HR business and performance plan 2003/04 – objective 2

Report: 9
Date: 6 November 2003
By: Commissioner

Summary

This report, produced a part of the rolling agenda plan for the Human Resources Committee, provides a summary of progress on objective 2 of the MPS HR Business and Performance Plan for 2003/04, the aim of which is ‘to develop a professional and effective workforce with the appropriate numbers and skills to deliver the operational priorities of the MPS’. The report also describes the integral link between the business plan and the People Strategy and the monitoring arrangements through the performance management regime.

A. Recommendation

That members note the contents of this report.

B. Supporting information

1. The aim of objective 2 of the Human Resources Business and Performance Plan for 2003/04 is 'To develop a professional and effective workforce with the appropriate numbers and skills to deliver the operational priorities of the MPS'. This objective directly supports the MPS Policing & Performance Plan Priority for Excellence (C): To make best use of our staff and resources (Policing Plan objective number 21).

2. A range of key activities are being undertaken to deliver the objective and a number of measures and targets have been established. These are set out at Appendix 1 together with a brief progress update on each.

People strategy

3. The six strands of the refreshed People Strategy (published at the beginning of 2003) set the direction and overall aims for the HR function over the next two years. The HR Business and Performance Plan 2003/04 identifies the specific actions that will be undertaken this year to ensure that these aims are achieved within that timescale, recognising that some longer-term work will necessarily be carried forward to the following year. A list illustrating how the five strategic objectives of the business plan support the strands of the People Strategy is given at Appendix 2.

Performance management

4. All aspects of the business and performance plan, including all key measures, are reviewed by the HR Board through the monthly ‘scorecard’ reports as part of the established performance management regime. Copies of the reports are routinely provided to Members of the Committee. Separate performance review meetings are held every two months with each of the HR directorates to examine aspects of performance in their respective areas in greater depth.

5. Certain aspects of HR performance are also included in the monthly corporate performance reports examined by the MPS Performance Review Committee, chaired by the Deputy Commissioner, and by the MPA Planning and Performance Review Committee.

C. Equality and diversity implications

1. The main thrust of activity within the Business and Performance Plan to improve the proportional representation of all diverse groups in the MPS workforce is contained within objective 1 ‘To achieve an increased representation of the diverse groups of London within the extended police family of the MPS’.

2. It is fully recognised, however, that there are equality and diversity aspects to all people management activities. Equality and diversity implications are thus being considered for each of the key activities within objective 2 of the Business and Performance Plan, including appropriate monitoring. In this way, all groups of staff will have equal access to the facilities being developed under this Business Plan objective and opportunities for the Service to promote and develop equality are realised.

D. Financial implications

There are no financial implications arising from this report. The continuing work as described will be contained within existing allocated budgets.

E. Background papers

• Policing and Performance Plan 2003/04
• Human Resources Business and Performance Plan 2003/04

F. Contact details

Report author: Chris Haselden, MPS.

For more information contact:

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

Appendix 1

Status Report: HR Business & Performance Plan – Objective 2

HR Objective 2 To develop a professional and effective workforce with the appropriate numbers and skills to deliver the operational priorities of the MPS

Measures and targets for 2003 - 04

Key Activities Progress to 30/9/03

Work towards the full and effective use of police staff to increase the deployment of police officers in operational roles by driving an agreed process of civilianisation. A corporate civilianisation programme covering a three year period has been established, informed by the earlier GLA/MPA sponsored Efficiency and Effectiveness review conducted by Accenture. 850 potential civilianisation posts have been identified. Implementation is being carried out by a project team, which is currently working on corporate guidance and is overseen by a project board, which met for the first occasion in September and is chaired by the Director of Human Resources. The project board is ensuring that the MPS’ work on civilianisation is consistent with the approaches taken to reducing ill health retirements, restricted & recuperative duties, and the implications of the Disability Discrimination Act. Implementation of the programme will be co-ordinated with other related initiatives including Step Change. Her Majesty’s Inspectorate of Constabulary (HMIC) has recently commenced a national thematic inspection into civilianisation, the outcome of which is expected in the spring of 2004 and might impact the MPS programme in due course.

Implement revised National Recruitment Standards to ensure the suitability of police recruits against standards that are common to all police forces. The National Recruitment Standards were implemented in the MPS on 29th September. Twelve lay assessors have been recruited and are participating in the new selection process.

Expand the strength of the workforce to the levels for which the MPS is funded and implement an agreed staffing plan for boroughs for 2003/04. A deployment plan has been agreed by the MPS Management Board to balance the needs of borough and non-borough units. Implementation is reviewed monthly at the HR Star Chamber, chaired by the ACHR, and progress is fully on target in all respects, with the result that the MPS is confident that boroughs will have reached their strength targets by March 2004.

Agree with Territorial Policing a plan to maintain police skills and experience levels at boroughs. Both activities relating to skills management have been taken together. Following a meeting in late September between representatives of HR and Territorial Policing, a paper to the TP Command Team agreed that a working group be established to devise and then manage minimum acceptable levels for skills and experience, including driving and detectives. This will inform the borough 'needs', ensuring an intelligent customer approach. This approach ensures boroughs are able to demonstrate the impact on operational performance if numbers drop below the levels set, and the efforts they have made, in conjunction with HR, to manage those numbers. Similar discussions with other business groups are being held.

In collaboration with other business groups, develop a skills management and deployment policy to maximise the return on training investment, balancing operational requirements with individual developmental needs.

In co-operation with other business groups and the new Crime Academy, design a process to select and train enough detectives to meet operational needs. The Crime Academy (Specialist Crime Directorate) is leading on the training and development of detectives, supported by HR. Terms of reference are being developed for a new group, merging the Investigative Standards Management Group and the Detective Career Working Group. Internal advertising for constable to detective constable selection has been published and external advertising is under discussion. The future inspector to detective inspector selection process is being discussed with DOIT.

Improve the co-operation between the Directorate of Training and Development and other business groups to identify and deliver the training required by police and police staff, concentrating on key skills, e.g. driving, IT, management, and recruit training for police and PCSOs. This will include developing suitable performance indicators and targets. A corporate Training and Development Management Board for police staff is in place to complement the existing training school management boards for police officers and operational aspects. Training boards have been established for all business groups, and six of the eleven training boards have already met. Some performance indicators have been defined for all MPS training units in relation to output, evaluation and student satisfaction, and monitoring starts in October. In addition, the Training Standards Unit are developing further PIs that will support Commander Training and Development in his role of ensuring appropriate quality in all training delivering in the MPS.

Create a Police Staff Development Unit to co-ordinate training and developmental opportunities for police staff, particularly in the areas of management and leadership. The unit was established in April 2003. A corporate multi-media induction package is being developed and a corporate induction steering group established. By November 2003 the unit will have provided induction for approximately 2,000 new police staff. Other training has been focused on key frontline police staff roles and has covered station reception officers and civilian detention roles. A police staff training and development management board was established in September 2003. The first of a programme of police staff training and development knowledge days was held on 2nd October, bringing together training and development managers from across the organisation. Additional training modules, including performance management and interviewing skills, will be delivered by the Management School between October and December 2003. Links with external training providers are under development, including a foundation degree for police staff, which it is anticipated will be available from April/May 2004.

Progressively improve the quality and timeliness of Performance Development Reviews for all staff. Training and support has been provided to 50 OCUs to date. The responsibility upon all managers for the timely completion of staffs’ PDRs has been reaffirmed as an essential requirement of their own performance. Consultation with users is underway in respect of modifications to the police PDR form to make it quicker to complete, in line with police staff PDRs. Early indications are that users prefer the new style form. This will be followed up with a more formal user survey in January 2004, with the final revised PDR form scheduled for launch in the spring.

Develop the application of MetPeople competencies across the range of HR activities, e.g. recruitment, selection and promotion, training and development, threshold and special priority payments. Work is planned to start in January 2004 when HR functions are to be reviewed to ensure that the competencies are properly embedded.

HR Business and Performance Plan 2003/04 Strategic Objectives People Strategy Strands

1. Achieve an increased representation of the diverse groups of London · Workforce Strand· Policy Strand
2. Develop a professional and effective workforce · Workforce Strand· Performance Strand
3. Develop a safe and healthy workforce · Safe and Healthy Strand
4. Develop a dynamic HR function · Workforce Strand· Value Strand
5. Develop an appropriate HR infrastructure · Workforce Strand· Performance Strand· Advice and Support for· Managers Strand· Policy Strand

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