MPS/MPA high level objectives (corporate control strategies) 2005/2006

Report: 8
Date: 16 December 2004
By: Commissioner

Summary

This report outlines the progress on the development of the MPS/MPA high-level objectives for inclusion in the Annual Policing Plan for 2005/2006. It facilitates discussion on the Corporate Control Strategies, which will prioritise cross-business group activity during the forthcoming year. (It also outlines proposed cross cutting control strategies to be embedded across key MPS objectives and developed as part of the MPA Three-Year Strategy.)

A. Recommendation

That the Authority

1. agrees the contents of Annex A;

2. continues to collaborate with the MPS on the development of appropriate measures and targets, through the MPA Planning and Performance Review Committee; and

3. notes the development activity required to finalise the MPA High Level and MPS Business Group Objectives.

B. Supporting information

1. The Corporate Control Strategies are informed by objectives being developed out of the National Intelligence Model (N.I.M) business planning process.

2. The MPS has taken a continuity and evolution approach to the existing programme of control strategies. This approach has been supported by public consultation, the corporate strategic assessment, the Commissioner’s Conference and analysis of external expectations - particularly the Mayor’s budget guidance and the National Policing Plan. This approach has already been discussed and refined through the MPA Planning and Performance Review Committee (PPRC).

3. A corporate control strategy typically comprises:

Areas of business that need addressing, usually to improve performance.
Description of outcomes and action plans that will successfully tackle problems and issues.
Measures by which the delivery of objectives can be monitored and audited.
Performance targets, only where specifically appropriate, that will determine quantity or quality of performance improvement over a period of time.
Description of significant activities, projects, resources and other investments that will deliver an improvement in performance.

New programme of control strategies

4. Proposals for the package of new and existing control strategies were discussed and endorsed at MPS Management Board Change Co-ordination Committee meeting, and the MPA PPRC meeting, both of which took place on 11 October 2004.

5. At this stage in the development of control strategies the MPS is seeking the endorsement of the Full Authority to the collective package of the corporate control strategies and the outcomes that are proposed in Appendix 1.

6. Appendix 1 presents these latest proposals for the 2005/2006 MPA high-level objectives, together with three cross cutting control strategies requiring further development. It provides a description of each high-level objective, identifies the MPS lead officer and outlines the desired outcomes for each objective.

7. Appendix 1 contains the proposed corporate control strategies. These objectives require corporate consideration, investment and monitoring. There are also a number of significant policing issues that are being developed within individual MPS business groups. These issues will become objectives within their own plans. Whilst business group plans will not be the subject of detailed discussion with the MPA, the corporate policing plan will include reference to the most significant components of these, such as the investigation of murder and child abuse.

Work in progress

8. Measures and targets for the corporate objectives and the Business Groups’ objectives are being developed and initial proposals will be taken to the MPA PPRC on 14 January 2005. These matters will be submitted to the Full Authority at the end of January 2005.

9. Business group planning is under way and from this work, business group objectives will be articulated in the Policing Plan.

10. Policing Performance Assessment Framework (PPAF) measures will be incorporated into, and aligned to, the corporate objectives and business group objectives. Where these PPAF measures are not sufficient to cover the delivery of the objectives, further measures will be proposed.

11. The major corporate change programmes are being aligned with the delivery of MPA high-level objectives and MPS business group objectives.

12. Monitoring and reporting systems for the MPA high-level objectives and MPS business group objectives are being developed. The monitoring processes will be established with N.I.M. tactical tasking process being developed at corporate and business group levels.

C. Race and equality impact

Whilst there are no issues directly impacting on race and equality in of this paper, clearly the aim of the consultation strategy is to ensure that all areas of local communities are fully engaged. Further all leads for MPA/MPS high-level objectives have been tasked to conduct an equality impact assessment on their control strategies through engagement with the Diversity Directorate.

D. Financial implications

No financial implications in this report.

E. Background papers

None

F. Contact details

Report author: Superintendent Peter Vincent and Ross Daniels

For more information contact:

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

Appendix 1: Proposals for Corporate Control Strategies for 2005/2006

Specialist Operations

Subject area	Current/proposed lead	Desired outcomes
1. To minimise the risk from terrorist activity; to maintain an effective response to terrorist incidents.	SO DAC Becks	To prevent terrorist incidents. To respond appropriately to a terrorist incident

Specialist Crime Directorate

Subject area	Current/proposed lead	Desired outcomes
2. To reduce the level of gun enabled crime	SCD Commander Dick	Fewer recorded gun enabled crime offences Improved detection rates for gun enabled crime Fewer shootings Increased confidence and reduced levels of fear Improved community engagement and partnership working
3. To disrupt organised criminal networks, the activities they are involved in and to seize their assets, in order to reduce harm in neighbourhoods and communities.	SCD DAC Griffiths	More criminals disrupted from involvement in organised crime Increased amount of assets seized from criminal networks Improved community engagement and partnership working Greater confidence in the economic well being of London Increased reassurance within neighbourhoods and communities Reduced availability of illicit drugs Improved understanding of the nature of the problems.

Territorial Policing

Subject area	Current/proposed lead	Desired outcomes
4. To improve neighbourhood safety	TP Commander Smith	To improve public satisfaction in the Police Service, through reassuring the public by increasing visibility and reducing crime levels, particularly those affecting local communities.
5. To improve our contribution to the Criminal Justice System	TP Commander Hitchcock	To increase the number of sanctioned detections, increase the total number of offences bought to justice and to improve victim confidence in the overall CJ process.
6. Citizen Focus and Demand Management	TP (Commander Smith)	Improved public confidence and feeling of security; improved satisfaction of service users; and increased public involvement in policing.
7. To reduce the level of serious violence, and increase the number of violent offenders brought to justice	TP Commander Moore	To reduce serious violence and to achieve set targets to bring offenders to justice.

Corporate Cross Cutting Strategies

Subject area	Current/proposed lead
1. Diversity	DCC Commander Allen
2. Women’s Safety	DCC DAC Howlett
3. Prolific Offenders	TP Commander Moore