Resources and Outputs

• Planned Staffing for 2003/04
• Output and performance analysis

73. HSE’s 2002 settlement provides for an increase in HSC/E’s resource budget of £4million (m) in 2003/4, £4m in 2004/5 and £2m in 2005/6 on HSE’s 2003/4 resource baseline. HSE’s capital cover (including HSL) is £11m for 2002/3; £11m for 2003/4; £71m for 2004/5; and £11m for 2005/6. This has been increased by £60m in 2004/5 to provide for the fact that the PFI replacement of the Health and Safety Laboratory (HSL) facilities will be on HSE’s balance sheet.

74. Table 1 below provides a breakdown of the SR2002 settlement.

HSE only	2003/4	2004/5	2005/6
Administration costs	203	203	201
Programme costs	59	59	59
Gross costs	262	262	260
Income	(54)	(54)	(54)
Net costs	208	208	206
Non cash costs	11	11	11
Net Resource Budget	219	219	217
Capital Budget	6.5	66.5	6.5

75. In addition a further £4m for each of the years 2003/4 and 2004/5 has been provided from DWP and DfT to fund work on the Cullen recommendations arising from the Ladbroke Grove inquiry.

76. Over three quarters of HSC/E’s gross budget is spent on staff and related costs (administration costs). Programme costs covers: publications, marketing and publicity and science and technology (including reactive support). Capital is mainly vehicles and equipment. Income is generated from the sale of publications and from fees and charges for regulatory activity (eg licencing of nuclear installations; assessment of safety cases for COMAH, offshore, rail and gas transportation sectors, and associated inspection activity to ensure compliance with the safety case).

Planned Staffing for 2003/04

HSE planned staff in post by Division/Directorate ^[1]

Division Directorate	01.04.02 staff in post	01.04.03 staff in post
Health and Safety Commission Support	-	3
Solicitors Office	36	34
Resources and Planning Directorate	500	463
Strategy and Intelligence Division	-	8
Policy
Health Directorate	244	-
Safety Policy Directorate	110	-
Strategy and Analytical Directorate	108	-
Rail Directorate	33	-
Policy Group [2]	-	352
Operations
Operation Planning Division	25	33
Field Operations Directorate	1694	1672
HM Railway Inspectorate [3]	-	179
Hazardous Installations Directorate	545	609
Nuclear Safety Directorate	253	292
Electrical Equipment Certification Service [4]	40	2
Technology Division [5]	121	-
Corporate Science and Analytical Services Directorate [6]		82
Total HSE staff	3709	3727
Health and Safety Laboratory	341	341
Total Staff	4050	4068

Total HSC/E Staff in post by occupational group

Occupational Group	01.04.02 staff in post	01.04.03 staff in post
Inspectors	1625	1651
Other professional or specialist staff	1461	1265
Other Staff	964	1153
Total Staff	4050	4068

Output and performance analysis

77. HSE has reviewed its published output and performance measures to improve their quality and relevance to the management of our business. We are particularly concerned to ensure frontline operational resource is applied to our priority programmes and for this reason we have introduced a performance measure that will track, during the year, the level of resource committed to these activities as a proportion of that planned. We aim to ensure that we fully resource priority work, and over time to maximise the total resource we apply. Our revised operational and other performance measures for 2003/04 are detailed below.

Operational Output and performance measures

Activities	2001/02 outturn	2002/03 Plan	2003/04 Plan
Major hazards
% Safety cases, safety reports and safety submissions processed in accordance with published arrangements for quality and timeliness. [7]	N/A	N/A	100%
Compliance
% Resource committed to HSC priority programmes as published in our business plan [8]	N/A	N/A	100%
% Complaints (about work activities) followed up	87%	87%	90%
% Incidents meeting HSE investigation criteria which were investigated [9]	N/A	N/A	95%
% Higher risk sites or clients visited to secure compliance and improved health and safety performance	100%	100%	100%

Other Output and performance measures

Mandatory activities	2001/02 outturn	2002/3 Plan	2003/04 Plan
Modernise and simplify the legal framework
Sets of regulations, ACOPS, consultative documents and new guidance documents introduced	57	67	62
% sets of regulations, ACOPs, consultative documents and guidance documents introduced to time	50%	90%	90%
Providing information and advice
Number of publicity products purchased or accessed (including electronic) millions	28.7m	28m	50m
Number of publicity products made available	11 026	23000 [10]	25,000
Number of enquiries dealt with	55 4107	Target not set	Target not set
% Infoline calls answered within 15 seconds	N/A	85%	85%
% public enquiries responded to within 10 days	98%	100%	100%
Science and Innovation
Number of projects completed within risk and technical policy programmes	78	80	80
% of research projects to be let through competition or collaboration	N/A	55-65%	55-65%
Operate statutory schemes
Providing regulatory services, eg issuing exemptions, statutory certificates	3490	4501	4496
% service products (statutory certificates etc) processed to time	92%	95%	95%
Management of HSE
Efficiency gains (cash and productivity) as % of total running costs	3.0%	3.0%	3.0%
% staff payroll costs devoted to central services, eg personnel, planning, finance	8.0%	8.0%	8.0%

[1] All figures are rounded.

[2] The Health, Safety Policy, Strategic and Rail Directorates were reformed to become the Policy Group and the Strategy and Intelligence Division on 1/4/2003/4.

[3] On 1/4/2002 the Railway Inspectorate was brigaded within FOD.

[4] The Electrical Equipment Certification Service ceased to operate on 1/10/2002.

[5] Technology Division was dispersed to Policy Group and the Field, Nuclear Safety and Hazardous Installations Directorates on 1/4/2003.

[6] The Corporate Science and Analytical Services Directorate was formed on 1/4/2003 and combines analytical services, risk policy and science and technology into one Directorate.

[7] This is a new measure. The previous equivalent performance measure was the number of safety cases considered and processed to time and quality. Since it is difficult to predict numbers of cases received and quality of cases is variable this measure was refined to focus on our commitment to process all safety cases received to published standards of quality and timeliness.

[8] This is a new measure for the extent to which HSE's operational directorates meet commitments to deploy frontline operational resource on the priority activities they consider will contribute most to the strategic plan. This is to show what % of our frontline operational resource is spent on priority work compared to other activities. Our Field Operations Directorate will contribute significantly to this measure by committing 60% of its frontline contact time to work on the HSC priority programmes. For permissioning Directorates discretionary programmes might be more modest because of commitments to safety case assessment work.

[9] This is a new measure; the previous target was to investigate a certain % of reported incidents. The new commitment is to investigate 95% of reported incidents that meet our published investigation criteria.

[10] The planned number of publicity products made available was revised from 9,600 to 23,000 in year.