Policing and Performance Plan 2003/04 - development of planning process

Report: 12
Date: 23 May 2002
By: Commissioner

Summary

The paper sets out a proposed planning process for the production of the 2003/4 Policing & Performance Plan including a recommended timetable.

A. Recommendations

1. Members are asked to note and agree the framework and timetable for the development of the 2003/4 Policing & Performance Plan
2. Members are asked to agree bottom up planning, consultation and the link with budgetary arrangements as the key issues for development

B. Supporting information

1. At the February Full Authority meeting the MPS was asked to set out a proposed process and timetable for the production of the 2003/4 Policing & Performance Plan, taking into account views expressed by Members at that meeting and the Planning Panel meeting on 22 April.

2. This paper primarily covers the issues of borough/bottom up planning, consultation and the links with the financial and budgetary planning arrangements, which were identified as key areas for development.

3. At Appendix 1 is a high level timeline that shows the key activities and decisions that need to be taken to enable the plan to be produced on time. This is broken down into a secondary set of timelines at Appendix 2 to Appendix 5 which describe the lower level activities taking place around each of the above issues, together with interactions with the process by the MPA.

4. The timetable and proposals are subject to any changes that might result from national planning requirements being introduced by the Home Office later this year.

5. The planning publications will be overseen by a joint MPA/MPS editorial board which will agree the content and presentation of the plan and help to smooth the production process. The representatives on the board have already been identified and will meet in June to discuss a framework for the document.

Borough planning

6. During a review of the bottom up planning process conducted by the MPS Consultancy Group there was broad agreement between the borough commanders and senior managers that the process, including the setting of bespoke targets, had been a success and needed to be developed for the next planning round. There was some constructive feedback and among the key issues raised by BOCUs were:

• planning guidelines too rigid and overly bureaucratic
• unclear or conflicting advice from central departments
• targets must be consistent with, and led by, the local Crime & Disorder strategy
• unclear how costing & efficiency data requested would be used corporately
• the policing plan timescales were not in synchronisation with the Crime & Disorder strategy timescales which led to consultation overlap and overload

7. The issues raised from the review, together with feedback from Members, form the basis for the refinement of the planning process for 2003/4. The major developments, with the anticipated benefits, are summarised in the following paragraphs 8-11.

8. Involvement of cluster commanders
The role of the cluster commander will become much more pivotal in the target setting process. Each cluster commander will negotiate with the relevant borough commanders to make sure that targets proposed are sufficiently challenging, reflect in year performance and take into account anticipated levels of resourcing.

The benefit of this will be to minimise the need for individual boroughs to revisit targets once set

9. Consistency with Crime & Disorder strategies
The second year of bespoke target setting should be a smooth evolution from that used this year. All borough commanders consulted have emphasised that their local targets must mirror the content of the relevant Crime & Disorder strategy and that this document should take primacy. We propose that the same three offence types are aggregated this year to form corporate targets.

The benefit of this will be to achieve greater consistency between corporate and local plans, and provide a clearer steer for BOCUs and local partners

10. Guidelines simplified
We propose this year to invite selected borough and cluster commanders to comment early on draft guidelines to ensure that they are clear, afford sufficient flexibility to meet local needs and conditions but still meet corporate requirements. A similar process will take place with senior managers in the support departments.

The benefit of this will be early validation from BOCUs and OCUs that the guidance meets requirements

11. Refine methods of collecting costings and efficiency data
Discussions are currently taking place between the MPA Treasurer and senior MPS staff to examine what processes are necessary to manage the budgetary and planning cycles more coherently, and what costing information can usefully be derived from the bottom up planning process.

The benefit of this will be greater recognition of the key dates in each cycle and the ability to link the outcomes between finance and operational planning

12. At Appendix 2 is a timeline showing the borough activity contributing towards the production of the plan, incorporating the proposals set out in the above paragraphs.

Finance and budgetary planning

13. The MPS will produce a medium term financial projection for approval by Members and submission to the GLA and the Mayor in June. This will underpin the key financial decisions over the next three years and provide a foundation for the planning framework. In addition a budget allocation process will be completed between July and October which will provide more timely planning assumptions for BOCUs and OCUs.

The benefit of an earlier development of the corporate allocation process will be more time for OCUs to assimilate their local plans

14. At Appendix 3 is a timeline which shows the finance activity contributing towards the production of the plan.

Consultation

15. The newly formed MPA/MPS Consultation Strategy Management Board (chaired by R. David Muir) will oversee the 2003/4 consultation process. Consultation will take place in June, July and August followed by analysis in September. The key elements to the process are described below in paragraphs 16-20.

16. BOCU based consultation

• the BOCU Commander will be the focus and lead for consultation on boroughs as recommended by the best value review of consultation
• the further development of the bespoke targeting process for 2003/4 will increase the focus on Borough Crime and Disorder Partnerships and their strategies. This bottom up process will be co-ordinated centrally to produce MPS priorities and targets and ties in with recommendations of the District Audit review of the 2002/3 planning process
• there will be centrally produced guidance for the scope of the consultation
• youth will be expected to form a significant element
• PCCGs and other community groups will be consulted by the MPA

17. Pan London Consultation

• pan London organisations will be consulted through their existing fora or by letter
• to increase the effectiveness of the consultation briefing information will be included
• the pan London OCUs will be consulted
• we are exploring how effective consultation about terrorism can be achieved given the sensitive and confidential nature of this issue

18. Public Attitude Survey

• this has been improved to provide quarterly feedback to BOCUs and will be aggregated to provide a pan London picture. Ethnic minorities will be properly represented in the survey. The first quarter's results will be available in August 2002
• E consultation will be undertaken again this year through the MPS and MPA websites. We are planning to increase the number of participants significantly by increasing the profile of the facility

19. Publicity
We are currently undertaking a cost benefits analysis of publicising the consultation campaign.

20. Race Relations Amendment Act

The MPA and MPS general duty under the act will be fulfilled by consulting:

• geographic communities that are made up of a mixture of races and ethnic groups
• representatives of a wide range of individual ethnic groups

21. The benefits of these initiatives will be reduced duplication of consultation, more effective consultation, and better identification of the needs of Londoners.

22. At Appendix 4 is a timeline which shows the consultation activity contributing towards the plan.

Working with the MPA

23. The MPS will seek regular and structured consent from Members through:

• the Consultation Strategy Management Board overseeing the consultation process
• the Planning Panel and Finance, Planning & Best Value Committee overseeing the whole of the planning process
• an editorial panel deciding on format and writing style, and
• the full Authority agreeing the priorities, bespoke targets and final plan.

24. A key element of this year's proposed process is improved communication and more regular engagement with Members. Members will either be informed direct as new proposals emerge or the Planning Panel will be convened, whichever is appropriate. While it is acknowledged that external events can always necessitate a revision of priorities and objectives, we are keen to ensure that where earlier recommendations can be made that this is achieved. MPA involvement is continuous throughout the planning process.

25. At Appendix 5 is a timeline showing how key MPA decisions are scheduled into the chronology of meetings, and how this will facilitate timely production of the plan.

26. The benefits of this joint approach will be:

• faster and more informed decisions;
• increased time for BOCUs to formulate their plans;
• increased co-ordination of effort;
• a plan that reflects the needs of Londoners

C. Financial implications

There are no significant financial implications from these proposals

D. Background papers

None.

E. Contact details

Report author: John Zlotnicki, Michael Debens and Chas Bailey, MPS.

For information contact:

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

Appendices

Appendices 1 to 5 are available in hard copy only, from MPA CLAMS.

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