Development of objectives for the policing and performance plan 2001/02

Report: 3
Date: 22 January 2001
By: Commissioner

Summary

Work has taken place to develop a series of SMART objectives for the 2001/02 priorities. Members are asked to provide feedback on the current proposals for objectives and Performance Indicators. Endorsement is also sought for the approach being taken to the inclusion of sustained activities in the plan.

A. Supporting information

Background

1. Following confirmation of the list of priorities and sustained activities for 2001/02 by the full Authority at its meeting on 14 December 2000, work has taken place to develop the list into a series of SMART (Specific Measurable Achievable Realistic Time-based) objectives.

2. The SMART objectives will form a key part of the MPA's 2001/02 Policing and Performance Plan. The plan itself is currently being drafted in the light of confirmation from the Home Office of its statutory contents (expected soon). An early draft will be discussed at the Oversight panel on 25 January, and a copy of the draft will be available to members of the FPBV Committee if required.

SMART objectives

3. The objectives and accompanying Performance Indicators and targets are under development. A workshop has been arranged for 17 January between members of the Professional Standards and Performance Monitoring Committee and the Finance, Planning and Best Value Committee to progress the Performance Indicators.

4. The objectives as currently drafted are shown in Appendix 1. The proposals are subject to input from the workshop, and members of the Finance, Planning and Best Value Committee not in workshop attendance will be able to obtain a verbal update on progress made. It should be emphasised that the objectives, Performance Indicators and targets shown in Appendix 1 are draft. However, the opportunity is being taken to obtain members views on them. Appendix 1 highlights where further work is required.

5. The objectives (and associated targets) are being reviewed in the light of the 2001/02 budget agreed at the full Authority meeting on 14 December. At that meeting some high priority issues were not funded, for example, havens for rape victims and communication and consultation. Naturally, these decisions will affect the scope of the work planned for 2001/02 and the speed with which it can be undertaken.

6. For the plan itself, the intention is to insert bullet points under each of the objectives, outlining the key actions that will be undertaken to deliver them. [Note: this is not expected to be a statutory requirement].

7. There will be a need to write suitable introductory paragraphs to explain the terminology used to an external audience. Some context setting would also be appropriate. An example of the approach envisaged is shown for the objectives attached to diverting young people from crime.

8. Reference to sustained activities will be included in the plan through text outlining what it is intended to achieve in 2001/02. Appendix 1 gives examples of the proposal in practice. Where there are relevant Best Value Performance Indicators, text will explain how the targets set will be achieved.

B. Recommendations

1. That the Committee discusses the proposals for objectives and Performance Indicators shown in Appendix 1.
2. That the Committee endorses the approach taken to including sustained activities in the plan.

C. Financial implications

Any proposals for suitable Performance Indicators will have to be reviewed in the light of any capital expenditure (or opportunity costs) that may be required to collect the information required.

The targets agreed for the objectives will influence the amount of resources needing to be devoted to their achievement.

D. Review arrangements

The views expressed at this Finance, Planning and Best Value Committee will inform the development of the 2001/02 Policing and Performance plan. The Authority will be asked to agree the draft plan at its meeting on 8 February.

The Finance, Planning and Best Value Committee meeting on 20 February will provide further input into the style and content of the plan.

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 officer listed above or to the Clerk to the Police Authority at the address indicated on the agenda.

• 21 November Finance, Planning and Best Value Committee report 43: Emerging priorities for 2001/02
• 14 December Metropolitan Police Authority report 9: Policing Priorities 2001/02 - MPA/00/59

F. Contact details

The author of this report is Sarah Hedgcock from the Corporate Development Group of the Metropolitan Police Service.

For information contact:

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

Appendix 1: Draft objectives, performance indicators and targets for the 2001/02 priorities

Note: The objectives/performance indicators/targets attached are only draft.

Making London's streets safer

Street crime

Note: These annual targets will need to be placed in context of achieving the 5-year target for street crime reduction.

Activity performed under this objective will contribute to the MPS's performance against:

• BVPI 23 (Percentage of victims satisfied with police initial response to a report of a violent crime);
• BVPI 127 (Robberies per 1,000 population and percentage detected).

Criminal use of firearms and knives

Note: The knives aspect of this objective is under development.

Anti-social behaviour

No MPS-wide objective, Performance Indicator or target has been set for tackling anti-social behaviour. Specific objectives and targets will be developed at Borough level, to enable Borough Operational Command Units and their partners to address issues of concern to local communities. A set of examples of anti-social behaviour has been circulated, so that Boroughs can develop their own objectives with local partners. There will be no corporate monitoring of this objective - Territorial Policing Commanders will monitor the performance of the Boroughs under their management via the review process.

This approach fully supports the Ministerial Priority to reduce local problems of crime and disorder in partnership with local authorities, other local agencies and the public.

Activity performed under this objective will contribute to the MPS's performance against BVPI 130 (Number of public disorder incidents per 1,000 population).

Diverting young people from crime

The government is committed to tackling youth crime and to dealing swiftly with young people who do offend. The establishment of Youth Offending Teams (YOTs) has created a multi-agency body responsible for the diversion of young people from crime. The MPS has one or more members of staff seconded full-time in each of the 32 London YOTs.

The MPS will work with partners to divert young people from crime. The MPS role will be to:

• support the YOTs through the provision of information and intelligence about youths coming to the attention of police
• process youth offenders quickly
• prevent offending by removing truants
• prevent further offending by implementing restorative warnings

The MPS is committed to dealing with first time offenders in ways which deter and reduce second time and future offending.

The MPS's overall objective is to reduce the proportion of youths who offend for a second time.

Action plan

Keeping burglars out of Londoners' homes and businesses

Burglary

Note: These annual targets will need to be placed in context of achieving the 5 year target for burglary reduction.

Activity performed under this objective will contribute to the MPS's performance against:

• BVPI 23 (Percentage of victims satisfied with police initial response to a report of burglary of a dwelling);
• BVPI 126 (Domestic burglaries per 1,000 households and percentage detected);
• BVPI 155 (Percentage of domestic burglaries where the property had been burgled in the previous twelve months).

Reducing damage to London's communities caused by drug dealing

Class A drug supply

* Definition as used in the national drug strategy, under 25 years

The government has recently announced a significant increase in the money available over the next 3 years, to Drug Action Teams, through Health Authorities, for drug treatment services. By referring increasing number of individuals into treatment the opportunity exists to reduce acquisitive/violent crime and reduce the demand for drugs.

Activity performed under these objectives will contribute to the MPS's performance against:

• BVPI 129 a) (Number of offenders charged, reported for summons or cautioned for supply offences in respect of Class A drugs per 10,000 population); b) (Of the overall figure, the number which related to cocaine; c) Of the overall figure, the number which related to heroin);
• BVPI 137 (The percentage of adults arrested referred to drug treatment programmes as a result of arrest referral schemes).

Protecting Londoners from hate crimes

Race and homophobic crime

Activity performed under these objectives will contribute to the MPS's performance against BVPIs 138 and 139 (see above) and BVPI 141 (Percentage of reported racist incidents where further investigative action is taken and percentage of reported racially aggravated crimes detected).

Domestic violence

Note: It is not considered appropriate to include victims of domestic violence within the current survey approaches to measuring victim satisfaction directly.

Rape

The MPS recognises that rape is one of the most serious offences that it is required to investigate. From the moment that any serious sexual assault is reported, whether the complainant is a man, woman or child it is vital that the person is treated with tact, sympathy and professionalism. It will often be necessary for a forensic medical examination to be conducted as soon as possible to secure the best evidence available. Thereafter the victim is likely to require further medical care, psychological support and counselling. The way in which the examination is carried out and the provision of high quality aftercare is likely to affect a complainant's willingness to continue to assist the MPS and will have a significant impact on the outcome of a police investigation. Therefore the MPS believes that the overarching objective must be to provide the highest possible quality of care to victims when investigating this type of offence.

Child abuse

Communicating and consulting better with Londoners and each other

External and internal communication and consultation

[Objective under development]

Making the Met great to work for

People strategy

Activity performed under these objectives will contribute to the MPS's performance against:

• BVPI 26 (Number of working days lost through sickness per police officer);
• BVPI 26 (Number of working days lost through sickness per civilian employee);
• BVPI 29 (Number of medical retirements of police officers as a percentage of total officer numbers);
• BVPI 29 (Number of medical retirements of civilian employees as a percentage of total civilian employees)

Recruitment and retention

Activity performed under these objectives will contribute to the MPS's performance against:

• BVPI 24 (Percentage of new appointments to the police strength who are female)

Diversity

Activity performed under these objectives will contribute to the MPS's performance against BVPI 25 (Percentage of minority ethnic police officers in the force compared to the percentage of minority ethnic population of working age)

Responding to staff survey

[Status of objective under discussion]

Combating bureaucracy

[Objective under development]

Changing culture

[Objective under development]

Sustained activities

In addition to the overarching priorities for 2001/02, a succinct list of sustained activities is shown below. Clearly, not every function can be designated a priority, as the MPS would then lose its intended focus on a limited number of services. Equally, sustained activity should relate to second order priorities rather than being a complete list of everything the organisation does. The definitions below clarify the difference between the two concepts:

• priority is a service area on which the MPS will focus resources in order to effect a significant improvement in performance
• sustained activity is an area that the MPS will continue to address as part of its overall basket of services. It may be a previous year's priority that will get continuing attention to ensure delivery, like homicide, or an external priority, like vehicle crime, which is monitored and supported but not a first level priority.

The principal difference between a priority and a sustained activity is that priorities will have first call in any resource allocation or application of additional resources, either in year or through budget growth.

External sustained activities

The sustained activity supports the following Best Value Performance Indicators:

• Emergency Response
  BVPI 23: Percentage of the public satisfied with police action in response to 999 calls;
  BVPI 23 Percentage of victims of road traffic collisions satisfied with the police service at the scene of the collision;
  BVPI 133: Percentage of responses to incidents requiring immediate response within local target response times;
  BVPI 134: Percentage of 999 calls answered within local target response times.
  2001/02 targets set: Targets under development
• Homicide
  2001/02 target set: Target under development
• Reducing road casualties
  BVPI 132: Number of road traffic collisions involving death or serious injury per 1,000 population.
  2001/02 target set: Target under development
• Terrorism
• Vehicle crime
  BVPI 128 Vehicle crimes per 1,000 population and percentage detected
  2001/02 target set: Target under development

Internal sustained activities

Modernising Information Management
Modernising Personnel
Modernising Finance
Best Value
Dealing with corruption and dishonesty

Activity under sustained activities that are not monitored as part of the Best Value programme is summarised below.

Homicide

On behalf of Boroughs, the Serious Crime Group Major Enquiry Teams will continue to be dedicated to investigating homicide, attempts to kill and other critical incidents that require their expertise. A target detection rate of X per cent in 2001/02 for homicide offences will provide a performance focus to build on the 2000/01 target of 89 per cent.

The unified command of homicide investigation within Specialist Operations has already provided significant benefits such as common standards, better training and flexibility to respond to the highly variable and complex demands of homicide in the Capital. It has also enabled more structured support for Operation Trident as an Operational Command Unit in its own right. Nonetheless, much remains to be done and the following programme of work will be undertaken to support the performance target:

• Implementation of HOLMES 2 (Home Office Large Major Enquiry System) in all 16 Major Incident Room sites in London. This provides an opportunity to streamline working practice, reduce bureaucracy and speed up processes, so that enquiries are even more intelligence led.
• Development of a rational case assessment model. This will provide further efficiency, flexibility and a greater understanding of caseloads, in particular the optimum levels for Senior Investigating Officers (SIOs) and their teams. The model will aid the business case for sufficient resources to be assigned to homicide investigation, thereby easing the current chronic overload.
• Continued targeting of the men of violence through Operation Trident and other proactive tasking, aiming to reduce the rate of homicide and thereby the cost (in both human and financial terms) to Londoners. The Serious Crime Group will explore further how homicide can be prevented, including a project to check for the presence of serial offenders in London, preying upon missing persons and other vulnerable groups.
• Continued implementation of the Forensic Science strategy for the MPS. This will lead to the build up of resources and expertise in support of other serious crime investigations on Boroughs (in addition to homicide).
• Completion of the training programme for SIOs and Investigating Officers, and continuance of the professional development programme. The review process will be used to inform and develop best practice.
• Implementation of any recommendations arising from the HMIC re-inspection of 'Winning Consent Part II'

Terrorism

The MPS has a five strand counter-terrorist strategy:

1. To prevent, deter, disrupt, and detect terrorist offences during the reconnaissance, preparation, attack and escape phases of their activities
2. To mount intelligence driven pro-active operations
3. To assess community impact, to consult and to respond to concerns
4. To carry out highly effective post event investigations
5. Contingency Planning

In order to support this strategy the MPS will:

• Ensure operational officers are given appropriate briefing and training - all requests for briefing input from within the MPS will be responded to. The Operation Rainbow Unit will organise four Counter Terrorist Forums during the year and produce a minimum of ten briefing notes a year for circulation to BOCUs and other relevant police departments.
• Ensure the continuing effectiveness of Operation Rainbow. The Operation Rainbow database and options will be maintained and operated in an efficient and effective manner and each Borough database will be audited once a quarter.
• Achieve an efficient response to suspected and actual improvised explosive devices.
• Address all identified threats from terrorism, including those of race and hate crimes which could achieve a terrorist-like impact upon individual victims and communities.
• Ensure that the strands of the Counter-Terrorist Strategy remain effective against developments in terrorist targeting and attack methodology. The Counter Terrorist Section will, in support of BOCUs, disseminate counter terrorist guidance notes to BOCU Commanders and Crime Prevention Officers regarding Vellum advice and alert states, targeting attack and methodology. Under the Industrial Security Officer scheme the Counter Terrorist section will maintain the vital sites list and disseminate the list at least twice a year to BOCUs to ensure utility site owners and operators receive an appropriate local police response.

Modernising information management

The first imperative for the Directorate of Information is to lay down a firm foundation on which to build the information systems that are envisaged in the Information Strategy (yet to be agreed with the MPA). The corporate infrastructure has suffered from lack of investment and this is now being remedied with a major programme of work to upgrade networks and expand the corporate desktop to allow access to all staff. In the short term, this will allow universal access to applications designed to improve productivity, such as e-mail, word processing and web browsing. In parallel, the MPS will migrate toward industry standard software to facilitate inter-working with partner agencies. This work will be completed during the 2001/02 financial year. Within this work, information security will also be enhanced to ensure confidentiality of information at the corporate level within the corporate infrastructure. Whilst this is a major investment, the increased efficiency provided to users of the systems will be markedly increased.

The Information Strategy vision is to provide single data entry, allowing information to be reused automatically throughout the business process and shared with external partners. It will also provide universal access to relevant, high quality information at the point needed, when it is needed. Improved access to higher quality management information will enhance the decision making process.

Modernising personnel

For 2001/02, the Personnel Department has set itself a high level objective to review the structure, function, performance, capability and delivery model of the personnel department.

In addition, it will introduce a corporate integrated information system and streamlined processes. Part of this second high level objective will be achieved through the implementation of the PRISM (People Resources Integrated Solution Management) system.

[Further text input expected].

Modernising finance

The modernisation of financial management within the MPS will continue in 2001/02. The modernisation programme, which commenced in 2000/01, builds on the implementation of the corporate financial management system, and is designed to address a number of issues:

1. The move from central government "cash-based" accounting to local authority "accruals-based" accounting.
2. Shortcomings in the capacity of the finance function and weaknesses in financial controls identified by senior management and external audit.
3. The organisation's drive for greater budget devolution and delegated management responsibility within a corporate framework.
4. The need to integrate budget-setting and resource allocation processes with strategic objectives and priorities.
5. The need to plan beyond an annual cycle and provide secure financial foundations for the MPS.

2001/02 will see the reorganisation of the finance function completed. The focus of this improved Finance Directorate will be the establishment of a first class financial management service, providing high quality and consistent support to all parts of the MPS and a robust financial control framework that meets the statutory requirements of both the Police Authority and the Treasurer.

Building on the recent clarification of Head of Profession roles for both Finance and Resources Managers, a key to the success of this aspect of the modernisation programme will be an increase in the number of appropriately qualified and qualifying staff within the Directorate.

The other strand of the Modernising Finance programme that will be delivered in 2001/02 will be the improvements from the revision to the Standing Financial Instructions together with the associated scheme of budgetary delegation. These new codes will reflect the recent organisational changes, most especially the development of the Borough Command Unit, and will support the continuing development of devolved management within the MPS.

Modernising Finance is part of a wider programme to modernise the Resources Directorate.

Dealing with corruption and dishonesty

The operational phase of the MPS Corruption and Dishonesty Prevention Strategy began on 5 January 1998 with the formation of the Anti-Corruption Squad. The following is a summary of results to date. (1/1/2001 - to be updated prior to publication)

* of which five officers still await discipline
** Examples of people in this category are criminals, lawyers and journalists

On 1 October 2000 the Directorate of Professional Standards was formed to provide an integrated and a more holistic approach to improving Professional Standards across the MPS through the investigation and prevention of:

• Corruption and dishonesty;
• Complaints and discipline; and
• Unprofessional and unethical behaviour.

The new Directorate (whose formation was part of a Best Value review) provides:

• a single and more cohesive command with consistency of decision making;
• an integrated intelligence led approach; and
• a continued demonstration that the MPS is truly intolerant of corruption dishonesty and malpractice.

Within the Professional Standards arena there are, at present, two distinct and separate functions; Complaints and Discipline and Corruption and Dishonesty. Best Value performance indicators have been agreed for the former but have yet to be developed for the Corruption and Dishonesty function. Accordingly, this year's objectives will only reflect the current BVPIs which are as follows:

• the number of complaints per 1,000 officers [BVPI 21]
• the percentage of complaints substantiated [BVPI 22]

Investigations will be conducted in a fair, impartial, proportionate, timely and more transparent way. DPS will work in partnership with leaders and management within the MPS; and with other agencies including the Metropolitan Police Authority, Police Complaints Authority and the Crown Prosecution Service.

Whilst continuing the drive to detect wrongdoing, the focus during 2001/02 will be to improve professional standards across the MPS. This will be achieved through a measured shift of emphasis and resources from the investigative activity towards long term innovative preventative activities.

Integrity strengthening must begin at recruit training and continue throughout an individual's professional life. A system of proactive behavioural probes and integrity tests will be developed, together with value-based training, education and intrusive leadership.

Send an e-mail linking to this page

Feedback