Deployment of police officers

Report: 7
Date: 10 January 2002
By: Commissioner

Summary

In response to a specific request from the MPA HR committee chair, this paper outlines the deployment of police officers against the Budgeted Workforce Target (BWT) and provides information on the MPS policy for secondments. The paper also describes the Home Office Task Force taking forward 'Diary of a Police Officer'.

A. Recommendations

That the contents of this report be noted.

B. Supporting information

Police postings policy

1. Police officers are currently deployed to posts through both central and local mechanisms. Specialist posts are advertised internally with unit heads arranging selection processes and interviews. The Metropolitan Police Postings Policy covers postings to non-advertised posts. It states, "The career of an officer should be determined by the needs of the MPS and those who work and live in London, although the abilities and career preferences of the individual must always be considered." A copy of the policy is attached at Appendix 1.

2. A monthly posting panel, managed by the Workforce Deployment Unit (WDU), identifies suitable postings for uniformed and detective officers on level transfer and promotion, in the ranks of constable and sergeant. The panel aims to balance numbers across all boroughs to ensure that none suffers undue shortages in comparison with others.

3. Transfer requests from inspectors, chief inspectors and superintendents (for non-advertised posts) are dealt with by the WDU on an individual basis, in conjunction with the OCU commander/head of department of the Borough/department where the vacancy exists.

4. Police probationers are posted to Boroughs taking full account of the percentage of the local police constable strength that is already made up of probationers in order to ensure a balance of skills, experience and training commitment.

5. Following feedback from recruits at training school, identification of initial postings has now been brought forward and therefore recruits are able to identify accommodation needs more quickly.

6. Once officers are posted to a Borough or unit the senior management team at that location will decide on the local deployment. This will be dependent on a number of factors, which include crime hot spots; calls from the public; critical incidents; pre-planned events.

7. The overall organisational BWT is currently set by the MPA and Borough OCUs and MPS units are allocated a local BWT, which must be managed. Currently there is no discretion to vary the police numbers.

Vacancy Management Group

8. A Vacancy Management Group (VMG) has been set up to ensure a structured corporate approach to the management of police vacancies across the whole of the MPS and will mainly deal with posts that have been advertised in Police Notices.

9. The first meeting of the VMG took place on 10 December 2001. Chaired by the Director Human Resources, the Group will include representatives from all the business groups

10. Based on the information provided by the Workforce Planning Unit, VMG will agree the vacancy levels to be set and decide on any temporary exceptions, for example Special Branch and Anti Terrorist Branch currently.

11. The group will then instruct the WDU to manage the process. The WDU will ensure that the levels agreed by the VMG are maintained by ensuring that there were no transfers into non-borough units without their approval. The WDU will consider the vacancy levels in order to decide whether to agree to transfers proceeding or delay them until the agreed vacancy level is reached.

Secondments policy

12. Secondment is the temporary transfer of a member of staff, police or civil, between the MPS and another organisation, for a specific purpose. The secondment policy, which is attached at Appendix 2, ensures that the MPS and individuals being seconded derive maximum benefit from the secondment.

13. Only secondments, which represent good value for money in achieving the desired objective, are considered. Any legitimate organisation in the public or private sector may be considered as a potential host, provided that it is appropriate for the secondment and there is a potential benefit for the MPS.

14. Secondments are restricted to individuals who can demonstrate a specific and appropriate development need and an ability to profit from the secondment. Subsequent secondments will only be considered in exceptional circumstances.

15. A list of the organisations with which the MPS has current secondment arrangements is attached at Appendix 3 (see Supporting material).

17. Generally, the MPS is reimbursed for the wages and allowances incurred by officers whilst on secondment. A transfer of salary or a financial charge is made on the other organisation. The charge made on other forces includes an administrative overhead charge and VAT (on UK forces). The inclusion of an administrative overhead charge in respect of secondments to national policing organisations such as the National Criminal Intelligence Service and National Crime Squad is the subject of current discussions. There are some exceptions to reimbursement and these are shaded on the list of secondment organisations in Appendix 3 (see Supporting material). These exceptions are, generally speaking, to charities and local partnership initiatives.

18. The total time that a member of staff may be on secondment during their career with the MPS is normally three years, extendable to five years by mutual agreement. Exceptions to this are secondments to NCS, which are for five years, extendable in individual cases to eight years and secondments to Partnership organisations, which are usually for a period of one or two years. In considering all extension requests, the needs of the MPS are paramount.

19. The existing secondments policy is currently being revised to take account of the following issues:

• changes in the environment and MPS policy since publication of the original policy
• increased ability to fully reclaim salary, overhead costs or financial charge through improved centralisation of secondment management - Internal Audit Report
• the requirement to validate secondments in terms of MPS mission, vision & values - Internal Audit Report
• consolidation of partnership secondments
• establishment and provision of guidelines to Boroughs for best practice in managing local attachments
• requirement to increase support provided to seconded officers – HMIC report

20. Under the new policy, all requests to set up new organisational secondments will be submitted to the secondments unit for approval. They will be fully evaluated to ensure they fulfil the MPS corporate Mission, Vision and Value statements and are relevant in relation to current MPS objectives and strategies. Evaluation and benefits to the MPS from previous secondments to the organisation will also be taken into account.

21. All secondments must be authorised by the Assistant Commissioner Human Resources. This authority is delegated to the head of the secondments unit. Local personnel units or senior management cannot authorise secondments as this may cause financial loss to the MPS or create inequalities in the selection processes.

22. All staff will be issued with a "Statement of Expectation" before they begin their secondment. This will either be written by the host organisation (for example NCS) and ratified by the Secondments Unit or written by the Secondments Unit in consultation with the host organisation (for example a partnership secondment). This outlines a number of considerations including the officers return date to the MPS and financial arrangements for reimbursement. The document will clearly state the terms and conditions for payment of MPS overheads and administration charges.

23. Whilst on secondment officers are entitled to attend twice yearly update seminars and any training courses provided by the MPS. Attendance is at the discretion of the officers line manager and host organisation.

New initiatives

The Home Secretary has established an independent task force to develop a strategy for implementing the key recommendations from a report entitled 'Diary of a Police Officer'. The terms of reference of the task force are shown in Appendix 4. The MPS expects to contribute to the work of the Task Force but will await its findings before taking any action itself.

C. Financial implications

The income generated from secondments of MPS officers to other police forces and government agencies is taken into account when preparing budgets.

D. Background papers

None.

E. Contact details

Report author: Robert Dellegrotti, Human Resources Directorate, MPS.

For information contact:

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

Appendix 1: Special notice 9 - 01 of May 2001 - Annex A
Appendix 2: Notices - 8 July 1998
Appendix 3: An organisations list with which the MPS has current secondment arrangements
Appendix 4: Diary of a Police Officer

Appendix 1: Special notice 9

01 of May 2001
Annex A

Posting and transfer process

1 The posting panel

1.1 The process begins with the consolidation by P3 of workforce forecast information, provided by all personnel managers on the last working day of each month. It is vital therefore, those personnel managers provide accurate and timely management information; failure to do so may result in boroughs/units being disadvantaged.

1.2 Other than in exceptional circumstances, the panel will consist of:

• Borough/OCU commander, or deputy;
• personnel managers representing Territorial Policing, Specialist Operations and, where appropriate, a representative from other business groups;
• a representative from the WDU in Personnel Department; and
• Police Federation representative

1.3 The panel will identify suitable postings for uniformed and detective officers on level transfer and promotion, in the ranks of constable and sergeant. Information will be circulated in advance identifying the priorities for filling vacancies, to inform managers and help officers to express realistic posting preferences.

1.4 The panel will apply the following principles, as far as possible:

• The operational needs of the MPS in relation to officers and skills will be the primary consideration.
• Each case will be considered individually and travelling distance to work will be taken into account. However, the Commissioner reserves the right to post an officer anywhere in the MPS.
• Exceptional welfare cases will be given priority within the usual posting criteria.
• An officer to be considered for a compulsory transfer is expected to give up to three posting preferences based on the published priorities.
• If an officer who has been identified for a compulsory move fails to give the requested posting preferences, it may be assumed that they are willing to be posted anywhere.
• The preferences of officers required to transfer on a compulsory basis will be considered before those from officers making voluntary applications.
• In the case of voluntary transfers, applicants may be offered an alternative posting or an opportunity to withdraw, if their preferences cannot be met.
• On posting to a borough/OCU, an officer's specific deployment will be a matter for local management.

1.5 A sickness record that falls within the Attendance Management Policy Guidelines will be required for voluntary transfer applications.

1.6 Appraisal reports will not normally be taken into account unless there are concerns about individual performance, but they are provided for the information of the receiving borough.

1.7 Informal agreements for transfers must not be made before consideration by the panel.

1.8 In the case of compulsory transfers, the panel may provide a provisional posting where the officer has an outstanding application for an advertised position.

1.9 The panel will briefly record the reasons for their posting decisions. When postings have been identified for every officer, they may be revisited to ensure that:

• business and operational needs have been addressed; and
• officers have been posted to one of their preferences as far as possible.

1.10 Personnel managers must forward the transfer files to WDU by the published closing date; late files may be held until the next posting panel. Personnel managers will be responsible for ensuring that transfer files have been properly completed. The file must contain:

• two copies of the transfer form, showing up to three posting preferences in accordance with the appropriate priorities memorandum;
• recommendation from the senior management team (SMT) as appropriate, including rationale in the case of compulsory transfers;
• sickness record for three years;
• Attendance Management Selection Criteria Form for voluntary applications;
• most recent annual appraisal report; and
• Equal Opportunities Monitoring Form.

1.11 The following background information must be included on the file, which is open to the individual concerned, for the benefit of the posting panel and the receiving borough:

• significant performance concerns and development plans;
• welfare considerations; any flexible working request;
• poor attendance and remedial action taken;
• outstanding rest days and registered annual leave;
• current applications for advertised posts; and
• outstanding and current substantiated disciplinary matters.

1.12 Within two days of the panel, the results of the process will be passed to personnel managers who will arrange for officers to be promptly informed of their postings.

1.13 All officers will transfer according to the published schedule, usually on the third Monday of the month following the posting panel. In exceptional cases, the transfer date can be varied with the agreement of the OCUs/departments involved.

2 Transfers outside of the posting panel process

2.1 Exceptional cases may be dealt with outside the posting panel. For example:

• particularly sensitive or urgent welfare cases;
• disciplinary matters;
• loss of Service confidence; or
• urgent operational needs.

2.2 Transfer requests from inspectors, chief inspectors and superintendents (for non-advertised posts) should be submitted on a transfer form, to the WDU through line managers. The details will be retained pending the identification of an appropriate vacancy. The Unit will deal with these requests on an individual basis with the OCU commander/head of department of the borough/department where the vacancy exists. (In the case of superintendents, the appropriate business manager will also be consulted).

2.3 Informal agreements for transfers must not be made before consideration by the WDU.

2.4 Police probationers will be posted to boroughs taking full account of the percentage of their constable strength that is already made up of probationers. This is to ensure a balance of experience and training commitment.

3. Equal opportunities monitoring

3.1 Postings may have a significant impact on the careers and private lives of individuals. Therefore, officers will be invited to complete an Equal Opportunities Monitoring Form and management information will be developed to enable fairness to be monitored, for instance showing the number of officers receiving a posting preference, by gender and minority ethnic groups.

Appendix 2: Notices - 8 July 1998

Secondments to and from the Metropolitan Police Metropolitan Police Service

The policy on secondments has been reviewed to ensure that the Metropolitan Police Service (MPS) and individuals are gaining maximum benefits for the entire duration of the secondment. This Notice sets out guidance on the secondment of staff to and from the MPS and explains the procedure for certain secondments to be arranged at local level without reference to Personnel Department.

Definitions of secondment and exchange

Secondment is the temporary transfer of a member of staff, either police or civil, between the MPS and another organisation, in either direction, for a specific purpose.

An exchange occurs when secondments in and out of the MPS and other organisations are undertaken simultaneously.

Central government, overseas or police service secondment

These secondments are usually managed by P8. They are initially agreed for between one to three years and may be extended annually by mutual agreement but will not exceed five years. A transfer of salary or financial charge will be appropriate. Specific examples include secondments to the National Criminal Intelligence Service and the National Crime Squad. These secondments are advertised in Personnel Notices and are arranged by Central Personnel Department.

Personal development secondments

These secondments are aimed specifically at developing an individual in accordance with Service objectives. Any legitimate organisation in the public or private sector may be considered as a potential host or seconder, provided that it is appropriate for the particular secondment. It is essential that the MPS avoids entering into a secondment agreement with any organisation or individual with whom an association is likely to cause embarrassment to the MPS.

• Medium/long term (lasting more than three months)
  These secondments involve either civil staff or police officers and are arranged by P10, examples include secondments to the Prince's Trust and the Raleigh International. Opportunities will be advertised in Personnel Notices.
• Short term (three months or less)
  These secondments will be authorised and arranged locally by operational command unit commanders or heads of branches without reference to Personnel Department. Staff involved will remain the responsibility of their local unit for salary costs and the 'Keep in Touch' scheme. An example of secondments in this category are those to local charitable organisations to enhance the Service's liaison with the local community.

Eligibility of individuals

Secondments are expensive and the temporary loss of key staff for any period can place considerable extra demands on the MPS. It is essential therefore, that only secondments which represent good value for money in achieving the desired objectives should be entertained. Secondments will be restricted to individuals who can demonstrate both a specific and appropriate development need and the necessary ability and application to profit by the experience.

Secondees may come from any background and discipline and can be at any stage of their career. However, the developmental needs of all staff must be considered and a second Secondment will only be considered in exceptional circumstances. Secondment opportunities will be open wherever possible to both police officers and members of the civil staff: Selection will be in accordance with the Service's equal opportunities policy:

Secondees into the Service will be subject to the normal vetting procedures currently in place within the Service. Care should be taken to ensure that secondees do not have access to sensitive material.

All staff are reminded that the Attendance Management Policy and Procedures will apply to all processes involving promotions, selection, transfers, postings, secondments, courses, attachments and extensions of service (see Special Notice 18/98 of 11 June 1998).

The requirements of the MPS will remain paramount and may preclude the pursuance of a particular secondment.

Further information

The Civil Staff Personnel Manual and Police Personnel Manual will soon be updated. For advice or guidance on terms and conditions of service applicable to secondments, or Central Service secondments please contact P8. Advice or guidance on personal development secondments may be obtained from P10.

Appendix 4: Diary of a police officer

A government task force led by Her Majesty's Chief Inspector of Constabulary, Sir David O'Dowd has been established with the following terms of reference:

• To advise the government on, and to co-ordinate, the steps necessary to deliver a significant increase in the capacity of police officers to provide a visible presence in the community, having regard to the recommendations of the relevant studies in this area.
• To focus in particular on:
  • Reducing the bureaucratic burden on officers
  • Streamlining the pressures on police time stemming from the wider criminal justice system
  • Ensuring police time is not consumed on activities which could be or ought to be undertaken by other bodies
  • Making the best use of support staff
  • Ensuring the more consistent exploitation by Forces of IT solutions and adoption of working practices that will cut wasted time.
• In recommending measurements to improve, the Task Force will consider information from a variety of other documents, including:
  • Making the Difference
  • Diary of Two Constables
  • Open All Hours
  • The Auld Report
  • The Way Ahead
  • Streetwise.

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