MPS Human Resources priorities and objectives 2002/03

Report: 11
Date: 02 May 2002
By: Commissioner

Summary

This report is presented to update Members of the Human Resources Committee on the planning process within the MPS Human Resources Directorate to support the corporate operational priorities and objectives as set out in the Policing and Performance Plan for 2002/03.

A. Recommendations

Members are asked to note the Human Resources objectives and the underlying action plans that will support the corporate operational priorities and specific objectives of the Policing and Performance Plan for 2002/03, since the report presented to the Human Resources Committee on 7 March 2002

B. Supporting information

1. The recently published corporate Policing and Performance Plan sets out the four corporate MPS priorities for 2002/03, the supporting operational objectives, significant enabling objectives for support functions including HR and a corporate human resources plan.

2. Appendix 1 (see Supporting material) sets out an expanded range of HR objectives including enabling objectives and development of 'business as usual' objectives. The tables describe the actions, targets, measurements and person responsible for delivering each objective.

3. Appendix 2 provides a financial statement showing the budgetary provision for the HR Directorate for 2002/03, broken down into the operating costs and budgeted workforce targets for each of the functional directorates, and Servicewide budgets.

Main issues

4. As previously reported, the ongoing priorities for HR remain:

• delivery of the stated enabling objectives
• training and development initiatives to support operational objectives
• the recruitment 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.

5. In addition, significant milestones will be reached in the delivery of two major projects, the new computerised information system (MetHR) and the competency framework. Both are expected to bring significant improvements to HR management and staff development for the MPS.

6. At this time, the full HR implications of some major initiatives remain unclear; for example, those arising from the Police Reform agenda, the Transport Operational Command Unit and from the creation of community support officers. Therefore, priorities might need to be re-evaluated to meet changing operational imperatives.

Human Resource plans

7. The government's paper 'Criminal Justice: The Way Forward' makes specific reference to the need for police authorities to enhance their professionalism and capabilities particularly on HR matters. In response, the Association of Police Authorities (APA) has developed a common structure for police forces' human resources plans and a framework for oversight of the plans by police authorities. The APA has proposed that these arrangements be piloted during 2002/03 for introduction nationally for the 2003/04 year.

8. There is work to be done on a number of fronts to fully satisfy the requirements of the framework in the MPS and MPA. It is intended that this be taken forward jointly. A separate report will be submitted to a future meeting of the Human Resources Committee

C. Financial implications

There are no financial implications arising directly from this report. However, significant costs will be incurred in executing the planned priorities and objectives, which will be contained within the budgets allocated to the Human Resources Directorate for 2002/03.

D. Background papers

• Report 8 to HRC 10 January 2002
• Policing and Performance Plan 2002/03 (on MPS website)
• Report 9 to HRC 7 March 2002

E. Contact details

Report author: Chris Haselden, MPS

For information contact:

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

Appendix 2: HR directorate financial statement 2002-03

Initial budget allocation, budgeted workforce targets (BWTs) and Servicewide budgets 2002-03

Allocations - HR directorate initial allocation (£31.723m)

Items included within categories (not full listing)

• Police basic pay
• Housing/rent allowance
• Tax-free travel allowance
• Police overtime
• Plain clothes allowance
• Civil staff pay
• Civil staff overtime
• Civil staff location allowance
• Shift allowance
• On-call allowance
• Deputising allowance
• External training
• Fuel supply
• Vehicle hire
• Travel expenses
• Subsistence allowance
• Office equipment
• Office supplies
• Furniture
• Publications
• External consultants
• Postage & carriage
• Mobile telephones

Initial budgeted workforce targets

The initial budgeted workforce targets for 2002/03 are:

Servicewide budgets 2002-03 (£17.214m)

* see paragraph 6 below

Also included in the Servicewide budget is the pay and pensions contract and an allocation for the transport of recruits from Mill Hill to Peel Centre: -

Overview

1. The total budget allocation to HR Directorate for 2002-03 is £73.505m.

This comprises:

HR directorate pay and running costs allocation

2. In comparison with the previous year, the budget for HR Directorate pay and running costs has increased slightly in 2002-03. The allocation provides additional funding to recognise pay inflation and the extra cost of allowances. It also takes into account the transfer of functions from HR to other parts of the MPS as a result of the HR Review and the savings required from the Directorate as part of the corporate civil staff reductions in 2002-03.

3. As its contribution to the corporate civil staff savings, the HR Directorate will operate in 2002-03 with a civil staff pay budget reduced by £925k; this represents the Directorate's share of the £10m reduction across the MPS.

4. In terms of budgeted workforce target, the allocation so far would provide for approximately 376 police officers and 542 civil staff. On the police side, this figure takes no account of the significant growth in police officer trainers at Peel Centre in 2001-02, which will continue into the new financial year. Discussions continue with Resources Directorate to provide additional funding to increase the police officer numbers and as such, the above budget figures and BWT represent an initial allocation only.

Servicewide budgets' allocation

5. Excluding the ring-fenced pay and pensions' contracts and the additional funding for transporting recruits from residential accommodation away from Hendon, the allocation for 2002-03 represents a reduction of £1.554m from the previous year's original allocation. The reduced bottom line included a reduction of £500k from the police recruitment budget and £200k from the Servicewide premature retirement budgets; these were part of the corporate savings requirements for 2002-03. In addition, the allocation also took into account the transfer of funds from HR Servicewide budget to the Deputy Commissioner's Command reflecting the move of the non-recruitment elements of the Positive Action Team to that business group.

6. The allocations from this budget have been set taking into account spend in 2001-02 and applying reductions where appropriate. As was the case in the previous year, funds from the Servicewide budget (just over £1m) have been reserved to offset the under-funding in the Directorate's pay and running costs allocation. Should the outcome of the discussions outlined in 4 above provide the full funding to cover the existing deficit in allocation then the £1m reserve will be given up to assist with corporate savings as was the case in 2001-02.

Holding branch budgets

7. These budgets include the pay costs of recruits and secondees and some staff association representatives. The overall allocations have been increased over 2001-02 levels to reflect pay inflation, housing allowance, tax implications of free rail travel and the increased number of recruits at Training School.

Monitoring of spend and forecast

8. A new system of budget monitoring will be operating in 2002-03. The HR Board will be supplied on a monthly basis with spend and forecast data per cost centre in MPS budget book style. This will enable more accurate comparison with corporately produced financial data. The financial information will highlight any monthly spend or forecast in excess of 5% or £10k variation from the previous month. Budget controllers (nominated line managers) will report through their Finance and Resource Manager the reasons for the variation and their proposed action to bring the budget line back within tolerance levels.

9. In addition, the HR Board will be supplied with in-depth financial information about particular budgets, such as police and civil staff overtime, mobile phones/pagers and vehicle hire, to ensure that the Directorate is operating within the corporate constraints on spending in 2002-03.

Efficiency gains in 2002-03

10. As well as achieving its share of the corporate savings, the HR Directorate will be looking to make its own efficiency savings in 2002-03. There are a number of specific efficiency objectives contained in Appendix 1. Additionally each Director will identify savings or other efficiencies from within their areas of responsibility.

Send an e-mail linking to this page

Feedback