Humberside Police Authority Human Resources Committee 10 November 2009

Agenda Item Report of the Chief Constable

11

HRD SCORECARD

PURPOSE OF THE REPORT 1. This report updates members on the development of the quarterly HRD scorecard.

BACKGROUND 2. The HR scorecard attempts to provide a window on the progress of the HR strategy. The return is primarily created from Force data returns required by the Home Office. The draft scorecard was presented to the previous Human Resources Committee meeting in July 2009. Since this point further work has been undertaken and a decision was made in consultation with the Police Authority to reduce the number of indicators proposed due to issues of data quality. It is proposed that further meaningful measures will be developed to populate the scorecard when sufficiently robust data is available. However initially particular emphasis is on recording a reduced set of key measures. The scorecard retains the format of core indicators linked to NPIA strategic areas, supplementary indicators(trends) and enhanced diagnostics(charts and narrative), with the strategic headings of: Workforce Data (establishment and workforce mix) Recruitment and Retention(turnover, age/gender/service) Leadership and Talent Management(promotions, leadership programmes) Learning and Development(training days per employee, quality of training) Communication and Engagement (staff surveys, engagement, exit questionnaire) Employment Relations(Discipline, grievance, tribunals) Managing and Maximising Performance (PDR, sickness, welfare and safety) Reward and Recognition(SPP, CRTP, Commendations)

3.

4.

Some measures such as PDR and the staff survey are not quarterly and so will only appear in the relevant quarters. 5. The scorecard for the first two quarters (April-September 2009) is shown at Appendix 1.

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6.

It is proposed that a workshop be arranged for January 2010 to examine how HR Performance Data can more effectively linked with HR strategy, and to identify further relevant targets and measures for inclusion in the HRD scorecard. This meeting would provide members with the opportunity to develop their knowledge of HR metric definitions and targets, and also their relevance ahead of the Police Authority and Workforce Inspections during 2010.

OPTIONS/RISK 7. Effective HR decisions are often based on the reasoned analysis of high quality data. Without comprehensive data, effective analysis and targeting activities, progress may be haphazard. At present we do not have comprehensive data to form a more complete scorecard. HRD Business Support Unit will continue to develop data systems to support the scorecard.

FINANCIAL IMPLICATIONS 8. No financial implications.

LEGAL IMPLICATIONS 9. No legal implications.

EQUALITY AND DIVERSITY IMPLICATIONS 10. No impact on equality and diversity

CHILDREN ACT 2004 11. No impact on the requirement to promote the welfare of children and young people.

CONCLUSIONS 12. Overall no major concerns identified. In Learning and Development, there are issues in relation to course bookings made but with outstanding nominations, resulting potentially in significant training under spends this financial year. The L & D team will continue dialogue with divisions and branches to address this issue. In relation to staff communication and engagement there has been a very positive response to the recent staff survey, resulting in a 62% response rate (12% above the projected target). Work will now commence in terms of

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analysis and reporting to Chief Officers, with a view to implementation of priorities and local improvement action plans in the new calendar year. Workforce Design - the Force continues to recruit police officers albeit on a small scale, with 30 planned for 2009-10, comprising 14 transferees and 16 student officers. This is in accordance with workforce plans that take into account annual retirement projections over 5 years as well as the projected impact of Choices. The Force 5 year workforce plan is continually refined and more detailed plans are produced and updated covering a 2 year period (2010/11 - 2011/12), to enable more robust planning for police officers and police staff. Leadership and Talent Management - despite improvements in OSPRE Part 2 results, OSPRE Part 1 passes were lower than in the previous year. Development and learning support tools are currently being scoped with a view to in-house resourcing of these support tools/options being made available to candidates aspiring to promotion. Employment Relations - sustained position within top 3 Forces regarding the management of ill health retirements.

RECOMMENDATIONS 13. It is recommended that Members: i. ii. Consider the amendments to the scorecard. Endorse the proposal for a workshop in January 2010 to examine how HR Performance Data can effectively integrate with the HR strategy, and to identify further relevant metrics and targets for inclusion in the HRD scorecard in preparation of 2010 workforce requests.

TIM S HOLLIS Chief Constable Contact Officer: M Dias - Performance Monitoring Officer Ext 5086. Background Papers: Appendix 1 - HR Scorecard

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HUMBERSIDE POLICE Human Resources Development Branch Scorecard Quarter 2 - 2009/10

Continuing to raise confidence and satisfaction in Humberside

WORKFORCE DESIGN (INCLUDING BWFM) Our aim is to ensure that workforce modelling identifies the capacity and capability and employment framework that give us the means to design a flexible and resilient workforce with the right distribution of officers and staff, with the appropriate skills in the right roles. LEARNING AND DEVELOPMENT Our aim is to develop and train staff to meet the organisational need and ensure they have the skills and values to meet the needs and expectations of the community. We will encourage staff to develop their potential and enhance their own personal development and service delivery. MANAGING AND MAXIMISING PEOPLE AND PERFORMANCE Our aim is to define the mechanisms and practices involved in managing and maximising people performance in a healthy working environment. To create a high performance environment where people are clear about what is expected of them; receive regular feedback and where poor performance is addressed. STAFF COMMUNICATION AND ENGAGEMENT Our aim is to develop frameworks to ensure our people are fully engaged in their work, and can give and receive feedback on every aspect of the force, as well as their performance. To support high levels of employee engagement, motivation and commitment. RESOURCING AND CAREER PROGRESSION Our aim is to develop selection and planning frameworks and processes that attract, select, deploy and retain a skilled/committed workforce, reflecting the community we serve locally.

Community Issues and keeping people informed

Ensuring the best use of resources

EMPLOYMENT RELATIONS Our aim is to review, and continue to promote, a healthy and safe work environment for all staff, and to ensure they have the support they require in terms of occupational health, welfare and safety.

LEADERSHIP AND TALENT MANAGEMENT Our aim is to develop selection and planning frameworks and processes that develop a skilled/committed workforce.

REWARD AND RECOGNITION Our aim is to support the development of reward and recognition frameworks that allows the force to apply remuneration policy/practice fairly, flexibly and efficiently, as well as recognising the contribution and dedicated work of staff. To support out ability to attract, recruit, motivate and retain excellent people.

Protecting the public from threats of terrorism, violent extremism and serious organised crime Further reductions to the level of crime and incidences of antisocial behaviour
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HUMAN RESOURCES DEVELOPMENT BRANCH SCORE CARD SUPPLEMENTARY INDICATORS 2009-10 YTD
TARGET This Period VAR Last Year VAR Q1 Q2 Q3 Q4 APRIL 2009 - APRIL 2010 97.7 102.2 25.4

WORKFORCE DESIGN (INCLUDING BWFM) Percentage of actual Police officers compared to establishment Percentage of actual Police staff compared to establishment Proportion of Police officers that are female

99 97 25.3

98.7 98.3 25.5

-0.3 1.3 0.2 24.5

98.7 98.3 1.0

COMMENTARY - Workforce Design (including BWFM) The difference between the police funded establishment and strength figures will be reduced by an intake of 12-14 police officers transferring to Humberside in December 2009 and an intake of 16 student officers in February/March 2010. The difference between the police staff funded establishment and strength figures will be reduced by the recruitment of PCSO's, Detention Officers and Comment Centre Controllers between January and March 2010.

TARGET

RESOURCING AND CAREER PROGRESSION Percentage of new recruits (police officers, staff, specials and volunteers classed as BME* Average number of days to fill Police staff vacancy (Median) Proportion of all officers ranking Chief Inspector or above that are female Turnover rate - Police officers Turnover rate - Police staff

This Period

VAR

Last Year

VAR

Q1 Q2 Q3 Q4 APRIL 2009 - APRIL 2010 2.6 82.5 15.15 1.5 1.9

4 60 25.5 12.6 12.6

4.07 59.0 14.3 2.4 2.3

-1.5 -1.0 11.2 10.2 10.3

0 89 13.8 6.4 8.1

2.5 30.0 0.0 -4.0 -5.8

COMMENTARY - Resourcing and Career Progression 30th March 09 4 female Chief Inspectors 5 Superintendents (13.85%) 30th June 09 4 female Chief Inspectors(one promoted to Supt, and one new CI), 6 female Superintendents (one newly promoted) = (15.15%) 30th Sept 09 4 female Chief Inspectors(one retired, one newly promoted), 5 female Superintendents(one retired)= (14.29%) * There are potential data quality issues with this measure to be explored with CDB (4.07% = YTD April to August 09)

TARGET

LEARNING AND DEVELOPMENT Actual L&D spend against budget Percentage of time spent training - Police officers Percentage of time spent training - Police staff
100 2 1

This Period 57.7 1.5 0.8

VAR 42.3 -0.5 -0.2

Last Year 103 2.2 1.3

VAR 45.2 -0.7 -0.5

Q1 Q2 Q3 Q4 APRIL 2009 - APRIL 2010 30 1.7 1.1

COMMENTARY - Learning and Development Budget spend is still not reflecting accurately due to the late submission of expense claims. There is also an issue with courses booked with no individual nominated for it - this produces some concerns as to whether the course places will be filled this year. Expected time spent training, effects on officer training include reduction on recruitment and length of courses. On staff the Choices review may be having an effect (this may reverse as retraining becomes a requirement).

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TARGET

EMPLOYMENT RELATIONS Number of new RADAW cases brought per 1000 staff Average number of days lost to sickness per Police officer Average number of days lost to sickness per Police staff

This Period 1.4 2.9 3.0

VAR 0.0 -2.1 -2.0

Last 1.25 2.2 3.3

VAR

Q1 Q2 Q3 Q4 APRIL 2009 - APRIL 2010 2.3 1.9 1.8

1.4 5 5

0.2 0.7 -0.3

COMMENTARY Employment Relations Most forces average 3 per month on previous comparison. No cause for concern, resolved informally. Submission of RADAW cases last year almost were almost a 50:50 split male and female. Absence remains low, recent increase in Police Officer absence monitored and been managed. Low number of Ill health retirements, top 3 performing force nationally on last years figure and remain low and in control of this. A low number, when compared nationally, where our neighbouring forces operate up to 4% (Police Officers in substantive police posts). 3 RADAW cases involved disabled staff in Q2, only 13 so far this year (low number for force compared to previous years) - cases not specific to the disability.

MANAGING & MAXIMISING PEOPLE & PERFORMANCE Proportion of Police officer PDRs completed within 60 days of due date Proportion of Police staff PDRs completed within 60 days of due date

TARGET

This Period

VAR

Last Year

Q1 VAR

Q2

Q3

Q4

APRIL 2009 - APRIL 2010 44.2 44.4

100 100

44.2 44.4

55.8 55.6

44.4 44.2

-0.2 0.2

COMMENTARY - Managing and Maximising People Performance The PDR returns are lower than the same quarter last year this is despite a streamlining of the PDR process last year to assist with completion. A review of PDR is being undertaken nationally, and following discussions with the NPIA lea don PDR it is evident this is a national trend, hence the aim to produce a simplified process that is effective, credible and highlights performance against objectives.

TARGET

LEADERSHIP AND TALENT MANAGEMENT OSPRE Success rate Sergeants Part 1 OSPRE Success rate Sergeants Part 2 OSPRE Success rate Inspectors Part 1 OSPRE Success rate Inspectors Part 2 Proportion of Sergeants who have attended CMDP Proportion of Inspectors who have attended CLDP
100 100

This Period 0.0 0.0 21.0 31.0 29.5 12.3

VAR

Last Year 41 49 28 28

VAR

Q1 Q2 Q3 Q4 APRIL 2009 - APRIL 2010

31 29.5 12.3

70.6 87.7

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COMMENTARY Leadership and Talent Management OSPRE Part 2 Inspectors figures have improved by 10.7% from last year, however OSPRE Part 1 Inspectors showed a slight decrease compared to last year. Preparation Training was delivered by an external training company to OSPRE Part 2 candidates which led to the increase in successful candidates. We are currently scoping other areas in which we can support officers taking their OSPRE exams - including training courses, incentives and study packages.

STAFF COMMUNICATION AND ENGAGEMENT Staff survey response rate Proportion of staff who state "morale at work is high" Proportion of staff who feel they have the opportunity to develop Proportion who have confidence in leadership of force Proportion of staff who understand requirements of them and their role

TARGET

This Period 62

VAR

Last Year

Q1 VAR

Q2

Q3

Q4

APRIL 2009 - APRIL 2010

50

COMMENTARY Staff Communication and Engagement Survey response rate = 62% compared to a projected 50% return. This provides a positive foundation upon which to drill down on key issues fed back by more than 2800 staff/officers/volunteers within the Police Family

TARGET

REWARD AND RECOGNITION Proportion of eligible Police Officers receiving CRTP Proportion of Police Officers receiving SPP Number of Chief Constable's commendations awarded

This Period 87.9 44.6 39.0

VAR 12.9 4.6 39.0

Last Year

VAR 87.9 44.6

Q1 Q2 Q3 Q4 APRIL 2009 - APRIL 2010 87.9 44 0

75 40 0

10.3

28.8

COMMENTARY Reward and Recognition It is expected that the number of officers receiving SPP payments in 2009 will equate to 42% of the Force, which will be in excess of the Home Office threshold of 40%. Future eligibility will need to be reviewed in 2010/11 as the number of Police Officer posts reduces and the Home Office specifically requested a reduction to 40% for next years scheme.

COLUMN HEADINGS TARGET is the target (where available) THIS PERIOD represents performance from the reporting period (either quarterly or annually) VAR represents variance from target for this period LAST YEAR is data from this quarter last year, or last year as a whole (depending on target) VAR is variance from last year's performance Q1-Q4 shows performance for the year to date, from previous scorecard updates KEY
Target has been met for quarter Performance improved on last year but below target Performance below target GREEN AMBER RED

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