Corporate planning process 2001/02

Report: 5
Date: 20 July 2000
By: Commissioner, Clerk and Treasurer

Summary

This report proposes roles and responsibilities for the MPA and MPS with respect to preparing the 2001/02 combined policing plan, best value performance plan and efficiency plan. The report also describes the context within which annual planning takes place.

A. Supporting information

1. The corporate planning process for the MPS needs further development to improve its effectiveness and take into account a number of key changes in its working environment. These changes include, for example, the creation of the MPA and the need to integrate the demands of Best Value. In terms of planning, 2001/02 will be a transitionary year as the MPA develops its role and responsibilities and this report proposes an interim process for developing next year’s combined plan.

2. There is also a need, as specified in the Authority’s Financial Planning Regulations, to develop medium-term corporate and financial strategies that drive and support the planning and resource allocation process annually. However, time constraints preclude the development of these strategies in time to inform the planning process for the 2001/02 combined plan.

3. Annex A is an overview of the planning relationships presented to Members at a workshop on 10 July 2000 by the Deputy Commissioner. The relationship between mission, vision and values, medium-term strategies and annual plans was developed further and the outcome of this work is presented at Annex B.

4. A number of underlying principles have been used to help determine the required activities and products for the interim process:

• production of the combined plan will be a joint effort between the MPA and the MPS;
• views obtained from consultation will be actively considered when setting objectives, priorities and targets;
• the corporate objectives, priorities and targets proposed to the MPA by the MPS will be formulated following initial discussion with the MPA (and will take account of issues arising from local Crime and Disorder Strategies);
• planning priorities will need to be reflected within resourcing decisions;
• the combined plan will be used to drive performance in agreed priority areas at borough level.

5. The key products that arise from the corporate planning process are shown at Annex C. For clarity, the products are separated into those produced by the Government, the GLA, the MPA and the MPS. Annex D (currently in draft form only) shows proposed activities in more detail. The proposed roles and responsibilities of the key players involved in the process are outlined below.

Role of the MPA

6. The proposed role of the MPA and its Committees will be to:

• Lead on producing the Policing and Performance Plan 2001/02 through joint working with the MPS;
• Set corporate objectives, priorities and targets and confirm agreement to the broad allocation of resources to achieve these targets (taking account of the views of the Commissioner);
• Prepare a budget in accordance with the Authority’s strategies and its Policing Plan for submission to the Mayor (and liaising with the GLA as appropriate);
• Consider and agree the draft efficiency plan;
• Monitor performance against agreed performance indicators and targets (including all Best Value Performance Indicators);
• Ensure co-ordination of the Policing Plan with local Crime and Disorder Strategies; Consider all matters related to consultation and ensure consultation mechanisms engage with London’s diverse communities and that the views expressed are reflected in relevant strategies and plans.

Role of the MPS

7. The proposed role of the Deputy Commissioner will be to represent the Commissioner and the MPS within the corporate and annual planning process, including liaison with the MPA in determining objectives, priorities and targets for improvement. The role of the MPS will be to:

• Consider draft objectives, priorities and targets prepared by the Deputy Commissioner;
• Present to the MPA the Commissioner’s plans as to the broad allocation of resources to support objectives and priorities and achieve targets;
• Decide on detailed resource allocation;
• Support the MPA in setting a budget and in ensuring that budgeting and planning processes are complementary;
• Develop bespoke performance targets for each Borough Operational Command Unit (BOCU) and pan-London unit;
• Develop a range of tactical options that BOCUs and pan-London units can use to deliver performance targets;
• Monitor progress and performance towards meeting agreed objectives and targets;
• Manage BOCUs and pan-London units so that they deliver agreed objectives and targets (taking corrective action as necessary).

B. Recommendations

That the Committee endorse the roles proposed for the MPA and MPS within the planning process.

C. Financial implications

There are no direct financial implications arising from this paper.

D. Review arrangements

The FPBV Committee will oversee development and use of the planning process and receive regular updates.

E. Background papers

The following is a statutory list of background papers (under the Local Government Act 1972 S.100 D) which disclose facts or matters on which the report is based and which have been relied on to a material extent in preparing this report. They are available on request to either the contact officers listed below or to the Clerk to the Police Authority at the address indicated on the agenda.

None.

F. Contact details

The authors of this report are Sarah Hedgcock, Derrick Norton and Colin Balkman.

For information contact:

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

Annex A: MPA/MPS planning process

Annex D: Draft corporate planning timetable for 2001/02

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