Resources and outputs

• HSC/E Budget for 2001/4
• HSE Staffing
• Resource allocation by Programme Block
• Output and Performance Analysis
• Management Plan

Introduction

6.1 The Government's investment in health and safety is set out in the 1998 Comprehensive Spending Review. We will manage the work of HSC/E to make best use of these resources.

HSC/E Budget

6.2 Under the Spending Review 2000, the Government has made the resources shown in table 6.1.

Table 6.1 Budget settlement for 2001/02 - 2003/04 (£m)

	2001/2 Plan	2002/3 Plan	2003/4 Plan
Administration costs	192.5	195.1	196
Programme Expenditure	49.4	54.4	59.3
Income	-59.4	-58.3	-54.3
Total HSE Resource Budget	182.5	191.2	201
HSE Capital Budget	6.9	9.9	9.9
HSL Resource Budget	-2.2	-2.2	-2.2
HSL Capital Budget	4.2	4.2	4.2
Total Managed Expenditure	191.4	203.1	212.9

Note to Table 6.1: From 2001/02, the Government has changed the way it budgets and accounts for public expenditure. Under the new Resource Accounting and Budgeting arrangements Departments and bodies such as HSE have to budget for non cash costs such as depreciation on fixed assets and a 6% capital charge on net assets. This budget is reviewed on an annual basis. The figures above do not include £12 million in 2001/02 allocated for non cash costs. Also excluded is £1.2 million in 2001/02; £0.8 million in 2002/3 and £0.6 million in 2003/4 allocated for draw down of adminstration costs provision.

6.3 Over three quarters of HSC/E's gross budget is spent on staff and related costs (administrations costs). Programme expenditure covers publications, publicity and expenditure on science and technology. Capital is mainly vehicles and equipment. Income is generated from fees and charges for regulatory activity such as licencing of nuclear installations and the assessment of safety cases for COMAH, offshore, rail and gas transportation sectors, and associated inspection activity to ensure compliance with the safety case and from sales of publications.

[back to top]

HSE Staffing

6.4 The following table shows HSE planned staff in post.

Table 6.2 Total HSC/E planned staff in post by division/directorate

Division Directorate	1.4.99 staff in post	1.4.00 staff in post	1.4.01 staff in post	1.4.02 plan
Health and Safety Commission Support and Senior Management Support Unit	32	33	-	-
Solicitors Office	20	20	22	25
Policy Unit (and Training initiative)	42	41	-	-
Resources and Planning Directorate	507	506	500	542
Health Directorate	250	258	245	257
Safety Policy Directorate	144	136	127	122
Strategy and Analytical Support Directorate1	-	-	102.6	112
Rail Directorate	-	-	-	7
Operations Group
Operations Unit	20	26	13	13
Local Authority Unit	17	15	17	20
Field Operations Directorate	1,415	1,440	-	-
HM Railway Inspectorate	97	108	-	-
Field Operations Directorate & HM Railway Inspectorate2	-	-	1,567	1,726
Chemical and Hazardous Installations Division	271	287	-	-
HM Inspectorate of Mines	35	32	-	-
Offshore Safety Division	237	230	-	-
Hazardous Installations Directorate3	-	-	526	583
Nuclear Safety Directorate	224	240	247	280
Directorate of Science and Technology	167	167	-	-
Electrical Equipment Certification Service	51	50	44	48
Technology Division4			123	135
Total HSE staff	3,529	3,589	3,534	3,870
Health and Safety Laboratory	351	348	360	367
Total Staff	3,880	3,937	3,894	4,237

Notes to Table 6.2:

1. Strategy and Analytical Support Directorate was formed from Senior Management Support Unit, Policy Unit, Statisticians' Branch, Economic Advisers Unit and Risk Assessment Policy Unit.
2. Field Operations Directorate and HM Railway Inspectorate brigaded May 2000.
3. From 1 April 2000 Chemical Hazards Installations Division, Offshore Division and HM Mines Inspectorate combined to form Hazardous Installations Directorate.
4. Technology Division was formed from the main part of Directorate of Science Technology, the other parts of which were moved into other Directorates.

Table 6.3 Total HSC/E staff in post by occupational group

Occupational Group	1.4.99 staff in post	1.4.00 staff in post	1.4.01 staff in post	1.4.02 plan
Inspectors*	1,497	1,507	1,534	1,614
Other professional or specialist staff	1,244	1,311	1,333	1,413
Other Staff	1,139	1,119	1,027	1,210
Total Staff	3,880	3,937	3,894	4,237

* table includes inspectors on non-inspection duties (eg line management, contributing to policy or technical standards)

[back to top]

Resource allocation by programme blocks

6.5 The following chart shows the overall planned allocation of HSE resources in 2001/2 against the four main programme blocks described in this plan, with an allowance also for the central services overhead.

Long description available

6.6 This chart is based on planned allocations for 2001/02 set out in table 6.2. As we develop our plans over the three years of the Plan, the allocation will change. In particular, some of the priority programmes are at an early stage of development, or at a stage in their lifecycle where emphasis is on policy development or research which are less staff time intensive than programmes with a heavy emphasis on compliance and enforcement. We can expect that balance to change over time.

6.7 The chart does not take account of the likely full resources to be used on the priority programmes. In particular it only takes account of directed activity in HSE's FOD (ie specific, directed interventions focussed on the particular hazards). Inspectors will also be looking at the priority hazards during the course of their normal inspection activity. For convenience, this is counted under the 'Compliance' heading. HSE is developing its information systems to enable us to better capture resource use against the programmes

6.8 HSE resource allocation does not take account of the resource inputs by LAs other partners in the priority programmes.

Output and performance analysis

6.9 The following table provides an output and performance analysis against the main programme blocks. Outputs described for individual programmes have been aggregated in table6.4.

Table 6.4 Output and performance measures

Activities	2000/01 Plan	2001/2 Plan	2002/3 Plan	2003/4 Plan
Major hazards
Number of safety cases/reports and nuclear licence actions considered and processed	650	781	812	730
% safety cases/reports and nuclear licence actions processed to time	89	86	88	88
Compliance
Number of regulatory contacts, including inspections and investigations, made with employers and duty holders	193, 000	200, 000	206, 000	213, 000
Number of incidents/complaints investigated	34, 100	41, 000	41, 500	42, 000
% complaints (about work activities) investigated	76	83	87	92
% reported events (accidents/incidents) investigated	6.7	10	10.5	10.6
% high risk workplaces receiving annual site regulatory contact	100	100	100	100
% inspector time on site/contact and related activities (as a proportion of total time available)	80	80	80	80
Mandatory activities
Modernise and simplify the legal framework
Sets of regulations, ACOPS, consultative documents and new guidance documents introduced	79	64	67	62
% sets of regulations, ACOPs, consultative documents and guidance documents introduced to time	90	90	90	90
Provide information and advice
Number of publicity products purchased or accessed (including electronic) millions	14.4m	28m	28m	28m
Number of publicity products made available	7700	9600	8300 - 9600	8300 - 9600
Number of enquiries dealt with	550, 000	#	#	#
% Infoline calls answered within 15 seconds	N/A	85	85	85
% public enquiries responded to within 10 days	100	100	100	100
Resources and outputs
Implement risk and technical policy projects	120	80	80	80
% of research projects to be let through competition or collaboration	N/A	55-65	55-65	55-65
Operate statutory schemes
Providing regulatory services, eg issuing exemptions, statutory certificates	3700	3338	4501	4496
% service products (statutory certificates etc) processed to time	93	94	95	95

Management of HSE	2001/2 Plan	2002/3 Plan	2003/4 Plan
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

Notes to Table 6.4:

• + Based on assumption of 29 000 complaints received
• # Targets not set for Service First

[back to top]

HSE Management Plan

6.10 The HSE will continue to work to achieve our internal management aim to maintain an efficient and effective central service which promotes and secures value for money.

6.11 The HSE intends later this year to publish its first Management Plan to complement this Strategic Plan. The Management Plan will cover HSE's long-term (3-5 year) management strategy, including its approach to Modernising Government.

6.12 The objectives for the Management Plan are:

• to provide a framework for those management activities which contribute to how HSE delivers the Strategic Plan;
• to reflect the Modernising Government vision - the Management Plan will show how we intend to deliver Modernising Government principles; and
• to set out HSE's agenda for change over the next three years.

6.13 The management plan will have the following structure: 

• statement of aspirations - where do we intend to be over the period of the plan, what de we intend to achieve; 
• identification of targets - the measurable achievements we will aim for in moving towards the aspirations; 
• identification of ownership - the targets will be owned by teams or individuals with responsibility for achieving the targets; 
• system of performance monitoring and review; a rigorous review of progress and achievement; and 
• key activities to achieve targets with milestones and resource information provided.

6.14 The management plan will deal with the following business areas: 

• staff/personnel - to provide the necessary HSE staff resources required to deliver the Strategic Plan;
• business organisation - managing the business processes efficiently and effectively, how we intend to develop through business improvement and quality, and our approaches to, openness, joined up government and working with stakeholders;
• information and IT strategies for best use of information technology and managing information age government including the framework for our e-government strategy; and
• business risk management and control issues.