Performance and Measurement

Summary

The Metropolitan Police Service (MPS) is one of the largest public sector organisations in England and Wales and delivers a range of international, national and pan-London services, as well as local services across 32 territorial boroughs. The MPS has around three times more staff than the next largest force and its annual budget accounts for about 24% of the total cost of police services in England and Wales. The MPS is routinely required to respond to a range of major and critical incidents and events in London against a backdrop of a heightened terrorist threat.

The HMIC baseline assessment for 2006/07 found that the Commissioner and the top team had made progress on a number of issues, with significant progress in the introduction of Neighbourhood Policing through Safer Neighbourhood teams across London. The MPS now covers all 624 wards, with an enhanced level of coverage in the 87 wards with a population of more than 14,000 people. In addition, the force has staffed 21 safer transport teams and has established six Safer Neighbourhood teams that focus on particular community-based problems.

The HMIC assessment also found improvements in Performance Management, with the MPS achieving strong results against many of the priorities and targets set by the Metropolitan Police Authority during 2006/07.

In some key areas of Protecting Vulnerable People, such as child protection, a good standard has been achieved. However, Protecting Vulnerable People and servicing public protection requirements are high-risk areas of operation for the MPS, due to both the level and extent of activities involved. Continued emphasis is still required on consistent resourcing, the need to co-ordinate activity and improving intelligence sharing.

There has been a notable achievement in crime reduction, with recorded offences falling to the lowest annual crime figure since 1998/99 and offences brought to justice at the highest ever level; the Home Office target has been achieved a year ahead of schedule. Gun crime decreased in 2006/07 by 11.3%, and the number of violent crimes decreased by 6.1%. However, some key statutory performance indicator targets have not been achieved, such as satisfaction with the overall service by all victims and by victims of racist incidents. The need to improve customer satisfaction rates is recognised by the MPS and the police authority as a key area for improvement. The MPS has also focused on local priorities exceeding the target for the number of criminal networks disrupted.

The HMIC baseline assessment for 2005/06 did not grade any element Poor or Fair/Deteriorating but did cite a number of key areas for improvement. The MPS has established a comprehensive management regime to progress these and has closely monitored and actioned improvements through the performance board. The board is led by the Deputy Commissioner, who receives regular updates on overall progress.

Throughout 2006/07, the MPS has continued to focus on countering terrorism. This has been facilitated by the creation of the counter-terrorism command, which fulfils a national function by supporting the National Co-ordinator of Terrorist Investigations and other forces during complex cross-border intelligence and criminal investigations. A significant number of proactive counter-terrorism investigations have been undertaken during the year.

Both the MPS and the police authority recognise the financial challenges that lie ahead over the next few years and, to be able to meet those challenges, they are increasing their focus on improving levels of productivity and forging innovative partnerships. The establishment of the MPS productivity board, chaired by the Deputy Commissioner, is driving work on productivity as well as focusing on efficiency and value for money.