Notes of the first informal meeting of the Productivity and Performance Sub-committee

[Draft]

Notes of the first informal meeting of the Sub Committee held at 10 Dean Farrar Street SW1 on Friday 13 March 2009 at 2.00 p.m.

Present

Members

• Deborah Regal (Chair)
• Faith Boardman
• Richard Tracey

MPA officers

• Annabel Adams (Deputy Treasurer)
• Ken Hunt (Treasurer)
• Ruth Hastings Iqball (Committee Section)

MPS officers

Alan Hughes (Director of Business Performance)

Anne McMeel (Director of Resources)

Wendy Tornieri (Strategy Unit)

1. Apologies for absence

(Agenda item 1)

No apologies were received.

2. Introductions

(Agenda item 2)

Introductions were made.

3. To note the sub-committees terms of reference as agreed by the Finance and Resources Committee and consider any changes

(Agenda item 3)

The terms of reference were noted and no changes suggested.

4. Work programme for the Sub-committee

(Agenda item 4)

Members were content with the work programme.

5. Appointment of Vice Chair and dates of future meetings

(Agenda item 5)

Faith Boardman was proposed as Vice Chairman, subject to formal ratification by the Finance and Resources Committee.

6. MPS presentation on performance management and strategic productivity planning

(Agenda item 6)

The Director of Resources gave a power point presentation on performance management and strategic planning, and circulated a bundle of documents providing background to the presentation. She stated that the MPS had moved forward considerably in the last few years.

The Chair suggested that at a future date the Sub Committee could hold a joint meeting with the HR and Remuneration Sub Committee, in September, to look at such topics as the future of the uniform facility at Mandela Way.

In the light of the presentation the Chair again asked if there was anything that should be added to the workplan. It was suggested it could be a forum for providing briefings on the Service Improvement Board plans.

One of the slides related to zero based budgeting (ZBB) and incremental budgeting (IB). The MPS used elements of both approaches, as ZBB in its pure form was not practical for the MPS, and did not use the term ZBB. The Treasurer suggested piloting ZBB and IB. A member suggested a more detailed scrutiny on ZBB and IB in the MPS. The Chair suggested piloting ZBB in rape havens. . Members insisted there should be a ZBB pilot in an area which would provide savings which could be spent on something like rape havens. The Director or Resources said that this would be impossible as money saved in one area could not be earmarked for another. In any event the MPS was looking for substantial savings across the whole MPS, and could not save to spend on in one particular project. In addition ZBB was also labour intensive.

The Treasurer added that ZBB was one focus in a wide range of activity and a report would be required for F&RC.

The Director of Resources said the MPS did challenge costs and using the Estate as an example indicated that costs could be reduced by selling buildings and having fewer buildings open 24/7. However such decisions needed to have due regard to Service priorities. For example, did every officer require the same locker space given 10% of the estate has locker space or should the MPS have sub regional training facilities?

Members suggested an interactive presentation was given at the away day on 29 April using the estate as an example.

In relation to benchmarking work, the Treasurer said it was difficult for the MPA to understand costs and provide challenge. The MPA was therefore going to employ extra staff to provide more capacity in this direction to enable the MPA to fulfil its role of challenging and scrutinising the MPS. The Director of Resources indicated that budget savings in excess of £1m were being made on Finance Services staff and the Authority needed to recognise the impact on the Service of the ever-increasing level of scrutiny.

A member suggested benchmarking the 32 BOCUs, as all were doing same work. The Director of Resources provided some information on costing in relation to BOCUs and efforts to align cost structures. A member felt that members were not in a position to challenge financial information provided by BOCU commanders, and improving this situation could be something the Authority could help introduce.

It was noted that benchmarking could prove difficult for the MPS, as it was the UK's largest force. It was suggested the European Quality Foundation Model. (EQFM) could be used. This was used for the strategic analysis of organisations, focused on outputs and gave a year on year score.

The Director of Resources stated that the Service was considering capability models and would be introducing toolkits incrementally. It was agreed that the Director of Business Performance and Faith Boardman would discuss benchmarking further outside the meeting.

The Chair asked the Director of Resources about the cost of being green. She outlined details of the submission to the GLA and the Clinton C40 Climate Change Initiative (CCI) Building Energy Efficiency Programme (BEEP), adding that a member of her staff could give a presentation to the Sub Committee if required. She also informed members of efforts to ensure all contractors paid their staff above the London living wage and improve training.

The meeting finished at 3.55

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