Corporate Strategy 2006-09 and Policing Plan 2006-07

Report: 7
Date: 23 February 2006
By: Commissioner

Summary

This report is intended to gain approval of the 2006/09 Corporate Strategy, the 2006/07 Annual Policing Plan with the operational objectives, measures and targets and the priorities for implementation of the Met Modernisation Programme 2006/07.

A. Recommendation

That

1. the content and format of the MPA/MPS Corporate Strategy 2006/09 be agreed;
2. the MPA/MPS Annual Policing Plan 2006/07 with the corporate objectives, measures and targets be agreed; and
3. the critical focus areas for 2006/07 of the Met Modernisation Programme be agreed.

B. Supporting information

1. At the MPA Authority meeting in September 2005, members agreed to the draft corporate strategy for 2006/09. The final strategy, at Appendix 1 (circulated with this agenda as a separate document) on pages 7 to 20, is essentially unchanged since last September and is re-presented for final approval. The strategy is the first to be produced in a ‘rolling’ format whereby it will be refreshed on an annual basis with the first year forming the annual policing plan.

2. Since last September the MPS has established the Met Modernisation Programme to define, co-ordinate, and help prioritise and deliver, the proposed improvements arising from the Service Review, the strategic priorities and outcomes set out in the Corporate Strategy, and existing major change, e.g. C3i. This has been undertaken alongside the development of operational corporate objectives for 2006/07, with associated indicators and targets, which will also deliver the first year’s outputs against the strategy. Combined the operational objectives, and the initial priorities for the Met Modernisation Programme, form the MPA annual policing plan for 2006/07.

Corporate Strategy

3. One of the key drivers for success in achieving the desired outcomes in the strategy and the anticipated benefits from the Modernisation Programme is the series of values set out in the Together approach. This is because we understand that the way in which we work is as important as what we do. The MPS has already identified the work on Together as a critical area of focus in 2006/07. The values are set out as an integral part of the Corporate Strategy.

4. The seven strategic priorities in the corporate strategy are:

• Counter terrorism, security and protection.
• Safety in Neighbourhoods.
• Criminal networks.
• Capital city policing.
• Information quality.
• Citizen focus.
• Together.

5. For each priority the corporate strategy sets out what we intend to do to safeguard communities and meet the different needs of people who either live in, work in, or visit London.

6. These seven strategic priorities have been shaped for the next three years and are designed to set the strategic direction for the Service. The priorities build towards four strategic outcomes that the MPS is striving to achieve. These are;

• Communities are engaged with, confident in & satisfied with our service.
• Safety and security is improved and the public feel reassured.
• Crime, disorder, vulnerability and harm are prevented and reduced.
• More offenders are brought to justice

Annual Policing Plan 2006/07 - Operational Objectives and Targets

7. The operational objectives and associated targets in the annual plan are set out to show how they too directly contribute to the delivery of these outcomes.

8. In agreement with the MPA, there has been a vital shift to limit the number of objectives, indicators and targets in order to provide a sharper focus on the critical areas for performance improvement. The areas agreed by Management Board on the 31 January as the critical focus, with particular reference to improved performance in PPAF, are set out within Appendix 1 on page 21. The current performance in these areas is also included to provide the context for the proposed improvement targets where available. These were reviewed by the planning panel meeting on the 1 February, and the PPRC meeting on the 13 February, and have been refined to reflect the feedback received from members.

9. Additional objectives and indicators relating to operational corporate priorities are also shown within Appendix 1 on pages 27 to 34. The objectives were presented at the MPA Full Authority and the Planning, Performance and Review Committee in December 2005. These will continue to be closely monitored. All objectives, indicators and targets, have a member of Management Board accountable for delivery, and the performance of the MPS in all these areas, whether critical or not, will be reported to the MPA PPRC meeting for scrutiny by members. The overall approach, however, will enable the MPA and MPS to concentrate effort on a few key areas whilst continuing to monitor wider performance.

10. Management Board, on 31 January 2006, agreed the scope and critical focus for delivery during 2006/07 of the Met Modernisation Programme. These decisions were subsequently considered and supported by the MPA Oversight committee on 3 February.

11. The main areas of focus represent truly significant organisational change and concentrate on:

• Delivery of Safer Neighbourhoods.
• Continued roll-out of C3i.
• Development and delivery of Together.
• Development and delivery in relation to intelligence, tasking and covert assets.

12. As a result of the prioritisation, further work is now being done to ensure that the MPS has the capability and capacity to support the programme for 2006/07 and in particular, that the overall requirement being made of the support services is understood, manageable and aligned with the Modernisation Programme.

13. Further detail on this, together with the 1 and 3 year plans for the Met Modernisation Programme will be submitted to the MPA Oversight committee on the 9th March for scrutiny by members. A document will also be taken to the March Oversight committee explaining how the proposals made by the Service Review are being progressed. As members will recall the Full Authority agreed the Service Review proposals on the 29 September 2005.

Efficiency and value for money

14. The strategy and plan are about driving the vision to be a world-class police service, which is strongly responsive to the citizens we serve. As with any other public service, citizens expect us to deliver high quality standards on an affordable basis.

15. The Met Modernisation Programme and Directorate of Resources will co-ordinate a MPS wide strategy for delivering a robust value for money culture linked to improved performance. A corporate approach to identifying and delivering efficiency savings across the service will be established to enable re-investment in key areas to deliver performance improvements. To achieve this there will be scrutiny of all business cases to ensure investment can be justified and continued monitoring to ensure efficiency savings and other benefits are realised.

C. Race and equality impact

The equality and diversity issues will be progressed using stakeholder analysis and the development of the strategy around Citizen Focus. As part of the development of the delivery plans for the strategic priorities, an initial equality impact assessment has been undertaken in consultation with the Diversity Directorate. Those delivery plans that are still being scoped will undertake further equality assessments once the scope becomes clearer.

D. Financial implications

There are significant financial implications from this programme that will affect budgetary decisions for 2006/07 and subsequent years. Significant further work will be done to align the efficiency and cost implications with financial planning.

E. Background papers

None

F. Contact details

Report author: Michael Debens and Ross Daniels.

For more information contact:

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

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