Thematic Performance Report against MPA/MPS Policing London Business Plan

Report: 7
Date: 16 June 2011
By: Director of Resources on behalf of the Commissioner

Summary

This paper reviews MPS performance and initiatives against the 2010-13 corporate objective to ‘lead and manage our service to ensure the most efficient, effective and economic use of all the resources entrusted to us and looks at ongoing work in this area’.

A. Recommendation

That Members note the work carried out in respect of the MPS’ 2010-13 Corporate Objective to ‘Lead and Manage our Service’, particularly in response to significant political and financial developments during the financial year.

B. Supporting information

Context

1. Within the 2010-13 Policing London Business Plan under the strategic theme of IMPROVEMENT there are nine key deliverables for 2010/11, supported by a number of Key Performance Indicators (KPIs). This report will focus on the key deliverables as the KPIs are reported through the headline performance report submitted monthly to SOP Committee.

2. In broad terms the key activities identified in the Plan are:

• To deliver cashable efficiencies
• To implement effective Business Planning and Performance Management
• To develop the Service Improvement Plan (SIP)
• To deliver effective services through ICT, Transforming HR and Estates
• To improve information quality
• To develop leadership and workforce skills
• To continue to build a representative workforce
• To improve quality of life for our staff and Londoners
• To drive sustainable consumption of resources.

3. In common with our public sector partners we have, during the 2010/11 financial year, faced the challenge of meeting increased demands for quality policing services against a backdrop of shrinking budgets, including and in-year revenue reduction of £28m in 2010/11.

Delivering cashable efficiencies

4. The MPS has a good record for service delivery whilst achieving significant efficiencies that have allowed us to optimise our operational capability.

5. It should be noted that the MPA/MPS have, over a number of years, actively pursued value for money. We have consistently met HM Treasury efficiency targets since they started in 1999

• The total cumulative efficiency savings achieved at the end of the final quarter 2010/11 (including 2008/09 and 2009/10 actual and the permitted surplus savings brought forward from 2007/08) are £409.5m an over achievement of £64.6m against the HM Treasury target of £344.9m, which equates to an over achievement of 18.7%. A full report on the Efficiency Plan Monitoring will be presented to the MPA Finance and Resources Committee - 23 June 2011.

Monitoring our Financial Position

6. We monitor our financial position on a monthly basis, providing detailed forecast information to MPS Management Board and to MPA Finance & Resources Committee. Budgets are monitored both locally and centrally to ensure that overall expenditure is contained within the available budget. Where pressures are identified corrective action is taken; for example, Management Board introduced a Star Chamber through which staff recruitment requests have to be approved to maintain control of expenditure in this area. Where permanent changes to subjective budget allocations are required, approval of Management Board is sought for those exceeding £0.1m and approval of the MPA for changes exceeding £1m.

7. The MPS also produces a quarterly report on overtime monitoring for the Resources and Productivity Committee (RAP), which details how the overtime position is being managed and the actions taken to control expenditure in this area. In addition detailed quarterly capital expenditure reports are also supplied to RAP.

Monitoring our Activity

8.There are a number of ways in which we monitor our activity, through internal processes to monitor FTE’s to preparation of external data to comply with statutory regulations. These processes are continually being refined to provide more accurate and timely information and to provide a better understanding of our business.

Operational Policing Measure (OPM)

9. Work to improve the accuracy of OPM data is continuing, thereby allowing OPM data to play a full part in allowing the MPS to understand what its people do, where costs sit and whether value for money is being delivered. Following the introduction of changes arising from the THR programme, Senior Human Resource Advisers are currently liaising with their respective business units, both to ensure that existing staff have been allocated the most appropriate OPM code for their role, and to ensure that each role within the HR position management structure has a corresponding OPM code. Taken together, these pieces of work will improve the accuracy of OPM reporting going forward.

10. The project to review the OPM coding structure has liaised with all Business Groups to produce a revised and updated coding structure that reflects the current business and functions of the MPS. Discussions are in hand with HR and DOI to plan the implementation of the new coding structure, involving every member of staff being transferred to the new structure, which is based on Level 2 of the Police Objective Analysis model, which analysis expenditure by departmental type, by FTE numbers and by subjective cost.

Policing Objective Analysis (POA)

11. The MPS continues to work with both the national POA Technical Group, led by the West Midlands Police, and the South East Regional Finance Practitioners Group to develop the processes behind, and use of, POA. The MPS has also recently been in liaison with HMIC to offer views on the practicalities of aligning POA with the HMIC Annual Data Return (ADR). The ADR requires forces to identify how staff are allocated to a range of policing functions, and through the alignment of both datasets it is hoped that consistency will be improved and a better understanding of resource usage achieved.

12. Following on from the closure of the 2010/11 financial year work is currently under way to complete the CIPFA Estimates questionnaire, which is the data ultimately provided to Her Majesty’s Inspectorate of Constabulary (HMIC) for use in VfM profiles and benchmarking with other forces. Following completion of the POA model the data will be prepared in Best Value Accounting Code of Practice format for inclusion in the MPS final accounts for 2010/11.

Policing Activity Glossary (PAG)

13. The Policing Activity Glossary (PAG) is a model of the functions and activities that are carried out by a Police Service in pursuit of its objectives. The aim of the PAG is to enable the entire police service and its stakeholders to agree a common language for policing activities up front, to prevent misunderstandings and accelerate the reaching of consensus. All policing activities are displayed on one page, so there is no need to refer to other documents.

14. The PAG can be used in many different planning and strategic contexts, such as organisational design, risk management, performance management, policy development, process design and technology planning. It can be used in many ways, and by applying it to initiatives across all planning contexts, previously separate and unconnected initiatives can be seen in context and compared with each other through the PAG. The common language engendered by the approach will ensure that hitherto disparate areas can communicate their plans with each-other through a single page model.

15. The PAG is a collaborative effort between the MPA and the NPIA. The team was determined to develop a model that incorporated the ideas of all of the previous models, but in a new, overarching model.

16. Currently the PAG is being used in a number of different business improvement contexts, including Risk Management, the TP Development programme, re-alignment of corporate SOPs and Policies, IT estate rationalisation and Corporate Strategic Planning (post-Olympic balanced policing model).

17. Nationally, the PAG has been agreed and approved by the NPIA and ACPO IMBA as a means to encourage joined-up working and cost-effectiveness across policing. The PAG has been presented to, and accepted by, Nick Herbert as part of the plan to better align police processes. It is being used actively by a number of Police Services, including West Mercia, Sussex and the Eastern Region.

18. The ADR allocates staff to a range of policing activities, with the OPM the MPS expands on those activities to greater understand what staff do, where costs sit and whether value for money is being delivered. The OPM codes then allow a range of reporting to be undertaken, both service wide and locally. The codes are used to assist in the preparation of the POA and are currently being reviewed and mapped to assist PAG.

HMIC Value for Money (VFM)

19. DoR have reviewed the latest HMIC VfM profiles 2010/11, which were published in August 2010, and addressed a number of internal and external issues that provide context to the VfM results. The HMIC have also provided draft profiles using the POA 2010/11 estimates. The aim is to provide a new HMIC VfM profile in early October 2011 using the POA estimates for 2011/12.

20. HMIC carried out a round of inspections to examine how well prepared forces were to deal with reduced budgets and to review plans in place to reduce costs. An onsite inspection of the MPS was carried in February 2011 and an initial draft report provided by the HMIC in April 2011 found that there was evidence of detailed plans in place and the inspection had focused on the programmes that were to deliver the greatest savings. It was also mentioned that the MPS and MPA had a clear understanding of the scale of the challenge being faced. It is expected that the HMIC will produce a national thematic report on their findings in the summer of 2011.

21. In February the HMIC released a report on the police “availability” based on a sample of three tours of duty. The main criticism of this report was that the method used to calculate these figures means that forces would never be able to achieve 100%, the report asked for numbers of ‘staff available’ and not ‘numbers available for deployment’. This has a significant impact on the results given the 24/7 nature of the police service.

Productivity Measures

22. TP Performance Unit has developed ‘Productivity’ data to assist the MPS/Area’s and BOCUs in achieving a better understanding of their ‘productivity’ at with relevant comparisons across the MPS. This is in addition to existing performance products including the separately published ‘CAD to CRIS’ conversion rates’ and provides a further context for the results illustrated in the TP Strategic Performance Report and other mainstream products.

23. The measures are based upon BOCU officer Actual Workforce Target (AWT) and are adjusted to take account of non-Aid overtime It does not distinguish between uniform/CID or Response Team/SNT. Other resources including Police Staff, PCSOs and MSC are not included in these calculations. It also now includes data on Operational support roles across the MPS to allow TP Chief Officer Group to be completely sighted on the numbers of officers performing operational support roles.

24. Whilst this data does not provide definitive answers it should enable Area and BOCU Commanders to identify where the performance of a specific BOCU appears out of kilter with the MPS average and as a result review how local resources are deployed and how their business processes may influence these results.

Partnership Working

25. The MPS’s management of its partnerships is defined by the Partnership Strategy and delivered through the Partnership Programme. The aims of the Programme are that MPS partnerships are coordinated and managed consistently, that they are compliant, effective and provide value for money, and that any risks are identified and mitigated. The Programme is managed from within S&ID and receives direction from the Partnership Central Steering Group (PCSG), which has representation from all business groups and the MPA, and has reported regularly to the MPA on progress. [1] Particularly in the context of the current economic climate, the importance of this complex and key cross-cutting element of our activity and its effective corporate management is increasingly recognised across the MPS at all levels. DoR is driving the strategic management of partnerships, partnership income and expenditure, third party contracts and procurement, working closely with operational and support Business Groups to ensure effective implementation.

26. The MPS now has a complete set of data on all funded and non-funded partnerships as well as funded posts. This management information is enabling business groups to manage their partnerships and related risks. DoR has conducted an initial risk assessment of changes to partnership funding and administration of this funding for 2011-12 and 2012-13. This risk assessment is currently being further developed. The Partnership Programme is also currently working towards the following:

• further embedding the application of the MPS Partnership Guidance across all MPS Business Groups;
• understanding the impact of budget cuts on key partners and therefore on the MPS, and
• the development of a partnership decision-making, management and evaluation tool.

Embedding risk management

27. Risk is managed through a clear hierarchy of senior Risk Owners and Risk Leads who are supported by a network of Business Group and OCU Risk Coordinators and the Directorate of Resources Strategy and Improvement department. Risk is discussed at all levels of the organisation, including at key corporate boards.

28. A corporate risk register is in place and quarterly each business group is asked to consider the risks and controls for which it has the lead responsibility providing updates to Management/Governance Board as appropriate. To improve the quality of information within the risk register and ensure that this document remains fit for purpose a rolling refresh of the corporate risk areas takes place. This work involves a wide network of key individuals and groups which assists to embed risk management within the business and provides useful information at both corporate and business group levels that can be used to inform action plans.

29. Risk management maturity assessments are carried out across the MPS annually at a business group level. These assessments support business groups in increasing risk management maturity through an agreed improvement plan and inform the corporate risk management action plan. Whilst the maturity of risk management varies significantly between Business Groups 2010/11 targets for risk maturity are being met and work is ongoing to meet 2011/12 targets.

Service improvement plan

30. The major way in which the MPS has and will continue to, deliver efficiencies is through its portfolio of change programmes. The MPS change management portfolio is an evolving process, and continues to develop over time to ensure that it is reflective of all the key service improvement activities. Change programme success factors are based on a programmes ability to improve the service and help close the budge gap, whilst contributing towards the delivery of a balanced policing model. In implementing any new service, process or function, change programmes will need to:

• Maintain operational capability
• Deliver efficient and effective support services at the lowest possible cost
• Make the most productive use of operational assets.

31. An update on the MPS change portfolio was presented to Resources and Productivity Committee on 13 June 2011. This cover report for this update is included at Annex A and the full appendices for the paper are available on the MPA website.

Other Change Projects

32. The Catering Programme is addressing the provision of catering services across the MPS. There are 96 locations with catering facilities - some are open 24/7 and some cater for a relatively small number of MPS officers and staff. With Investment in the catering estate we aim to rationalise the number of catering operations and drive an improvement in patronage that will generate savings of around £14.5m a year by 2013/14, including a £2m reduction in the MPS subsidy.

33. The Transport Services project focuses on achieving improvements across vehicle replacement (procurement), current transport support contracts and the allocation and ownership of the vehicle fleet, particularly daily hire, with cumulative savings of £7m a year by 2013/14. We are engaging with vehicle manufacturers to identify improvements in our procurement process, aiming to procure the same for less or enhancements at no extra cost. We are developing an internal hire fleet to reduce the reliance on external suppliers, and realise savings.

To deliver effective services through ICT and People Services

People Services

34. The new PeopleServices model has been in operation for around 6 months, providing the MPS with significant organisational learning in the management of shared services, business change following the introduction of technology and a strategy of ongoing business engagement. It is fair to say that the early weeks of delivery brought about an expected high volume demand as business users began to understand the new ways of working, which impacted on service delivery, coupled with the early technical teething problems that programmes of this size and complexity experience. These early teething problems were expected as at the time of launch there were around 300 known defects for which the business needed to adopt workarounds. THR Strategy Board gave the approval for the launch of PeopleServices, recognising that this meant only around 80% of the functionality from the original business case was available. This approval was given with the assurances that there was a plan to deliver all these known defect fixes within a three month timescale of implementation. This plan has now been completed successfully.

35. Together, this has had a negative impact on how PeopleServices has been viewed and is now requiring a high degree of business engagement and education to instil greater user capability and confidence. This is likely to be an ongoing strategy of engagement during the first 18 months or so of PeopleServices to ensure that the MPS continues to deliver through this more efficient model, as opposed to resorting to former working practices that business users are more familiar and comfortable with.

36. The technical platform, which underpins PeopleServices, is now more stable, with the delivery of the post go live plan fully implemented and an upgraded telephony system in June As such, the THR Programme is now reaching its closure stages with the plan to move to business as usual in an advanced state. There is still much to do in terms of embedding this shared service model into the MPS - typically, research suggests that it takes around 2 years for the cultural shift and business understanding to be fully adopted - but there are early signs that, without being complacent, this can and will be achieved.

37. As an indication of the improved cost efficiency in delivering HR services, the THR business case outlined a reduced headcount target within HR. The starting position in December 2005 was a ratio of 1 member of HR staff to 49, MPS staff, benchmarked by removing out-of-scope employees and based on full time equivalent employees. The business case also set out a desirable position of 1:70 at the time of launch. By February 2011, the ratio stood at 1:78, exceeding the business case aspiration and comparing favourably with the public sector mean. The full staffing complement for the PeopleServices model is now in place, with HR Board currently considering plans to further reduce the headcount to deliver the next stages of savings amounting to £3.65m.

38. Despite the challenges that the programme has faced, THR is still on track to deliver c£15m of savings in a full year from 2012-2013 onwards. In organisational terms, the programme continues to support the drive to protect, as far as is practically possible, front-line policing, with the projected annual savings equating to approximately 300 police constables.

ICT Programmes

39. Gen 2 Plus is a contract with Capgemini to extend delivery of Information, Communication and Technology (ICT) services to the MPS until 2015. The contract focuses on providing value for money and cost savings to the amount of £23 million to November 2015. The projected savings will help the MPS achieve its back-office spending cuts through improved contract management, increased automation, improved joint processes and rationalisation of products and services.

40. The Reducing Cost of Supporting IT Systems is a programme of work to provide IT Support through the most efficient structure. It includes cutting lost time and bureaucracy in the DoI together with efficiencies in the supply chain. All third party contracts are being analysed to all third party contracts are being analysed to apply only essential support and rationalising any unimportant services. The larger suppliers are also contributing their own savings initiatives to a monthly committee designed to ensure the MPS gets the best value for money on these contracts. We are reviewing existing systems with the users to identify any which can be decommissioned. All current licensing arrangements are being analysed to ensure no over provision exists and we are working with the Cabinet Office to improve commercial arrangements. It is anticipated that these projects will generate savings of around £31.8m a year by 2013/14.

41. The Shared IT Platforms and Services project will exploit opportunities to obtain better pricing for licences and commodity asset purchasing and benchmark core IT services. All GLA functional bodies are exploring the potential for shared services, and functional bodies are to share their projected procurement work programmes for the next four years to determine areas for joint working. The project is on track with pilot roll-out scheduled to start early June 2011. Like all projects the cost/benefit profile is monitored and any change will be notified via established Project Management procedures.

42. The Corporate Print Management Solution (CPMS) is a five year commitment to replace multiple printing, photocopying, scanning and faxing contracts with a single agreement, with significant operational, financial and environmental benefits. This will rationalise the number of printing devices and refresh the hardware where appropriate with multifunctional devices, delivering a net saving of some £4.2m a year by 2013/14. Revenue savings will be generated from 2011/12.

Improving information quality

43. DoI Data Quality Service continues to deliver month on month improvements to data quality in policing systems. Targets set for improvement in 2010-11, and reflected in the Corporate Health Indicator reported quarterly to Performance Board, were achieved in August 2010 and sustained through the remainder of the reporting period. By year end 97% of BOCUs had achieved Good or Excellent ratings.

44. This was the third iteration since March 2008 of the continuous improvement programme. Standards have been re-baselined again, based on March 2011 data and targets set for the 4th iteration. 35 tests were dropped from the metrics because achievement levels were at or approaching 100%.

45. The improvements are focused on a raft of around 200 measures across CRIS, Custody, Merlin, STOPS and CRIMINT+. There is a particular emphasis is on information around the quality of offender and victim information as well as crucial linking information between systems - in direct support of MoPI themes.

46. The team has also developed a suite of daily reports to Boroughs identifying Repeat Victims and Offenders and Persons Wanted.

Developing leadership and workforce skills

47. We have implemented a number of initiatives designed to ensure that the organisation remains “match fit”: These include developing and retaining senior leaders at a time of change through our talent management programme, the introduction of a new streamlined promotion system, further development of career pathways to meet the succession planning gap, and further development of the detective capability strand

48. Our Developing Training Programme SIP is fundamentally reviewing the way training is delivered in the MPS. Further details are provided within the RAP report at annex A.

49. The MPS Leadership Academy designs, develops and delivers high quality leadership development to ensure that demonstrable leadership capability is enhanced, thereby improving performance in the workplace. As part of the Developing Training Programme, the MPS is moving towards the Professional Development Framework (PDF) concept, which is underpinned by the new Leadership and Learning model. Based around a new approach to learning which will start at the beginning of a career in the MPS through an individual’s working life, the role of the Leadership Academy will be to support current or aspiring leaders to meet the requirements of a new MPS Leadership Pathway through a range of interventions for individuals and teams. These interventions, with a focus on improving performance in the workplace rather than demonstrating competence in the classroom, will be provided to both those who are specifically working towards a promotion process as well as existing leaders in order that they maintain Continued Development status or progress to Advanced Practitioner status within the PDF. This approach will lead to an increase in professional standards across the organisation, as everyone on the Pathway will have taken part in a defined development process supported by Advanced Practitioners in leadership. The Leadership Academy will also utilise the skills of a cadre of suitably skilled officers and staff drawn from across the MPS to meet demands

50. In addition to training, the new recruitment model for Police Officers means that main entry route into the MPS as a Police Constable will be through serving as a Special Constable (MSC) and successfully completing the Police Law and Community Certificate. This will reduce training lead-in time and associated salary cost for new recruits, will utilise hands-on experience gained before appointment as a police constable, and will assist our objective of increasing MSC numbers to deliver safety in our communities. It is anticipated that this will generate savings of around £10.6m a year by 2013/14 The MSC officers on the pilot course, having previously successfully attained their PLC qualification, completed their training on Friday 15th April, and will return to Hendon on 6th July to be attested. On 3rd May 2011, 80 MSC officers commenced the first of the internally delivered PLC courses, which concludes on Monday 15th August with a final examination. If successful, they will return on 5th September to complete their 3 weeks training and be attested on Monday 26th September. From 18th July, PLC courses will be offered as weekend, evening or weekday options with the aim of delivering the sessions in a lecture format accommodating a greater number of officers at the two selected venues (CLTC and Hendon). It is projected that a further 224 MSC officers will embark upon the internal PLC course this financial year.

Continuing to build a representative workforce

51. We continue to build a police service of which Londoners can be proud. Over the last 12 years we have almost trebled our BME representation among police officers from 3.4% in 1999 to 9.6% at 31 March 2011. During this period the female proportion has increased from 15.2% to 23.5%.

52. Our recruitment pause has now been lifted. 193 PCSOs who had been previously been selected for training but who had been caught in the pause, entered training in March 2011. Of the 342 officers recruited during 2010/11, 18.1% were BME (our 2nd highest ever proportion of recruits) and 30.4% were female.

53. Our new model of recruitment and training has now been implemented with a cohort of some 81 MSC officers who have Independent Patrol Status (IPS) commencing training on 03 May 2011. An internal recruitment campaign open to PCSOs and MSC with IPS is currently underway. From this we hope to select individuals for police officer training and appointment during 2011/12 in line with the Policing London Business Plan 2011-14. Recruitment of some 1,000 new officers is now planned to deliver a strength of 32,320 at 31 March 2012. Targeted recruitment should increase the BME representation at 31 March 2012 to 10.0%, with the female representation increasing to 24.0%.

54. Our community engagement recruitment strategy (CE) continues to focus on those communities that do not traditionally view policing as employment of choice. The focus is now on pathways to paid employment via volunteering. The recruitment campaign for the Volunteer Constables has, to date, been very successful with excellent levels of BME and female diversity amongst applicants, circa 37% BME and 34% female. The BME application rates exceed London’s economically active BME population.

55. Positive action activities will be implemented to maximise the diversity of our police officer appointments through our new model of recruitment and training, with the potential to exceed previous performance on BME recruitment. The CE team, in partnership with the Black Police Association, is working together on a revised programme of community engagement focusing upon the Black communities in London.

56. Over the last 5 years BME recruitment has consistently been 16-20% of our total recruitment and these officers are now looking to progress their careers. The MPS approach to progression of police officers and police staff from under-represented groups is the Promoting Difference Programme. It is a proven menu of development options within the themes of programmes, workshops, mentoring, coaching, qualifications, on-line learning and work experience published within an online prospectus. We take an intelligence led approach based on workforce data and have a thorough evaluation process in place. The key elements of the programme are the Promotion Study Groups and the Positive Action Leadership Programme (PALP). The progression strategy has now been extended to include MSC and PCSOs who have the ambition to become police officers. Work will continue to ensure BME candidates are ready when opportunities arise.

Improving the quality of life of our staff and Londoners

57. At the start of the 2010/11 financial year, following agreement at Management Board, 15 new questions were added to the MPS Your Views Count Survey. These represented a shift in the focus of Your Views Count as together these questions make up a recognised model of employee engagement.

58. In the challenging post CSR operating environment that the MPS currently faces and in line with the Commissioner’s clear messages to all staff to do ‘better with less’, it is critical that the MPS understands the experience of our staff and can maximise the engagement of our workforce towards the delivery of safety and confidence for Londoners.

59. With a focus on ensuring sustained and enhanced staff productivity and the highest quality of service delivery for the public, employee engagement is a critical concept for senior MPS management to understand and influence. Ipsos MORI have developed a model of engagement based on data collected within hundreds of organisations and from thousands of employees. This model identifies three main constructs of engagement; Loyalty, Involvement and Alignment. This model will be used in all future reporting to analyse MPS staff engagement levels and highlight key areas for improvement.

Driving the sustainable consumption of resources

60. The MPS’s published its new Corporate Social Responsibility (CSR) Strategy 2010-13 in November 2010. The Strategy’s mission is ‘to deliver effective policing for diverse communities of London through the responsible and sustainable management of all our resources’. As such, all four of the Strategy’s priorities - Our People, Our services and engagement with communities, Our Environment & Climate Change, and Our Organisation - will contribute to delivering a range of corporate objectives. The fourth priority includes demonstrating value for money. The first CSR report is due out in September 2011 and will report performance across the organisation for 2010/11 against the objectives set in the Strategy. The previous annual Environment Report will be incorporated within the annual Corporate Social Responsibility Report.

61. Following review of internal governance mechanisms for CSR, the Environment and Sustainability Steering Group (ESSG) Terms of Reference and membership have been extended to include responsible (sustainable) procurement. It is now known as the Environment and Sustainability Board (ESB). The Environmental Management Plan (EMP) has been extended to reflect this and is now called the Sustainability Management Plan (SMP).

62. A review of the end of year progress for the 2010/11 EMP revealed that 80% of the targets were achieved, 14% were partially achieved but achievable in longer timescales, 6% were not achieved during the target year and cannot be completed. This represents an improvement on last year’s performance (EMP 2009/10). The annual targets for the SMP 2011/12 were approved at the April Environment and Sustainability Board (ESB) meeting.

63. The MPS Head of Environment & Sustainability is current chair of the Environment sub-group of the National Police Estates Group. This group is assisting the NPEAG in developing environmental benchmarking for estates and is developing a practical toolkit for UK forces in implementing sustainability.

64. There are now more than 80 environment champions across the organisation. Five MPS Environmental Commendations will be made on 23 May.

65. The MPS Climate Change Action Plan (CCAP) continues to deliver carbon and financial savings. The projects completed during 2010/11 will realize annualised energy utility cost savings of £259,260 and 1,328 tonnes CO2. Based on recent changes by government to the CRC Energy Efficiency Scheme legislation, the projects will further realize avoided annual CRC costs of £15,936 based on a carbon price of £12/tonne CO2.

66. Two Borough Based Custody Centre (BBCC) fit-outs were completed to the MPS environmental design standards during 2010/11 (Polar Park and Barking & Dagenham). Croydon and Wandsworth BBCCs - the designs of which were reported on previously as BREEAM 'Excellent' and 'Very Good' respectively - will be constructed during 2011/12, with the Croydon project scheduled to be completed during 2011/12. Wood Green Custody Centre, which is currently being designed, has received a BREEAM pre-assessment of 'Excellent'.

67. In 2010/11, the MPS generated 7,043 tonnes of office waste, of which 52% was recycled – exceeding our target for 2011 of 50%. 64% of this waste was diverted from landfill. In 2010/11 at least 95% of construction wastes from new MPS developments have been diverted from landfill (re-used off or on site) and the MPS have saved £320,000 by reusing fleet vehicle parts.

68. The MPS furniture supplier, Wagstaff recently removed 53 tonnes of redundant furniture across the estate, re-allocating 70 desks and 40 chairs so far, eg 30 desks went to a church in Swindon. Items that can not be reused are dismantled and sorted for recycling.

69. In 2010/11, around 28 tonnes of metals including guns, knives and keys were collected and melted down for new uses, raising an income of £6,470.

70. Over 45,000 litres of used cooking oil was collected from our catering services during 2010/11 for fuel for vehicles that deliver supplies to the MPS, resulting in an income to the MPS of approximately £11,000 and a saving of 65 tonnes of carbon emissions in the supply chain.

71. Moving forward, the MPS will continue to improve the integration of CSR into corporate procedures to ensure the long term sustainability of policing in delivering effective services to the diverse communities of London

Way Forward

Business planning and performance management

Business Planning

72. The MPS has, for some years, worked to enhance business planning and performance management in support of the challenging environment in which we operate, addressing broader challenges with a longer term focus.

73. The planning framework for 2010/11was re-modelled into an integrated cycle that co-ordinated activity to meet organisational priorities and to allocate available resources in the best possible way.

74. This involved work to integrate budget and business planning more closely and to lead a more strategic planning environment, including developing MPS wide strategies, co-ordinating major change programmes and developing pan organisational governance structures.

75. Significant change in our external environment has accelerated our more strategic and holistic approach to planning and performance management in the Service for 2011/12, with greater emphasis on meeting strategic priorities, on significant financial efficiencies, on change management and on balanced performance analysis that drives decision-making.

76. The Commissioner has outlined a vision of a Balanced Policing Model with Safety, Confidence and Value for Money at its core. Key elements include an organisation that delivers a safe and secure Olympic Games; achieves a balance between local, pan-London, national and international priorities; achieves an appropriate balance between prevention, response and investigation policing; and balances the needs of the public and service users against the available budget.

77. In delivering against the balanced policing model and closing the budget gap, there are several areas of current planning focus: to monitor delivery of agreed savings and major change projects; to develop analysis and test scenarios for balancing internal resource use and delivering new savings; and to consolidate information and governance to support decision making and pan Business Group activity.

78. An overriding theme of this planning cycle is to plan across the organisation, to co-ordinate delivery across the service, to explore synergies and opportunities across business groups to deliver against the balanced policing model.

Performance Management

79. The MPS Performance Management Framework (PMF) has been developed to link strategic outcomes with operational delivery, to optimise performance within budgetary constraints. Performance analysis is used to evaluate and understand performance and actions taken are then adjusted to achieve the targets set.

80. The MPS, during 2010/11 rationalised the approach to performance management to enable more informed decision-making. This helped us to understand and improve progress against our four strategic outcomes and enabled some transparency on resource allocation and how this is drives performance.

81. We have, for 2011/12, moved towards a VOLT based performance framework with a smaller number of Key Performance Indicators (KPIs) than in previous years, with in year (2011/12) and three year (2011-14) targets. Each KPI is, in effect, built on a portfolio of indicators.

82. Our approach to safety is focused on reducing violence and protecting property – keeping people and their possessions safe. We will concentrate activity on the most vulnerable and repeatedly targeted victims; on the people repeatedly committing crime; and on the places and times most in need of policing.

83. Our KPIs are based on a smaller set of indicators than in previous years, and encompass the key areas on which we know Londoners want us to focus. We will report formally on our progress against them to the Authority throughout the year, as well as providing specific, and more detailed, reports on particular areas of performance as appropriate.

84. We will, at a corporate level, report monthly to MPS Management and Performance Boards and to the MPA on each overall KPI and on significant changes to indicators within the KPI portfolio. We do not propose to report monthly in detail against each indicator in each portfolio but to take an exception approach around Harm and Risk.

85. We will maintain internal monitoring across the range of indicators throughout the year, and report by exception against underlying indicators when our analysis demonstrates that the trend is exceptional, focusing on customer need and the inherent risk and harm that are assessed within any reported crime.

86. Reporting will be re-assessed as the operating environment of the Mayor’s Office for Policing and Crime becomes clearer, potentially replacing MPA around October 2011.

C. Other organisational & community implications

Equality and Diversity Impact

1. The planning framework for 2010/11 ensured that equalities and diversity implications are properly reflected in budget and business plans. Throughout the planning process Business Groups and change programme leads have been encouraged to consider the impact they have on internal and external communities and therefore develop activities that reflects the Service's commitment to equality and diversity issues.

2. Given the significant challenges in meeting policing needs against a background of increasingly severe financial constraints an increasing number of EIAs are being completed on all major change and improvement programmes being implemented within the Service to ensure that Equality and Diversity issues are identified, addressed and mitigated where possible. The processes in place as part of our planning and performance framework ensure that EIAs are developed and reviewed over the life cycle of these programmes.

3. An Equality Impact Assessment on the Policing London Business Plan 2010-13, based on assessment against our corporate objectives and against key equalities and diversity issues, was published in March 2010.

4. An Equality Impact Assessment on the Policing London Business Plan 2011-14, published in March 2011, further develops our assessments of the impact of ongoing major change programmes and activities in delivering against our priorities and in meeting the demands of a significantly restrained financial environment.

Financial Implications

5. The financial implications within this report will have already been considered within current financial monitoring and planning papers that the MPA will have considered.

Legal Implications

6. This is a performance monitoring report for information, therefore there are no direct legal implications arising from the recommendations contained in this report.

7. A number of legal issues are likely to arise from the various work streams identified in this report. Legal advice should therefore be obtained, as and when appropriate. This report highlights business processes in place which aim to assess risk, strive towards achieving value for money and improve the efficiency and effectiveness in the way policing services are delivered.

Consideration of Met Forward

8. The Policing London Business Plan 2010-13 is drafted in full consideration of Met Forward and follows the same themes and outcomes for policing London. Met Forward had three outcomes grouped into eight strands. The Value for Money outcome was supported in particular through the Met Support strand, addressing the basic foundations of the MPS in terms of finances, buildings, technology and processes; the Met Standard strand, addressing how we manage these programmes and drive change through performance; and the Met People strand, supporting a motivated, well-trained and professionally led and managed workforce.

9. The refreshed Met Forward 2, published in March 2011, now has five strategic drivers, with the addition of 'Protect the most vulnerable from harm' and 'Deliver safe Olympic and Paralympic games in 2012. MPS strategic themes, objectives and activities as described in the Policing London Business Plan 2011-14, and in the Value for Money objective, remain aligned to these.

10. There are now nine MPA workstreams in Met Forward 2, with an addition of Met Oversight and Governance, and a name change in Met Connect (used to be Met Life). As in Met Forward, Value for Money is supported particularly through Met Support, Met Standard and Met People.

Environmental Impact

11. The MPS planning framework ensures that environmental sustainability issues are properly reflected in plans and budgets. Current activity and performance are described in driving the Sustainable Consumption of Resources section of this report (paragraphs 88 - 99).

12. The MPS planning framework for 2010/11 includes consideration of environmental sustainability issues.

The Corporate Objective to ‘Lead and Manage our Service to ensure the most efficient, effective and economic use of all the resources entrusted to us’, in broad terms, is expected to have positive overall environmental impact through increased efficiencies across the organisation in the management of our resources.

Throughout the planning process, Business Groups have been encouraged to consider the impact they have on the environment. Environmental Impacts are required to be considered and reported in all new business cases and reports to the MPA.

Risk Implications

13. There are no new risk implications arising directly from this report. Key risks to the achievement of MPS objectives are captured within the MPS corporate risk register and managed through day to day risk management processes across the organisation.

The Police Reform & Social Responsibility Bill

14. The Police Reform & Social Responsibility Bill currently going through parliament will make changes to the MPS accountability structure, with the abolition of the MPA and the creation of the Mayor's Office for Policing & Crime. There are still a number of unknowns which may have a significant impact on the business planning process in the short term. In order to minimise the impact of the changes and mitigate against any emerging risks, the MPS have begun joint working with the MPA to plan change in a controlled manner.

Comprehensive Spending Review

15. The MPS has developed a balanced budget against a challenging and uncertain background. The MPS is determined to do all that is possible to maintain operational capability, provide efficient and effective support services at the lowest unit cost, and make the most productive use of our operational assets. In order to achieve a balanced budget for 2011/12 the MPS has identified savings of £163m. The challenge for 2012/13 is to identify an additional £92.8m of savings on top of the £260.4m already committed and in 2013/14 a further £174.3m of savings are needed to add to the £322.8m already committed to.

16. There remains some uncertainties around external funding levels for the MPS which include The Communities and Local Government element of the Policing Grant has yet to be confirmed for 2013/14 onwards.

17. The MPS aims to develop a balanced policing model for the coming years in a way that reflects our significantly reduced budget over the current planning period. Our policing ranges from the local to the international, delivering safety and confidence and, in 2012, a safe and secure Olympics, alongside driving value for money. We are reviewing the activities and structures that deliver those objectives, doing all we can to maintain our operational capability and the ability to provide a rapid surge of capacity for the new challenges of public order policing. To deliver this change the MPS is focusing on:

• Reducing our inanimate costs
• Delivering an effective business and operational model at least cost by:
• Undertaking process improvement activity
• Sharing services within the MPS
• Exploring a range of outsourcing and joint ventures
• Only then reducing operational officers and PCSOs

Partnerships

18. The 2011-14 Policing London Business Plan (PLBP), includes a number of posts dependent on agreements and funding from London boroughs and other agencies. Given the financial constraints facing our partners there was significant concerns that existing agreements would not be continued and the current capacity would not be utilised based on the existing scheme terms.

19. In order to safeguard as far as possible officer resilience London Boroughs have been offered a new match-funding scheme which is being supported by an additional 54 officer posts within the PLBP. The scheme will result in agreements requiring a total of 230 officer posts of which 115 will be funded by councils.

D. Background papers

MPS Change Programme Update (Report to Resources and Productivity Sub Committee: 13 June 2011) – available on the MPA website.

D. Contact details

Report author: Anne McMeel, Director of Resources

For information contact:

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

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