Efficiency plan monitoring - as at final quarter 2010/11

Report: 10
Date: 21 July 2011
By: Director of Resources on behalf of the Commissioner

Summary

This report provides the out turn monitoring of the Metropolitan Police Authority (MPA)/Metropolitan Police Service (MPS) 2008/09 – 2010/11 Efficiency Plan. The outturn position was an over achievement against the HM Treasury cumulative efficiency target of £64.6m, equivalent to 18.7%.

A. Recommendations

That members note the outturn position against the Efficiency Plan target set by HM Treasury as at the three years ending March 2011.

B. Supporting information

Introduction

1. The MPS has a successful track record of delivering savings and has implemented a number of programmes and reviews to drive forward efficiency in the organisation. The purpose of this report is to conclude the monitoring of the MPA/MPS 2008/09 – 2010/11 Efficiency Plan.

Background

2. Following the 2007 Comprehensive Spending Review, the Home Office issued a draft Efficiency and Productivity Strategy for the Police Service 2008 - 2011. The strategy resulted in the target for cashable savings being increased to 3% of gross revenue expenditure per annum, (previously 1.5% of net revenue expenditure), and an emphasis on the inclusion of an effective Efficiency Plan within the Police Authority’s Business Plans. Home Office guidance stated that the value of the target was to be compounded. Cumulative net cashable efficiency or productivity gains, worth 9.3% of 2007/08 Gross Revenue Expenditure, were to be achieved by the end of 2010/11.

3. As part of the 2009 Budget announcement HM Treasury increased the efficiency targets from 3% to 4%. The MPA/MPS has over achieved against this revised target.

4. HM Treasury raised the overall three year savings target for police forces in England and Wales from 9.3% to 10.3% (based on gross revenue expenditure). For the MPA/MPS, based on the 2007/08 outturn of £3,349m, the new total efficiency savings target over 3 years equated to £344.9m.

Out turn position

5. Cumulatively the total efficiency savings achieved at the end of the final quarter (including the permitted surplus savings brought forward from 2007/08) are £409.5m, an over-achievement of £64.6m against the HM Treasury target of £344.9m, which equates to an over achievement of 18.7%. Appendix 1 provides a more detailed breakdown of the efficiency savings position.

Future years’ savings

6. This is the final report to be made against the Home Office 3 year efficiency targets which ended in 2010/11. The MPS/MPA has its own significant efficiency agenda to support the Medium Term Financial Plan 2011/12 to 2013/14 following the autumn 2010 CSR. This will tracked in the usual monthly management accounting context.

C. Other organisational and community implications

Equality and Diversity Impact

1. Equality Impact Assessments are completed on business group activities undertaken where there is deemed to be an impact. The equality and diversity implications are identified in business cases and reports on individual proposals through our normal decision making process.

Consideration of MET Forward

2. Met Forward recognises that the MPS has to make challenging financial decisions whilst minimising the impact on front line policing. This report outlines the efficiency savings achieved by the MPS in comparison to the target set by the HM Treasury.

Financial implications

3. The financial implications are those set out in this report.

Legal implications

4. Under section 1 of the Local Government Act 1999 (“LGA 1999”) the MPA is a best value authority. Under section 5 of the LGA the MPA as a best value authority “is under a duty to conduct best value reviews of its functions with the aim of improving the way in which its functions are exercised, having regard to a combination of economy, efficiency and effectiveness”.

5. The Home Office Efficiency and Productivity Strategy sets out a framework, agreed by the Home Office, APA and ACPO to assist police authorities and forces to achieve efficiency and productivity improvements.

Environmental implications

6. There are none specific to this report.

Risk Implications

7. Risk management is integrated into the Service’s budget, business planning and performance management processes. Business Groups and Management Board monitor risks on a regular basis. This report sets out the financial risks and pressures currently being managed by the Service.

D. Background papers

• MPA/MPS Efficiency Plan 2008/09 – 2010/11

E. Contact details

Report authors: Anne McMeel, Director of Resources, MPS

For more information contact:

MPA general: 020 7202 0202
Media enquiries: 020 7202 0217/18

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