Securing continuous improvement

Report: 14
Date: 09 January 2003
By: Clerk

Summary

This report proposes changes to the way in which the MPA’s statutory duty to secure continuous improvement (best value) across all MPS functions are delivered. The report also includes proposals from MPS Management Board concerning reviews to be overseen by members in 2003/04. Other possible topics for review are included as background information in appendices.

A. Recommendations

That

1. members endorse the streamlined process for carrying out statutory reviews as set out at paragraph seven;
2. members approve the proposals from MPS management board on the areas to review in 2003/04 (ie ‘operational support policing’ and ‘staff deployment’) subject to clarification on any requirement to participate in a national review of special branch; and
3. the changes to the review regime including the move towards ‘service improvement reviews’ are publicised internally and externally.

B. Supporting information

Background

1. There is a consensus nationally that police authorities and forces have not fully exploited the benefits of ‘best value’ as intended by the Local Government Act 1999 (the Act). There are a number of reasons for this including:

• statutory requirements and guidance not tailored to police service needs;
• an over-emphasis on compliance and process rather than outcomes; and
• unnecessary bureaucracy and administrative burdens.

2. The MPA/MPS experience is that whilst reviews have been carried out, and have been judged a success by HMIC, the process takes a long time and the delivery of benefits takes even longer. Consequently, the MPA has:

• supported the relaxation in the statutory regime so that everything does not needs to be reviewed within five years;
• worked with partners to prepare new national guidelines which emphasise the need for reviews to take a proportionate and flexible approach; and
• agreed to undertake two best value reviews per year (given the MPA’s direct involvement in other major review activity).

3. PPR Committee agreed at its meeting on 11 November 2002 to take the opportunity afforded by the publication of revised statutory guidelines to reassess what needs to be reviewed and how reviews should be carried out.

4. Members also agreed that, ideally, reviews should be conducted of services where MPS Management Board and MPA members wish to see improvement. This need for joint ownership was discussed and agreed at a recent meeting between the deputy chair of PPR Committee and the Commissioner. Services could be selected for review based on a joint understanding that:

• there was a need to improve performance in a priority area or performance was good but might benefit from fresh thinking;
• the MPA was unclear about the objectives of a service or how the service contributed to either national or local priorities; or
• there was a need, or opportunity, for a step-change in performance (or for significant savings) and evidence that such a step-change was reasonable.

Process of review

5. The MPA is required to undertake reviews to help secure improvement in the MPS and with respect to its own role. The Act introduced the phrase ‘best value review’ to describe a process overseen by members aimed at improving effectiveness, efficiency and/or economy by assessing a service using the 4Cs: challenge, consult, compare and compete.

6. The new guidelines stress that, within these basic principles, authorities and forces should adopt a proportionate approach to reviews and operate a rigorous but not rigid framework. The guidelines emphasise the fact that authorities have considerable discretion with respect to:

• the number of reviews undertaken;
• the manner in which they are undertaken and by whom;
• the scope of individual reviews.

7. With these principles in mind MPA and MPS officers re-considered how best to undertake reviews in the light of experience. There is joint agreement that:

• reviews should start with a focus on specific priorities / problems so that they can be completed / deliver improvements much more quickly:

• early reviews had to assess major services such as ‘crime management’ which inevitably meant the review was large, complex, long and costly;

• desktop research should clarify existing progress towards the 4Cs so that the rest of the review can concentrate on ‘making good the difference’:

• early reviews tended to consider each of the 4Cs from scratch rather than build on other recent and relevant activity;

• review teams should be led and managed by a suitably qualified consultant / project manager:

• so that a proportionate and flexible approach can be taken;
• to improve the overall quality of reports and plans;
• to reduce the cost of having a senior police officer lead the team;

• to reduce police abstractions from operational duty (one of the  recommendations made by the Bureaucracy Task Force);
• reviews should be undertaken by consultancy staff supplemented by staff from the service area being reviewed plus others as appropriate:

• an approach regarded as good practice given the need to minimise the time new staff spend learning about the review process;
• core team members would come from MPS Internal Consultancy;
• other team members with specialist knowledge appropriate to the review would be attached to MPS Internal Consultancy as required.

8. These proposals represent a significant change to delivering improvements. It is considered that ‘best value’ should be re-badged to help signal this change and that an MPA/MPS review undertaken in line with section 5 of the Local Government Act 1999 should be called a ‘service improvement review’ (SIR).

9. Learning from experience, each SIR would be based on principles not compliance for its own sake. The overall aim of a service improvement review would be to bring about innovation and excellence in policing London by:

• thinking afresh about the need for a service and how it is carried out;
• asking service providers and others how improvements could be made;
• assessing performance and learning from others who are doing better;
• considering if other ways of providing the service might be beneficial.

10. A service improvement review, carried out in line with the approach described above and with the support of MPS management board plus MPA members, could deliver clear, realistic, measurable and costed proposals for improvement within three to six months (compared to 6 – 15 months for best value reviews).

Services to review in 2003/04

11. One candidate for the first service improvement review is special branch. This is based on a long-standing but unconfirmed desire on the part of the Home Office to seek a national review of special branch in 2003/04. HMIC has recently completed a thematic inspection of special branch and it is assumed that the subsequent report will clarify the need and/or scope of any national review.

12. MPS management board has considered other potential areas to review and propose the following:

• a review of ‘operational support policing’

• this would complement the current review of demand management and could focus on the use of pan-London specialist policing units in support of BOCUs (eg TSG, dogs, flying squad and so on);

• a review of ‘staff deployment’

• this would serve to make the most of civil staff in support of operational policing focusing on their development / training and capitalising on specialist skills.

13. Members may wish to consider the information supplied in Appendices 1 to 6 to help decide what areas to review in 2003/04:

• Appendix 1: Original programme of reviews;
• Appendix 2: Remit of MPS strategic committees;
• Appendix 3: Areas of senior management responsibility;
• Appendix 4: Services reviewed by other police authorities;
• Appendix 5: Key areas within the National Policing Plan;
• Appendix 6: Programme of efficiency and effectiveness reviews.

14. Finally, members may also wish to consider reviews prompted by HMIC’s recent inspection of the MPS. However, HMIC’s draft report cannot be published at this time and members are advised that any discussion should be undertaken as an exempt item. Members will wish to seek MPS views on any alternative proposal.

15. Subject to agreement from members on the process of review and areas to review in 2003/04 the change in approach should be publicised within the MPS and with relevant external partners.

C. Equality and diversity implications

Any revised process for undertaking reviews will, in line with forthcoming statutory guidance plus MPA/MPS requirements, take full account of the need to mainstream human rights, equalities and fairness issues.

D. Financial implications

There are no direct financial implications. The proposed changes to the review process would be met within existing resources dedicated for best value.

E. Background papers

PPR Committee 11 November 2002: Report 13 (Best Value in 2003/04)

F. Contact details

Report author: Derrick Norton, MPA.

For more information contact:

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

Appendix 1

Original programme of reviews

The MPA’s programme of reviews was terminated by Finance Committee on 18 April 2002. Ongoing reviews plus reviews planned for 2002/03 were to continue but there was to be a reassessment of reviews for 2003/04 (limited to two per annum).

Financial year 1 2000/01

Financial year 2 2001/02

Financial year 3 2002/03

*HR Committee is being asked to approve a recommendation from the project board to end the review and for effort to focus on implementing the MPS retention strategy.

Financial year 4 2003/04

Financial year 5 2004/05

Appendix 2

Remit of MPS strategic committees (October 2002)

The list below reflects the formal position in October 2002: there may be some changes in the pipeline following MPS realignment.

Strategic Committee: Demand Management

Strategic Committee: Youth Issues

Strategic Committee: Bringing Offenders to Justice

Strategic Committee: QPRMG

Strategic Committee: Human Resources

Strategic Committee: Operational Policing

Strategic Committee: Roads Policing

Strategic Committee: Public Order

Strategic Committee: Intelligence & Surveillance

Strategic Committee: Firearms

Strategic Committee: SP&CT

Strategic Committee: Diversity

Strategic Committee: Drugs

Strategic Committee: Information Management

Strategic Committee: Professional Standards

Strategic Committee: Resources

Appendix 3

Senior management responsibilities (November 2002)

The list below reflects the position in October 2002: there may be some changes in the pipeline following MPS realignment.

Chief of Staff functions

Directorate of Public Affairs

Human Resources

• Training and Development
• HR Selection
• HR Services

Territorial Policing

• Operations

• Patrol and C3i
• Operational Performance Improvement and Co-ordination
• Community Safety and Partnership
• Investigation and Criminal Justice
• Borough Commanders

• Operational Support

• Public order and pan-London Units
• Transport
• Crime Operations

Deputy Commissioner’s Command

• Strategic Planning and Performance

• Reform and Growth

• Professional Standards
• Directorate of Information
• Diversity
• Legal Services

Specialist Crime

• Intelligence

• NIM / Tasking
• Intelligence Development
• RIPA

• Change Management (transitionary arrangement)
• Forensic Services
• Serious and Specialist Crime

• Homicide
• Specialist Crime (inc Child Protection)
• Cross-border and Organised Crime

• Climbie Inquiry

Resources

• Financial Services
• Procurement services
• Property Services
• Commercial Services (inc Catering)
• Transport Services

Specialist Operations

• Counter-terrorism
• Security and Protection

• Royalty and Diplomatic Protection
• Policy and Support
• Special Branch

• Heathrow Airport

Appendix 4

Reviews carried out by other police authorities

This list is based on inspection reports published by HMIC and therefore does not reflect reviews which have been completed but await inspection (eg the draft inspection reports of the MPA/MPS reviews of crime and equalities are not listed).

Administration

• Administrative Support to the Prosecution Process
• Cambridgeshire Constabulary Central Registry - Wiltshire Police
• Central Services Administration and Client Services - West Mercia Police
• Chief Officers' Secretariat - Wiltshire Police
• Divisional Administration Departments - Wiltshire Police
• Divisional Support Services - West Mercia Police
• Firearms Licensing - Suffolk Constabulary
• Firearms Licensing - West Mercia Police
• Integrity - Suffolk Constabulary
• Lost and Seized Property - Hampshire Constabulary
• Management Support and Administration - Kent County Constabulary

Basic Command Units and Police Divisions

• Bradford District - West Yorkshire Police
• Crime and Disorder Units - Northumbria Police
• Custody - Hampshire Constabulary
• Custody Procedures - Northumbria Police
• High Visibility Policing and Public Reassurance - Dorset Police
• Identification Unit - Northumbria Police
• Lost and Seized Property - Hampshire Constabulary
• Leadership and Support for the Front Line - Dorset Police
• Operational Support Unit - Dorset Police
• Operations - West Midlands Police
• Provision of Custody Facilities - Wiltshire Police
• Reactive Policing - Kent County Constabulary
• Wigan 'L' Division - Greater Manchester Police

Community Safety and Reassurance

•  Community Affairs - Leicestershire Constabulary
• Crime Reduction - Devon & Cornwall Police
• Front Counters - West Mercia Police
• High Visibility Policing and Public Reassurance - Dorset Police
• Managing Proactive Policing - Norfolk Constabulary
• Public Access to the Police - Suffolk Constabulary
• The Role and Allocation of Patrol Officers - Suffolk Constabulary

Consultation, Media & Marketing and Communication

• Community Consultation - South Wales Police
• Consultation - Norfolk Constabulary
• Consultation - Suffolk Constabulary
• Consultation - Warwickshire Constabulary
• The Consultation Process - Devon & Cornwall Police
• Press and Media - North Yorkshire Police

Crime

• Burglary Investigation - Sussex Police
• Crime and Disorder Management Units - South Wales Police
• Child & Family Protection Units - Durham Constabulary
• Crime - Warwickshire Constabulary
• Crime Intelligence Function - Hampshire Constabulary
• Crime Investigation and Detection - Dorset Police
• Crime Management - Lancashire Constabulary
• Crime Recording - Leicestershire Constabulary
• Crime Reduction - Devon & Cornwall Police
• Drugs Investigation - Wiltshire Police
• Fingerprint and Scenes of Crime - Leicestershire Constabulary
• Force Intelligence Bureau - South Wales Police
• Forensic Support - West Midlands Police
• Force Medical Examiners - Humberside Police
• Headquarters CID - Gloucestershire Constabulary
• Intelligence - Cleveland Police
• Intelligence Led Policing and Proactive Investigation of Crime - Northamptonshire
• Police Surgeons - South Yorkshire Police
• Scientific Support - Devon & Cornwall Police
• Managing Scenes of Crimes - West Midlands Police
• Vehicle Crime Investigation - Sussex Police
• Violent Crime Investigation - Sussex Police
• Volume Crime - South Wales Police

Criminal Justice Support Services

• Administration of Justice - Derbyshire Constabulary
• Administration of Justice - Leicestershire Constabulary
• Administrative Support to the Prosecution Process - Cambridgeshire Constabulary
• Administrative Support Units and Crown Court Liaison - Northumbria Police
• Care for Victims and Witnesses - Surrey Police
• Criminal Justice - Merseyside Police
• Criminal Justice Department

Diversity Issues and Equal Opportunities

(nil)

Finance and Resources

• Bought in Services Processes - Northamptonshire Police
• Building and Cleaning - Wiltshire Police
• Cleaning Services - Hampshire Constabulary
• Cleaning Services - Merseyside Police
• Equipment, Services and Supplies - Kent County Constabulary
• Estates Management - Cleveland Police
• Finance - Greater Manchester Police
• Financial Processes - Northamptonshire Police
• Fleet Management and Workshops - South Wales Police
• Income Generation and Sponsorship - Norfolk Constabulary
• Managing Finance - Norfolk Constabulary
• Procurement - Cleveland Police
• Procurement - Leicestershire Constabulary
• Purchasing, Supplies and Contract Services - Dorset Police
• Vehicle Fleet - North Yorkshire Police
• Vehicle Fleet Management - Cleveland Police

Human Resources

• Headquarters Personnel - South Yorkshire Police
• Health Management and Ill Health Retirement and Injury Pensions - Cumbria
• Human Resources - City of London Police
• Managing the Human Recourses Function - Norfolk Constabulary
• Payroll and Pensions Administration - Suffolk Constabulary
• Personal Development and Quality Assurance Unit - South Wales Police
• Personnel and Training - Nottinghamshire Police
• Personnel - West Midlands Police
• Recruiting - South Yorkshire Police
• Recruitment and Promotion Assessment Unit - South Wales Police
• Sickness Management - Thames Valley Police
• Support and Personnel Inspectors - South Yorkshire Police
• Traffic Wardens - West Midlands Police

IT and Technical Services

• Call Handling - Dorset Police
• Call Handling - South Wales Police
• Call Handling - Staffordshire Police
• Call Management - Cheshire Constabulary
• Communications Support and Network Centre - South Wales Police
• Information Systems - Devon & Cornwall Police
• Information Technology - Lincolnshire Police
• Information Technology - West Midlands Police
• Information Technology - Wiltshire Police
• ISTD Communications - West Mercia Police
• Managing Technology - City of London Police
• Operations and Communications Rooms - West Mercia Police
• Scientific Support - Devon & Cornwall Police
• Scientific Support - Nottinghamshire Police
• Scientific Support Unit - South Wales Police

Leadership, Organisational Development, Strategy and Performance

• Best Value Structures, Processes and Methodology Lincolnshire Police
• Command Team - West Yorkshire Police
• Corporate Development Department - Durham Constabulary
• Corporate Development Unit - North Yorkshire Police
• Force Restructuring - Essex Police
• Incident Management - Leicestershire Constabulary
• Leadership and Support for the Front Line - Dorset Police
• Making Policies - West Midlands Police
• Managing Demand - Surrey Police
• Managing Meetings and Decision Making - Norfolk Constabulary
• Research and Planning - South Wales Police
• Scanning, Setting, Monitoring, Maintaining and Prioritising Policy - City of London

Police Authorities

• Police Authority - Lincolnshire Police
• Police Authority - Wiltshire Police

Professional Standards

• Complaints and Discipline - Durham Constabulary
• Complaints, Discipline and Anti-Corruption Functions - Metropolitan Police Service
• Complaints and Misconduct - Lincolnshire Police
• Legal Services - Lincolnshire Police

Road Policing

• Accident Investigation Unit - Dyfed Powys Police
• Information & Quality and Collision Records - Wiltshire Police
• Reactive Policing - Kent County Constabulary
• Road Safety Strategies - Devon & Cornwall Police
• Traffic Management & Accident Investigation - Leicestershire Constabulary
• Transport - Kent County Constabulary

Special Constabulary, Volunteers and Extended Police Family

(nil)

Uniformed Policing

• Crime and Disorder Management Units - South Wales Police
• Dog Section - Dyfed Powys Police
• Firearms Protection and Firearms Response - Wiltshire Police
• Firearms Response - Dyfed Powys Police
• High Visibility Policing and Public Reassurance - Dorset Police
• Managing Proactive Policing - Norfolk Constabulary
• Marine Unit - Dyfed Powys Police
• Prisoner Handling - South Wales Police
• Public Order Issues - Devon & Cornwall Police
• Reactive Policing - Kent County Constabulary
• Helicopter Support Section - Humberside Police

Appendix 5

Key areas in the National Policing Plan

Work is ongoing to develop the MPA/MPS strategy following publication of the Home Secretary’s national policing plan. The strategy must be consistent with the NPP so the following key areas (taken from Annex B of the NPP) are likely to feature.

The NPP sets out the Government’s four key national policing priorities:

1. tackling anti-social behaviour and disorder;
2. reducing volume crime, street crime, drug-related crime, violent crime and gun crime (in line with local and national targets);
3. combating serious and organised crime operating across force boundaries;
4. increasing the number of offences brought to justice.

The NPP also sets out other actions that chief officers and police authorities should take account of in local policing plans as set out below.

Tackling crime effectively

1. Chief officers and police authorities should include in their local plans a strategy for tackling youth nuisance and anti-social behaviour taking account of the forthcoming white paper and legislation. In formulating and implementing the strategy forces should work closely with Crime and Disorder Reduction Partnerships (CDRPs). Plans should cover all aspects of the problem from responding to reports of anti-social behaviour incidents to fundamental problem solving.

2. Chief officers should make full use of officers, special constables, CSOs and other members of the extended police family as part of the force’s response to anti-social behaviour.

3. Forces should make best use of all the available tools for tackling anti-social behaviour, including Anti-Social Behaviour Orders (ASBOs), Anti-Social Behaviour Contracts, fixed-penalty notices, the powers to seize vehicles being used in a manner causing alarm and the powers to take action against badly run pubs and clubs.

4. Local plans should identify how forces and authorities will contribute to crime reduction, both through their own efforts and by working in partnership with other agencies, and set appropriate local targets.

5. Local plans must include three-year targets for reducing vehicle crime, burglary and robbery against which the contribution of each force to meeting the national targets in these areas can be measured. Local targets will need to be particularly challenging where force (or individual BCU) performance is demonstrably below that of comparable forces or BCUs.

6. Forces should develop policies to deal with repeat victimisation, in conjunction with local partners.

7. In formulating their strategies for reducing crime, all forces and authorities should apply the best practice emanating from the Street Crime Initiative. The 10 forces taking part in the Initiative should maintain momentum to achieve the target of a 14% reduction in robbery from 1999-2000 to 2005.

8. Chief officers and police authorities should develop effective programmes to identify and manage drug involved offenders (for example through arrest referral or drug testing at charge) and to tackle drug related crime, including the supply of drugs and in particular Class A drugs.

9. Forces should develop accurate information and intelligence systems to identify trends in relation to illegally held firearms and consider running specific initiatives in partnership with community leaders and local service providers to tackle firearms-related crime.

10. Chief officers and police authorities should have effective strategies and procedures in place to respond quickly and effectively to domestic violence incidents, including incorporating in their violent crime strategies and adopting best practice.

11. Local policing plans should reflect the importance of disrupting organised criminal groups. Local targets, set with guidance from NCIS, should contribute to the national targets on the supply of Class A drugs and on disrupting organised criminal enterprises.

12. Chief Officers and police authorities should make clear in their plans how they will make maximum use of the new powers available in the Proceeds of Crime Act to attack the assets of local criminals – including those involved in drug dealing and supply.

13. NIM should be implemented in all forces to commonly accepted minimum standards by April 2004 at the latest; the arrangements for implementation should be set out in local policing plans.

14. Forces and authorities should ensure in their local plans that the maximum efficiency gains are being derived from the implementation of the Bureaucracy Taskforce’s recommendations.

15. Forces should develop existing officers and new recruits to achieve the necessary competencies, and employ support staff with appropriate skills and experience, to ensure that they have the capacity to tackle all crimes effectively.

16. Forces should ensure sufficient resources are invested to deliver and optimise the use of key technologies.

17. The service must develop a closer working relationship with the CPS and the courts to improve case preparation and case management. Police and CPS staff should be brought together in single administrative units where this is not already happening.

18. For 2003-04, every police force must contribute effectively to their LCJB target of increasing the number of offences brought to justice by 5%.

19. By 31 January 2003 police and other local CJS services, working through the emerging criminal justice boards, should develop a local inter-agency “Narrowing the Justice Gap” plan which identifies three or four priority areas for action to improve the number of offences brought to justice, one of which must be implementation of the Persistent Offender Scheme.

20. As part of their involvement in the Persistent Offender Scheme, chief officers and police authorities should include clear strategies in their own policing plans for combating persistent offenders at local level.

21. In developing measures to deal with persistent offenders, forces and police authorities should consult and work closely with local partners particularly CDRPs and Victim Support.

22. Local policing strategies should address the needs of victims particularly, but not exclusively, in their capacity as witnesses.

23. Local contingency plans to deal with terrorist incidents should be regularly reviewed and close contact maintained with the Metropolitan Police and national agencies.

24. Forces should also strengthen their arrangements for information sharing and partnership working with other agencies dealing with child protection, including the relationship between Multi-Agency Public Protection Panels and Area Child Protection Committees.

25. Chief officers and police authorities should ensure that their policing plans include child protection strategies.

26. Chief officers should ensure that police officers and other staff working in this area are carefully selected and trained in the very special problems posed by investigating crimes of this nature.

27. Forces and authorities should include in their local policing plans targeted and intelligence led strategies for reducing deaths and injuries on the roads and achieving a safe environment for all road users.

28. Chief officers should work closely with local partners to tackle alcohol-related crime effectively.

29. Chief officers should ensure that relevant points from the July 2002 action plan on rape are being implemented.

Partnership to build a civil society

30. All local agencies – particularly those involved in CDRPs – should engage more effectively in partnership working.

31. Local plans should identify how forces and authorities will contribute to crime reduction, both through their own efforts and by working in partnership with other agencies, and set appropriate local targets.

32. With the integration of, or close working between, CDRPs and Drug Action Teams local strategies and plans should now incorporate a clear strategy for combating drug misuse. Local public service agreements should support and enhance this process through links with local authorities and their partnerships with other agencies.

33. Forces and police authorities gaining resources from the BCU Fund should set out priorities agreed with their local CDRPs, for the use of these monies.

34. Forces and police authorities should be ready to implement the new national standards for responding to non-emergency calls as they are developed.

35. Forces and authorities should consider how the introduction of CSOs and ACSOs could contribute to public reassurance and reflect any proposed arrangements in their annual policing plan.

36. Forces should look to embed good practice for promoting community cohesion into all aspects of their work.

37. Forces are strongly encouraged to take part in initiatives to empower communities to contribute directly to crime reduction.

Making the most of police officers and support staff

38. Chief officers and police authorities should set their own local targets for recruitment in their policing plans to ensure that the police officer strength increases achieved with the help of the CFF are maintained and that authorities qualify for all the continuation funding available from the CFF.

39. Senior officers should show the necessary leadership to drive forward the reforms of police pay and conditions.

40. Forces and police authorities should draw up local targets for managing overtime in consultation with HMIC and include these in their local plans.

41. Chief officers and police authorities should examine the balance between police officers and custody support staff, escort staff and civilian investigators and set clear targets in their local plans for significantly increasing the proportion of officer time spent on frontline duties. In undertaking such an examination, chief officers should consider whether to confer on custody support staff the new powers introduced by the Police Reform Act.

42. Forces and authorities should examine the opportunities for making increased use of local volunteers.

AN 2003 – 2006

43. Local policing plans should include targets for reducing sickness absence which will contribute to the national target.

44. Local policing plans should take due account of the target set for forces in the better management of ill-health retirement.

45. Where losses through transfer or resignation are a problem, local policing plans should identify measures to be taken to reduce them and the process for assessing the effectiveness of those measures.

46. Local policing plans should include appropriate targets for minority ethnic officers to contribute to overall national targets.

47. Forces and authorities should take full account of the aims of the Gender Agenda in their force HR plans.

48. Chief constables and police authorities should ensure that these measures to improve leadership are fully integrated within their HR strategies.

49. Forces and authorities should set out in local policing plans their proposed arrangements for implementing integrated systems to a common standard in their policing area.

50. Forces and authorities should review their procedures and ensure that their staff are properly trained to prepare for the IPCC’s introduction in 2004.

51. Chief officers and police authorities should plan for the delivery of priorities for 2003–04 against the resources set out in the local government funding plans published in December 2002, and finalised after consultation in the New Year; and plan for 2004–04 and 2005–06 on the basis of the indicative levels of funding set out in this Plan – while taking into account relevant determinations on Council Tax precepts.

Appendix 6

Summary of E&E programme of reviews

The list below sets out which reviews have been initiated. Decisions on the topics for review in Tranche 3 (2003/04) are anticipated early in 2003.

Tranche 1: 2001/02

1. Income Generation
2. Supplies and Stores
3. Transport
4. Overtime
5. Property Part 1
6. Interpreter and FME Services
7. Forensic Science Service & DNA
8. Preparation for Financial Devolution
9. Implementation of Operational Policing Model

Tranche 2: 2002/03

10. Inspection
11. Civilianisation
12. Uniformed Mgt. Structures - Deferred
13. IT
14. Sickness - Deferred
15. Property Part 2
16. Cost of failure/compensation claims - Deferred
17. HR
18. Shift Patterns

Tranche 3: 2002/03

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