Zero Based Budgeting

Report: 4
Date: 16 July 2009
By: Director of Resources on behalf of the Commissioner

Summary

This report provides supplementary information for the Sub-Committee regarding the information provided to the Authority on the Service’s budgeting and cost challenge process.

A. Recommendation

That Members

1. Note the information provided on the Service’s budgeting and cost challenge process.

B. Supporting information

1. Following the establishment of the new MPA administration in 2008, the Authority has as part of its induction and developing budget and business planning activity sought information from the Service regarding its existing and developing work on budget and business planning. In particular the Authority has sought the Service’s approach to zero based budgeting and cost challenge.

2. As part of this process the Service

• has provided a presentation and briefing to Members (11 December 2008) on the 2009-12 budget and business plan process - “Budget and Business Planning …. the ‘journey’.”
• has provided a presentation and briefing to the Productivity and Performance Sub-Committee (13 March 2009) on the Service’s developing performance management framework - “Performance Management Framework …. closing the loop”
• has presented a report to the Productivity and Performance Sub-Committee (14 May 2009) on the Service’s approach to zero based budgeting
• has presented a report to the Strategy and Operational Policing Committee (8 June 2009) on the Service’s Service Improvement Programme which sets out the Service’s approach to business challenge
• is presenting two case studies on cost/business challenge to the Productivity and Performance Sub-Committee elsewhere on this agenda and a further case study is being prepared for the September Sub-Committee
• presents individual reports to various MPA committees and Sub-Committees, as appropriate where change programmes have significant budget/business impacts e.g. Criminal Justice Initiatives, Transforming HR, Developing Resource Management.

3. As previously indicated the Service continues to develop its integrated performance management framework with the aim of ensuring

• budgets are appropriately aligned to the delivery of MPA/MPS objectives
• all parts of the Service face appropriate challenge to their costs and business delivery models both as part of the regular performance/budget monitoring process and through the budget/Service Improvement processes
• a value for money culture is embedded in the Service’s normal performance monitoring and decision making processes.

4. Progress on all this activity is subject to the approved budget and decision making processes of both the MPA and MPS.

C. Race and equality impact

There are no race and diversity implications arising directly from this report.

D. Financial implications

There are no financial implications arising directly from this report.

E. Background papers

None

F. Contact details

Report author(s): Director of Resources

For more information contact:

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

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