Update on policing plan 2004/05

Report: 10
Date: 11 December 2003
By: Commissioner

Summary

The report gives a summary on the development of the 2004/05 policing plan including the impact of the 2004/07 National Policing Plan and the arrangements for establishing the corporate priorities and objectives.

A. Recommendations

That

1. the priorities and underpinning themes in the National Policing Plan and how they will be addressed in the annual policing plan be noted;
2. the next steps in proposing the corporate priorities and objectives be noted;
3. the need for an additional Planning Panel meeting in January 2004 be agreed; and
4. the developments on business planning be noted.

B. Supporting information

National Policing Plan 2004/07

1. The published plan contains five key priorities together with two underpinning themes for policing and police planning. These are:

• Providing a citizen focused service to the public, especially victims and witnesses, which responds to the needs of individuals and communities and inspires confidence in the police particularly amongst minority ethnic communities
• Tackling anti-social behaviour and disorder
• Continuing to reduce burglary, vehicle crime, robbery and drug-related crime in line with the Government’s Public Service Agreement targets
• Combating serious and organised crime, both across and within force boundaries
• Narrowing the justice gap by increasing the number of offences brought to justice

2. The underpinning themes for policing are:

• Community engagement and civil renewal
• Countering terrorism and the threat of terrorism

3. The MPS is currently engaged in developing the corporate objectives for 2004/05 that build upon the public consultation process and support the high level priorities that emerged from the Commissioner’s conference held in September. The objectives have yet to be finalised but an early analysis carried out by Corporate Planning Group indicates that the emerging proposals will reflect all of the government’s key priorities and underpinning themes.

Corporate and business group objectives

4. Each of the operational business groups has considered the corporate priority for which it takes the lead (terrorism, reassurance and serious & organised crime) and proposed a set of objectives to support that priority. The next step is for the MPS Change Co-ordination Committee, on behalf of Management Board, to consider these proposals on 1 December. In view of this timescale it is not possible to meet the deadline for the submission of this paper. The MPS will therefore present the proposed corporate objectives at the Planning Panel meeting on 4 December and submit a supplementary paper to this Planning Performance and Review Committee that reflects the decisions made at the Planning Panel.

5. Following on from this PPRC, the MPS Management Board will be holding a meeting on 6 January specifically given over to planning development. The MPS therefore proposes that an additional Planning Panel meeting is arranged between 8 and 14 January to advise members of the outcomes of the Management Board discussion. The results of this Planning Panel can then go before the MPA full Authority on 29 January 2004.

Development of business planning

6. There will be a number of initiatives and key activities that are not selected as corporate objectives. In these cases the relevant lead business group will continue to direct additional management resources and effort and set measures and targets as appropriate within the business group’s business plan.

7. The annual plan will reflect the contributions made by each business group in support of the lead business group that will have responsibility for delivering against each relevant corporate objective. This will be the result of a series of negotiations between the lead business group and contributors. The plan will also feature major change programmes where business benefits might not be realised in 2004/05 but will help to build the future organisation.

C. Equality and diversity implications

There are no direct equality and diversity issues in this paper but they are likely to be featured in the supplementary paper referred to in paragraph 3.

D. Financial implications

The financial implications arising from this paper surround the links to the corporate budgetary allocation process.

E. Background papers

None.

F. Contact details

Report author: Michael Debens, MPS Corporate Planning Group, MPS.

For more information contact:

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

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