Update on the planning process 2007/08

Report: 8a
Date: 1 March 2007
By: Director of Strategy Modernisation and Performance for the Commissioner

Summary

This report seeks agreement to the high level objectives, measures and targets that underpin the strategic priorities for inclusion in the Policing London Plan 2007/08. 

The Policing London is a key delivery mechanism for the 3 year Policing London Strategy, which was agreed by Management Board and the MPA Full Authority in September 2005.

A. Recommendation

That

1. Members agree the Policing London Strategy and Plan 2007/08

B. Supporting information

1. The 2007/08 corporate business plan formed the budget submission to the Mayor in November. The high level delivery plan for 2007/08, aligned to the strategic priorities, was included within the business plan, seen by Members at a joint PPRC/Finance Committee in November, as well as Full Authority in November and December 2006.

2. In order for the document to be suitable for an external audience, the business plan is now being refocused to form the Policing London Strategy and Plan 2007/08, to be published on 31 March 2007. A revised version of this document has been produced and copies will be available at the meeting. An update on the development of the proposed high-level objectives, measures and targets was presented to PPRC on 16 January and at Full Authority on 25 January.

3. Members were requested to provide initial feedback on the proposed high-level objectives and developing measures and targets proposed for the 2007/08 Policing London Plan. 

4. The Policing London Strategy and Plan 2007/08, including the objectives, measures and targets was re-presented to PPRC on 14 February. The substance of the Strategy and Plan reinforce the requirements on the MPS to be far more than just a ‘target tick box’ organisation, and ensure that we are focused on delivering what Londoners want. This report however addresses the outstanding issues, which do relate primarily to targets.

British Crime Survey 10 crimes target

5. At the PPRC meeting on 14 February, concern was raised regarding the target set by the TP variable target setting process for ‘Reduction in 10 British Crime Survey (BCS) comparator crimes’. The proposed target agreed by both TP and Management Board was for a further reduction of between 5 and 6% (this figure will be more specific once the 2006/07 performance confirmed). Planning to achieve this target means that the MPS will is unlikely to meet the Public Service Agreement (PSA)1 requirement to reduce crime by 19.4% from a 2003/04 baseline. 

6. While the MPS will do all that it can to achieve the target set by the Home Office, it is considered important that the targets agreed with BOCUs are both challenging and achievable. 

7. The Home Office has fully accepted that the MPS have decided to set a target that plans to achieve around an 18% reduction at the end of 2007/08. This was confirmed at a meeting between the Commissioner and the Policing Minister on 27th February. Further discussions between the Home Office and the Government Office for London will determine the requirements for Crime ad Disorder Reduction Partnership (CDRP) partners in the light of this agreement.

Local Area Agreements

8. MPA members were concerned that the some of the targets set by individual BOCUs were different to those negotiated with their CDRPs for their Local Area Agreements.

9. The variable target setting process recognises the need for BOCUs to harmonise corporate requirements (often driven by external stakeholders) with local needs. It enables BOCUs some flexibility to align their contribution to corporate targets to local partners' requirements. 

10. It is expected that some BOCUs will negotiate different targets than corporate levels set by the MPS, as these CDRP targets are intentionally stretched to take account of the greater resource attributed by the partnerships to achieving each particular performance area.

11. There is clearly a strategic challenge in ensuring sustainable alignment between local policing priorities set at the neighbourhood level, partnership targets set via Local Area Agreements (LAAs), and the corporate requirements facing the MPS in policing London as a whole. We have aimed to strike the right balance in light of Members concerns in this revised version of the Plan. Furthermore, we intend – with the MPA – to write to all Borough Commanders and Local Authority Chief Executives to communicate clearly the basis on which this balance has been struck.

Changes to the Plan

12. As a result of the Full Authority meeting on 25 January and the PPRC meeting on 14 February, a number of amendments have been made to the Plan. The key areas are as follows:

Alcohol related offending

13. There is not a specific offence relating to alcohol within either the Critical Performance Areas (CPAs) or the objectives, measures and targets related to the strategic priorities. Whilst it is recognised that alcohol is causally linked to some types of offending, this information would be difficult to collect with any accuracy. There is a sustained focus on violence and anti-social behaviour in the Plan as well as reference to the ACPO 7 stranded strategy for tackling alcohol-fuelled violence within our town centres. This will ensure continuing priority is given to tackling alcohol-related problems. 

Drugs related offending

14. The MPS’ drugs strategy 2007-10 features within the Policing London Strategy and Plan and includes reference to the key activities planned. It is also included within the ‘Criminal Networks’ delivery plan for 2007/08, and is included in the objectives, measures and targets for both Criminal Networks and Making Neighbourhoods Safe.

Homicide 

15. ‘Homicide sanction detections’ has been included as a critical performance area because:

• Although homicide does not tend to feature within consultation responses as it impacts on few people’s lives, for those it does affect, it has an enormous impact;
• The risk to the reputation of the MPS via the media of a high number of unsolved murders, or of a high profile murder remaining unsolved; 
• It is considered that this is the area where policing activity on homicide is most appropriately measured, due to the small numbers involved and the impact on any target that one incident with multiple victims can cause.

16. Planned activity to assist in achieving this target includes:

• Following the amalgamation of 3 homicide units into 1, reviewing working practices to maximise time spent on investigations;
• Analysing homicide trends using nationality in order to develop interventions with partnerships (e.g. extraditions) as well as looking for ways in which the time consuming and difficult process of extraditions and could be speeded up;
• Working with CPS Trials Unit to ensure witness anonymity;
• Working to engage communities involved to change the perception of investigations, encourage witnesses and deter gun crime involvement;
• Targeting of individuals connected with firearm criminality and working with the National Gun Crime Committee to reduce the availability of firearms.

17. It should be noted that SCD have changed the target from 85% to 80% because of the sensitivity of the figures to the changing nature of homicide and its effect on MPS performance in relation to sanction detections. For example, if someone is murdered and the perpetrator commits suicide, this cannot be counted as a sanction detection because there is no sanction involved. However it is counted in the homicide rate, thereby reducing the performance in terms of sanction detections (suicide bombing, therefore seriously affects performance as there may be multiple homicides with no sanction detection possible).

Deaths from road traffic collisions 

18. ‘Reduction in the number of people killed and seriously injured (KSI) for all road users’ has been included as a critical performance area because:

• There is growing concern regarding child KSIs and deaths as well as disproportionality issues;
• Both ACPO and the Mayor have set targets for reducing both road deaths and KSIs, and child KSIs feature strongly within Local Area Agreements;
• KSIs and road deaths targets are currently seen as Traffic OCU responsibility but Traffic OCU believe that BOCUs can have a major impact on KSI levels by reversing the current falling trend in issuing fixed penalty notices for traffic violations. It is felt that making it a CPA will broaden the acceptance of responsibility for performance in this area.

19. Planned activity to assist in achieving this target includes:

• There are currently 116 officers dealing with road deaths out of 673. A further 16 detectives have been brought in to Traffic OCU to investigate road deaths; 
• Traffic patrols targeted at collision hotspots in defined corridors;
• Automatic Number Plate Recognition (ANPR) ‘no insurance/no driver licence’ operations focused in areas of high ‘fail to stops’ as these are known to be causes of drivers failing to stop.

Every Child Matters 

20. Narrative regarding ‘Every Child Matters’ has been included within the Policing London Plan and includes reference to the development of the MPS’ youth crime strategy.

Met Modernisation Programme (MMP)

21. The MPA was concerned that the MMP did not appear to be reflected within the CPAs despite the investment it has attracted. Also, the £15m set aside for Investment Board for MMP projects was not mentioned within the ‘Investment’ section of the Plan. 

22. The MMP is about the co-ordinated and prioritised delivery of an agreed portfolio of programmes over a 3-year period, that together will secure the improvement in performance that the MPS/MPA are setting out to achieve. Many of the programmes, such as Citizen Focus and Safer Neighbourhoods will have a direct impact on the 2007/08 CPAs (e.g. public confidence and satisfaction) but the purpose of the MMP is to bring about positive change across the whole range of services that we provide to the people of London. As an example, the development of the Met Intelligence Bureau will integrate our intelligence systems and enable us to tackle a number of the CPAs, such as combating terrorism, disrupting criminal networks and increasing public protection. 

23. The Modernisation Delivery Unit is working with each of the programme managers within the MMP portfolio to develop robust and measurable benefits that will help to demonstrate the success of that programme. Many the early stages of this work have been completed in the more mature programmes such as Safer Neighbourhoods, but most of the benefits identified will be begin to be realised during 2007/08. Some benefits will focus on improving service provision such as improving public confidence and satisfaction while others will focus on organisational efficiency such as workforce modernisation. 

24. The ‘Investment’ section of the Plan includes a statement that up to £15m has been set aside to allow Investment Board to assign money to MMP projects and programmes. Also, this is subject to IB’s agreement of a robust business case.

25. In addition, a short paragraph has been added to the Plan to give an explanation of each project/programme within the MMP.

Counter terrorism 

26. Narrative has been added concerning counter terrorism, particularly in relation to the work being undertaken with communities.

Next Steps

27. Policing London Strategy and Plan 2007/08 is required to be published by 31 March 2007.

C. Race and equality impact

There are no specific equality and diversity issues. 

D. Financial implications

There are no specific financial implications arising from this report, although the way in which MPS finances are aligned to delivering the strategic priorities forms the basis for the integrated strategic/financial-planning framework.

E. Background papers

None

F. Contact details

Report author: Angela Emery, MPS

For more information contact:

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

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