Contents
Report 8 of the 14 September 2006 meeting of the Planning, Performance & Review Committee and updates on the progress of the strategic priorities; the integrated strategic financial/planning framework and development of the corporate business plan.
Warning: This is archived material and may be out of date. The Metropolitan Police Authority has been replaced by the Mayor's Office for Policing and Crime (MOPC).
See the MOPC website for further information.
Review of the strategic priorities for 2007/08 and development of the corporate business plan
Report: 8
Date: 14 September 2006
By: Commissioner
Summary
This report updates PPRC members on the progress of the strategic priorities; the integrated strategic financial/planning framework and development of the corporate business plan.
A. Recommendation
That
- members agree the current seven strategic priorities remain unchanged for 2007/08; and
- note the activities being undertaken in the development of corporate business plan.
B. Supporting information
Introduction
1. The Policing London Strategy 2006-09 and Annual Policing Plan 2006/07 was published in March 2006. It has set the direction and strategic priorities for the MPS over the next three years. The document was developed through a process of information gathering that included public, partner and internal consultation throughout 2005 and took account of the Government and Mayor’s priorities to ensure that the MPS three-year strategy reflected the needs of London.
Review of the strategic priorities
2. It was agreed that whilst the strategic outcomes would remain the same, the seven strategic priorities would be reviewed on a six-month basis with a full refresh on an annual basis to ensure that the strategy remains meaningful and reflects the future needs of London.
3. The strategic priorities are:
| Strategic priority | Management board lead |
|---|---|
| Counter Terrorism, Protection and Security | Assistant Commissioner Andy Hayman |
| Safety in Neighbourhoods | Assistant Commissioner Tim Godwin |
| Criminal Networks | Assistant Commissioner Stephen House |
| Capital City Policing | Assistant Commissioner Tarique Ghaffur |
| Citizen Focus | Deputy Commissioner Paul Stephenson |
| Together | Martin Tiplady, Director of Human Resources |
| Information Quality and Access | Ailsa Beaton, Director of Information |
As part of the six-monthly review process, the Strategy, Modernisation and Performance Directorate reviewed the seven strategic priorities in June against the Policing London Strategy outcomes using the three broad criteria:
- Alignment to required strategic outcomes or results
- External stakeholder endorsement
- Achievability of the work being undertaken in support of the priority
4. The seven strategic priorities remain aligned to or support delivery of the MPS strategic outcomes as described in the Policing London Strategy 2006-2009. The priorities are supported by external stakeholders and are planned to be achieved through a combination of existing Business Group activity, the Met Modernisation Programme (MMP) change programme and other associated initiatives.
5. The Management Board members reviewed the seven priorities listed above on 6 June 2006 at an MPS Management Board meeting. The Management Board proposed that the priorities agreed in the Corporate Strategy in draft in September 2005, and confirmed in February 2006 by the MPA Full Authority, should remain for the first half of 2007/08. The Information Quality priority would be amended to become Information Quality and Access to reflect more accurately the significance of the work area around the Guidance on Management of Police Information (MOPI).
6. A briefing note was submitted to the MPA Full Authority meeting in July 2006 which provided MPA members with information in relation to the planned six-month refresh of the Policing London Strategy priorities and the new integrated business/financial planning framework.
7. A further review of the priorities is scheduled as part of the yearly refresh of the Policing London Strategy for November 2006. The MPA will be consulted as part of the review.
Integrated business/financial planning framework
8. The integrated business/financial planning framework reflects a new approach to planning in the MPS which aims to ensure that financial planning and budgeting are driven by strategic priorities and business needs and that resources are allocated in line with the strategic priorities. The output of the new planning process will be a three-year corporate business plan, which will detail the outputs that the MPA/MPS plans to deliver in support of the priorities, together with the finance required to deliver these. The MPS business groups have been contributing to the planning process significantly whilst ensuring that their business activities are closely linked to the strategic priorities and remain in line with the corporate strategy.
Draft Corporate Business Plan
The draft Corporate Business Plan for the next three years has been prepared as part of the integrated strategic and financial planning process involving extensive consultations and close co-operation with the MPA and all the MPS business groups.
9. The first draft of the Corporate Business Plan will be presented to the MPS Management Board on the 5 September.
C. Race and equality impact
There are no issues directly impacting on race and equality in this paper.
D. Financial implications
There are no specific financial implications arising from this report.
E. Background papers
None
F. Contact details
Report author: Ross Daniels/Anikó Sinclair, Met Modernisation Programme, MPS
For more information contact:
MPA general: 020 7202 0202
Media enquiries: 020 7202 0217/18
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