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MPA Budget Submission to the GLA: November 2004

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MPA Budget Submission to the GLA: November 2004 MPA Budget Submission to the GLA November 2004 MPA Budget Submission 2005-06 14 Contents Foreword A. Business Plan B. 2005/06 Revenue Budget and Medium Term Financial Projection C. Step Change Programme Business Case D. Borrowing and Capital Spending Plan 2005/06 – 2009/10 E. Budget and Equalities: E1: MPA submission E2: MPS submission F. Budget and Environment MPA Budget Submission 2005-06 15 Foreword The Mayor issued formal guidance to the Greater London Authority and functional bodies in June 2004 on the preparation of their budget submissions for 2005-06 and forward plans 2006/07 and 2007/08. The purpose of the budget submission process is to enable the Mayor to distinguish clearly the costs of providing the complete range of services provided by the GLA and the functional bodies. It also will enable the Mayor to ensure that his policy objectives are an integral part of the component budgets and that the means exist for their delivery. The purpose of this document is to meet the objectives of the budget submission guidance for the Metropolitan Police Authority. The Mayor’s budget guidance notes require that the Authority’s budget submission be provided to the Mayor by 8 November 2004. There are six key elements specifically required: • A business plan covering the period to 2007/08 • A revenue budget plan covering the period to 2007/08 • Step Change programme business case • A capital spending plan for the five years 2005/06 to 2009/10 • A budget and equalities submission • A budget and environment submission The Mayor also requested particular attention be given to: • Plans to increase the numbers of police officers and police community support officers, while at the same time accelerating progress towards the target of 30% black and minority ethnic officers and 25% women officers, and plans for the deployment of additional officers • Plans for the expansion of the Safer Neighbourhoods programme • Plans to free up police officers for front-line duty • Implementation of plans to increase the safety and security of women and the Mayor’s manifesto proposals on domestic violence and hate crime • The manifesto proposals on a real time reporting system and the targeting of police resources, • Other initiatives to deliver improvements in public confidence in policing. Work on the increase in uniformed officer numbers and the expansion of the Safer Neighbourhoods programme is included in the Step Change business case (section C). The other issues are addressed in the business plan (section A). Each section is supported by a commentary and any other explanation or background information as necessary. MPA Budget Submission 2005-06 16 DRAFT MPA Budget Submission to the GLA November 2004 Section A Business Plan Page 17 Contents Page number 1. Introduction 4 2. Operational priorities 4 Priority areas 4 Corporate change programmes 5 3. Planned performance improvements 10 4. Progress in implementing Mayoral strategies 11 5. 3-year financial projections 14 6. Assumptions underpinning financial projections 14 7. Main financial risks facing the MPS 16 Appendix A – Relationship between growth items and 18 control strategies, change programmes and Mayoral priorities Appendix B – Link between delivery of control strategies, 21 change programmes, Mayoral priorities and growth items Appendix C - Summaries concerning MPA plans for 26 progressing each of the Mayoral issues that all GLA functional bodies should address C(i) - Plans for dealing with terrorism and other 26 catastrophic events C(ii) - Plans for supporting London’s 2012 Olympic Bid 26 C(iii) - Plans for communicating with Londoners, 27 including using the Londoner and the London Portal Appendix D - Summaries concerning MPA progress and 21 plans against each of the Mayoral issues that the MPA should address D(i) – Increase in numbers of police officers and 27 PCSOs. Progress against diversity targets D(ii) – Expansion of Safer Neighbourhoods 31 programme, increasing the safety and security of women and other initiatives designed to deliver improvements in public confidence in policing D(iii) – Domestic violence and hate crime 36 D(iv) – Freeing up officers for front-line duty 37 D(v) – Real time reporting system and targeting of 39 police resources Page 18 Appendix E - Summaries concerning MPA progress and 41 plans against the London Plan and the Mayor’s other statutory strategies E(i) – London Plan 41 E(ii) – Air quality, Biodiversity, Noise, Waste, Energy (a 42 non statutory strategy) and plans for preparing for the Low Emission Zone E(iii) - Culture 43 E(iv) – Economic Development 43 E(v) - Transport 43 Appendix F - Summaries concerning MPA progress and 46 plans against the Mayor’s non statutory strategies F(i) – Childcare 46 F(ii) – Children and Young people 47 F(iii) – Harm caused by alcohol and drugs 50 F(iv) – Rough sleepers 51 F(v) – E- technology 52 Appendix G – MPA substantial financial business risks and 54 their current status Page 19 MPA Business Plan for Mayoral Budget Submission 1. Introduction 1.1. The MPA’s existing strategy ‘Towards the Safest City’ lasts until March 2005. The next strategy will be developed in the near future to reflect the changing environment and the direction that will be set by the new Commissioner. For this reason, the Business Plan below is structured principally around the priorities that guide the MPS for 2005/06. Nevertheless, in line with Mayoral expectations the plan contains a significant amount of the information requested to 2007-08. 2. Operational priorities 2.1. The three priority areas that the MPA set for the MPS for the year April 2004 to March 2005 are: A) Protecting the Capital against Terrorism 1. To minimise the risk to life and property from terrorist activity in London. 2. To maintain an effective response to suspected and actual terrorist incidents. B) Reducing Serious Crime 3. To reduce the level of gun enabled crime. 4. To disrupt organised criminal activity of persons identified as Class A drugs suppliers. 5. To dismantle organised criminal networks and seize their assets. 6. To safeguard children and young persons from physical and sexual abuse. C) Promoting Reassurance 7. To improve neighbourhood safety. 8. To reduce the level of robbery compared to 2003/04. 9. To improve our contribution to the effectiveness of the criminal justice system. 10. To recognise and respond appropriately to the differential impact of crime on people, taking into account their race, gender, sexual orientation, faith, age or disability. Page 20 2.2. To provide continuity, it is likely that the three priority areas will continue through into 2005/06. These priority areas are underpinned by a series of more specific objectives, as shown under each heading. The plan for delivery of such objectives is detailed in a ‘control strategy’, which shows what activities each internal MPS Business Group will undertake to achieve the targets set. These activities are divided into the National Intelligence Model categories of Intelligence, Prevention and Enforcement. 2.3. The objectives were set having considered a series of factors, including Mayoral priorities and the direction set by the existing corporate strategy Towards the Safest City. As the introduction explains, this strategy is currently being updated, although the goals are likely to remain unchanged. The goals are: 1. Developing safer communities 2. Securing the capital against terrorism 3. Revitalising the Criminal Justice System 4. Developing a professional and effective workforce 5. Reforming the delivery of policing services Corporate Change programmes 2.4. A further major influence on the decision re: budget allocation is the progression of the MPS’s key strategic cross cutting programmes of change. For 2005/06, these ‘vital few’ are: Command, Control, Communication and Information (C3i) 2.5. The C3i programme will introduce an integrated service for handling all calls and despatching police assistance. The end product will mean a complete overhaul of the MPS’s command, control, communication and information processes, thus helping the organisation build greater public satisfaction with our services. The programme is funded by the Mayor and the Home Office and the developments are supported by the Modernising Operations Programme in Territorial Policing. Modernising Operations 2.6. The Modernising Operations programme aims to provide “24/7” intelligence, support and guidance to all frontline staff including the Safer Neighbourhoods teams, and will give Borough Commanders more effective control of their resources. Working within the new framework provided by the C3i programme, the Modernising Operations aims will be achieved with the centralisation of call handling and deployment of a range of new communication technologies. Page 21 Step Change (including Safer Neighbourhoods) 2.7. The Step Change programme is looking to increase the number of police officers for London in order to provide more visible and accessible policing without a reduction in the capacity to deal with response policing, crime reduction, major crime and terrorism. 2.8. The Step Change programme will include the setting up of dedicated teams of police officers and Police Community Support Officers who will have the specific task of creating Safer Neighbourhoods. Local issues will be dealt with by these teams in partnership with the community. The teams will not continually be called away from their primary community based role. The phased introduction of these neighbourhood teams will be supported by the development of better local survey information, intelligence systems and central support. This will be the first time the MPS has dedicated as many officers to providing local solutions to local problems giving reassurance to people to go about their day-to-day business in safety and without fear. 2.9. Further information on the Safer Neighbourhoods programme is given in Appendix D(ii). Criminal Justice 2.10. The programme is delivering the changes that will ensure that more offences are bought to justice and in a more timely manner, narrowing the gap between the number of crimes recorded and the number of offenders convicted.
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