Human Resources Committee work plan 2004-5

Report: 12
Date: 22 July 2004
By: Clerk

Summary

A draft work plan is attached for consideration by members. It is recognised that this list is not exhaustive and issues will arise during 2004-5 that members will wish to discuss or bring forward for discussion.

A. Recommendation

That subject to members’ comments, the attached work plan for 2004-5 be endorsed.

B. Supporting information

1. The Human Resources Committee (HRC) is responsible for holding the Metropolitan Police Service (MPS) to account in respect of all human resource issues and carrying out, on behalf of the Metropolitan Police Authority (MPA), the Authority’s statutory responsibilities in this regard. The terms of reference for the HRC have been agreed by the Full Authority to be as follows:

MPS issues

a. To monitor activity in the MPS on all Human Resources (HR) issues and issues with HR implications, including:

• recruitment and retention of officers and civil staff
• equal opportunities issues, with particular reference to achieving a workforce that is more representative of London’s communities
• Employment Tribunals and fairness at work
• HR services
• training and development
• occupational health
• national HR issues
• HR department budgets

b. To consider current, future and potential initiatives and developments in HR thinking and best practice.

c. To arrange for the selection of ACPO ranks, subject to police regulations and/or Home Office determinations. N.B. see also the terms of reference of the Remuneration Sub-Committee.

d. To determine whether forfeiture of a police officer’s pension should be considered because he or she has been convicted of an offence committed in connection with his/her service as a member of the police force which the Home Secretary may certify as either having been gravely injurious to the interests of the State or liable to lead to serious loss of confidence in the public service. In the event of the Home Secretary issuing a certificate of forfeiture, to determine the proportion, if any, of the pension which may be forfeited permanently or temporarily. N.B. see also the terms of reference of the Police Pensions Sub Committee.

MPA issues

e. To arrange for the appointment of the Clerk and Treasurer and the designation of the Authority’s Monitoring Officer. NB see also the terms of reference of the Remuneration Sub-Committee.

f. To consider matters relating to the Authority’s support organisation including structure and terms and conditions.

General

g. To have due regard, in exercising the committee’s responsibilities, to equal opportunities generally, the general duty of the Race Relations (Amendment) Act 2000 and the requirements of any other equalities legislation.

2. Members of the HRC are asked to note these terms of reference and that any amendments would have to be agreed by the full Authority. In order to carry out its responsibilities under the terms of reference, the following papers to the Committee are proposed:

Recruitment and retention

3. This is a report to every meeting summarising the activities undertaken by the Recruitment and People Development Directorates within the reporting period. It covers strength, wastage and recruitment data and information for police officers, the Metropolitan Special Constabulary (MSC or ‘specials’), Police Community Support Officers (PCSOs), other police staff, the work of the Career Management and Retention Unit (CMRU), and summarises achievements expected in the next reporting period and, specifically, any actual or potential problems anticipated in the future. The Committee may wish to see separate reports on the Recruitment Strategy and the Retention Strategy.

Human Resources Business and Performance Plan 2004/5

4. There will be at least one report to every meeting on a different strand of the Human Resources Business and Performance Plan 2004/5. There are five strands to the Plan, namely:

• Enhancing the representation of the diverse groups of London within the extended police family of the MPS
• Developing a professional and effective workforce with the required numbers and skills to support the delivery of operational priorities
• Embedding improved quality in the activity undertaken within the HR Directorate and corporate HR function
• Enhancing organisational flexibility and effectiveness by supporting the MPS with the management of major change programmes
• Building a culture of safe and healthy working to maximise front line policing strength

In January, March and May of 2005 there will be consecutive reports on the Human Resources Business and Performance Plan 2004/5, specifically initial thoughts, first draft and final draft, in order to provide members with the opportunity for contribute to next year’s Plan.

Morris Inquiry

5. The Morris Inquiry, chaired by Sir Bill Morris, into the handling of internal investigations and fairness at work within the MPS is due to report in the summer. It is suggested there should be at least one report dealing with the HR aspects of the report itself and the HR directorate response, together with the programme to implement the relevant recommendations. This should incorporate a report on the internal review of the police staff discipline policy.

HR directorate allocation, spend and forecast 2003/4 and 2004/5

6. This report will provide information about the budget spend for 2003-04 and allocation and forecast expenditure for 2004-05. Subsequent reports will provide information on service provision and the allocation of resources and costs within each Directorate.

Occupational Health (OH) and training and development

7. There will be at least two reports or presentations this year on OH and Training and Development respectively, dealing with national and Service initiatives and strategies. The OH report will set out information and data on health and safety, occupational health, welfare and attendance management, recuperative and restricted duties, together with the campaigns, action plans and targets for reducing sickness absence and ill-health retirements. Members will note that this meeting has a training focus. One or more future reports or presentations will cover such issues as the development of e-learning, the use of modular training, the use of notional training contracts and the use of external trainers.

Assistant Commissioner Tarique Ghaffur’s report on race and diversity in the MPS

8. Assistant Commissioner Tarique Ghaffur’s report on race and diversity in the MPS was completed in March 2004. It is suggested there should be at least one report dealing with the HR aspects of the report itself and the HR directorate response, together with the action taken to implement the relevant recommendations.

Employment Tribunals and the Fairness at Work procedure

9. There will be at least two reports or presentations this year on Employment Tribunals and the Fairness At Work procedure, including management information and performance analysis. It is recognised that the Morris Inquiry and the working group looking at Alternative Dispute Resolution options will have implications for the staff managing these areas of work.

The work of the Development and Organisational Development Team (DOIT)

10. There will be at least two reports or presentations on the work of DOIT and the various work strands dealing with the different equalities groups and initiatives, e.g. the Gender Agenda, cultural audits, etc, and the work addressing the difficulties experienced by female and black and minority ethnic staff.

Equalities

11. The committee will receive a report dealing with the implementation of the Disability Discrimination Act and the extension of its provisions to cover police officers, including such issues as recruitment, career development and promotion, training for managers and staff, and the approach to making reasonable adjustments for officers, particularly in operational roles.

12. There will be one or more reports dealing with the MPS’s approach to work life balance issues such as flexible working, the Carers Strategy, childcare provision, the long hours culture, special leave, maternity leave and paternity leave, etc.

13. There will be a report dealing with the effects of the Employment Equality Regulations 2003 relating to Religion, Belief and Sexual Orientation, the implications for MPS staff and the actions taken by the HR Directorate. There will be a further report dealing with the HR Directorate’s approach to the forthcoming age legislation in 2006.

People strategy

14. There will be a report dealing with the final year of the People Strategy and an overview of its recommendations and initiatives.

Police reform issues

15. There were a significant number of HR implications as a result of the Police Reform Act. There will be at least one report dealing with the additional rewards available to police officers, e.g. competency related payments, special priority payments and bonus payments and their impact, the effects of allowing more flexible deployment of police officers and more flexible working patterns, the rationalisation of allowances and the simplifying of the system of regulations and determinations, improving the management of ill-health and encouraging officers to stay beyond 30 years service.

Police Negotiating Board (PNB and Police Advisory Board (PAB) issues

16. The MPA plays an active role in the work of PNB and PAB. PNB deals with matters such as hours of duty, leave, pay and allowances, police clothing and equipment, and makes such representations as it thinks fit. PAB deals with matters other than those dealt with by PNB, e.g. the substance misuse policy. In addition to any issues for which the Authority may have a statutory responsibility, there will be one or two reports dealing with the issues and discussions taking place at these meetings.

Commission for Racial Equality (CRE) investigation into the police service of England and Wales

17. The CRE’s interim investigation was completed in June 2004. It is suggested there should be at least one report dealing with the HR aspects of any correspondence from the CRE or the final report itself and the HR directorate response, together with the action taken to implement any relevant recommendations.

Role of the Association of Police Authorities (APA)

18. The Committee may wish to invite the Executive Director or another representative of the APA to a meeting to discuss the role of the APA.

Miscellaneous reports

19. Members will wish to discuss requirements for future work and papers to be received. It is expected that the MPS HR directorate will play an active role in bringing to the Committee issues which should be reported to the Authority at an appropriate time rather than after the event. For example:

• The process for Personal Development Reviews (PDRs) and their alignment with organisational, business group and operational command unit objectives, together with the quality assurance activity
• The new in-force assessment processes for promoting sergeants and inspectors and the strengthening of arrangements for overseeing the probationary period for new sergeants
• The process for police officers to apply to the Police National Assessment Centre
• The medium term police staff pay strategy
• The issues and trends raised by staff through the HR directorate’s live forum on the MPS intranet and by HR managers through the regular monthly meetings
• The review of the way HR services are provided to the MPS
• The review of all HR policies
• The HR role in, and contribution to, the Corporate Strategic Assessment process to ensure HR work and priorities fully reflect the needs of the MPS
• The HR aspects of the re-letting of the support services contracts for property services, technology and communications, pay and pensions and transport

C. Race and equality impact

There are no direct diversity implications. The authors in each report will properly reflect the diversity implications and the equalities impact of any proposals.

D. Financial implications

There are no direct financial implications.

E. Background papers

None

F. Contact details

Report author: Alan Johnson

For more information contact:

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

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