MPA - statement of accounts

9Within the MPS the corporate strategic assessment (CSA), existing corporate strategies, corporate and territorialpolicing target setting processes are all used in identifying policing priorities outlined in the joint Policing LondonBusiness Plan. Public consultation forms an important part of the process. The plan covers a three-year periodand provides details of the MPS’s corporate objectives, outlining what the MPS intend to do to deliver theseobjectives. The plan also describes how the delivery of these objectives will be monitored through the use ofCritical Performance Areas and targets. Full Authority agrees the plan on an annual basis.Annual Governance StatementIn addition, both the Full Authority and Co-ordination and Policing Committee meet regularly to consider thestrategic direction, plans and progress of the Authority and MPS. A range of member committees regularlyreviews specific policy areas. These formal meetings are held in public and papers are available on the Internet.Reviewing the Authority’s vision and its implications for governance arrangementsA review of the Authority’s Corporate Strategy and its vision is currently being undertaken to coincide with theAuthority’s new administration. Governance arrangements to support the current corporate strategy weredeveloped in 2007-08 and implications for governance arrangements will be revisited once the review of thecorporate strategy is complete. Following the review, suggested changes to the local code of corporategovernance (if required) will be presented to Corporate Governance Committee for approval.Measuring the quality of services for users, ensuring they are delivered in accordancewith the Authority’s objectives and that they represent the best use of resourcesThe MPS Performance Board monitors key performance across the MPS, including recommendations from HerMajesty’s Inspectorate of Constabulary (HMIC) baseline assessment and the Police Performance AssessmentFramework and regularly reports to the Authority’s Planning, Performance and Review Committee. This is thecommittee responsible for monitoring the performance of the service against the policing plan targets and otherperformance indicators set locally or by external organisations. In addition, the full Authority receives performanceinformation on a monthly basis with members of the Authority using the information provided to hold theCommissioner to account.Within the MPS the Crime Recording Oversight group monitors implementation of the National Standards forincident recording and the national crime recording standards action plan.The Authority regularly scrutinises budgets throughout the financial year to ensure they represent best use ofresources, both as part of the business planning process, with all business group’s budgets being subject tomembers’ scrutiny of their savings and growth proposals and as partof budget monitoring with the Authority’s Finance Committee receivingregular monitoring reports.As part of the Policing London Business Plan the MPS is required todemonstrate cashable efficiency savings of 9.3% over 3 years from2008-09 approximately. Achievement in meeting these savings ismonitored by HMIC. In addition, Finance Committee monitors progressthrough quarterly update reports.Defining and documenting the roles and responsibilitiesof the Authority and MPS and the members and seniorofficers within each, setting out clear delegationarrangements and protocols for effectivecommunication, and arrangements for challenging andscrutinising the services’ activityThe Corporate Strategy clearly defines the complex role played by theAuthority, and the roles and responsibilities of each of the Authority’sCommittees are clearly defined in their individual terms of reference.These include arrangements for challenging and scrutinising the MPS’sactivity.