MPS Response to Audits

Report: 12
Date:12 July 2004
By: Commissioner

Summary

The MPS has collated the recommendations arising from a range of inspections, reviews and audits concerning the subject of planning and identified a number of common themes or issues. This report summarises how these will be addressed.

A. Recommendations

That the work in progress to address holistic improvements to the Corporate Planning Process be noted.

B. Supporting information

1. Appendix 1 summarises the recommendations arising from a range of reviews conducted by various internal and external bodies over the past two years. Whilst Corporate Planning Group (CPG) has previously responded individually to specific recommendations, a holistic approach to taking forward the common themes raised is now appropriate. (Appendices 2 and 3 detail the response to the two most recent reports – from the Audit Commission and the MPA Internal Audit Directorate respectively. The response to the Audit Commission report was drawn up in conjunction with MPA officers).

2. Having reviewed the recommendations, the key overriding themes are:

• The need to link the business and financial planning cycles.
• The need to demonstrate how resources are allocated to corporate priorities.
• The requirement to refine performance monitoring, including ownership of data collection and quality.
• The need for greater alignment between Business Group planning, corporate planning and the National Intelligence Model (NIM) framework.

Business and financial planning cycles

3. An approach to link the business and financial planning cycles has been proposed (see Appendix 4). It is recognised that this is fundamental to having a budget submission to the mayor constructed around contemporaneous business priorities. CPG and Finance Directorate are currently working to link the cycles. A senior Planning Board - which includes MPA representation - has been set up to oversee the approach being taken.

Allocation of resources to corporate priorities

4. There are several existing MPS projects relevant to the allocation of resources to corporate priorities (e.g. Activity Based Costing (ABC), Operational Policing Measure). However, none of the systems under development collect data for all corporate activities. As an example, the national ABC project has no code to capture resources spent on dealing with anti-social behaviour. The Police Perfomance Assessment Framework (PPAF) Domains are also being considered as a structure against which resources could be aligned.

5. A recent analysis of the correlation between the activities listed in the objective control strategies vs. those listed for each business group in the Budget Book found that there is already a reasonably high correlation (70%) between the Budget Book and control strategy activity. However, there is currently no direct financial link between resources used and activities performed. In the longer term, this could be addressed by defining business group functions in a way that all resources can be attributed to them. In the short term, it could be achieved by apportioning people to functions in preparation for the following year’s business planning. The viability of this latter route is being explored.

Performance monitoring

6. Many steps have been taken to refine the MPS’s performance regime, including the appointment of a client manager to ensure that the performance data and monitoring provided is appropriate to customers’ needs. In addition, a review of data quality has recently been completed. The recommendations from the review will address the immediate concerns raised in the MPS Internal Audit report, as well as providing a robust framework to facilitate further improvements. The performance data collected are now considered an integral part of the NIM tactical and strategic assessment meetings.

Alignment of business group planning, corporate planning and NIM

7. The full alignment of business group planning with corporate planning and the NIM framework forms part of the drive to integrate all planning processes. It is recognised that strategic/tactical decisions taken under NIM must consider the financial constraints (and opportunities) under which they operate. Operational decisions can then be followed through with the necessary resources to ‘make them happen’. During the 2004/05 planning round, support business groups found it inappropriate to assign their activities to the Intelligence, Prevention and Enforcement categories required by NIM. This conundrum will be examined prior to development of the 2005/06 control strategies. However, all business groups (including support) are contributing to the Corporate Strategic Assessment due for completion in September.

C. Race and equality impact

The improvements being made to the Corporate Planning Process have been considered for equality and diversity implications. There are no implications in progressing the four key overriding themes.

D. Financial implications

Whilst the individual work items need resourcing from all Business Groups (with principal inputs from Corporate Planning Group and Finance Directorate), no capital expenditure is envisaged.

E. Background papers

None

F. Contact details

Report Author: Sarah Hedgcock and John Zlotnicki, MPS Corporate Planning Group.

For more information contact:

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

Send an e-mail linking to this page

Feedback