Policing and performance plan 2003/04

Report: 10
Date: 31 October 2002
By: Commissioner

Summary

The paper sets out the proposed priorities to be included in the 2003/04 Policing & Performance Plan, which would appear to be consistent with the emerging requirements of the National Policing Plan and the development of the three year strategy plan to commence on 1 April 2003. The paper also briefly describes the next stages in the planning process.

A. Recommendation

That:

1. Members agree the proposed priorities for Londoners to be included in the 2003/4 Policing & Performance Plan.
2. Members agree a secondary set of priorities (for excellence) that will help to deliver the priorities for Londoners and the longer term direction set out in ‘Towards the safest city’ and the National Policing Plan.
3. Members note the next stages in the planning process, in particular the setting of objectives in support of the priorities.

B. Supporting information

Proposed priorities and development of annual plan alongside Strategy Plan and National Policing Plan

1. The priorities proposed by the MPS for Londoners for 2003/04 set out at Appendix 1 represent the first year’s key areas that will achieve the longer term goals in the strategic framework document ‘Towards the safest city’ (Ttsc). They take account of public consultation, assessment of in year performance, the content of local crime & disorder strategies and the (as far as we are currently aware) policing imperatives laid out by government in the formulation of the National Policing Plan.

2. These influences were discussed by senior MPS managers and MPA representatives at the Commissioner’s Conference held on 17 September and a consensus of the views expressed presented to Management Board for consideration on 25 September.

3. Management Board in turn presented a proposed set of priorities to the MPA Planning Panel on 11 October for consideration. The key differences to the existing 2002/03 priorities are:

• A recognition that none of the priorities can be achieved by the MPS on its own and that a partnership approach is essential to their achievement
• That the priority on securing the capital against terrorism reflects the longer term approach to prevent and disrupt terrorist activity, as described in ‘Ttsc’, rather than a stated intention to increase security which might imply a more reactive stance
• That the vulnerable victims priority now reflects the quality of service provided and that the emphasis is on victims who come from vulnerable groups
• That the youth offending priority has been replaced by a priority dealing with the revitalisation of the criminal justice system.

Youth initiatives are now incorporated in a number of priorities. Diversion and prevention of youth offending is proposed to be part of the safer communities priority, while the timely processing of youth offenders is covered by the criminal justice priority. Young people as victims of crime have been recognised and are included as a vulnerable group in the vulnerable victims priority.

4. Attached at Appendix 2 is a set of supporting priorities that will help deliver the Priorities for Londoners. These are referred to as priorities for excellence. These have been identified for inclusion this year as it has been recognised that both the National Policing Plan, and our own Strategic Framework set out some key expectations about how the MPS needs to shape up to deliver a better service to Londoners, and these proposals are the most significant ones that it is proposed should be undertaken in the MPS next year.

5. The MPS has not set out in detail how each priority might be populated since this could constrain the ongoing discussions by members, and within the MPS, in deciding on appropriate objectives and targets. The MPS has now embarked on a series of workshops based around the priorities. These are being attended by key senior staff with the background knowledge, officers from corporate planning and performance, and a representative officer from the MPA. The workshops are designed to debate potential objectives and help to inform the planning process across the Service.

6. Following agreement to the priorities, it is the intention of the MPS to present a series of objectives to the Full Authority on 28 November. Planning guidelines will be issued to all parts of the MPS at the end of November, with the intention of developing targets in the new year, some of which will be bespoke to each BOCU. Following discussion and agreement of targets by the MPA, the plan will then be issued at the end of March.

7. Members are reminded that, under the Police Reform Act 2002, the Authority’s annual policing plan must be consistent with its three year strategy plan which, in turn, must be consistent with the Home Secretary’s national policing plan. The national policing plan, plus statutory guidelines, is due to be published by 30 November. Accordingly, the priorities, objectives and targets for 2003/04 will need to be reconciled with the Home Secretary’s expectations and requirements in due course.

C. Equality and diversity implications

There are no direct equalities and diversity implications arising from this paper. Development of the underpinning objectives, however, is likely to include more detail as to how these issues will be addressed in the coming year.

D. Financial implications

There are no specific financial implications arising from these proposals, although the development of the objectives and targets will determine in broad terms how the MPS proposes to use its resources in the coming year.

E. Background papers

None.

F. Contact details

Report author: John Zlotnicki & Michael Debens , MPS.

For more information contact:

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

Appendix 1: Priorities for Londoners

Priority 1

In partnership, to promote safer communities for Londoners

This may incorporate organised crime and criminal activity as well as tackling crimes of concern to local people that have emerged in Crime & Disorder strategies. It is also likely to focus on crime prevention and providing reassurance to the public.

Priority 2

Securing the Capital against Terrorism

This priority is likely to focus on the prevention and disruption of terrorist activity and the quality of our response to those incidents should they occur. It will also embrace business continuity and reassurance to local communities.

Priority 3

To improve the quality of service to vulnerable victim groups

This priority restates the focus on supporting victims of crime that come from particularly vulnerable groups within the community, and reflects the quality of service to be afforded by the MPS in conjunction with other support agencies.

Priority 4

In partnership, to revitalise the Criminal Justice system

This new priority is driven by the need to make the criminal justice system trusted and respected by victims, witnesses and offenders alike. It will involve working together with other agencies in the criminal justice system to enable offenders to be processed more effectively and efficiently.

Appendix 2: Proposed Priorities for Excellence

Priority 1

To expand our approach to include all aspects of diversity

This priority reflects the focus of the diversity strategy ‘Protect and Respect’ to advocate a wider approach to diversity. It includes addressing hate crime, but also encompasses the drive to increase the diversity of our workforce so that it becomes more representative of the wide-ranging cultures of Londoners

Priority 2

To manage the demands on the MPS more effectively

This includes the major technical communication projects C3i and Airwave that will allow more effective deployment of officers and better use of resources. It will also focus on equipping our organisational structure to meet the changing demands placed upon it, and making the best use of media channels

Priority 3

To make best use of our staff and resources

This priority covers a range of corporate initiatives that are designed to improve service delivery, including the devolution of resources to local managers and all the issues associated with the continuing growth in police numbers.

Priority 4

To develop a strategic analytical capability in the MPS

This priority is in recognition of the need to develop an intelligence led approach to policing within the MPS that complies with the National Intelligence Model (NIM) adopted by the Home Office. 

Send an e-mail linking to this page

Feedback