The work of the Resources Directorate on diversity and citizen focus

06/08
6 May 2008
MPA briefing paper

Author: Anne McMeel, Director of Resources, MPS

This briefing paper has been prepared to inform members and staff. It is not a committee report and no decisions are required.

Background

1. The Resources Directorate comprises:

• Finance Services including:
  • Finance Business Development
  • Finance Business Support
  • Strategic Finance
  • Exchequer Services and Finance Systems
• Procurement Services including:
  • Corporate Services
  • Information Communication and Technology
  • Operational Services
  • Supply Chain Management
  • Procurement Infrastructure
• Property Services including:
  • Asset Management
  • Construction
  • Facilities Management
  • Commercial Operations
  • Operational Support
  • Resilience and Compliance

More information on Resources Directorate functions is attached at Appendix 1.

2. The aim of the Resources Directorate is to provide first class services to support the delivery of an effective police service to London’s diverse communities. With an MPS budget of some £3bn the Directorate works in partnership with colleagues across the MPS to ensure the effective delivery of services within a clearly understood governance framework. Key responsibilities include management of the MPS budget, procurement and contracting for the MPS and the management of the MPA estate, which comprises over 820 operational buildings, 858 residential properties and 740 rooms in section houses.

Workforce data

3. The Resources Directorate has 497.42 police staff in post as at 30 November 2007. The Directorate has no police officers. Of the staff in post, 19% are from Black and Minority Ethnic groups compared with the MPS average of 23%. A breakdown of these figures by department within the Directorate and by pay band is shown in Appendix 2.

4. As at 30 September 2007, 39% of Resources Directorate staff are female compared with the MPS average of 59%. A breakdown of these figures by department within the Directorate and by pay band is shown in Appendix 3.

5. Self-declaration figures for Religion, Faith or Belief; Self Declared Disabled; Sexual Orientation and Trans-sexual, Transgender or Intersex are shown in Appendix 4 together with figures for age distribution across the Directorate.

6. In the Resources Directorate we have encouraged flexible working. In total, 18% of staff work a flexible working pattern and 88% work flexi-time. Some of those who have adopted a flexible working pattern also work flexi-time. A breakdown of these figures by department within the Directorate and by pay band is shown in Appendix 5. No applications for flexible working have been refused.

7. Recruitment and retention remain major issues for the Resources Directorate as we continue to compete for the best professional staff from a limited pool within the specialist employment market. As part of our work to ensure that the MPS continues to develop as an employer of choice, particularly in the specialist areas of Resources Directorate core business, we are reviewing our recruitment strategy and our pay and grading arrangements. We are also reviewing where specialist staff are required. Equalities and citizen focus are key elements of our recruitment initiative as well as for developing and progressing our existing staff.

Equalities and citizen focus action plan

8. Following wide consultation, the Resources Directorate has published a Diversity and Citizen Focus Action Plan for 2007–08 under the following four headings:

• Leadership and Corporate Commitment
• Employment and Training
• Service Delivery and Customer Care
• Consultation, Community Development and Scrutiny.

A full list of the actions contained in the plan is shown at Appendix 6. Good progress is being made with implementation and further work is being done to develop the plan in 2008–09.

9. Some Highlights from the Diversity and Citizen Focus Action Plan including initiatives aimed at external and internal customers, and our own staff are detailed below.

10. The Resources Directorate has introduced an independent and confidential telephone helpline for any member of Resources Directorate staff who needs support with work related issues. Issues could include stress in the workplace, excessive workload, working relationships with colleagues/managers or any other work related matter directly affecting an individual’s performance. The helpline operates 24 hours a day, 365 days a year and can be accessed completely anonymously. Minicom services are available Monday to Friday, 8am to 8pm. Use of the helpline is monitored and evaluated.

11. We have introduced procurement policies which promote equality and diversity ensuring that these principles are embedded into all procurement/tender specifications and contract processes. For example, diversity questionnaires are distributed with all invitation to tender packs. Available data (2006) in respect of Small/Medium Enterprises (those with under 250 employees or turnover less than 50 million Euros) is attached at Appendix 7. We are also looking at the possibility of relevant diversity information being collected based on the MPS master vendor list.

12. Budgetary support to the London-wide GLA group responsible procurement team has been agreed by the MPS and a team of three is now in place. The team will provide the MPS with advice and support on responsible procurement initiatives. The procurement process and associated policies and procedures will be reviewed to reflect outputs from this team as and when they occur.

13. In addition we have participated in the GLA initiative to integrate social (London Living Wage) and environmental priorities into procurement activity.

14. The MPS Environment Team has carried out a piece of work to examine the management of sustainable development issues, and the linkages between environment and equalities, which was presented to EODB on 6th December 2007. As part of progressing the recommendations, the Resources Directorate is examining how sustainable development issues, such as environment, equalities, health and social inclusion can be mainstreamed as part of the business planning process.

15. The Resources Directorate has been fully engaged with the Quality of Service commitment including improving the equality of access to services and information and publicising access to local police services, for example the new signage at Safer Neighbourhood bases. Information has also been improved on access to existing buildings for disabled staff. Improving the front counter environment has also been a key part of this initiative.

16. In providing property solutions for operational business needs, Property Services fully supports the consultation and communication strategy that has been developed to support the roll out of Territorial Policing's borough based property requirements. Laid down in the MPA/MPS Estate Strategic Plan, these property solutions include Safer Neighbourhood bases, front counters, patrol bases, custody centres and office facilities. Public consultation in regard to other operational policing needs is focused on Town Planning and Local Authority Building Control processes.

17. Property Services has instigated an MPS wide approach via a web site called “Direct Enquiries” which provides people who use police buildings with the opportunity to provide feedback on accessibility. A contract has been signed with this provider for at least the next 3 years. This site went live in September 2006 and public response has been very positive. It is a national site which allows people to look at the facilities provided for buildings and know what to expect when they visit them. The site is not just for police stations but also for other building types where general public may visit for example, supermarkets, libraries, museums and shops. Currently the site has over 3,507,724 hits per month. Statistics from 1 May 2006 to 30 April 2007 show 321,826 hits and 153,317 page views of the “search results page”’ in the “Police” category. The number of searches for “Police” was 3,336. On the website we have a feedback form and a direct link to the MPS web site where a much fuller feedback mechanism exists. All of this feedback is dealt with within the MPS and a response is provided to the originator.

18. Access audits in compliance terms are a mainstream part of Property Services (Facilities Management) operation as “business as usual”. Unresolved issues are reported at least quarterly to the Director of Property Services and his senior team.

19. Members will be aware that the MPS and MPA have agreed to implement the London Living wage in all of our first line contracts. This will take almost 950 staff above the poverty line. The positive impact of this initiative will be to improve the standard of their lives as well as their families. It has the potential to increase how long they live due to a better standard of housing and food, reduce sickness and improve overall quality of life and job satisfaction.

20. In addition, diversity and citizen focus issues are high on the agenda of the new Facilities Management Supplier (FMS) and MPIC (Met Police Information Centre) tenders. Examples of action taken by contractors through their corporate social responsibility arms are:

• Undertaking complete reviews of recruitment processes to ensure they are not discriminating against any groups
• Looking at job advertising to ensure that the adverts do not exclude any groups
• Investing heavily in training to ensure job satisfaction and no discrimination
• Apprenticeships
• Community involvement.

21. Further details of these and other initiatives will be provided to the diversity and citizen focus boards in the latter part of 2008.

22. Workforce data for the following contractors is attached at Appendix 8:

• Haden Building Management
• Interserve

and, to show their commitment, a copy of diversity policy statement from one of our suppliers is attached at Appendix 9.

23. With the Purchase to Pay (P2P) project, events for members with disabilities have been held at their own offices so that travelling is not required. P2P communications on the intranet have been designed with accessibility in mind. In addition, as part of the SAP upgrade and P2P systems changes, qualified trainers have been recruited to deliver training across the MPS and will ensure that the needs of anyone who has specific requirements in accessing the training will be met.

24. Changes that the P2P project will bring such as the “Trusted Supplier” status (automatic goods receipting after lead time) and an Accounts Payable (AP) review, will contribute to providing an improved service to our suppliers. We have communicated with suppliers affected by P2P changes and ensured that they are fully aware before implementation. This has meant improvements in MPS supplier communications as we have formalised the way we procure. Any recommendations for change arising from the AP Review will also be communicated to MPS suppliers.

25. In support of our own workforce and retired staff, Braille payslips are provided on request. In addition, work is being progressed to provide payslips on-line via AWARE. This would enable staff to enlarge the font to suit their individual needs.

26. These are some examples that demonstrate how equalities and citizen focus are increasingly embedded in our new initiatives and business as usual. Our aim is to ensure that all staff consider these issues at all times without considering them to be in any way separate. We are currently undertaking a gap analysis to see where we can build on good work in relation to equalities and citizen focus and develop new initiatives.

27. As part of business as usual, consultation, both external and internal, is key to continuing development in the area. As well as external consultations, for example on property and estate matters, we have regular consultation meetings with internal customers and staff representatives including the Trade Union Side (TUS) and SAMURAI which is the collective name for "Staff Associations Meeting Up Regularly and Interacting". These consultations cover a wide range of issues including those covered in this paper.

Race and equality impact

The implementation of the Resources Directorate Equalities and Citizen Focus Action Plan aims to improve Resources Directorate performance and quality of service both externally and internally. It also aims to embed these actions into business as usual. Impacts highlighted in this report include improved accessibility to services and information, improved responsible procurement and improved support for staff.

Financial implications

There are no financial implications arising directly from this report. Financial implications arising from the initiatives covered in this report have already been identified through the relevant approval processes.

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