Update on the planning process 2006/2007

Report: 04
Date: 10 October 2005
By: Commissioner

Summary

This report outlines the progress on the development of the planning process and highlights the key dates for the delivery of high level planning products. This reports also updates on the key milestones regarding the development of the Metropolitan Police Authority (MPA)/Metropolitan Police Service (MPS) 2006–09 Corporate Strategy, the latest position on the draft National Policing Plan, and the outcome of the MPA/MPS consultation process.

A. Recommendation

That

1. members note the report; and
2. the development activity required to produce the high level planning products outlined in this report.

B. Supporting information

1. The following information sets out the current position regarding the MPS planning process for 2006/07, and incorporates the issues raised in the MPA commissioning brief dated the 5 August 2005.

MPS Integrated Planning Process

2. The MPS planning process has been redesigned by Strategic Planning. The project built on the good work that is already taking place in the MPS, and together with key stakeholders (which included the MPA), we have aligned our processes and services to meet the needs of the MPS and our key partners. The attached Appendix 1 outlines the high level planning outputs and the expected dates that development activity for each product will take place.

3. As part of the revised planning process, it has been recognised that activity needs to begin at a much earlier stage during the year. As a consequence, it is proposed that the Annual Policing Plan will begin to be shaped in the early part of October. This can be achieved by using the outcomes of the draft three year corporate strategy, which will be agreed at the Full Authority meeting on 29 September 2005, and the draft version of the National Policing Plan (NPP), due late September.

4. Strategic Planning will then undertake fast-time analysis of the NPP and combined with the agreed priority areas from the corporate strategy will draft a letter to Borough Operational Command Unit (BOCU) Commanders. This will provide the context to enable Crime and Disorder Reduction Partnership (CDRP) activity to begin during the early part of October. This activity is taking place at an earlier stage this year and will help to reduce the timescale pressures of the Territorial Policing (TP) Variable Target Setting process that has been experienced on boroughs during the month of December in previous years. Additionally, this issue has also been covered in a separate letter sent by the MPA Head of Planning and Performance to the local CDRP stakeholders. Appendix 2 highlights the key meeting dates for the delivery of planning products.

5. Individual delivery plans will additionally provide an effective framework to deliver performance against each strategic priority. Delivery plans will detail activities, resources, measures and high-level costs across the MPS.

6. A key element of the integrated planning process is strengthening the link between Finance and Planning, ensuring that the delivery of the Corporate Strategy takes priority during the allocation of resources, both capital and revenue. Other elements include the requirement that all growth bids will be able to demonstrate their alignment with the corporate strategy, and that the business case for the mayoral budget submission is based on the strategic priorities.

7. All change programmes will be reviewed in light of the direction set by the Corporate Strategy. This will include reviewing the scope of, as well as stopping or starting programmes as required to ensure the delivery of the Corporate Strategy. Key support strategies will be realigned in light of the Corporate Strategy. The Key supporting strategies will determine how support services within the MPS groups will deliver the Corporate Strategy, providing the necessary internal structure to enable front line policing delivery.

8. Strategic Planning have adopted a project management approach to the implementation of the Integrated Planning Process framework in order to ensure that progress is monitored with key milestones. Regular project board meetings between the core strategic planning team are taking place fortnightly to manage this process. A communication plan is also being developed to ensure that we keep all stakeholders fully engaged throughout the process.

Key milestones for the draft Corporate Strategy 2006-09

9. Early August – The Deputy Commissioner circulated the emerging corporate strategy to MPA members, Clerk, Deputy Clerk and Treasurer via the Chair for consideration over summer recess. Feedback was sought directly to the MPS Head of Strategic Planning.

10.

• 5 September – Management Board discussed draft corporate strategy. The outcome of the meeting was that the draft was agreed.
• 6 September – Draft corporate strategy circulated to MPA chair and members, Clerk, Deputy Clerk and Treasurer in advance of the 13 September workshop via MPA Head of Planning and Performance.
• 13 September – MPA workshop led by Service Review Team – draft Corporate Strategy sets the scene for the workshop.
• 15 September – Management Board meeting prior to Full Authority.
• 20 September – Circulation of draft Corporate Strategy for Full Authority meeting.
• 27 September – Service Conference to discuss draft Corporate Strategy, Service Review and ‘Together’.
• 29 September – Full Authority – sign off of draft Corporate Strategy.

11. It was originally intended to provide the high-level corporate priority subject areas and leads for the October Planning, Performance and Review Committee (PPRC). However, with the deadline for PPRC papers being before the Full Authority meeting on the 29 September, we are not in a position to confirm these details until after the draft corporate strategy has been debated at the Full Authority meeting.

National Policing Plan (NPP)

12. The National Policing Plan is due to be released in draft format at the end of September. The Commander for Planning, Risk and Transition, together with the Head of Strategic Planning met with the Home Office on the 12 September, to discuss the NPP and to obtain a high level overview of the key elements of the document. The early indications are that a National Community Safety Plan (NCSP) will be produced, of which the NPP will be an appendix. The NCSP will be a shorter document, with a strategic cross government departmental approach, with the main focus being on partnership. It is anticipated that the Corporate Strategy will complement the NPP, and that the strategic nature of the NPP will not result in any significant alterations to the current planning assumptions.

13. It was agreed at the meeting that a draft version of the NPP will be forwarded to the MPS week commencing 19 September. This is to enable Strategic Planning to undertake fast time analysis, and to enable the planning process to begin. Any activity can then be refined in light of the publication of the final version in November. The three year corporate strategy will be adjusted if necessary to accommodate issues raised in the NPP, and will inform the development of the Annual Policing Plan, which is part of the one year delivery mechanism of the three year corporate strategy.

Outcome of the MPA and MPS consultation process for 2006/07

14. Consultation on the corporate priority subject areas was undertaken as part of the process. Approximately 1,700 community, local government, other public sector organisations and individual Londoners were invited to participate in an online consultation to identify policing priorities. Internally, staff were asked to select their identified priority areas from the public list. The high-level results were fed into the draft corporate strategy production.

15. Detailed results are currently being disseminated throughout the MPS to BOCU heads. A report outlining how individual units are responding to public priorities will then be collected and fed back to participants and will be available on the MPS website during the early part of 2006. The high-level results are shown in the following table.

List of abbreviations

MPA

Metropolitan Police Authority

MPS

Metropolitan Police Service

CDRP

Crime and Disorder Reduction Partnership

NPP

National Policing Plan

BOCU

Borough Operational Command Unit

NCSP

National Community Safety Plan

PPRC

Planning, Performance and Review Committee.

C. Race and equality impact

Whilst there are no issues directly impacting on race and equality in this paper, clearly the aim of the consultation element of the planning process is to ensure that all communities are fully engaged. As part of the delivery plans for the high-level objectives, an equality impact assessment will be completed in consultation with the Diversity Directorate.

D. Financial implications

There are no specific financial implications arising from this report, although the development of the corporate priorities will determine in broad terms how the MPS proposes to utilise resources in 2006/07.

E. Background papers

None

F. Contact details

Report author: Ross Daniels, Strategic Planning.

For more information contact:

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

Appendix 2

Proposed Planning Products delivery timeline

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