Policing priorities and objectives 2002/03

Report: 8
Date: 10 December 2001
By: Commissioner

Summary

The paper outlines the process used to develop priorities and objectives. It proposes MPA policing priorities and objectives for 2002/03, and summarises the remaining activities to develop a matrix for the delivery of objectives. It also highlights the bespoke target setting process for the 'Safer Communities' objective.

A. Recommendations

1. That Members endorse the 2002/03 priorities and objectives proposed by MPS Management Board.
2. That Members note progress on development of performance indicators and targets for the delivery of objectives, and the bespoke target setting process.

B. Supporting information

1. The Police Act 1996 requires the Commissioner to prepare a draft annual policing plan for consideration by Members. This report confirms the priorities and objectives, incorporating debate at the Metropolitan Police Authority meeting on 25 October, and sets out the work now ongoing to develop targeted activities and performance indicators for 2002/03.

2. Given the requirement to integrate the processes to prepare a budget and to set priorities, it is recognised that a list of priorities was needed to inform the budgetary submission made to the Mayor on 26 October. However, the deadline for budget submission was before all of the priority information was available. (The key missing piece is still the Ministerial Priorities, which are expected in December). The priorities will therefore have to be reviewed once all of the relevant data is available. The decisions made should hence be regarded as provisional until then.

Priorities and objectives

3. The planning panel, chaired by Graham Tope, met on four occasions during the development process (on 30 August, 17 September, 11 and 31 October) to share their views with the MPS on emerging priorities and objectives. The following definitions were agreed by the panel and used to guide the development of priorities, objectives and targets:

• Designating a service as a priority means that it is an issue singled out to receive additional managerial focus, work-effort and/or resources to bring about a change and/or improvement.
• Each issue selected as a priority will have at least one objective describing how the priority is to be addressed (i.e. what will actually be done in practice). For example, the objective "To prevent and disrupt terrorist activity" could be regarded as one of the ways in which the priority, "To increase the security of the capital", is actually delivered. Each objective will be SMART (i.e. specific, measurable, achievable, relevant and time-based).
• A target is the intended degree of change expected for each objective within the 2002/03 financial year.

4. The objectives shown under each priority were developed following a senior management seminar on 4 October.

5. Following due consideration of all the relevant information, MPS Management Board proposed the following four priorities, which were agreed by the MPA on 25 October:

• To increase the security of the capital
• To create safer communities for Londoners
• To improve the police response to vulnerable victims
• To tackle youth offending

6. The MPA also considered the content and wording of the associated objectives, which have now been reviewed by the MPS, and are set out at Appendix 1. Alterations and amendments have resulted in a sharpening of the wording of the two objectives supporting the priority – 'To increase the security of the Capital against terrorism', and an explicit reference to the intention to tackle the growth in gun crime in the 'Safer Cities' priority. They will have to be reviewed following announcement of the Ministerial Priorities, so those shown below should still be seen as provisional.

7. A schedule of Priorities and Objectives is attached at Appendix 1.

8. An 'objectives delivery matrix' is being drawn up for each one to ensure a robust internal action plan is in place (see paragraph 14). This matrix will identify primary and secondary enabling objectives to be undertaken by all MPS units to help deliver the corporate objectives. It is intended to present these to the MPA in January for debate.

Performance indicators and targets

9. Performance indicators and targets are under development for each objective. In proposing targets, a range of factors is being taken into consideration, including past performance and recent trends. It is intended to bring these to the MPA for debate in January. The ramifications of introduction of the national crime reporting standards are also being considered (see separate report entitled, 'Implications for adopting the National Crime Reporting Standard'). The targets set for each objective will also have to be reviewed following confirmation of the budget settlement in February, and once this year's performance data is closer to being finalised.

10. The development of indicators and targets for the objective:- To work with community safety partnerships to reduce the incidence of crime and disorder in the most troubled areas in each neighbourhood', which supports the Priority;- 'To create safer communities for Londoners', is this year following a bespoke target setting process, described below. This will require some additional time to consult, aggregate and negotiate local targets before corporate targets can be published.

Bespoke targets

11. The process of having bespoke targets for Borough Operational Command Units (BOCUs) is being introduced into the MPS in 2002/03 for key crimes. Boroughs are being asked to identify the areas (which may be geographic locations, victim/offender types or crime types) in their communities that pose the greatest challenges and where they could really 'make a difference'. They would then select indicators, which are most applicable to their problems, from a menu.

12. As a result, Boroughs may have different targets for different crime types, based upon their differing pressures (local performance, content of local crime and disorder strategy, etc). This approach allows for stronger links between local crime and disorder strategies and annual corporate targets, creating greater ownership by boroughs, and their Community Safety Partners.

13. Boroughs are now commencing their local planning process, and have been asked to submit their targets by 21 January. There will then be some negotiation required before aggregated corporate targets are confirmed.

Objectives delivery

14. A matrix for each objective is being drawn up to monitor action and promote accountability for its cost-effective delivery. The matrix includes:

• summary of targeted primary actions
• summary of targeted secondary actions (i.e. those enabling actions that will be undertaken by support departments to help deliver the objective)
• responsibility and accountability for actions
• resources involved and their costs
• key measures for inputs (effort), outputs and outcomes
• Bespoke targets on BOCUs
• analysis and reports to monitor performance
• risk assessment for objective delivery
• cost of change to deliver objective

15. All MPS departments are developing local plans, which will aid construction of this matrix. The planning undertaken at corporate and local level is being integrated to produce a coherent set of actions for the service. Departments will identify 'enabling objectives' i.e. high level internal objectives that contribute to delivery of the corporate objectives. Key enabling objectives will be published in the corporate plan, and local branch or group plans will include secondary objectives that set out the contributions to be made in the achievement of the corporate objectives.

Next steps

16. It was agreed at the planning panel on 31 October that the priorities and objectives should be circulated to CPCGs for comment, with a return date by the end of December. Rather than extend the consultation cycle further, however, it is proposed to thank the CPCGs for their contributions so far, show them where we are now, and inform them of the local consultation that will be taking place to develop bespoke targets. In this way CPCGs will be engaged in setting local targets.

17. Once the Ministerial Priorities have been announced, the MPA's 2002/03 priorities and supporting objectives will be reviewed to check that they are compatible with the direction for police forces in England and Wales set by the Home Secretary.

18. Appendix 2 illustrates the key remaining stages in the corporate planning process 2002/03. It can be seen that the local planning process (including the development of bespoke targets on boroughs) forms a significant element of the remaining work. Completion of the objective delivery matrix by business groups will also identify the corporate enablers for each objective.

19. It is intended to bring a paper to the Finance, Planning and Best Value Committee (FPBV) on 17 January and the Metropolitan Police Authority on 24 January, which will contain a list of MPS proposals for priorities, objectives, performance indicators and targets. However, due to the bottom up process of confirming bespoke targets for the objective "To work with community safety partnerships to reduce the incidence of crime and disorder in the most troubled neighbourhood", the targets for this objective will not be available until FPBV on 21 February and the Full Authority on 28 February.

C. Financial implications

The financial implications of achieving the targets proposed are being assessed via construction of the objective delivery matrix. It may be necessary to modify the targets following confirmation of the budget settlement in February.

D. Background papers

Policing priorities 2002/03 (report 8 to MPA meeting on 25 October 2001)

E. Contact details

Report author: John Zlotnicki and Sarah Hedgcock, MPS Corporate Planning Group.

For information contact:

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

Appendix 1

Send an e-mail linking to this page

Feedback