Staff survey update

Report: 9
Date: 19 April 2001
By: Commissioner

Summary

The report summarises developments since the last update in December 2000. A number of new focus groups have been held and the results of all focus groups have been forwarded to OCU Commanders for local action. Actions resulting from the survey have been made known to all staff. Some actions have been completed but many are ongoing. Findings of the survey underpin year two of "Mission, Vision and Values".

A. Recommendation

The Committee is asked to note the contents of the paper.

B. Supporting information

1. A report was presented to the Human Resources Committee on 21 December 2000 (report 6 refers), setting out progress on the actions arising from the survey. This report highlights the progress that has taken place since the last update.

2. Additional focus groups have been offered to units that had not previously held a focus group including:

• Diversity Directorate
• Director Of Legal Services
• Training
• Occupational Health
• SO13
• Operational policing support unit (OPSU)

The following have been offered focus groups for grade 10 and above:

• Department of Information
• Property Services Department
• Personnel
• Catering
• DPCS
• Finance and Audit

3. Concerns were raised during the latter part of last year that, although a lot of activity had been generated by the findings of the survey, staff throughout the MPS were not making the link between the two.

4. To ensure staff were aware of the actions being taken in response to the survey findings a special 'Job' supplement was published in mid December 2000. It set out the key activities that were underway throughout the organisation under the following headings:

• Communication
• Career Development
• Equal Opportunities
• Practices and Procedures
• Reward and Recognition
• Managers and Colleagues
• Training and Development
• Resourcing and Conditions

5. The Commissioner reinforced this message in a personal briefing to all OCU Commanders at their monthly meeting in December. This was followed up by a letter from him on 12 December asking them to ensure their staff were aware of the activities taking place and the link with the survey.

6. In addition, it had become apparent that not all OCU Commanders had received the findings of the focus groups held within their unit or borough. These were re-circulated, emphasising that the findings should be turned into local action and that staff should be aware of the results. A number of units and boroughs chose to do this by incorporating their findings within the Business Excellence Model.

7. A number of the key actions are now complete and the following initiatives are underway:

• all Chief Superintendents are to attend a week's leadership training organised by the Industrial Society. This takes place in September 2001;
• a new internal communications strategy was approved by Management Board on 27 February 2001 and the recommendations of that strategy are now being implemented by DPA;
• "Protect and Respect Two" is now complete and will be launched by the Commissioner at a seminar at Queen Elizabeth Conference Centre on 24 April 2001;
• the Bureaucracy Task Force has presented a report to Management Board containing 15 recommendations, which could save the equivalent of 350 work years.

7. The findings of the survey have been used to underpin a paper to develop the MPS as a learning organisation. This vision, developed as result of a Management Board away day, will be used by the Commissioner in the first of a number of personal addresses to staff to be delivered on 9 April 2001 at Central Hall, Westminster.

8. If "Mission, Vision and Values" is to be successful then it is essential that the staff know and understand that their concerns will be listened to and acted upon. Anecdotal evidence confirms that this is happening with a number of staff expressing satisfaction, and some surprise, as to the extent of activity and the speed with which it has taken place.

9. The staff survey was the first of its kind undertaken on a Servicewide basis and a number of lessons have been learnt from the exercise. It is essential that it is run at regular intervals if the MPS is to develop as a learning organisation. A number of recommendations have been forwarded to the Organisation Change Forum suggesting improvements to future surveys. Chief amongst these is that the survey should be incorporated into the Excellence Model Process with the results of local facilitation groups becoming part of the Excellence Model action plan. To ensure action is taken on the survey findings the action plans should form part of the inspection and review process.

C. Financial implications

None.

D. Background papers

• Report to Human Resources Committee – Metropolitan Police staff survey – 21 December 2000

E. Contact details

The author of this report is Chief Superintendent Broadhurst, MPS.

For information contact:

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

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