Critical performance areas 2009/10 for the Policing London Business Plan 2009/12

Report: 10
Date: 13 November 2008
By: Director of Resources on behalf of the Commissioner

Summary

This report presents the 2009/10 Critical Performance Areas within the Policing London Business Plan 2009/12. Associated targets remain under development.

A. Recommendation

That

1. members note and comment on the 2009/10 Critical Performance Areas (CPAs) agreed by MPS Management Board in support of the MPS corporate objectives; and
2. note that targets associated with the CPAs are under development.

B. Supporting information

Context

1. As part of the development of the MPS’s business planning process, a review has been undertaken to assess which of the 2008/09 Critical Performance Areas (CPAs) should remain, be amended, removed or added in 2009/10, in support of the Service’s corporate objectives. The review has included the development of key indicators for the new ‘Lead and Manage our Service’ corporate objective introduced in the Policing London Business Plan 2009-12.

2. MPS CPAs were originally developed to define operational objectives that were regarded as priorities, and move the MPS to a position where it had 12 key operational deliverables rather than 60. Advances in the MPA/MPS’ operational and business environment now allow us to develop CPAs for 2009/10 that address performance across the whole spectrum of MPS work to ensure that all areas of critical activity are focused upon.

3. Where possible each of the key indicators for 2009/10 have been aligned to the National Indicator Set (NIS) and/or linked to Assessment of Policing and Community Safety (APACS), and to the MPS’ Corporate Health Indicators (CHI). It is intended that these will integrate with Business Group measures and through to individual PDRs in an increasingly transparent and refined performance framework.

4. Each 2009/10 CPA has also been aligned to an MPS corporate strategy and/or relevant programme in order to support the MPS’ corporate outcomes. These strategies and programmes drive activity designed to support the corporate objectives.

5. MPS Business Group representatives have taken the lead in suggesting suitable CPAs for 2009/10. The MPS Strategic Research and Analysis Unit has also undertaken an independent analysis to scrutinise the key attributes of the current CPAs. Their findings, and those of Performance Information Bureau (PIB), have been reflected in the proposed 2009/10 CPA set. Work will continue with Business Groups to define targets and to refine specific definitions.

Proposal

6. As a result of this process, the MPS Management Board has agreed 18 headline CPA key performance indicators (KPI) which are set out in Appendix 1 (Appendix 2 shows the 2008/09 CPA KPIs). Within the Service’s developing performance management framework, these KPIs will be supported by a separate set of headline key diagnostic indicators (KDI), and by a broader set of operational indicators and corporate health indicators (CHI), both currently under review. Only the headline CPA KPIs will be tabled in strategic documents such as the Policing London Business Plan 2009-12.

7. Eight CPA KPIs remain unchanged from those agreed for 2008/09 and a further two CPA KPIs are retained but with amended wording to reflect the National Indicator Set, APACS measure or corporate strategy. The focus remains on serious violence, serious acquisitive crime and criminal networks and drugs, with greater focus given to youth violence, public confidence and satisfaction, and to local accountability.

8. The CPA KPIs for Counter Terrorism and for Olympics security are in development. MPS Management Board agreed that these business areas remain as critical indicators but the 2008/09 measures have been withdrawn, pending revision.

9. Six new CPA KPIs are agreed, reflecting the MPA/MPS’ changing environment - one measuring the number of knife crimes, one youth victims of violent crime, one the new public confidence and satisfaction measure (national), and three focused on efficiency and productivity, availability of corporate information systems and diversity.

Abbreviations

CPA

Critical Performance Areas

NIS

National Indicator Set

APACS

Assessment of Policing and Community Safety

CHI

Corporate Health Indicators

KPI

Key Performance Area

KDI

Key Diagnostic Indicator

C. Race and equality impact

There are no equality or diversity implications arising directly from this proposal. Equality Impact Assessments are undertaken on the Corporate Planning process and on Corporate Objectives.

D. Financial implications

There are no financial implications arising directly from this proposal. Resources required to support corporate objectives and targets will be reflected in the budget and business plan as finally agreed for 2009/10.

E. Legal implications

There are no specific legal implications arising from this report.

F. Background papers

• Draft Policing London Business Plan 2009/12
• Appendix 1 – Critical Performance Area KPIs 2009/10
• Appendix 2 – Critical performance Areas 2008/09

G. Contact details

Report author: Paul Clarke, Strategy and Improvement department

For information contact:

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

Appendix 1: MPS CPA key performance areas (KPIS)

Outcome: Crime, disorder, vulnerability and harm are prevented and reduced

Objective

Reduce serious violence and protect young people

Proposed 2009/10: CPA Key Performance Indicators (KPI)

• KPI 1(a) - The number of Most Serious Violent crimes per 1,000 population (APACS SPI 5.1 Source NI 15 serious violent crime)
• Proposed NEW:   KPI 1(b) - The number of knife crimes per 1,000 population (APACS SPI 5.6 Source: NI 28 serious knife crime rate)
• KPI 2(a) - The percentage of Most Serious Violence offences brought to justice (APACS SPI 6.1)
• Proposed NEW:   KPI 3(a) - Every Child Matters Agenda - number of youth victims of violent crime per 1000 of the youth population

Outcome: Offenders are brought to justice

Objective

Make our neighbourhoods safer through local and city –wide problem solving and partnership working to reduce crime, ASB and road casualties

Proposed 2009/10: CPA Key Performance Indicators (KPI)

• KPI 4 - Number of serious acquisitive crimes per 1,000 population (robbery, burglary and motor vehicle crime) (APACS SPI 5.2 Source NI 16 serious acquisitive crime rate)
• Proposed NEW: (2009/10 is the Baseline year)   KPI 5(a) – Public Confidence and Satisfaction measure (APACS national measure tbc)
• KPI 5(b) - Percentage of people who think the police in their area are doing a good job (APACS 2.3 Source: BCS)
• KPI 6 - Percentage change in the number of people killed or seriously injured in road traffic collisions (APACS SPI 9.1 Source NI 47 people killed or seriously injured)

Objective

Disrupt more criminal networks and reduce the harm caused by drugs

Proposed 2009/10: CPA Key Performance Indicators (KPI)

• KPI 7 - The number of criminal networks disrupted
• KPI 8(a) - Value of the assets recovered: the value of cash forfeiture orders and confiscation orders per 1,000 of the population (APACS 8.1)   Amended wording to reflect APACS
• KPI 9 - The number of a) sanctioned detections and b) offences brought to justice for Class A trafficking and of these the percentage for (i) cocaine and (ii) heroin supply   Amended wording to reflect the MPS Drugs Strategy

Outcome: Communities are engaged with, confident and satisfied with our service

Objective

Make our service more accessible and improve peoples experience of their contact with us, especially victims and witnesses

Proposed 2009/10: CPA Key Performance Indicators (KPI)

• KPI 10 - Percentage of victims satisfied with the overall service provided by the police, (APACS SPI 1.1 Source: Home Office User Satisfaction Survey)
• KPI 11 - Percentage reduction in the difference between the satisfaction of white users and users from minority ethnic groups with respect to the overall service provided by the police (APACS SPI 1.2 Source: Home Office User Satisfaction Survey)

Outcome: Security is improved and the public feel reassured

Objective

Enhance our counter-terrorism capability and capacity

Plan for and effectively police major events in London and prepare for the 2012 Olympics

Proposed 2009/10: CPA Key Performance Indicators (KPI)

• KPI 12 - Counter Terrorism (CT) Measure   (Placeholder pending new definition and measure.)
• KPI 13 – Olympics Security Measure   (Placeholder pending new definition and measure.)    

Outcome: Continuous improvement is fundamental to service delivery

Objective

Lead and manage our service to ensure the most efficient, effective and economic use of all the resources entrusted to us

Proposed 2009/10: CPA Key Performance Indicators (KPI)

• Proposed NEW:   KPI 14(a) - Delivery of net cashable, efficiency and productivity gains (APACS 12.1)
• Proposed NEW:   KPI 15(a) Percentage of police officer recruits from minority ethnic groups compared to the percentage of people from minority ethnic groups in the economically active population (APACS 3.1)
• Proposed NEW:   KPI 16(a) - Number of key Corporate ICT Systems and Services achieving target availability or higher (11 systems)

Appendix 2: MPS’ critical performance areas 2008/09 aligned to corporate objectives (for comparison against 2009/10)

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