PEOPLE STRATEGY - ACTION PLAN. 1. Workforce Design & Planning

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1 - ACTION PLAN 1. Workforce Design & Planning WDP1 ACTION Develop innovative, proactive and cost effective solutions that facilitate a timely reduction in workforce numbers, whilst maintaining operational delivery and employee / trade union relationships Implemented Moving Forward Consultation and Redundancy Plan Implemented review of all Police Officer posts through MFOIG Robust management of 30+ scheme No industrial relations issues or disputes MILESTONES & PERFORMANCE INDICATORS Monitored effectiveness of consultation plan and delivered workforce reductions ahead of plan Implemented reach-back for staff who TUPE transfer Continued robust management of 30+ scheme No related industrial relations issues, disputes or employment tribunals Deliver any outstanding workforce reductions under Moving Forward plans Effectively manage the complexity of workforce reductions and organisation change/reviews associated with the implementation of regional teams OWNER WDP2 WDP3 WDP4 WDP5 WDP6 WDP7 Explore opportunities for the provision of operational training services on a collaborative basis with the aim of improving service provision and reducing costs Explore the opportunities for the provision of Occupational Health on a collaborative basis with the aims of improving service provision and reducing cost Achieve targeted establishment for Officers, PCSOs and Specials through a balanced intake of students and transferees To ensure a skills register and force wide skills monitoring process is in place and updated Identify key roles across the force and develop a succession plan for each role Review the recruitment policies and processes to identify areas for improvement and to reduce cost and timescales Continued to support Regional Crime Training Unit Full Business Case approved for five force collaboration Full Business Case approved for five force collaboration Recruitment freeze implemented for Officers and PCSOs during the year Skills assessment and training plan for Olympics developed by Operations planning with training needs prioritised by FTCG No progress made on automated skills register because of limitations with current version of Origin and available funds to develop No progress not a priority objective. Post of Workforce Development withdrawn as part of HR savings proposals Internal selection events held for PC prior to going to SEARCH Adopted national process for specials and achieved accredited centre status to run these events East Midlands Collaborative HR Learning & Development (EMCHRS L&D) goes live 1 April 2012 East Midlands Collaborative HR Occupational Health (EMCHRS OH) goes live 1 April 2012 Revised Specials Assessment processes implemented Revised Specials Training programme implemented 138 Specials Officers recruited in the year Provision of periodic manpower forecasts to inform decision around commencement of officer recruitment No progress made on automated skills register because of limitations with current version of Origin and available funds to develop No progress not a priority objective. Recruitment Process Workshops held as part EMCHRS SC initiative Support transition to new operational model ensuring retained service effectively delivers any out of scope activity Monitor effectiveness and savings and make recommendations for change where appropriate Support transition to new operational model ensuring retained service effectively delivers any out of scope activity Monitor effectiveness and savings and make recommendations for change where appropriate Develop and deliver recruitment and training plan to meet the set recruitment targets under holding the front line Work with EMCHRS L & D to harmonise the skills across the 4 regional forces Appointment of Talent and Leadership Identify future gaps against key roles and develop a succession plan Implement periodic reviews Annual review to validate key roles Review recruitment processes for Derbyshire to deliver WDP4 in this year. Continue to support EMCHR work with implementation in 2013/14 Leadership and Talent HR Service centre Training and HR Service Centre Talent and Leadership and HR Service Centre B1

2 - ACTION PLAN 2. Maximising Performance MP1 MP2 MP3 MP4 Ensure that our staff and officers have an up-to-date and meaningful PDR with objectives linked to the organisations priorities and the delivery of high performance. Deliver a step change in the organisation s approach towards addressing officers and staff that are underperforming in their roles Work with the Professional Standards team to reduce the timescales and resources directed at managing police officer misconduct and police staff gross misconduct cases To develop and deliver an increase in change management skills and capability across the organisation 73 % return rate achieved Implemented electronic PDR form Introduced corporate objectives linking to key organisational priorities Implemented corporate PDR objective linked to addressing underperformance Strategic review meetings now held on a quarterly basis Comms strategy implemented Reintroduced ER/HR support working with PSD DMLDP updated to reflect focus on managing change Change management session delivered as part of sergeant seminars programme 91% return rate achieved EMCHRS SC workshop on scoping and developing regional PDR Derbyshire quality audit not delivered. Implemented MI in respect of management interventions Improvement in Survey Score to The Organisation tackles underperformance question Score not yet available Increase in number of staff being progressed through UPP procedures from 24% to 50% of those that breach agreed targets. No other progress as not organisation priority Leadership - existing staff 43% trained Leadership - newly qualified 55% trained Management - existing 94% trained Management - newly qualified 79% trained Technical Sergeant - existing 100% trained Technical Sergeant - newly qualified 88% trained Technical Inspector - existing 100% trained Technical Inspector - newly qualified 75% trained Programme now fully assigned to CLP Leadership Delivery refreshed with reduced abstraction days Undertake audit of completed PDRs to evaluate effectiveness September As part of the regional HRSC initiative develop proposals for a single regional PDR solution Replace ICF with PPF in current PDR systems Improve completion rate on by 5% Significant improvement in Survey Score to The Organisation tackles under-performance question Maintain or increase number of staff being progressed through UPP procedures Improvement in User satisfaction scores for Treatment Examine cases to identify impact on timescales and recommend improvements Develop action plan for implementation Implement KPIs Identify emerging needs through PDR process Identify SMTs requiring change management support and deliver appropriate solutions HR HR Training B2

3 MP5 MP6 To promote a healthy workforce through wellbeing and lifestyle initiatives. Maintain and reduce sickness absence levels for police staff. Campaign on stress management launched. Not an organisation priority as overtaken by regional OHU business case work Sickness levels remained below Force target (8.8 days) at 8.7 days but did increase steadily over the year Not a priority during implementation of regional OHU Gender Agenda event held supported by OHU Work commenced on developing EMCHRS OHU web pages Develop and implement sickness absence strategy. Target was 0.5 reduction in days by March Reduction of days achieved as at January 2012 Work with EMCHRS Occupational Health Unit team to develop and implement initiatives. Ensure 3 year target of 7.7 days is achieved by year end. Seek to deliver a further 0.5 days reduction on year end position MP7 Maintain and reduce sickness absence levels for police officers Sickness levels increased above Force target (8.8 days) to 8.9 days as a result of a steady increase over the year Develop and implement sickness absence strategy. Target was a 0.5 reduction in days by March Reduction of 1.9 days achieved as at January 2012 Ensure 3 year target of 7.9 days is achieved by year end. Seek to deliver a further 0.5 days reduction on year end position. 2.3 MP8 Reduce the number of police staff who are undertaking restricted duties (not fit for post) Audit completed and baseline position established 35% reduction in officers on restricted duties (this was against a target of 25%) To achieve a further 25% reduction Ensure any recommendations from Winsor 2 relating to restricted officers are implemented in a timely and effective manner B3

4 - ACTION PLAN 3. Leadership L1 L2 L3 Implement a Talent Management Scheme which helps identify and develop the skills and experiences of our leaders and identifies people with the potential to become great leaders in the future. Work with senior leaders and SMT s to maximise their effectiveness and to produce high performing teams Deliver the DMLDP to ensure all first time supervisors and managers are performing effectively and aligned to the organisations goals and objectives Proposal submitted for HR SMT consideration. No further progress not a priority objective and will be revisited following implementation of regional L&D structure Post of Workforce Development withdrawn as part of HR savings proposals No progress due to significant organisational change. 100% completion of DMLDP Technical module or all recently appointed Inspectors and Sergeants 100% completion of DMLDP Management module for all newly appointed officers and staff 43% completion of DMLDP Leadership module for identified target audience Remained not an organisation priority during implementation of regional L&D structure and workforce reduction initiatives DCC remains lead for Senior Leadership nomination to Bramshill. Officers & staff have CM1 qualification opportunity, not mandatory D div looking at Talent Management pilot for limited number of officers NPIA charging for Senior Leadership courses will require identification of funds from appropriate budgets Review DMLDP to ensure effectiveness and that it reflects changes in the policing environment at a national, regional and local level. Maintain 100% training rates for Technical and Management modules Target of 75% training rate for Leadership module Leadership - existing staff 43% trained Leadership - newly qualified 55% trained Management - existing 94% trained Management - newly qualified 79% trained Technical Sergeant - existing 100% trained Technical Sergeant - newly qualified 88% trained Technical Inspector - existing 100% trained Technical Inspector -newly qualified 75% trained Programme now fully assigned to CLP Leadership Delivery refreshed with reduced abstraction days Develop proposals with view to full adoption by end of year Work commences April 2012 Development of proposals to be linked to WDP 5; WDP6 & RR3 Maintain 100% training rates for Technical and Management modules Achieve 100% training rate for Leadership module 100% for technical/management is achievable. Those leaders identified as lower priority to receive a 1-day input on key themes, split 50/50 internal and consultant delivery. This will result in budget savings whilst delivering the information which these individuals require as experienced leaders Talent and Leadership Training Training B4

5 - ACTION PLAN 4. Development and Training DT1 Make recommendations regarding Career Development Opportunities for police staff which reflects the current financial climate and emerging picture on collaboration for back office and support functions. No progress not a priority objective and will be revisited following implementation of regional L&D structure Post of Workforce Development withdrawn as part of HR savings proposals Remained not an organisation priority during implementation of regional structures Identify and seek solutions to contractual and employment status issues that hinder progression across regional teams. Refresh earlier work undertaken around Police Staff Development Schemes to reflect current organisational status (including changes associated with collaboration and the creation of the PCC)and make recommendations as appropriate. Paper to ACPO by December Talent & Leadership DT2 Develop proposals on the most effective and efficient way for the training and development of student officers, taking into consideration labour market trends and the anticipated levels of recruitment for the next 5 years. This should also include evaluation of a pre-entry qualifications/study and the various levels of accredited learning available. This is no being taken forward on a regional basis and is included in the Regional L&D Full Business Case This is no being taken forward on a regional basis and will be picked up by EMCHRS L&D when implemented on 1 April 2012 Work closely with EMCHRS L&D on the development of plans to ensure these meet the needs of Derbyshire. Evaluate and Implement appropriate recommendations from Winsor 2 EMCHRS L&D 4, DT3 Develop proposals on how PCSOs and Specials can be fast-tracked into PC roles to reduce training time and costs and to provide greater career progression opportunities. Limited progress due to the recruitment freeze and requirement to reduce both officer and PCSO numbers. Ensure this is considered as part of the regional L&D solution, developing contingency plans on how Derbyshire may implement this ahead of any regional solution. Contingency plans to be developed by December Work has identified 12 week & 10 week induction course for PCSO/Specials into PC role. Identified 5 units for PCSOs to complete, reducing PC diploma by 50% - not taken up Specials continuation training enhances law & practical skills to assist a future PC role Implement reduced training programme for Specials and PCSO in time for September 2012 intake Develop internal selection process to identify most talented Specials and PCSOs by May 2012 Look at establishing formal career progression links by January 2013 Take up the PCSOs 5-units option Identify a similar career progression opportunity for Specials EMCHRS L&D B5

6 - ACTION PLAN 5. Reward and Recognition RR1 Understand the implications of pay freezes, changes to terms and conditions, changes in pension benefits and contributions and reduced promotional opportunities across the workforce and develop proposals for mitigating the impact this will have on employee morale, personal financial risk, performance and retention Regional work set up to monitor and respond to Winsor Chief Briefings delivered Regular engagement with Federation & Unison Financial impact assessment completed Implemented a strategy for identifying and mitigating personal financial risks Financial Awareness and Risk Briefings delivered by PMAS Continued engagement with Staff associations and Trade Unions through MFSECG Implement Winsor 1 recommendations in a timely manner ensuring workforce communications and Federation consultation strategies are in place Inform national debate on Winsor 2 recommendation to ensure they meet needs of Derbyshire Constabulary Develop implementation on comms plan for Winsor 2 Identify any issues emerging from PCC changes HR 5.4 RR2 RR3 Review the forces policies in respect of SPP and CRTP to ensure they reward the appropriate job roles and individuals, support the delivery of improved public confidence and penalise areas of underperformance Ensure that reward and recognition scheme encourage a culture of consistently recognising service excellence SPP scheme reviewed Process for linking formal UPP and UAP implemented No progress not an organisation priority SSP scheme implemented and delivered 114K under budget Annual review process in operation to ensure officer s performance continues to meet required standard. No progress not an organisation priority awaiting publication of Winsor 2 No action. Have been or will be withdrawn as part of Winsor 1 and 2 recommendations Review effectiveness of all Reward and Recognition mechanisms across the Force and make recommendations for change as appropriate. Review completed by November B6

7 - ACTION PLAN 6. Engagement and Diversity ED1 ED2 Develop proposals that mitigate the impact the reduction in police finances may have on under-represented and minority groups across the workforce whilst ensuring that all staff are treated with fairness and dignity Implement a communications plan to engage the workforce and key stakeholders in the People Strategy and to ensure that progress and achievements are known and celebrated Impact now measured as part of MFSECG and People & Culture Groups with appropriation interventions and actions taken Plan approved by Police Authority Plan published on intranet HR engagement events held with 97% attendance Implement positive action plans to ensure organisation profile is maintained during recruitment freeze Review exit questionnaire data Address any areas of risk identified by MFSECG and People & Culture Groups Update presented to Police Authority Resources Committee Progress reports to the Police Authority on key objectives within the plan given (Absence and Wellbeing Report / Workforce Data Report) Regular updates to HR team on HR collaboration in the form of briefings and Q&As No significant reduction of impact on under-represented/minority groups Implement positive action plan in readiness for the recommencement of recruitment Implement an Apprenticeship Scheme and/or Work Experience scheme that offers Young People employment, learning and development opportunities Annual update to Police Authority Provide periodic progress reports to the Police Authority on key objectives within the plan. Annual HR engagement event on progress Regular updates to HR team on HR collaboration HR / Training 6.3 HR ED3 To meet local Black and Minority Ethnic (BME) for Police Officer Strength BME Officer representation 3.5% and Specials 3.7% Introduction of People & Culture Group with appropriate interventions and actions taken BME Officer representation 3.6% and Specials 3.8% Impact of recruitment freeze and redundancies monitored through People and Culture Group No issues identified. Agreed with Police Authority annual targets and the updates to be provided to the Resources Committee Meet with Police Authority to agree annual targets and provide updates to the Resources Committee Aspiration target of 6.7% by March 2013 HR Service Centre 6.3 ED4 To meet targets for police officer recruits from BME groups compared to the Economically Active Population (EAP) No recruitment in. Special recruitment BME recruits at 5.7% No recruitment in. Special recruitment BME recruits at 8.28x% against target of 6.7% Implement positive action strategies to meet target for recruitment of police officers, specials as part of the holding the frontline recruitment campaign. HR Service Centre 6.3 ED5 Implement positive action initiatives to ensure that underrepresented groups and communities view Derbyshire Constabulary as an Employer of Choice. No recruitment in. Implemented target specials recruitment with BME communities A presentation to Men of Black Ancestry took place and led to some follow-up of work with the force Implement positive action plan as part of recruitment plans to raise the profile of the force and opportunities with underrepresented groups Review exit questionnaire data Address any areas of risk identified by MFSECG and People & Culture Groups HR Service Centre 6.3 B7

8 ED6 Implement regular employee mechanisms to get feedback on the perceptions of the force as an employer and recommend actions in response to the feedback Chief Briefings completed Key actions identified and action plan developed Full employee survey considered but not implemented Best place to work survey completed Chief Briefings completed Review effectiveness of Chief Briefings as main source of employee feedback Explore potential for survey based employee feedback process HR/ Comms B8

9 - ACTION PLAN 7. HR Development and Capability HR1 HR2 HR3 HR4 That the HR team regularly seeks and acts on feedback on our performance from employees, managers and stakeholders Undertake a full review of the Human Resource processes and policies within the Moving Forward project to ensure that lessons are learned and changes are implemented Review the organisation, structure and resources of the HR Service to ensure we are equipped and capable of delivering the HR People Strategy and Plan, whilst also ensuring savings efficiency targets are achieved. Ensure all HR staff understand and are fully engaged with the People Strategy and have a PDR set with objectives clearly linked to it s delivery The HoHR meets annually with departmental head to review performance and agree priorities Level 4 evaluation completed in respect of training interventions Implemented a revised consultation framework for redundancy and redeployment Redundancy volunteer scheme implemented Review completed October 2010 and fully implemented by March 2011 Structure re-aligned to reflect focus on organisation change and collaboration. Set SMT PDR objectives linked to people plan HR Engagement event held and objectives cascaded All HR members of the HR management team to meet with key stakeholders to agree priorities and mechanisms for giving feedback Ensure formal SLAs and feedback are considered in the development of all regional HR teams Reviewed the redundancy volunteer scheme to ensure it facilitates the timely and cost effective release of police staff Reviewed the collective bargaining agreements with Unison to ensure that appropriately trained representatives are available to conduct timely staff consultation Headcount reductions delivered ahead of Moving Forward Plan HR managers and SMT attended Working collaboratively programme Set SMT PDR objectives linked to people plan HR Engagement event held and objectives cascaded Commendation certificates presented at SMT to recognise good performance EMCHRS communication and update briefings held Put in place mechanism for reviewing performance of regional HR teams and for assessing the impact this has had on local HR delivery Develop action plan to address gaps identified Training reviews to include performance of HR Team in commissioning/design and delivery of training Review policies to align where possible across EMCHRS to facilitate regional restructuring initiatives Design and Implement Retained HR Organisational Structure that will work alongside EMCHRS Set SMT PDR objectives linked to people plan HR Engagement event held and objectives cascaded HR SMT HR HR HR5 Develop and communicate performance indicators for HR delivery and key areas of the People Plan. People Plan reviewed at monthly HR SMT Updates on progress provided to the Police Authority Resources Committee People Targets agreed annually with Police Authority People Plan reviewed at monthly HR SMT Updates on progress provided to the Police Authority Resources Committee People Targets agreed annually with Police Authority Review People Plan at monthly HR SMT Continue to provide updates on progress provided to the Police Authority Resources Committee Set People Targets annually with Police Authority HR 7.3 B9

10 HR6 HR7 Undertake a review of all HR processes, procedures and systems to ensure that: - they support the achievement of the HR Strategy - the number of policies are reduced - that they are easily understood and avoid unnecessary bureaucracy - that they are relevant in the current financial climate To research the potential and develop the business case for the implementation of an on-line recruitment process. Review of HR processes undertaken as part of divisional HR transfer and payroll transfer A number of key policies reviewed during the year (for example Consultation, Redundancy and Redeployment, SPP, Acting Up) No progress not an organisation priority This is included in Business Case for Regional HR Service Centre All policies reviewed in accordance with legislative changes and policy review timelines. No progress not an organisation priority This is included in Business Case for EMCHRS TS Stage 2 Review all policies to ensure they are updated and compliant with the introduction of Winsor, PCC and EMCHRS Work with EMCHRS on the development of an e.recruitment solution HR SMT 7.4 HR Service Centre HR8 To research the potential and develop the business case for the implementation of a Electronic Data Management system for staff personal files Take the lead on developing a Police Staff Development Scheme for HR staff within the EM Region Full business case produced and submitted to Finance This is included in Business Case for Regional HR Service Centre Review business case should it not be taken forward as part of Regional HR Service Centre Implement as part of EMCHRS- Transactional Service project HR 7.4 HR9 No progress not a priority objective. Post of Workforce Development withdrawn as part of HR savings proposals Review priority March 2012 Work across EMCHRS to deliver proposals for HR with a view to implementation in 2013/4 Training B10