MPA/MPS strategic framework

Report: 10
Date: 25 July 2002
By: Commissioner

Summary

This paper introduces the strategic framework document. It is the result of substantial consultation and drafting, with the planning panel fine tuning this latest version. Members are asked to agree to an MPA/MPS launch in late August/early September, subject to any comments agreed at this meeting.

A. Recommendations

That members provide feedback on the current draft of 'Towards the safest city' with a view to enable a launch in late August/early September.

B. Supporting information

Background

1. A strategic framework ('Towards the safest city') has been drafted to provide long-term direction for the MPS in a climate of very rapid change. The framework is being issued now to pave the way for the development and launch of the MPA/MPS strategy by April 2003. The MPS is continually reacting to external pressures that arrive very quickly and then consume significant amounts of organisational energy (e.g. Macpherson, safer streets). As a result, there is a danger that we may be 'taking our eye off the ball' from other important areas of work. 'Towards the safest city' provides a clear summary of work priorities and a sense of purpose for all parts of the MPS, not just those that are directly affected by the latest initiatives. Similarly, in paving the way to development of a full strategy, it gives reassurance to the government and the public that we have a long-term commitment to address fundamental issues that are likely to remain on the agenda for some considerable time. Just as importantly, it provides the framework to prioritise our long-term investments in areas as diverse as work force planning, people skills, equipment, buildings and IT.

2. The MPA and MPS have considered various drafts of the strategy over a number of months. During 2002, MPA contributions have taken place at the planning panel meeting on 5 February and as a result of a request for written feedback circulated to all members.

3. In June, an indication was received that members would not approve the draft as written. As a result, a revised and more focused version was produced for consideration. This was debated at the planning panel meeting on 8 July. Subsequent changes have resulted in the version shown in Appendix 1. (A full 'mock up' of the document, complete with photographs, has been produced and will be available to all members before the meeting). Management Board has already endorsed this latest version, which was also considered by the Planning, Performance and Review Committee on 22 July.

Changes introduced by the Reform Bill

4. Whilst there is currently no legislative requirement on the MPS or the MPA to produce a strategy (although it is regarded as good practice e.g. by HMIC), this will change under the reform bill. Under the bill, police authorities will be required to produce 'three-year strategy plans', setting out the authority's medium and long-term strategies for the policing of the area. The process of development will be similar to that of the annual policing and performance plan, namely the strategy will be drafted by the MPS before being submitted to the authority for approval.

5. The anticipated deadline for publication of the first of these strategic plans is 31 March 2003. The Home Secretary will issue guidance on the content and structure of the plan. The strategy plan must 'have regard to' the National Policing Plan. 'Towards the safest city' is therefore seen as a foundation on which future revisions and updates can be based.

Next steps

6. It is proposed to issue 'Towards the safest city' in late August/early September 2002. This will provide the direction needed for the service and enable the priorities for the 2003/04 policing and performance plan to be set with due consideration to the longer-term aspirations for the service. 'Towards the safest city' is sufficiently high level to make the transition to the three-year strategy required under the reform bill without any major discontinuity.

7. Clearly, launch of 'Towards the safest city' can only take place when Management Board and the MPA have agreed its content and format. Once agreed, it will take a further three weeks to print, publish and distribute the document to its intended audience. MPS Management Board has already given its support to the current document. Assuming the authority requests only minor modifications, changes can be made to enable a launch in late August. [The Directorate of Public Affairs is liaising with Lord Harris to determine a suitable date].

• Once the content has been approved by the full authority, it is intended to:
• Ask the Directorate of Public Affairs to check whether the draft contains any 'press sensitive' words or phrases.
• Ask the 'Plain English Campaign' to review with the intention to award a crystal mark for text clarity.

C. Financial implications

The cost of publishing and marketing the document is estimated at £12,000 (assumes no external design, which would cost an additional £6,000). This includes a range of communication media, including posters, a 'Job special' (for staff) and printing the document itself.

The cost of implementing the strategic framework will be assessed through costing the range of projects being set up, as part of subsequent years' annual plans.

D. Background papers

'Update on MPA/MPS strategic framework' (Planning, Performance and Review Committee 22 July).

E. Contact details

Report author: John Zlotnicki, MPS.

For information contact:

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

Appendix 1: Towards the Safest City

Draft of 'Towards the Safest City' following the planning panel meeting on 8 July

Delivering policing for Londoners 2002-2005

Foreword by the Chair of the Metropolitan Police Authority [To be written]
Foreword by Commissioner of Police of the Metropolis

Introduction

'Towards the Safest City' sets out the direction of the MPS for the next few years. It is a framework on which we will build a medium-term strategy starting in April 2003.

This framework has been developed during a period of unprecedented change. Operational demands have increased. Legislative, inspecting and scrutinising pressures demand continuous improvement, and there is a desire from ever more diverse communities to be policed in innovative and successful ways.

In this environment there is a need to set unambiguous messages that demonstrate that the Service is focused on core business. The messages must provide direction to all those required to make hard choices, choose priorities, and make tough financial or personnel decisions.

Purpose

This framework and subsequent strategy will help co-ordinate planning and decision-making across the whole of the Service. Successful delivery will require leadership from MPA and MPS managers and all colleagues will need to be mindful of the key messages in all their actions and decisions.

Content

Since taking up his command, the Commissioner, supported by management board, has consistently presented some clear messages as to what his expectations are for the way in which the Service must go. These messages, endorsed by the MPA, have been repeated through regular seminars, workshops and conferences under the banner of 'new challenges, new thinking':

Developing safer communities
We will make London a safer place for those who live in, work in and visit the capital.

Securing the capital against terrorism
We will prevent and disrupt terrorist activity, providing residents, workers and visitors with the reassurance that London is safe.

Revitalising the criminal justice system
We will lead the drive to make the criminal justice system trusted and respected by victims, witnesses and offenders.

Developing a professional and effective workforce
We will seek to enhance the total number of police officers available for deployment, maximising the visible operational uniformed police family. We will provide effective leadership, train and deploy our inclusive workforce to meet the challenges and priorities facing us, and manage both the growth in numbers and the specialist requirements for employees with different skills and backgrounds.

Reforming the delivery of policing services
We will deliver a programme of change in the way we deliver policing to London that reflects the principles of public sector reform - identifying, and implementing first, those elements we consider to be of greatest value to Londoners.

1. Developing Safer Communities

"We will make London a safer place for those who live in, work in and visit the capital".

To achieve this we will:

• Focus on local crime and disorder priorities within a common policing model.
• Disrupt organised crime and criminal activity on a London-wide basis, particularly gun-crime and crime related to hard drugs.
• Improve our partnerships with other voluntary, public and private organisations to assist in fighting crime and improving the quality of life.
• Improve how we consult communities (particularly those that are vulnerable or hard to reach).
• Introduce the extended 'policing family' to provide reassurance by sustaining a high visibility policing presence.

Key initiatives to drive forward our aims
All 32 Borough Operational Command Units have, together with local partners and following consultation with local communities, developed strategies for reducing crime and disorder in their area.

There are also a number of other corporate strategies including those promoting diversity and reducing racially motivated crime ('Protect and Respect'), reducing domestic violence ('Enough is Enough'), combating rape and tackling misuse of drugs. The forensic strategy underpins all of these. The policing model (which uses the six key processes depicted on this page) is being developed to tackle and reduce crime. One of these processes (Intelligence) is being developed in conjunction with implementing the National Intelligence Model in the MPS. We are also undertaking a 'less crime through design' project in partnership with the product design industry. Finally, we are piloting the introduction of 'police community support officers' to help reduce anti-social behaviour and release police officers to deal with more serious crime.

We will know we have succeeded if:
Crime and fear of crime has been disrupted and reduced, and quality of life has increased. Inter-agency partnerships are sharing intelligence and are solving major problems that cut across traditional boundaries. The extended policing family has helped build up community trust and confidence in the service. Consultation with all sections of the community has increased the support we receive from them.

2. Securing the Capital against Terrorism

"We will prevent and disrupt terrorist activity, providing residents, workers and visitors with the reassurance that London is safe".

To achieve this we will:

• Enhance the collection of intelligence to inform our counter terrorist activities.
• Deliver an effective response to terrorist threats.
• Provide high visibility policing to provide reassurance to the public against terrorist threats.
• Work with communities and businesses to prevent and disrupt terrorist activity.
• Work in partnership with local and national government to enhance prevention and disruption.
• Improve the training and briefing provided to the extended policing family in London.

Key initiatives to drive forward our aims
We already have 'Rainbow' - a detailed anti-terrorist strategy that is reviewed regularly to adapt to the changing threat levels in London. It prevents and disrupts terrorist activity through pro-active initiatives and its supporting projects include:

• Examining the use of CCTV and other technologies to underpin police activity in respect of counter terrorism.
• Briefing police officers, traffic wardens and police community support officers to detect, prevent and disrupt terrorism.
• Co-ordinating specific counter terrorist patrols.
• Ensuring a consistency of approach to community reassurance.

We will know we have succeeded if:
Terrorism in London has been disrupted and there is reduced terrorist activity. London is viewed as a safe global destination for tourism and trade. Residents, workers and visitors feel safe from terrorist attack and disorder.

3. Revitalising the Criminal Justice System

"We will lead the drive to make the criminal justice system trusted and respected by victims, witnesses and offenders".

To achieve this we will:

• Improve our working practices to meet better the needs of victims and witnesses.
• Enhance our capability to work with other agencies within the criminal justice system.
• Improve the accuracy and timeliness of papers, documents and evidence.
• Actively support reform of the criminal justice system.

Key initiatives to drive forward our aims
Examples of the many projects set up to deliver these aims include:

• Introducing 'fast track' schemes for street crime offences and for persistent offenders.
• Speeding up the process of youth justice to reinforce to young offenders the seriousness of their behaviour.
• Sharing administration facilities with the Crown Prosecution Service to improve quality, maximise efficiency and eliminate duplication within the prosecution process.
• Setting up a joint performance regime between agencies in the criminal justice system.
• Implementing the recommendations of a best value review of bringing offenders to justice.

We will know we have succeeded if:
Proactive operations have enabled persistent offenders to be brought to justice and all offenders proceed quickly through a more effective and efficient criminal justice system. Victims and witnesses are satisfied with the service they receive and our partners are satisfied with the role we play.

4. Developing a Professional and Effective Workforce

"We will seek to enhance the total number of police officers available for deployment, maximising the visible operational uniformed police family. We will provide effective leadership, train and deploy our inclusive workforce to meet the challenges and priorities facing us, and manage both the growth in numbers and the specialist requirements for employees with different skills and backgrounds".

To achieve this we will:

• Recruit, train and retain an extended policing family of employees reflecting the diversity of London.
• Maximise the number of staff in the policing family and deploy them to increase the proportion of 'Visible Operational Uniformed Personnel'.
• Actively manage the growth in staff numbers and ensure officers receive proper support.
• Ensure our leaders listen to and are visible to London's communities and staff.
• Introduce new approaches to work, with particular regard to shift patterns, part-time working, home working and family-friendly policies.

Key initiatives to drive forward our aims
We are already implementing a number of corporate strategies that contribute to the aims above, including the diversity strategy ('Protect and Respect') and the professional standards strategy. The human resources strategy contains a wide range of initiatives to improve the way we plan, recruit, train, promote, retain and reward our workforce. A related stress management strategy is also under development.

In addition, we are undertaking best value reviews of managing people and training.

We will know we have succeeded if:
We have achieved significant growth in numbers whilst anticipating and overcoming any problems inherent in such a large workforce increase. Staff feel valued and supported and treat each other with dignity and respect. Our staff stay longer and the diversity of London's communities is reflected across the whole of the organisation. We have enlightened and inspirational leaders who are highly visible, accessible and who energise people to achieve excellent results. They actively embrace team working, motivating and developing staff to improve performance continuously and implement cost effective change.

5. Reforming the Delivery of Policing Services

"We will deliver a programme of change in the way we deliver policing to London that reflects the principles of public sector reform - identifying, and implementing first, those elements we consider to be of greatest value to Londoners".

To achieve this we will:

• Focus clearly on meeting the needs of service users, delivering services locally where beneficial and ensuring clear lines of accountability for the results.
• Devolve additional responsibility and decision-making to Borough Operational Command Units.
• Realign the organisation to support fully BOCUs as the primary unit of policing (including the development of a 'bottom-up' planning regime).
• Explore the possibility of offering choice to people regarding the services they receive from us and how they are provided.
• Deliver more services electronically to the public and our partners.
• Actively support the introduction of reforms for policing.

Key initiatives to drive forward our aims
The Home Office has initiated 42 projects to deliver the national police reform programme. We will ensure that all reform projects have an appropriate service lead - from purely monitoring progress to shaping and/or leading them, depending on their ultimate impact on delivering an improved service to Londoners.

We will know we have succeeded if:
We have a robust structure to deliver and support operational policing locally. Headquarters provides the right structures, working practices and funding to make devolution work efficiently and cost-effectively. We are able to offer many more services electronically where this is seen as a benefit by service users.

We have demonstrated our willingness to change to improve. We work flexibly across geographical borders and in partnership with other agencies to increase the safety and quality of life across London.

Key Strategic Initiatives

There are a number of programmes and projects, at various stages of delivery, that will have a significant impact on the way London is policed. They already have a wide-ranging effect on the service, and will continue to do so for a number of years. As plans are developed to deliver the strategic framework, close attention will need to be paid to the impact and interrelationships of these key cross cutting initiatives. The most significant ones are:

(i) Diversity

The MPS's Diversity strategy 'Protect and Respect' threads through all of our external and internal activities. Through action plans, it aims to:

• Work with Londoners to prevent and investigate crime;
• Appreciate, understand and reflect London's diversity;
• Create a MPS that people really want to work for; and
• Improve the way we work in partnership with the public.

(ii) Call handling – C3i (Command, Control, Communications and Information)

C3I is the largest and most radical project we have undertaken. It aims to maximise the effective use of police and essential support staff time and resources. It affects the way in which the MPS deals with the public's demand for its services and will:

• Provide an efficient and effective telephone handling service;
• Ensure that police deployments are appropriate and effectively prioritised;
• Free police resources to concentrate on policing priorities by the provision of an effective public advisory service.

(iii) Airwave

Airwave is a national project that will replace the police radio system with one using digital technology. Two key features that will have a wide ranging impact on policing issues are:

• The ability of a single handset to combine radio, mobile telephony and be used as a basic mobile data terminal. This leads to quicker and more accurate responses by police units, and makes more efficient use of resources;
• Control rooms will have real time location data for all equipped units, making resource management and deployment more efficient, and improving officer safety.

(iv) Resource management

This encompasses a range of initiatives that will improve the finance and resource management and control within the MPS. Such initiatives include:

• Devolved financial management of resources to Borough Operational Command Units, currently being trialled on six pathfinder sites;
• Better integration of medium term financial management with the planning process;
• Activity based costing, which will provide improved information about costs and resources, thereby helping managers plan and manage their resources and account for performance.

(v) Managing growth in staff numbers

The MPS needs to anticipate the impact that any further growth in police numbers will have. There will be significant implications, both in accommodating, equipping and training a larger number of officers, and also in managing the functions and services which might benefit from such a growth.

Delivery

This strategic framework is not an end in itself and will be delivered through a number of mechanisms. As a high level statement of the 'big issues' facing the MPS in the coming years, it is the starting point for the development of the first rolling 3 year strategy required under the reform bill (anticipated to start in April 2003).

In the interim, the framework can help guide the development of other functional strategies and help prioritise key projects and programmes to be delivered through Strategic Committees.

Business strategies (such as buildings, IT, people and transport) will thread through all the key messages. They will also contain a number of discrete projects. Business groups will be required to review or develop strategies for their areas of responsibility that demonstrate commitment to the framework.

BOCU, OCUs and support branches will set out, when planning and prioritising their work each year, how they are also contributing to the strategic framework's messages in the year ahead.

Costing

The costs of implementing this programme of change will be measured, monitored and prioritised via the following mechanism:

Each department, (B)OCU and Business Unit and will be asked to review the aims and plan their contribution towards achievement via a three-year strategy. [The aims have deliberately been made sufficiently broad to allow departments to use innovation and initiative in deciding how they can contribute]. Each department's strategy will be underpinned by annual plans showing:

• The projects they will conduct to contribute towards their department's strategy
• The explicit link between: department's annual projects B department's strategy B annual policing and performance plan B 3-year strategic goals and aims.
• The project's costed capital requirements
• The project's costed revenue requirements

The Policy, Review and Standards Directorate will collate the list of projects (accompanied by capital and revenue requirements) for each goal. The project list for each will be considered by the appropriate Strategic Committee for their value in delivering the goal and aim. Proposals on priorities for project capital funding will be made by the Strategic Committee, based on a cost-benefit analysis. These proposals (and their justifications) will be tabulated for management board and the MPA, so that final decisions on priorities for capital funding can be made.

The Performance Review Committee will monitor progress of strategies and their cost of implementation. Project re-prioritisation or realignment of staff resources can then take place as required.

Review

'Towards the Safest City' will play a key role in formulating the MPA's first 'three year strategy plan' as required under the Police Reform agenda. The starting date for this is April 2003 and the plan issued by the MPA must meet any directions set by the Home Secretary related to 'form and content'. These directions have yet to be made and so this framework has been kept sufficiently high level to make the transition without major discontinuity.

Once the overarching strategy plan is in place, any future strategy, annual plan, programme or project will be expected to reflect the overall direction of the service. The strategy plan will be reviewed annually to ensure it remains compatible with the government's national policing plan.

Both MPS management board and the MPA will be assessing delivery of the strategy plan. This will require clear objectives, measures plus medium-term targets and annual milestones to be set out and monitored. Local annual plans will also need to identify those projects and initiatives expected for completion in that year, together with the resources required to implement them.

Mission, Vision and Values

Mission

The MPS's mission is: Making London safe for all the people we serve In achieving this mission, the MPS will undertake to: 

• make places safer;
• cut crime and the fear of crime;
• uphold the law. 

The MPA's mission is: To secure an effective, efficient and fair police service for London's communities

Vision

The MPS's vision is: To make London the safest major city in the world

Values

The Values of the MPS and MPA underpin and run through everything we do. They guide how we do business with both our communities and our colleagues. Our values are to:

• treat everyone fairly;
• be open and honest;
• work in partnership;
• change to improve.

Do you want to know more?

Further information about the work of the MPS and MPA (including the supporting annual plan) can be obtained from:

The MPS website at www.met.police.uk
The MPA website at www.mpa.gov.uk

Or write to:

MPS: The Commissioner Metropolitan Police Service New Scotland Yard Broadway London SW1H 0BG
MPA: The Clerk Metropolitan Police Authority 10 Dean Farrar Street London SW1H 0NY

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