Contents
Report 10 of the 06 May 04 meeting of the Human Resources Committee and provides a summary of the background, findings and action taken to date with regard to the evaluation of the 0–5+ Support & Development Programme carried out by Internal Consultancy Group (ICG).
Warning: This is archived material and may be out of date. The Metropolitan Police Authority has been replaced by the Mayor's Office for Policing and Crime (MOPC).
See the MOPC website for further information.
0–5 Support & Development Programme – costs & effectiveness
Report: 10
Date: 6 May 2004
By: Commissioner
Summary
This report provides a summary of the background, findings and action taken to date with regard to the evaluation of the 0–5+ Support & Development Programme carried out by Internal Consultancy Group (ICG).
A. Recommendation
That members note the update on the 0 - 5 Support and Development Programme, and the findings of Internal Consultancy Group (ICG).
B. Supporting information
1. The 0–5+ Support and Development Programme (0–5) was developed in 1999 and was designed to support the Metropolitan Police Service goal to improve the retention and progression of black and ethnic minority police officers.
2. The primary aim of the 0–5 programme is to support eligible police officers during their formative first five years of service by offering the support mechanism of a trained Development Officer/Mentor.
3. In July 2003 the Development & Organisation Improvement Team (“DOIT”) asked the MPS ICG to undertake an evaluation of the 0–5 programme. The purpose of this evaluation was to:
- Determine the value of the programme as viewed by its participants;
- Identify areas where the 0–5 programme could be improved.
4. ICG made the following recommendations:
| Recommendation | “DOIT” response |
|---|---|
| a). “DOIT” publicise and market the 0–5+ programme more within the MPS, to ensure much greater awareness of the programme. | “DOIT” are developing a more formalised approach to publicising the 0-5 programme which will include intranet articles, leaflets and information to line managers |
| b). “DOIT” reconsider its current practice of selecting all new VEM officers as mentees for the programme. | The 0–5 programme will revert to a voluntary “opt in” scheme with eligible officers being allocated a mentor at recruit training school. The presumption that all eligible officers are on the 0–5 programme has produced a small but significant group of mentees who are not actively engaged in the programme yet who take up administrative and mentor resources. |
| c). Training for Mentors is standardised and takes into consideration the suggestions outlined above. Guidelines should also be provided for future reference. | “DOIT” have produced a specification for the provision of standardised training for mentors. In addition, more robust guidelines will be issued to mentors and mentees. |
| d) Appropriate administrative procedures are put in place to enable Mentors to have regular meetings. By implementing such procedures, the whole structure of the programme would be improved upon. | “DOIT” are investigating the practicality of this recommendation. The key issue being that of abstractions from the workplace. |
| e) Thus, perhaps in addition to the regular meetings suggested above (or in conjunction with) regular networking events are organised. | “DOIT” will hold an event in the summer of 2004/05. This event will be evaluated to assess its success. |
| f). That a more formal structure be set up between co-ordinators and Mentors, such that there is regular communication and monitoring. | A more formalised structure has been identified and will be subject to consultation with key stakeholders. |
| g). That if at all possible, more resources are made available to “DOIT” to enable them to improve the overall effectiveness and efficiency of the 0–5+ programme. | “DOIT” have provided 0.5 of a Band F to administer the 0–5 programme. Previously the administration had been part of a number of responsibilities of a Constable. |
5. It is clear, on the basis of the ICG evaluation, that the 0–5 programme provides an effective method of providing support, in addition to that provided by local managers, to eligible police officers. The evaluation does not consider the efficiency of the 0–5 programme but within the existing resource allocation, both human and financial, the 0–5 can be considered to be an efficient method of supporting 457 officers. However, it is noted that it has not been possible, using earlier workforce data systems such as PIMS, to obtain data on the 0–5+ programmes success in retaining and progressing black and ethnic minority officers. “DOIT” are in the process of developing a system, using MetHR, which will provide this data.
C. Race and equality impact
The 0 – 5 programme provides a support and mentoring programme to almost 500 black and ethnic minority police officers. The 0 – 5 programme provides a clear demonstration of the MPS’s commitment to support ethnic minority officers. Data on the number and ethnicity of mentees currently on the 0 – 5 Support & Development Programme is given at Appendix 1.
D. Financial implications
1. “DOIT” provides 0.1 of a band C to lead on the programme and 0.5 of a band F to administer the 0–5 at a cost of £14.5K per annum.
2. The mentoring and support activity undertaken under the 0–5 programme is designed to occur outside normal working hours. There is therefore limited or no opportunity cost to the MPS of this programme.
3. Training has historically been undertaken by “DOIT”. However, the need to improve upon the level of training provided to prospective mentors will require “DOIT” to consider alternative, possibly external, providers. If the number of mentors is to double this financial year, as will be necessary to keep pace with the number of eligible officers, it is estimated that a budget of £20k will be required.
4. Estimated opportunity cost of holding 3 half-day seminars per year for each mentor is estimated at £50K.
5. Estimated opportunity cost of holding a networking event in the summer of 2004/05 is estimated at £5K.
6. Overall cost of the 0–5 programme in financial year 2004/05 is therefore estimated to be £34.5K plus an opportunity cost of £55K = total cost £89.5K on current estimates.
7. The £14.5K staff costs and £20K training budget are based on the current plans as proposed by “DOIT” for financial year 2004/05, and as such will not be an additional expenditure, excluding staff cost increases, above that which was incurred in the financial year 2003/04.
E. Background papers
None
F. Contact details
Report author: Patrick Lenihan, Diversity Manager, “DOIT”
For more information contact:
MPA general: 020 7202 0202
Media enquiries: 020 7202 0217/18
Appendix 1: 0–5+ Support and Development Programme – costs and effectiveness.
Breakdown of ethnicity of participants
- White British: 0 H
- White Irish: 0 S
- White other: 0 T
- Not Stated: 34 R
- Black Caribbean: 36 I
- Black African: 41 J
- Black other: 11 K
- Black Asian: 0 Q
- Black British: 33 U
- Indian: 77 L
- Pakistan: 48 M
- Bangladesh: 21 N
- Chinese: 15 O
- Asian other: 18 P
- Other group: 23 Q
- Mixed - White & Black Caribbean: 21 V
- Mixed – White & Black African: 9 W
- Mixed – White & Asian: 14 X
- Mixed – Any other mixed background: 38 Y
- Greek and Greek Cypriot: 6 Z
- Turkish and Turkish Cypriot: 12 3
- Total: 457
There are 1097 VEM officers in first five years of service as at March 2004. Regrettably, a gender breakdown is not currently available. “DOIT” will introduce revised procedures that will enable this information to be produced in future
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