Police Service Strength - Home Affairs Committee Contents


Memorandum submitted by Metropolitan Police Service

THE NUMBER OF POLICE OFFICERS AND STAFF CURRENTLY EMPLOYED BY THE FORCE

  Details of the current workforce numbers are included in the table below (highlighted in grey).
Police
Officers


Change
Police Staff

Change


PCSOs


Change
Traffic Wardens

Change


Total


2004-05
31,175 13,4512,144 426 47,196
2005-0630,871-304 13,769 3182,308 164400-26 47,348
2006-0731,074203 13,9802113,683 1,375311-89 49,048
2007-0831,398324 14,070904,226 543294-17 49,988
2008-0932,5431,145 14,2171474,567 341273-21 51,600
2009-1033,318775 14,22694,685 118262-11 52,491
2010-1133,129-189 15,1969704,716 31219-43 53,260


Note:

2004-05 to 2008-09 represents actual strength

2009-10 represents forecast strength as at Period 6

2010-11 represents proposed budgeted strength per the draft Policing London Business Plan 2010-13

HOW THIS FIGURE HAS CHANGED OVER THE PAST FIVE YEARS (INCLUDING DETAILS OF BUSINESS AREAS WHERE REDUCTIONS OR INCREASE HAVE OCCURRED IF POSSIBLE)

  The table above details the workforce numbers for 2004/05 to 2010/11 for Police Officers, Police Staff, PCSOs and Traffic Wardens.

  The main increases in Police Officer posts over this period are due to additional funding received for Safer Neighbourhood Teams (SNT), Counter Terrorism (CT), Dedicated Security Posts (DSP), Olympics, Royal Parks and the Integrated Borough Operations. These increases are partially offset by reduced Police Officer numbers [resulting in increased staff numbers ie nurses] due to Operation Herald, a change to the way custody services are delivered.

ANY COMMENTS ON THE RELATIONSHIP BETWEEN THESE TRENDS, THE MOST RECENT CSR FUNDING SETTLEMENT, EFFICIENCY SAVINGS TARGETS, THE FORCE'S OVERALL FINANCIAL POSITION AND ANY OTHER FACTORS

    — Targeting of savings from support services rather than frontline services.

    — Achievement of the challenging targets included in the Mayor's Budget Guidance of a balanced budget within the prescribed and reducing financial envelope.

    — Achievement of savings to balance the budget. These savings will form part of the MPS' three year efficiency plan for 2008-11.

    — CT grant funding has increased over the CSR period although this is not expected to continue over the next CSR period.

AN INDICATION OF LIKELY CHANGES TO THE WORKFORCE DURING THE REMAINDER OF 2009-10 AND 2010-11

  The table shows the projected budgeted workforce numbers for 2010-11 based on identified growth and savings. The change from 2009-10 to 2010-11 is primarily due to reductions due to the rollout of Operation Herald and reductions in the projected number of Olympics posts partially offset by other growth.

  Given the apparent inevitability of public spending cuts, which will undoubtedly impact on the policing service, what plans the force is putting in place to deal with reduced funding.

    — Introduction of the Service Improvement Plan (SIP) that aims to identify areas of capability/capacity and productivity/efficiency. The SIP has been classified in to four themes—shared services and joint planning eg criminal justice, lean management, supplies & services and compliance.

    — Main budget principle to protect frontline services.

    — Maximise income streams including charging for Policing outside football grounds and City Airport policing through supporting legislative changes.

    — Focusing on service priorities and core business and being transparent on what are efficiency savings versus service reduction proposals as well as being clear with partners what will not be delivered if funding is withdrawn.

November 2009





 
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Prepared 26 January 2010