Policing plan and strategy plan for 2004/05

Report: 06
Date: 8 May 2003
By: Commissioner

Summary

The report outlines a number of concepts that will underpin the 2004/05 planning process. They were debated at a joint MPA/MPS debrief of the 2003/04 process.

A. Recommendations

That members note the concepts proposed for the 2004/05 planning process

B. Supporting information

Background

1. The MPA issued its annual policing plan and strategy plan on 31 March 2003, in accordance with the timescales laid down by the Home Office. A small group of MPA members and MPS officers subsequently met to debrief on the 2003/04 planning process and debate a series of concepts which would underpin the 2004/05 process. This report summarises the concepts proposed.

Consultation

2. At its meeting on 24 April 2003, the Consultation Committee considered the outline of consultation tools and timescales to be used during 2004/05. In summary, the principles that will be used are:

• Consultees are to be to be given the context of consultation (e.g. past performance data and the existing goals of 'Towards the Safest City')
• Consultees should be kept informed of the nature of the priorities as they begin to emerge
• Feedback will be provided on what was decided and how the views of consultees helped to shape the decisions made

Development of objectives, performance indicators and targets

3. The concepts that are being considered for use during the 2004/05 process are:

• The objective setting process to take account of strategic assessments carried out under the National Intelligence Model (NIM).
• The MPS and MPA to use intelligence and longer term trends from these assessments to minimise objectives with a short term focus, and constrain the overall number of objectives set .
• That the MPS consider objectives and appropriate performance indicators together so that potential measures are investigated, and felt to meet the scope of the objective, before any target is set.
• That activities from MPS Business Groups that support an objective are considered before the relevant corporate targets are established. The target for the objective can be deferred until later in the planning cycle when a more informed decision can be made.

MPA involvement in business group planning

4. At the debrief session members expressed their desire to strengthen the links between the key activities set out in the annual plan and the performance achieved. This is seen as beneficial in:

• improving the quality of planning at business group level.
• demonstrating that resources and activities are steered by the corporate objectives; and
• moving towards improved business planning in the MPS with closer links to budgetary planning and value for money.

5. The MPS is already revising the arrangements for business group performance monitoring. The aim of this is to allow senior managers (at Performance Review Committee) to concentrate on exception reports brought to their attention by a lower level Corporate Performance Meeting (CPM). The CPM will focus on regular business group performance reports, and flag up issues of concern to the Performance Review Committee. The corporate targets and measures in the annual plan will also be reviewed by CPM.

6. The MPS also wishes to build on the successes of the 2003/04 planning process such as developing the use of joint workshops with key participants, to encourage shared understanding and ownership of objectives proposed. One method of doing this could be to invite members from other committees to a workshop in their subject area where they are able to bring expertise. The workshops could be tailored to meet issues and concerns as they emerge. Products from these workshops could then be taken to the PPRC or Planning Panel as appropriate for discussion.

7. The MPS sees value in using Planning Panel as a forum for debating many of the proposed planning concepts, particularly in the earlier stages of the planning process. This value might be enhanced if there was broader representation of the political parties, which, in turn, would also help to facilitate the discussions at the full authority where proposals are approved.

Overall process

8. The goals and aims in the MPA's two-year strategy 'Towards the Safest City' will provide a framework for selection of the 2004/05 objectives. In view of the fact that the 2004/05 plan will be the final year of implementation of 'Towards the Safest City', we do not anticipate publishing a new version of the strategy plan in 2004. Instead, the annual plan will reflect any changes to the aims that may be required to align 'Towards the Safest City' with the 2003 National Policing Plan. This is due for publication by the end of November 2003.

Timeframe

9. It is recognised that there are benefits to be gained from starting the 2004/05 planning process earlier such as;

• the ability to link more closely with the budget setting timetable, and
• the opportunity for a more interactive approach to consultation.

However, this is countered by factors such as;

• the results of the government's PPAF (Policing Performance Assessment Framework) programme - which will affect the performance indicators set for the objectives – are not likely to be available in the short term
• the lack of current performance data on which senior managers are able to focus; and
• the difficulty in assessing the impact of major corporate initiatives e.g. growth, devolution and strategic assessments from NIM which are evolving over a longer timescale.

10. The MPS intends to commence the planning process earlier than in previous years, including an internal review of the 2003/04 planning cycle, but the reporting arrangements to MPA committees are likely to be broadly similar to last year. This approach will, however, need to be modified for the 2005/06 plan that will need to take account of the new crime and disorder strategies and three year strategy plan.

11. At the next meeting of the Planning Panel members will debate the planning cycle timeframe in a little more depth and consider the implications of some of the concepts outlined above.

C. Financial implications

The financial implications of the 2004/05 planning process will be taken into account when the budget is assigned to individual Business Groups.

D. Equality and diversity implications

At this stage in development of the 2004/05 planning process there are no equalities implications, other than those considered routinely during design of the consultation arrangements.

E. Background papers

None

F. Contact details

Report author:  John Zlotnicki

For more information contact:

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

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