the GLA, had been taken into consideration. Those attending the workshop were broadly content with the proposals outlined in the paper, subject to more detailed policies being prepared for consideration by the Human Resources Committee early in 2001.

9. Although not discussed at the workshop, the Chair’s Co-ordination and Urgency Committee agreed that advertisements be placed for the posts of Deputy Treasurer and best value policy officer. This decision is included in this report for endorsement by the Human Resources Committee.

B. Recommendations

1. That the Human Resources Committee note the findings of Hay Management Consultants and agree that MPA support staff posts be advertised through fair and open competition, based upon the Public Sector (London) upper quartile pay point.
2. That the Human Resources Committee note the views of the working group and agree that senior posts in future should be advertised as fixed term appointments.
3. That the Human Resources Committee note the paper on potential non-contractual benefits for MPA support staff and agree the proposals outlined at Appendix 3. Detailed policies will be developed early in 2001.
4. That the Human Resources Committee endorse the decision of the Chair’s Co-ordination and Urgency Committee to advertise the posts of Deputy Treasurer and best value policy officer.
5. That the full Authority is asked to endorse recommendations 1-3.

C. Financial implications

The financial implications will be dependent upon the salary levels negotiated with the individuals appointed to posts within the MPA.

D. Review arrangements

None

E. Background papers

The following is a statutory list of background papers (under the Local Government Act 1972 S.100 D) which disclose facts or matters on which the report is based and which have been relied on to a material extent in preparing this report. They are available on request either to the contact officer listed above or to the Clerk to the Police Authority at the address indicated on the agenda.

None.

F. Contact details

The author of this report is Alan Johnson.

For information contact:

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

Appendix 3: MPA support staff options

Terms and conditions for MPA support staff

In order to consider the possible terms and conditions for MPA support staff it is necessary to establish what terms and conditions are contractual and non-contractual. The descriptions are, of necessity, brief but can be developed or expanded upon if their purpose is not clear. The majority have no direct financial implications, but aim to demonstrate that the organisation is a good employer.

The following elements must, by law, be specified and are contractual:

Particulars which must go in a single contractual document

• The names of the employer and the employee
• The date the employee’s employment began
• The date the employee’s period of continuous employment began
• The scale or rate of remuneration or the method of calculating it
• The intervals at which remuneration is paid
• Any terms and conditions relating to hours of work (including normal working hours)
• Any terms and conditions relating to holidays, including public holidays, and holiday pay (sufficient to enable the employee’s entitlement including entitlement to accrued holiday pay on termination of employment, to be precisely calculated)
• The employee’s job title or a brief description of his or her work
• The employee’s place of work or, where the employee is required or permitted to work at various places, and indication of that and of the address of the employer

Particulars, which must be given in writing (but need not go in a single document)

• Where the employment is not intended to be permanent, the period for which it is expected to continue
• Where the employment is for a fixed term, the date when it is to end
• Any collective agreements which directly affect the terms and conditions of the employment including, where the employer is not a party, the persons by whom they were made
• The person (specified by description or otherwise) to whom the employee can apply if dissatisfied with any disciplinary decision, and the manner in which the application should be made
• The person to whom the employee can apply for the purpose of seeking redress of any grievance relating to his or her employment and the manner in which the application should be made
• A statement of whether a pension contracting-out certificate is in force
• If the employee is required to work outside the UK for more than one month

With the exception of annual leave, the following elements are currently optional, i.e. are non-contractual, and provide the employer with the opportunity to vary what is available for the employee

The MPA support organisation, including the Internal Audit Directorate, will be small. It follows that the options available will need to take this into account, particularly in relation to the potential costs for the organisation. The descriptions of various options have been kept to a minimum, but can be developed for formal agreement at a later date.

• Annual leave

Annual leave must be recognised as an entitlement not a right. The annual leave allowance is normally dependent upon ‘grade’ and/or length of service.

The MPS annual leave allowance starts at 22 days for more junior staff, rising to a maximum of 30 days after 15 years service. For middle managers, the annual leave allowance is 25 days, rising to 30 days after 10 years. For senior managers the annual leave allowance is 30 days. In local government the annual leave, allowance is 22-35 days, predominantly depending upon grade. In the GLA the annual leave allowance is 28 days. All of these figures exclude public and bank holidays. Because MPS civil staff have traditionally been ‘linked’ to the civil service, they are also entitled to an additional two and a half days ‘privilege leave’ at Easter, during May (the Queen’s official birthday) and at Christmas.

• Sick pay

Absence can put additional strains upon other members of staff and can be expensive both in terms of loss of service and the cost of sick pay. The MPA may wish to consider keeping paid sick leave to a reasonable level, e.g. a maximum of three months, whilst at the same time encouraging regular contact by line managers and the use of return to work initiatives. These can include working from home, working reduced hours etc, depending upon the nature of the illness.

In the MPS the entitlement is six months full pay, followed by six months half pay, followed by off pay. In local government it depend upon length of service, starting with one month’s full pay and (after completing four months service) two months half pay increasing to six months full pay and six months half pay after five years service. Members of staff then go off pay. In both schemes there is discretion to extend the period of sick pay in exceptional circumstances, although in the MPS this is limited to specific circumstances and a maximum period of 40 days. The GLA have been asked for details of their scheme.

• Pension and pension schemes

A firm of consultants will be employed to report to Members.

The MPS and local government/GLA schemes are broadly similar in terms of entitlements, although the contribution rates are currently 1.5% and 6% respectively. The proposed civil service/MPS scheme will have a 3.5%-4% contribution rate when it is introduced in Spring 2002. Pay for civil staff in the MPS is lower than in local government to reflect a lower contribution rate.

• Fair and open recruitment and HR policies

A separate Members working party has been set up to look at an equal opportunities policy statement for the MPA.

Copies of the MPS equal opportunities statement and supporting policies are available. The GLA is developing an equal opportunities statement of intent and supporting equalities policies. Local government has a national framework for equal opportunities practice covering the equal opportunities policy, recruitment and selection procedures, training, pay, grading and conditions of service, and analysis, monitoring and review.

• Flexible working, including, for example, home working and term-time working (i.e. not working in school holidays).

Flexible working allows managers and staff the discretion to choose, on a daily basis, and within limits that are agreed, when to start and finish work. Overall, efficiency of the MPA should not be adversely affected to provide such flexibility for staff. Normally there are ‘core’ hours, say 10am to 3pm, which have to be worked by all staff and flexible start and finish times between, say 7am-10am and 3pm to 6pm. Flexible working is not normally available to senior managers. Home working and term time working are further refinements on flexible working options. Home working may be on an ad hoc or regular basis, term-time working on an agreed, pre-planned basis.

A guide to flexible working in the MPS has recently been published and copies are available. The GLA have been asked for details of their scheme. There are national agreements for local government staff to work part-time.

Career breaks and special leave on and off pay (including a Keep-In-Touch scheme for those absent from the service for a long period)

A career break provides staff with an opportunity to take time off on a long-term basis, normally to cope with domestic responsibilities or a major development opportunity. Career breaks do not count as service for the purposes of pay, sickness absence, pensions or annual leave. Prolonged absence for periods up to 12 months would be classed as special leave off pay.

Special leave on pay is normally granted for shorter periods for specific purposes such as compassionate leave, marriage leave, study leave etc.

Keep In Touch Schemes (KITS) mean that staff on prolonged absences receive regular ‘mailings’ of Notices, newsletters and other publications. There is usually regular personal contact with the individual, particularly in the period leading up to his or her return to the parent organisation.

The MPS and national local government agreements have career breaks and special leave on and off pay covering a wide range of circumstances, e.g. adoption, medical screening, doctors appointments etc. The GLA have been asked for details of their scheme(s).

• Vocational training and further education

Vocational training and further education will normally be encouraged where there is some direct benefit to the organisation and the individual. This will include full funding for training and full or partial funding and time off for attendance or study prior to examinations for further work related educational opportunities (e.g. management or finance courses).

The MPS and national local government agreements have vocational and further education for staff where there are relevant, nationally recognised qualifications. These are subject to operational priorities. The GLA have been asked for details of their scheme(s).

• Extensions beyond normal age of retirement, early retirement options, death in service provisions

There may be a number of retirement options for staff, subject to the over-riding views of senior managers. Staff may wish to work beyond their normal retirement age, subject to satisfactory health and performance, or may wish to retire before their normal retirement age. Extensions beyond normal retirement age will normally be dependent upon specific criteria where the individual’s contribution is particularly important rather than because it is what the individual wants. Early retirement will also depend upon specific criteria relating to age and length of reckonable service being sufficient to entitle the individual to payment of his or her pension. Death in service provisions are not particularly generous in the public sector. It is generally a lump sum of two years’ pensionable pay and immediate payment of widow or widowers pension or to nominated partners.

The MPS normal retirement age for civil staff is 60, with options to extend to 65. Local government retirement age is 65 and there are no arrangements for extensions beyond that. Both schemes have similar early retirement options and death in service benefits. The GLA have been asked for details of their scheme(s), although the pension scheme is the local government version.

• Maternity and paternity leave (including a Keep-In-Touch Scheme)

There are minimum statutory periods of paid maternity leave (18 weeks), which the MPA may wish to improve upon. There are no statutory periods of paid paternity leave after the birth of a child, although MPS civil staff currently receive four days paid paternity leave. This is not likely to be a ‘regular’ issue in the MPA and the organisation can probably afford to be generous, although ‘cover’ may be needed for the mother.

The MPS and local government have similar maternity and paternity provisions. The local government scheme has a ‘nominated carer’ to assist with the care of the child and to provide support to the mother at or around the time of the birth. The GLA have been asked for details of their scheme.

• Career development, promotion, lateral development, secondments etc

All of these issues are aimed at developing the interests of the organisation and the individual. Because the number of staff working in the support organisation will be small, this is an issue that has been recognised. Protocols will need to be developed with organisations such as the GLA, MPS, LGA, Home Office and, possibly, some private sector organisations.

The MPS and local government have similar aspirations. The GLA are keen to develop secondment opportunities within the GLA ‘family’.

• Season ticket loans

Staff could be offered advances of pay to purchase season tickets for travel to and from work. This advance will then be recouped over the life of the ticket.

The MPS provide interest free season ticket loans. There is no national agreement on this for local authority staff, although some local authorities do provide such loans. The GLA have been asked for details of their scheme.

• Sports and social functions and facilities

Staff could be ‘offered’ access to the MPS sports clubs, none of which are in the Greater London area, and sports facilities operated by the MPS, e.g. NSY, Peel Centre, Cobalt Square. There are small or nominal fees for such membership. Equally, the MPS has many dedicated sports and social clubs that meet regularly, e.g. road running, choir, wine appreciation etc. The majority of these activities are subsidised by membership of the Metropolitan Police Athletics Association or the Comets (Metropolitan Police Sports and Social Association) and not the Service. The majority of activities take place outside normal working hours.

The MPS provide a range of sports and social functions and facilities. Local government schemes vary. The GLA have been asked for details of any proposed or existing schemes.

• Pleasant, safe working environment, i.e. non-smoking

The MPA building is a clean, airy, smoke free working environment.

MPS buildings and the majority of local government buildings are normally non-smoking and undergo regular health and safety checks. Romney House is non-smoking. The GLA have been asked for details of any further proposed or existing schemes.

• Political activities

Broadly staff should be entitled to engage in political activity provided they:

• observe the Official Secrets Act
• confine their activities to times when they are not on duty or on official premises
• have sought and obtained the written permission of the Clerk or Treasurer
• do not use information which they have obtained working for the Authority
• are below Grade 7 (i.e. in the current MPA structure ‘policy officer’ level) and equivalents

There may be further restrictions depending upon the role being performed, e.g. where staff regularly speak on behalf of the Authority, where staff have regular contact with the public, etc, and the level of political activity, e.g. national, local or parish.

The MPS and local government have similar policies. The GLA have been asked for details of any restrictions.

• Business interests, i.e. opportunity to undertake work outside MPA

Staff could be permitted to have business interests outside the MPA provided these did not present a potential conflict of interest, did not take place on MPA premises or during working hours or use MPA resources. There may be further restrictions depending upon the role being performed, e.g. where staff regularly speak on behalf of the Authority, where staff have regular contact with the public, etc. Any outside business interest would need to be approved by the Clerk or Treasurer.

The MPS, local government and the GLA have developed, are developing or are re-visiting a range of measures covering ethics, conduct and business interests.

• Health screening and other OH services

Staff could be given access to Occupational Health Services such as welfare counselling, fitness tests and some medical care depending upon the nature and demand for such services by operational police officers.

The MPS offer a range of OH services to staff. There are no national agreements on such issues for local government. The GLA have been asked for details of any scheme(s).

• Travel, mileage and other allowances

There is a whole range of allowances which staff may be offered or claim for legitimate business purposes. This could include additional payments above basic pay because of skills shortages, payment for use of own car etc.

The MPS and national local government agreements cover car usage and reimbursement of reasonable expenses. The GLA have been asked for details of their scheme(s).

• Staff suggestion scheme with financial rewards for innovation

The MPA could operate a staff suggestion scheme with financial rewards for ideas which provide real monetary savings or efficiency gains through, for example, more streamlined procedures.

The MPS have a staff suggestion scheme. There are no national agreements for local government on such schemes. The GLA have been asked for details of their scheme(s).

• Employee relations

Every member of staff has a legal right to belong to a trade union. For the Authority, it makes sense to encourage formal consultative arrangements with one or more trade unions to discuss matters of organisation, procedures or change.

The MPS and local government have formal consultative machinery. The GLA have been asked for details of their arrangements.

• Employee recognition schemes for outstanding work

The MPA could provide a variety of recognition schemes where there has been an exceptional response to a single issue or incident, or series of issues or incidents, or good work over a period of time or good attendance for 12 months or more. This could take the form of a simple one-to-one chat with an MPA Member, the Clerk or Treasurer, or a more formal presentation of a certificate or similar memento.

The MPS have a number of recognition schemes recognising, amongst other things, long and meritorious service, good attendance or good work. There are no national agreements for local government on such schemes. The GLA have been asked for details of their scheme(s).

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