Review of performance information provided to MPA committees

Report: 9
Date: 24 April 2001
By: Clerk

Summary

A review of all of the performance information provided to MPA committees has been carried out by the MPA Senior Analyst. The review has taken into account the view of members, current performance information and the recommendations made at the awayday on 4 January 2001. Recommendations for performance information management are provided in this report.

A. Recommendations

1. That the lead committees for dealing with performance information topics are agreed as shown at Appendix 2.
2. That PSPM, HR and CDO receive a high level summary of performance information for those areas that they are responsible for on a bi-monthly basis, including commentary from the MPS and MPA officers.
3. That relevant management reports produced by the MPS are included as background papers to the summary reports.
4. That lead officers are assigned to each committee.
5. That topics of on-going high importance are subject to in-depth reports to committees.
6. That lead members are assigned to topics of high importance.
7. That member workshops are held for areas of emerging importance or where greater understanding is required.

B. Supporting information

1. Officers and members had previously identified the need for a review of the performance information provided to each of the MPA committees. The awayday in January further highlighted this need. On appointment of the Senior Analyst a formal project was set up to carry out the review. The review was carried out by means of:

• an evaluation of information requirements for each committee using the terms of reference for committees and the current performance reports provided;
• a survey of members regarding information received and interviews with Chairs and Deputy Chairs of committees;
• discussion with MPS staff responsible for producing performance information;
• consideration of the recommendations made regarding the frequency and agendas for meetings at the awayday in January;
• consideration of the recommendations made by the Association of Police Authorities in a review of approaches authorities take to managing performance.

2. Survey forms were sent out to all members. Members were asked to complete a form for each of the committee meetings they attend, except the Audit Panel. Key MPA officers for each meeting were also asked to complete a questionnaire. A total of 59 questionnaires were sent out and 15 returned. In addition, interviews were carried out with the chairs and deputy chairs of committees where available. A summary of the interviews and results from the survey are shown at Appendix 1.

3. The MPA awayday also identified the following committee issues in relation to the provision of performance information:

• too much paper at meetings and reports too lengthy;
• the need for better presented reports with more visual aids;
• reports should include comments from MPA staff;
• the need for better ways of keeping all Members informed of the work of the various committees.

4. Information provision to MPA committees is still under development and is resource intensive for the MPS. The following principles were hence applied when making recommendations regarding the provision of performance information:

• existing MPS reports area used where available;
• information overload to be avoided;
• timely information;
• lead committees only to receive detailed information;
• all reports to be available to all members on request;
• detailed consideration of any topic to be open to all members;
• MPA officers to consider issues in depth and advise lead members and chairs of emerging trends and issues.

5. It is recommended that lead committees be identified for dealing with performance information by topic area, rather than by individual performance indicator, as in the table at Appendix 2. The lead committees concerned would be tasked to deal with all queries on areas raised by other committees or the full Authority.

6. To reduce the amount of information members generally have to deal with it is recommended that PSPM, HR and CDO receive a high level summary of performance information for those areas that they are responsible for on a bi-monthly basis. This will be accompanied by commentary from MPS and MPA staff highlighting emerging trends and exceptions from the normal. Summaries will be developed between the MPS and MPA officers to reflect the new policing plan and will begin in April 2001.

7. It is recommended that the MPS performance review committee (PRC) paper and the MPS human resource paper are provided to PSPM and HR committees respectively as background information to the summaries, rather than substantive items.

8. It is recommended that each committee has a lead MPA officer assigned, responsible for providing further commentary on performance data and for ensuring reports meet the needs of the committee. The lead officers are suggested as:

• PSPM: Senior Analyst Johanna Gillians
• FPBV: Best Value Policy Officer Derrick Norton
• CDO: Senior Policy Advisor Julia Smith
• HR: Human Resources Manager Alan Johnson
• MPA: Head of Secretariat Simon Vile

It is recommended that topics be identified for more in-depth reporting at regular intervals throughout the year. The committees cannot look at every single area of police performance in-depth. However, certain areas have been identified that currently require more information than just summary performance information. These areas are those that require continued monitoring. Only the lead committee for each topic would receive the in-depth report. Suggested areas for reporting upon are shown below:

10. It is recommended that for each of the above areas one or two lead members are nominated from the lead committee. The lead MPA officer and the analysts can then have one point of contact when co-ordinating members to ensure that the MPS develops relevant reports and information.

11. In addition to these regular reports, it is recommended that for items of high importance workshops should be held to discuss the issues in greater depth. These areas would be either emerging issues or areas where members require a greater understanding before decisions can made. The process for workshops is suggested as:

• a standing agenda item on each committee is whether a workshop is required after the next meeting and what the subject will be;
• the lead MPA officer will then co-ordinate with the lead member(s) and the MPS to provide information to members in advance on the subject;
• the lead member will chair the workshop;
• the lead officer will facilitate and take notes on the workshop;
• workshops will be held after the lead committee meeting for that subject;
• all interested members will be invited to attend the workshop;
• the lead member and officer will provide a report back to the lead committee and circulate notes and actions to all members attending the workshop;
• as the workshops will be a fact finding exercise rather than a decision making forum, they will not be held in public;
• workshops should be held from April 2001.

12. It is recommended that all performance reports be part of a MPA library. The library contents should be regularly updated to members and copies of all reports available on request.

13. It is recommended that a further review of information provision be carried out in 6 months time. This review should be preceded by an evaluation of the usefulness to, and use by, members of the information provided, set against the actual and opportunity costs to the MPS of its creation and provision. Information provision, particularly to FPBV, may change in the light of the motion to the London Assembly presented by Lord Toby Harris regarding the MPAs responsibilities for reviewing budgets and performance of the MPS, and the subsequent paper being written by the MPS in relation to this motion.

14. This report went to PSPM on the 13 March and was agreed.

C. Financial implications

There are no direct financial implications.

D. Background papers

• Can you manage it? A review of the approaches police authorities take to managing performance, Association of Police Authorities
• Summary of MPA Awayday, 4 January 2001

E. Contact details

The author of this report is Johanna Gillians, Senior Analyst, MPA.

For information contact:

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

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