Human Resources planning and priorities 2002/03

Report: 5
Date: 7 March 2002
By: Commissioner

Summary

This report is presented to update Members of the Human Resources Committee on progress with the planning process within the Human Resources Directorate, in order to support the corporate operational priorities and objectives of the Metropolitan Police Service in the Policing and Performance Plan for 2002/03.

A. Recommendations

1. To note the significant human resources enabling objectives that will support the corporate operational priorities and specific objectives of the Metropolitan Police Service (MPS), as set out in the draft Policing and Performance Plan for 2002/03.
2. To receive a progress report on the development of the HR Directorate Business and Performance Plan for 2002/03, since the paper presented to the Human Resources Committee on 10 January.
3. To comment on the expanded range of human resources enabling objectives in the draft HR Directorate Business and Performance Plan (Appendix 2).

B. Supporting information

Content of the plans

1. The corporate Policing and Performance Plan will set out the four corporate MPS priorities for 2002/03, the supporting operational objectives, significant enabling objectives for support functions including HR, a staffing plan, and mandatory Best Value Performance Indicators.

2. The HR Directorate Business and Performance Plan will set out an expanded range of enabling objectives, together with actions, targets and performance indicators for the coming year. This plan will also contain developmental objectives for improvement, provide a financial evaluation, and identify areas for potential efficiency savings.

Outline of progress

3. The four corporate MPS priorities and operational objectives for 2002/03 are set out in Appendix 1, together with the significant enabling objectives for the HR Directorate that have been identified to support them. The Finance Planning and Best Value Committee will consider these objectives on 21 February and the draft Policing and Performance Plan will be presented to the full Authority on 28 February.

4. The detailed HR Directorate Business and Performance Plan is currently under preparation to complement the Policing and Performance Plan for 2002/03. At this stage, an expanded range of enabling objectives is being developed, attached in draft form at Appendix 2. Further work will identify the corresponding actions required to achieve them and allocate responsibility for delivery to the appropriate directorate heads. The final step will be the financial evaluation and identification of potential efficiency savings.

5. The development of the plan is a continuing process. Proposed performance indicators and targets will be agreed by the Clerk in consultation with Members of the Human Resources Committee. The final plan will be submitted to the Human Resources Committee when complete and progress updates provided as required.

Main issues

6. Significant milestones will be reached in the coming year for the delivery of two major projects, the competency framework and the new computerised information system (MetHR), both of which are expected to bring major improvements to HR management and staff development for the MPS. Other ongoing priorities for HR include:

• the recruiting programme to substantially increase police numbers,
• improving the retention of police and civil staff,
• improving the proportions and progression of female and minority ethnic staff,
• completing the Community and Race Relations training programme,
• reducing sickness levels and ill health retirements,
• training and development initiatives to support operational objectives.

7. In addition, it may be some time before the full HR implications of some major initiatives become clear, for example the Police Reform Agenda, Transport Operational Command Unit (OCU), if approved, and the ‘police auxiliaries’. (Note: The tern 'police auxiliaries' is used to encompass comunity, transport and security roles until final titles have been agreed.) Therefore, plans must be flexible enough to enable the HR function to re-evaluate its priorities and change direction to meet operational imperatives, if necessary.

Budget

8. The process of budgetary allocation following the announcement of the financial provision for the MPS is expected to be completed in mid-March. Meanwhile, the planning process proceeds on the basis of informed estimates, but key aspects cannot be finalised without this information, e.g. recruitment targets.

Staffing plan

9. An updated staffing plan (extract from the draft Policing and Performance Plan), which includes major training and development initiatives, is attached at Appendix 3. This plan must necessarily be provisional at this stage, because it is subject to final budget setting and decisions about the extent of HR requirements for the Transport OCU and ‘police auxiliaries’.

C. Financial implications

10. There are no financial implications arising directly from this report. However, significant costs will be incurred in executing the planned priorities and objectives, which must be contained within the budgets to be allocated for the next financial year.

D. Background papers

• Report 8 to HRC,10 January 2002

E. Contact details

Report author: Colin Hambleton, MPS 020 7230 7573

For information contact:

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

Appendix 1: Extract from the draft policing and performance plan for 2002/03 - operational priorities and objectives

Priority: To increase the security of the capital against terrorism

Objective 1

To prevent and disrupt terrorist activity

Measure

Number of terrorist attacks

MPS lead

ACSO DAC Wilding

Key activities in support of the objective:

Specialist Operations will:

• Enhance the collection of information to assist in counter terrorism
• In conjunction with the Directorate of Public Affairs Specialist Operations will provide appropriate and timely briefing and informative material to police and public
• Review the use of teamwork within Diplomatic Protection Group to provide a more efficient response to the increase in fixed posts at US Embassy and residence, and Downing Street

Significant enabling objectives from other units include:

• Property Services will provide computer aided modelling analysis to agreed timetable
• Human Resources Directorate will enhance operational reactiveness of staff deployment processes to meet security needs.
• Human Resources Directorate will establish the role of ‘auxiliaries’ for security and counter-terrorism.

Objective 2

To achieve an effective response to suspected and actual terrorist incidents.

Measure

The number of scenes managed to a very good standard.

Target

To manage the scene of a suspected or actual terrorist incident to a very good standard in 80% of cases

MPS lead

ACSO DAC Fry

Key activities in support of the objective:

Specialist Operations will:

• Improve the care of victims and families following suspected or actual terrorist incidents
• Reassure the public following suspected or actual terrorist incidents

Significant enabling objectives from other units include:

• HR Directorate will ensure the optimum availability of police and civil staff engaged on security activities through recruitment to target.

Priority: To create safer communities for Londoners

Objective 4

To stem the rise in violent armed criminality

Measure

The number of gun related violent crime offences

Target

To stem the increase in gun related violent crime to 10%

MPS lead

ACSO DAC Griffiths

Key activities in support of the objective:

Specialist Operations will:

• Disrupt those identified as 'persons who pose a real and imminent threat to the life of another' where the resolution of that threat is beyond the capacity or capability of Territorial Policing, through effective tasking of the Murder Suppression Team (MST).
• Improve the quality of Prosecution Files submitted in cases of Violent Armed Criminality, leading to an increase in convictions and consequent stemming of the rise in its incidence.
• Implement the Forensic Services' TRIDENT strategy.
• Raise awareness of the SO7 Crime Reduction Strategies with communities and commercial sector in relation to firearms related crime
• Each BOCU SMT to receive one visit per year from an SO19 management team tasked to present the SO19 options for dealing with armed criminality.
• Increase specialist support to Boroughs through identification, disruption and arrest of criminals engaged in firearm related crime identified by the SO7 intelligence process

Significant enabling objectives from other units include:

• Performance Review & Standards Directorate will develop a strategy to modernise Criminal Justice which will increase the number of offenders brought to justice
• Directorate of Resources (Procurement) will review in consultation with DAC Griffiths current contract regarding the provision and any essential new requirements to support the delivery of the objective

Objective 5

To reduce the fear of crime

Measure

Public fear of crime (a great deal or fair amount, as recorded in the Public Attitude Survey)

Target

To reduce the fear of crime by a further 1% to 35%

MPS lead

ACTP DAC Griffiths

Key activities in support of the objective:

• BOCUs will focus attention on hotspots, agreed with their crime and disorder partners, as these will be the location or issues around which local fear of crime will be greatest. Beginning with pilots on three boroughs, there will be a focus on the development of reassurance strategies, based on visible symbols of control in hotspot locations.
• A transport OCU will be established in partnership with Transport for London (TfL), with an emphasis on tackling the fear of crime amongst the travelling public, through visible symbols of control.

Significant enabling objectives from other units including:

• DCC4 Diversity Directorate will promote awareness within communities of success in combating hate crime
• DCC3 (the Directorate of Public Affairs) will promote the MPS success in tackling crime
• HR Directorate will seek to publicise the arrival of new probationers to Boroughs upon leaving Hendon to demonstrate commitment to increasing the numbers of police at Boroughs
• Specialist Operations will contribute the Forensic Services external communications strategy to deterrence and reassurance.

Objective 6

To increase the public’s satisfaction with visible police presence

Measure

Public satisfaction levels (satisfied or very satisfied as recorded in the Public Attitude Survey)

Target

To achieve a satisfaction rating of 20% for foot patrols, up from 15% this year, and 35% for mobile patrols, up from 33% this year, (as recorded in the Public Attitude Survey)

MPS lead

ACTP DAC Godwin

Key activities in support of the objective:

• Directorate of Resources will increase availability of marked fleet, providing enhanced police presence.
• Directorate of Human Resources will establish the role of ‘auxiliaries’ for community policing. Subject to the necessary authorities, the new staff role of ‘auxiliaries’ to support patrolling and other community based policing activities, providing additional visible presence
• Directorate of Resources are refitting buses to operate as mobile police station

Significant enabling objectives from other units include:

• SO3 to evaluate corporate clothing for forensic science staff
• Performance Review & Standards will reduce the total number of officer man-days spent on suspension 2002/3 in relation to 2001/2

Priority: To improve the police response to vulnerable victims

Objective 7

To improve child protection procedures following recommendations form HMI and Ministerial inquiries

Measure

Implementation of action plan

Target

To implement the action plan following the outcome of the Climbie enquiry

MPS lead

ACSO DAC Howlett

Key activities to support the objectives:

• Specialist Operations will implement a Child Abuse Prevention Strategy with internal/external partners enhance the knowledge and awareness of all Territorial Policing staff regarding service child protection procedures
• Specialist Operations to work in partnership with Property Services Department and Department of Information to achieve Phase 1&2 of the Headquarters Building strategy and the minimum standards for Child Protection Team Offices
• Territorial Policing will be training constables, sergeants and Inspectors in Child Protection issues as highlighted by the Climbie Enquiry. Training will cover initial response to incidents and Child Protection procedures to be followed if situation warrants.

Significant enabling objectives from other units include:

• Human Resources Directorate will improve the development of skills of all relevant staff for dealing with all types of vulnerable victims, through the delivery of effective training courses in line with customer needs.
• Human Resources Directorate will review and where necessary adjust HR activities and systems to meet the needs of staff dealing with vulnerable victims.

Objective 8

To improve victim satisfaction with investigation of racist incidents and racist crimes

Measure

Racist crime Judicial disposal rate

Target

17%, up from 14% so far this year

MPS lead

Deputy Commissioner

Key activities in support of the objective:

DCC4 in support of this objective will:

• Review and develop Family Liaison policy and training by June 2002, and
• Develop a pan-London database of agencies offering support to hate crime victims by October 2002.

Significant enabling objectives from other units include:

• Property Service Department will provide crime scene reconstruction services for individual project plans, witness appeal boards and maintain a network of linguists via CAD; and
• PRS6 (Consultancy Group) will provide advice and support to the Racially Motivated Crime Programme Board.

Objective 9

To improve the investigation of homophobic crimes

Measure

The homophobic crime judicial disposal rate

Target

To increase the Judicial Disposal rate to 15% from a current performance level of 14.6%.

MPS lead

Deputy Commissioner

Key activities to support the objectives:

• Specialist Operations will investigate those murders categorised as homophobic crimes to the satisfaction of the victims extended family unit
• Department of Public Affairs will develop third party reporting
• Directorate of Policy, Review & Standards will Develop policy to improve the treatment of witnesses and victims

Significant enabling objectives from other units include:

• As part of the BOCU bespoke target setting process, some boroughs are setting themselves more challenging targets than that proposed corporately.

Objective 10

To improve the investigation of domestic violence

Measure

Domestic violence judicial disposal rate

Target

To increase the judicial disposal rate to 15%, from 14% this year.

MPS lead

Deputy Commissioner

Key activities to support the objectives:

The Diversity Directorate will:

• Provide direction and support to CSUs to ensure efficient and effective investigation, and
• Utilise intelligence-led methods to prevent and detect hate crime.

Significant enabling objectives from other units include:

• DCC3 (the Directorate of Public Affairs) will conduct focussed and timely publicity campaigns to combat domestic violence, and
• PRS will develop policy around the Victim Support Scheme by 30th October 2002.

Objective 11

To improve victim care and investigations in cases of rape

Measure

Judicial Disposal rate for rape cases

Target

To achieve a Judicial Disposal rate for rape cases of 25%, as compared to a rate of 20.6% so far this year.

MPS lead

ACTP

Key activities to support the objectives:

• Specialist Operations will increase forensic intervention in rape investigation
• Policy, Review and Standards Directorate will provide advice and support to the Sex Offenders and Sex Offences Strategy.

Significant enabling objectives from other units include

• Policy Review and Standards Directorate will provide advice and support to the Sex Offenders and Sex Offences Strategy and develop policy around communication with the Victim Support Scheme

Priority: To tackle youth offending

Objective 12

To improve the diversion of youth away from crime through enhanced multi-agency activity

Measure

Known youth offending per 1,000 population. Number of offences with child victims (under 17)

Target

Reduction targets will be set once baselines have been established

MPS lead

Commander Roberts PRS

Key activities to support the objectives:

Policy Review and Standards Directorate will:

• Develop with Youth Justice Board information sharing rules
• Benchmark London Youth Offender Teams (YOTs) performance
• Develop with Government Office for London (GOL), crime prevention toolkits for boroughs
• Set up multi-agency schemes to divert potential active criminals of the future away from criminality
• Enable operational units to improve their performance in establishing multi-agency schemes.

Significant enabling objectives from other units include:

• Human Resources Directorate will actively encourage its staff to participate as volunteers in youth offending diversion schemes.

Objective 13

To reduce re-offending by Persistent Young Offenders (PYO)

Measure

(a) Persistent young offenders reoffending rate.

(b) Percentage of PYOs dealt with from arrest to charges in two days.

(c) Percentage in PYOs dealt with from charge to first court listing in seven days.

(d) Percentage of PYOs dealt with from charge to sentence in 71 days.

Target

(a) Awaits baselining

(b) A 70% target is retained with current year performance at 66.3%.

(c) A 70% target is retained with current year performance at 66.3%.

(d) Awaits baselining

MPS lead

Commander Roberts

Key activities to support the objectives:

Territorial Policing will:

• target minimum of ten prolific offenders to each borough
• Deploy PYO Task Force to poorly performing boroughs
• Implement MPS Desistance Model

Significant enabling objectives from other units include:

• Directorate of Public Affairs will develop a focused publicity campaign targeted at ‘youth’ publications to deter youngsters from crime and/or becoming the victims of crime and produce a focussed and timed publicity campaign - A lot like you - to combat youth hate crime
• Policy, Review and Standards Directorate will develop a policy on early multiple interventions in youth offending and on a corporate framework for bail applications in youth street crime cases
• Policy, Review and Standards Directorate will provide support and assistance in the formation and running of the MPS Volunteer Cadet Corps with a focus on young offenders and including the organisation of the annual parade and competition at Hendon

Appendix 2: Extract from the draft HR Directorate business and performance plan for 2002/03 - enabling objectives

Draft 25 February 2002
Please note that these enabling objectives are in draft form and are still under development.

Priority 1: To increase the security of the capital against terrorism

1. Objective - Enhance operational responsiveness of staff deployment processes to meet security needs

To review and improve as necessary the processes used to determine staffing needs and the deployment of staff to meet those needs, to ensure these activities are responsive and sensitive to changes in operational requirements and priorities.

2. Objective - Establish the role of ‘auxiliaries’ for security and counter-terrorism

To establish, recruit, and train, subject to the necessary authorities, the new staff role of ‘auxiliaries’ to support security and counter-terrorism.
NB. This enabling objective also supports Priority 2, Creating Safer Communities for Londoners

3. Objective - Ensure optimum availability of staff for security activities

To ensure the optimum availability of police and civil staff engaged on security activities through achieving appropriate recruitment targets.

4. Objective - Achieve planned budgeted workforce targets

To achieve and maintain budgeted workforce targets (BWT) for police officers, civil staff, ‘auxiliaries’ traffic wardens, and special constables.

5. Objective - Enhance the skills base for intelligence led policing

To enhance the skills base and availability of key staff to support intelligence led policing.

6. Objective - Ensure security of HR’s buildings / sites

To ensure effective security of buildings and sites occupied by the HR Directorate and its agents and raise awareness of security amongst staff.

Priority 2: To create safer communities for Londoners

7. Objective - Publicise postings of new probationers

To seek to publicise the arrival of new probationers to Boroughs upon leaving Hendon to demonstrate commitment to increasing the numbers of police at Boroughs

8. Objective - Increase the visible presence of police on the streets of the Capital

To optimise the deployment of police on the streets of the Capital by supplementing their presence with ‘auxiliaries’ and traffic wardens, and maintaining civil staff strength in key operational support roles.

9. Objective - Securing skilled officers to tackle armed criminality

To undertake targeted recruitment of experienced officers with the knowledge and skills necessary to tackle armed criminality

10. Objective - Enhance the skills base for intelligence led policing

To enhance the skills base and availability of key staff to support intelligence led policing.

11. Objective - Make progress towards achieving a workforce that proportionately reflects the diversity of the population of London

To take measures to ensure that we increase the numbers of police and civil staff from minority ethnic groups in the MPS workforce to work towards achieving proportionate parity of all diverse groups in London

12. Objective - Improve the balance of minority ethnic groups within the workforce

To work towards a balance of minority ethnic officers and members of civil staff within the workforce across the rank / grade structure.

13. Objective - Improve the gender balance within the workforce

To work towards a gender balance within specialisms within the workforce across the rank / grade structure.

Priority 3: To improve the police response to vulnerable victims

14. Objective - Relate HR activity and systems to the needs of staff dealing with vulnerable victims

To review and where necessary adjust HR activities and systems to meet the needs of staff dealing with vulnerable victims.

15. Objective - Develop the skills of staff for dealing with vulnerable victims

To improve the development the skills of all relevant staff for dealing with all types of vulnerable victims through the delivery of bespoke training courses in line with customer needs, e.g. family liaison officers, community safety unit staff, duty officers, elements of superintendents’ critical incident training, senior investigating officers.

16. Objective - Facilitate the formation of a central Child Abuse Team

To make preparatory arrangements with Specialist Operations ‘SO’ for the formation of a central child abuse team and facilitate the transfer of officers and staff.

17. Objective - Deliver HR elements of Protect & Respect

To deliver the HR elements of Protect & Respect and other corporate diversity strategies and to support the organisation in delivering all aspects of these strategies.

18. Objective - Deliver Community Race Relations (CRR) training to all police and front line civil staff

To complete the delivery of Community and Race Relations training to all police and front line civil staff.

19. Objective - Review existing training for Diversity best practice

To review existing training courses to ensure that they incorporate Diversity best practice.

20. Objective - Deliver specific training for child protection procedures

To include in existing training and set up new training, if appropriate, to address the specific requirements of the child protection procedures, both in specialist teams and for all officers.

Priority 4: To tackle youth offending

21. Objective - Encourage participation in youth offending diversion schemes

To actively encourage HR Directorate staff to participate as volunteers in local youth offending diversion schemes by recognising such activity in personal development, leadership skills, etc.

22. Objective - Identify and respond to specific HR needs of those operating in youth justice and prevention activity

To review and improve as necessary the particular HR needs of staff operating in the youth offending arena including Youth Offending Teams e.g. posting/deployment, welfare, health and safety, communication.

23. Objective - Enhance the skills of staff operating in youth justice and prevention activity

To improve the development of the skills of staff operating in youth justice, prevention, and diversion activities, by means of bespoke training courses in line with customer needs.

24. Objective - Engage community groups preparing young people for work and include youth elements in the recruitment and marketing plan

To engage staff and community groups involved in tackling youth offending to explore the scope for diverting youth from potential criminality and into policing activities, e.g. MSC, ‘auxiliaries,’ volunteer Cadet Corps, and work experience. Include youth elements in civil staff and police recruitment and marketing plans to encourage young people to apply for employment with the MPS.

Overarching enabling objectives contributing to all priorities

25. Objective - Review and update the People Strategy

Review the People Strategy in line with the Corporate Plan, “The Safest City” for 20002 - 07.

26. Objective - Review the Borough / OCU HR function

To review the Borough / OCU HR function to ensure that it meets corporate and local needs. To implement changes where appropriate.

27. Objective - Improve the retention of police and civil staff

To introduce a retention strategy that establishes a comprehensive range of short and long-term retention initiatives to minimise the loss of skilled police officers and civil staff.

28. Objective - Implement initiatives to support the Retention Strategy

To implement and promote a range of specific initiatives in support of the Retention Strategy.

29. Objective - Improve the retention of police and civil staff within minority ethnic groups

To develop a Diversity Retention Strategy and implement measures to retain police and civil staff within minority groups.

30. Objective - Review and update all HR policies

To review and revise all HR policy to ensure that it is ‘enabling’ whilst complying with the legal and corporate framework, including disability requirements, which will apply to police officers in 2004.

31. Objective - Introduce the Competency Framework to the MPS

To introduce the Competency Framework to the MPS with a view to enhancing the development of the police and civil staff workforce.

32. Objective - To introduce the new MetHR system

To complete the development and roll out the new MetHR system, providing suitable user training and ensuring the availability of an expert support facility.

33. Objective - Deliver flexible training in support of operational objectives

To provide training in support of operational objectives as identified in the MPS Training Plan, whilst ensuring a flexible response to changing demands and customer needs.

34. Objective - Implement the recommendations of the HMIC inspection and review of the MPS Street Duties course

To implement the recommendations of the HMIC inspection and review of the MPS Street Duties course to ensure that probationary officers continue to receive good quality training and development on Borough, following their basic training.

35. Objective - Develop the skills of civil staff

To deliver courses to develop the leadership and managerial skills of civil staff and meet the training needs for key support roles.

36. Objective - Develop a National Centre for Applied Learning Technologies

To develop in partnership with National Police Training, a Centre for Applied Learning Technologies

37. Objective - Provide dedicated training for the Metropolitan Special Constabulary

To deliver dedicated training for the Metropolitan Constabulary (MSC) and design an appropriate development programme.

38. Objective - Reduce the time taken to process police job applications

To reduce the time taken from the receipt of police applications to the offer of employment.

39. Objective - Reduce the time taken to accept recruits into training school

To reduce the time taken for police recruits to join training school from the offer of employment.

40. Objective - Establish a skills library

To create a system for storing and retrieving information about skills within the workforce, so as to be able to locate and forecast the need to enhance the level of particular skills across the organisation.

41. Objective - Develop and improve good employee relations

To develop and improve good employee relations in partnership with trade unions and representative staff associations, including those that represent minority groups, with a view to working towards the priorities of the MPS and meeting the needs of police and civil staff.

42. Objective - Establish the concept of a learning organisation

To establish the concept of a learning organisation within the MPS to encourage the sharing of knowledge through good communications at all levels.

43. Objective - Create a safer working environment for all employees

To improve the safety of the working environment for all employees by introducing a revised Health and Safety Strategy. To deliver training to uniformed and detective operational officers from constable to chief superintendent, as set out in the Health and Safety Strategy.

44. Objective - Implement the recommendations of the Verdi enquiry

To assess the implications, implement the recommendations, and raise the awareness of managers and staff of the issues arising from the Verdi enquiry.

45. Objective - Introduce a new Grievance Procedure

To introduce and promote a new streamlined Grievance Procedure with a view to enhancing the confidence of employees in its application.

46. Objective - Address the HR implications of the Police Reform Bill

To assess the HR implications of the Police Reform Bill, contribute to the consultative process, and to implement legislative requirements in due course

47. Objective - Explore the feasibility of creating a ‘people bank’ to supplement the permanent workforce

To explore the feasibility of creating a ‘people bank’ of retired police and civil staff with specific skills and experience to supplement the permanent workforce and enable priority posts to be filled quickly for specified periods.

48. Objective - Facilitate the proposed merger of the Royal Parks Police with the MPS

To assess and address the HR implications with a view to facilitating the proposed merger of the Royal Parks Police with the MPS.

Appendix 3: Extract from the draft policing and performance plan for 2002/03 - staffing plan

Human resources

The Human Resources Directorate went through a major restructuring in 2001/02 to give it a more operational focus. The aim is for the Directorate to be more proactive in anticipating and responding to the needs of managers and individuals. A new Director of Human Resources has been appointed and a new Recruitment Centre was opened at Hendon in January 2002. The changes will be consolidated in 2002/03 and an evaluation of the new structure carried out.

Staffing plan 2002/03

One of the functions of the Human Resources Directorate is to produce an annual staffing plan. This plan sets out information on how many staff are employed and in what roles. Also included are recruitment targets and major training initiatives in support of MPS objectives.

Planned staffing levels 2002/03

The opening of the new recruitment centre also marked the launch of the MPS 2002 recruitment advertising campaign aimed at encouraging more Londoners and people from the Home Counties to join the service.

Set out below is a broad outline of how staff will be allocated between ‘operational’, ‘operational support’ and ‘organisational support’ functions. Her Majesty’s Inspectorate of Constabulary defines these functions as follows:

‘Operational’: Staff, including covert staff, whose primary role (i.e. over 50% of their time) is directly to deliver the overarching aims of the service (e.g. beat officers).

‘Operational support’: Staff whose primary role is to support the delivery of the overarching aims of the service (e.g. staff employed in Criminal Justice Units).

‘Organisational support’: Staff whose primary role is to service the internal needs of the MPS (e.g. those employed in the personnel function).

By the end of 2002/03 the MPS plans to employ a total of 27,650 police officers and 11,160 members of civil staff. Of these:

• 68.4% of all staff (88.5% of police staff) will be used in operational roles
• 17.6% of all staff (8.7% of police staff) will be used in support of operational roles
• 14% of all staff (2.8% of police staff) will be used in organisational roles.

A more detailed breakdown of these categories is shown below.

Planned numbers of staff 2002/03**

** These figures are provisional as they are subject to final budget setting

Auxiliaries

In addition to the staffing figures set out above, the MPS will also be recruiting auxiliaries. The MPS is committed to the use of auxiliaries as part of the wider police family, in pursuit of the police reform programme. Although the actual numbers are yet to be decided upon, work continues on developing their proposed role, particularly in relation to patrolling and security issues. Auxiliaries will not replace police officers. They will be a resource that that deal with the tasks that take police officers away from London’s streets. They will be a welcome addition to the extended police family and will play a part in ensuring a visible presence on London’s streets.

Special constables

The MPS is committed to increasing the number of Special Constables in London. Their presence will enable the MPS to maintain a visible police presence and met the expanding demand for policing services. Work is being undertaken to provide a dedicated training and development programme for them.

Major staff training and development initiatives

The training capacity of the MPS has been increased to cater for increased number of recruits with the opening of a newly refurbished recruitment and selection centre in Hendon in January 2002. In addition to training specifically tailored probationer training, the following is a summary of training to be carried out in support of policing priorities:

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