Mayor's Office

Appendix A (Report Six) Roles of GLA directorates

Mayor’s Office

The role of the Mayor’s Office is to provide support to the Mayor and Deputy Mayor in fulfilling statutory duties and delivering strategic objectives. It provides advice, guidance and support on creating and delivering policy and strategy. It has responsibility for: borough and government liaison; London’s European Office; stakeholder engagement; events for London; publishing the Londoner newspaper; carrying on the annual London survey; promoting the Mayor’s cultural strategy; economic and business policy including the private sector team; and business planning and regeneration. The office is also responsible for managing the Mayor’s and Deputy Mayor’s diaries and their relationship with the rest of the organisation.

Media & Marketing

The Media and Marketing Directorate is responsible for the organisation’s communication strategies and policies. These are: • Mayor’s Media Relations • Communication Support Unit • Marketing and Sponsorship

Policy & Partnerships

The Policy and Partnerships Directorate supports the Mayor's strategic planning role in London by developing the London Plan, advising the Mayor on boroughs' local development frameworks, strategic planning applications referred to him and providing leadership in urban quality and design. The directorate is also responsible for a wide range of other activities including developing and implementing strategies to improve London's environment, and providing policy support and research for initiatives and strategies covering housing, health, social inclusion and sustainable development as well as providing a lead role on the Olympics and Thames Gateway development.

Finance & Performance

The Finance and Performance Directorate leads on integrating financial and service planning with effective performance monitoring across the GLA and GLA group to support the development of the Mayor’s budget. The directorate manages Trafalgar and Parliament Squares. The directorate focuses on both the GLA and the GLA group in terms of supporting and progressing the Mayor’s policies and priorities. The directorate leads on developing and maintaining a robust corporate governance framework for the GLA and in establishing effective finance and performance information systems and project management systems, to support the executive and scrutiny functions. The Director of Finance and Performance is the Authority’s Chief Finance Officer as identified in Section 127 of the GLA Act 1999.

Corporate Services

The main role of the Corporate Services Directorate is to provide central services for the Mayor, the Assembly and staff across the GLA. This includes the management of City Hall and its infrastructure, human resources, legal services, ICT support and specialist data, information and library services. It has a major interface externally, providing expert data, information and economic analysis and in pan London projects such as the London portal and the single non-emergency number. The Head of Legal and Procurement Services is the Authority’s Monitoring Officer as identified in Section 73 of the GLA Act 1999.

Secretariat

The secretariat provides a comprehensive meetings services for the Assembly; support for the Members – individually, by providing personal assistants and research officers, and jointly by providing Head of Office managers for each political group and scrutiny staff to help make sure that Assembly’s scrutiny programme is delivered in a timely and professional manner. The Secretariat also provides an external relations service for the Assembly.

Greater London Returning Officer

The GLA is responsible for the running of the elections for both the Mayor and the London Assembly. To facilitate this, contributions to reserves are built in to each year’s revenue budget. The next elections are scheduled for May 2008 and the Authority’s Chief Executive is the Greater London Returning Officer in respect of the Mayor and Assembly elections.

Response to a request for information from Andrew Pelling Chair of the Budget Committee on the MPA Corporate Structure

Page

1. Funding Streams into MPA/MPS and their Sources 4

2. Deployment of this Funding and Other Budgetary Information Relevant to Financing the Structure of the 6 Organisation

3. Roles and Responsibilities of each Department and Staff 8 Structure and Direction of Workload and Responsibilities

4. Joint Procurement between departments and outsourced tasks and responsibilities (to other Functional Bodies, 24 central or local Government or private sector providers)

METROPOLITAN POLICE AUTHORITY/METROPOLITAN POLICE SERVICE

1. Funding Streams into MPA/MPS and their Sources

Revenue Funding

The MPA/MPS 2007/08 total net expenditure budget (including expenditure funded from specific grants) detailed in the MPA/MPS Budget Book 2007/08 is £3,043.1m. A summary of how this expenditure is funded is contained in Table 1 below.

Table 1: MPA/MPS Revenue Funding 2007/08

£m £m Central Funding Allocated by National Formula Police Revenue Grant 834.7 Revenue Support Grant (RSG) 123.1 Non-domestic Rates (NDR) 733.9 1,691.7

Precept 649.0

Special Payments 192.0

Specific Revenue Grants Crime Fighting Fund 73.0 Loan Charges Grant 2.8 Special Formula Grant 54.7 Counter Terrorism Funding 277.7 Police Community Support Officer (PCSO) 15.8 Neighbourhood Policing Fund 78.3 Olympics Preparation Grant 4.1 506.4

Application of Reserves 4.0

3,043.1

Capital Funding

The MPA/MPS 2007/08 total capital budget detailed in the MPS/MPA Budget Book 2007/08 is £180.7m. A summary of how this expenditure is funded is contained in Table 2.

Table 2: MPA/MPS Capital Funding 2007/08

£000s £000s Police Capital Grant 25,338 Air Support Grant 400 Other Capital Grants and Third Party Contributions 2,519 Borrowing 32,834 Capital Receipts 71,993 Usable Capital Reserves 2,359 Other 2,554 Total Funding of Business Groups 137,997

C3i Programme - Earmarked Capital Reserves 12,955 Third Party Contributions 2,400 Unsupported Borrowing Safer Neighbourhoods 27,350 Total Funding - Projects 42,705

Total Capital Funding 180,702

2. Deployment of this Funding and Other Budgetary Information Relevant to Financing the Structure of the Organisation

The MPA/MPS 2007/08 Budget as set out in the MPA/MPS Budget Book 2007/08 is shown in Table 3 below:

Table 3: MPA/MPS 2007/08 Budget

Budget Budget

2006/07 2007/08 £m £m Business Group Territorial Policing 1,249.2 1,346.2 Specialist Crime Directorate 359.0 368.9 Specialist Operations 128.9 179.5 Central Operations 260.1 260.7 Directorate of Public Affairs 6.4 6.1 Operational Services 157.1 165.5 Strategy Modernisation and Performance Directorate 15.8 14.9 Directorate of Information 189.1 211.1 Resources Directorate 229.5 238.0 Human Resources Directorate 150.2 151.1 2,745.3 2,942.0 Corporate Budgets Pensions 28.5 29.2 Yet to be Allocated 98.1 60.4 126.6 89.6

Total MPS 2,871.9 3,031.6

Metropolitan Police Authority 10.2 11.5

Net Expenditure 2,882.1 3,043.1

The budget proposals have been framed to provide sufficient resources to: • Continue to develop the Safer Neighbourhoods programme with particular consideration of wards with bigger populations to address anti-social behaviour, fear of crime and re-assurance and visibility, including completion of recruitment target of 4,562 PCSOs by April 2007; • Develop an anti-social behaviour control strategy to deliver coordinated and effective approach to anti-social behaviour; • Make progress towards delivering a 10 per cent reduction in carbon emissions from current levels by March 2010;

• Reduce overall crime in line with the national Public Service Agreement target by 15 per cent, with particular emphasis on violent crime by March 2008; • Continue to improve the sanction detection rate towards meeting the Public Service Agreement target of offenders brought to justice by April 2008; • Have in place a range of measures to improve performance in relation to counter terrorism, security and protection with supporting IT and accommodation for the new Counter Terrorism command; • Undertake planning and preparation for the 2012 Olympic Games and Paralympic Games, including completion of the co-location of the MPS Olympic Team with other partner agencies by May 2007; • Create a Met Intelligence Bureau to bring its collective intelligence assets together within a single framework; • Produce a Hate Crime Strategy, in consultation with partners, by September 2007; • Roll out victim focus desks to improve communications with, care for and keep victims informed through the criminal justice process; • Actively engage all communities as in accordance with a Community Engagement Strategy launched in December 2007.

(Source: GLA Group Budget Proposals and Precepts 2007/08 – Consultation Document December 2006)

3. Roles and Responsibilities of each Department and Staff Structure and Direction of Workload and Responsibilities

The Metropolitan Police Authority (MPA) oversees the MPS with its mission to secure an effective, efficient and fair police service for London’s communities. Members of the Authority, scrutinise and support the work of the MPS and hold the Commissioner rigorously to account for improving the operational performance of the MPS. The MPA has twenty-three members, twelve from the London Assembly appointed by the Mayor, four magistrates appointed by the Greater London Magistrates Courts Association and seven independent members, one appointed directly by the Home Secretary, with the other vacancies appointed after being advertised openly. Members are appointed for a period of four years. The Chair of the MPA is chosen by the members themselves, all of whom are eligible. The Authority sets annual priorities and targets and monitors the performance of the service against these to ensure that London’s police are accountable for the services they provide for the people in the capital.

The Commissioner, supported by the Deputy Commissioner and Management Board, is responsible for the running of the MPS. Whilst the MPA Treasurer is the financial adviser to the MPA and the statutory financial officer, the Commissioner has responsibility for the financial management of the MPS under delegation from the MPA. The MPS Director of Strategic Finance is responsible for providing strategic financial advice to the Commissioner and for ensuring that the management of finance effectively supports the Commissioner’s delegated responsibilities.

MPS Management Board – One team Met, working together for a safer London have collective responsibility for: • Leadership – To demonstrate and defend the values of the MPS and to manage and control major risk. • Strategy – To make key decisions about direction, priorities and choices, ensuring that there is a coherent overall plan for the medium to long term that remains relevant and adds value to the rest of the workforce and to the public. • Performance – To ensure that the MPS delivers its control strategies, key targets and policies on time and on budget. • Resource Management – To ensure that the MPS makes best use of the financial and human resources available to it, provides good value for taxpayers money and is an employer of choice.

METROPOLITAN POLICE AUTHORITY (MPA)

Service Description:

MPA Secretariat The Secretariat supports the members of the Authority to ensure the Authority is able to: • Secure the maintenance of an efficient and effective police force in London.

• Hold the Commissioner rigorously to account for improving the operational performance of the MPS • Transform community engagement to help Londoners secure more responsive policing • Drive the MPS to make the most effective, efficient and cost conscious use of all of its resources • Be accountable for the management of its budget. The Treasurer is the statutory Chief Financial Officer of the MPA under Section 127(2) of the Greater London Authority Act 1999 and is responsible for ensuring that the financial affairs of the MPS and MPA are properly administered having regard to probity, legality and appropriate standards. The MPA delegates day-to-day financial management responsibility to the Commissioner. • Participate as a member of the Crime and Disorder Partnerships set up between each London Borough and the Commissioner. • As Best Value Authority, secure continuous improvement in the way policing is provided in London. • Have a role in the appointment, discipline and removal of senior Metropolitan Police Officers. • Publish an annual policing plan after consulting the people who live and work in London about policing priorities in their areas and taking account of their views. • In everything it does, seek to promote equality of opportunity in a diverse community. • Set policing targets and regularly monitor MPS performance against them.

Internal Audit Internal Audit assists both the Metropolitan Police Authority and the Commissioner in the discharge of their responsibilities for the policing of London. Internal Audit supports the MPA by providing the Treasurer and the Corporate Governance Committee with reports and analyses of the degree of adequacy and effectiveness of internal control within the MPS and MPA, and contributes to the Commissioner's objective of ensuring that systems are secure and safe against corruption through:

• Advice on the prevention and detection of fraud affecting the MPS and investigation of waste or abuse within the systems that support the policing of London. • Evaluation of the adequacy and effectiveness of the corporate control framework. • Risk based reviews of all internal systems. • Advice on the adequacy and effectiveness of planned controls in new and developing systems. • Promulgation of best practice across the MPS.

Managed Provision Budgets managed by the MPA which do not directly fund activities of the MPA.

Community & Police Consultative Groups and Independent Custody Visitor Panels. External Audit fees.

METROPOLITAN POLICE SERVICE

As an organisation the MPS is divided into Business Groups with each Management Board member being responsible for a Business Group.

An MPS organisation chart is contained at Appendix 1. Below are brief service description and key activities for each Business Group (source: MPS Budget Book 2007/08).

(A) Territorial Policing (TP)

Service Description:

Territorial Policing (TP) consisted of two groups:

(1) Borough role/function There are 32 Borough Units within TP. Borough based policing is the primary MPS policing unit, meeting the needs of 24/7 policing and providing a response service based on partnership working. Boroughs focus their delivery by taking specific action in support of the corporate policing priorities and local priorities identified with their local partners in their Crime and Disorder Reduction Plans. Safer Neighbourhood Teams were rolled out to every ward in 2006/07, and will focus on delivering local policing during 2007/08.

(2) TPHQ role/function TPHQ provides leadership through effective tasking of TP resources, monitoring and improving performance and providing support to help boroughs to deliver against corporate targets. TPHQ resources are structured as follows: • Violent Crime Command. • Volume Crime Command which includes criminal justice and performance/strategic development. • Community Safety and Partnership including Safer Neighbourhoods. • Modernising operations - Patrol and Central Communications Command. • Business Development which focuses on resource planning to support strategic development and the delivery of policing services across the MPS. • Territorial Policing Support Command, which includes the TP Support Command Unit and focuses on pan London resource management to support the delivery of policing services across the MPS.

TP Operational Priorities 2007/08 • To maintain an effective response to suspected and actual terrorist incidents. • To reduce the level of gun enabled crime. • To improve neighbourhood safety (incl. Road Safety).

• To improve our contribution to the effectiveness of the criminal justice system. • Citizen Focus and Demand Management. • To reduce the level of serious violence and increase the number of violent offenders brought to justice (inc. hate crime, rape and domestic violence).

Key Activities

TP Programme of Work 2007/08 TP continues to be committed to the development of its business to deliver more effective and efficient services to the people of London. Much of the work required is set out within the following key enabling projects:

• Modernising operations. • Revitalising the contribution to the criminal justice system. • Safer Neighbourhoods – reassurance based policing. • Workforce modernisation. • Resource planning.

(B) Specialist Crime Directorate (SCD)

Service Description:

The Specialist Crime Directorate is responsible for a number of specialist functions in the areas of criminal networks, organised crime, homicide investigation, child protection, gun crime, economic crime, intelligence, class A drugs, asset seizure and forensics. The Directorate’s mission is to help make London safer through activities that will: • Disrupt and dismantle criminal networks, seize their assets and reduce the harm they cause – this is in support of the MPS Corporate Objective. • Investigate and prevent homicide and shootings. • Develop partnerships to fight fraudulent crime against the business community. • Use the latest confiscation legislation to deter criminals from pursuing their activities. • Enhance forensic detection and support. • Make effective use of intelligence in preventing and reducing crime. • Protect children from harm. • Reduce the supply and demand of Class A Drugs. • Improve our links with boroughs and other units in their efforts to make London safer. • Contribute to the overall quality of life for Londoners.

Key Activities

Investigation and prevention of specialist crimes • Investigation, detection and prevention of homicide offences. • Investigation of organised crime and dismantling criminal networks. • Disrupt and reduce the level of criminal use of firearms. • Counter the ability of class A drugs suppliers to trade their harmful commodity. • Deal with kidnaps, contract killings, hostage situations, blackmail and extortion, and the investigation of serious armed robbery.

• Improve the protection and safety of children from physical and sexual abuse, especially predatory paedophiles. • Investigate financial crime, money laundering, art and antiques offences, extradition requests, serious organised motor vehicle crime and manage witness and jury protection. Intelligence • Establish a corporate intelligence, covert policing and tasking function from April 2007. • Develop the MPS provision of surveillance facilities, covert operations and supervision of directed surveillance. • Disrupt trafficking offences, including Class A drugs, firearms and humans. • Identify cross border and linked series sexual offences. Forensic Services • Provide a comprehensive crime scene examination and manage service delivery of a range of forensic services in high profile crime, including terrorism. • Identification of persons through fingerprint examination and the presentation of expert evidence of such identification in court. • Provision of specialist photographic services, including surveillance at crime scenes, and visual representation of evidential material. Development and support activity • The delivery of investigative based training courses through the Crime Academy. • To coordinate formulation of specialist crime policy. • Environmental scanning for issues relating to specialist crime. • Reviewing all aspects of performance, identifying key operational areas for improvement, minimising risk and developing an effective inspection regime. • To manage the SCD modernisation programme. • The effective and efficient use of finance and resources, provision of a strategic direction to Human Resource issues and establish robust mechanisms for monitoring and reviewing our performance against set targets. • To develop and enhance the Directorate’s reputation and celebrate its successes.

Service Description:

The police service approach to countering terrorism aims to minimise risk and vulnerability to life and property, create a hostile environment for the terrorists and increase the feeling communities have of safety and confidence.

Specialist Operations has lead responsibility for the investigation of terrorist offences and for the provision of personal protection for individuals under threat in the UK and abroad.

To combat terrorism successfully and to improve safety and security the MPS, as a whole, is involved in gathering, analysing, passing on and acting on intelligence. Working in partnership with the Security Service and other agencies is essential. This intelligence-led approach will reduce the opportunity for criminals to commit terrorist offences and ensure we are able to bring offenders to justice, including those who support, encourage and finance terrorism.

The MPS determination to deliver a citizen focused and responsive police service through Safer Neighbourhoods is key to countering terrorism. This initiative creates an environment that encourages and facilitates the flow of community intelligence. This critical aspect of police work increases feelings of safety, provides reassurance for communities and reduces opportunities for terrorism.

The effective delivery of Counter Terrorism security and protection, as a key element of the Corporate Strategy, will enable the Metropolitan Police Service to pursue its widening mission to meet the needs of all London communities.

Key Activities

Counter Terrorism • Disruption, prevention, detection and investigation of terrorist attacks including the prosecution of offenders. • Provision of a Pan London security coordination capability. • Assisting Her Majesty’s Government to formulate a coordinated national response to terrorist threats, or incidents assessed as being of national significance. • Responding to suspected and actual terrorist incidents, including consequence management. • A remit to acquire, evaluate, disseminate and act on intelligence relating to terrorism and related security threats.

Protection • Security of the Royal Family and other protected persons in partnership with other agencies. • Provision of personal protection arrangements for Government Ministers, Peers and VIPs.

(D) Central Operations (CO)

Service Description:

CO Business Group Central Operations was formed in April 2005 from Pan-London units that previously came under Territorial Policing & Specialist Operations and currently has over 3,500 Police Officers and 4,000 Police Staff. It was set up to provide a broad range of policing functions, all brought together to effectively discharge our Capital City responsibilities. Central Operations has subsequently been given responsibility for delivering the security

arrangements for the Olympic and Paralympic Games in London in 2012, which is an exciting challenge.

OCU role/function CO provides the tactical arm of the Service, working collaboratively with other MPS Business Groups to deliver a Pan-London response and leadership in specific areas, including: • Natural disaster and terrorist attacks. • Security and protection of people and buildings. • Command and control of major events and incidents. • A safe transport infrastructure. • Tackling low level crime and disorder. • Planning for the security of the 2012 Olympic Games and events. • Provision of 24% of the MPS annual training, including firearms and public order.

The CO Command structure provides leadership and support to help OCU’s deliver against their objectives. Each member of the CO Command Team has portfolio responsibilities. There are: Aviation Security, Business Support and Development, Diplomatic Protection Group, Emergency & Preparedness OCU, Palace of Westminster, Public Order Branch (Mounted Branch, Marine Support Unit, Air Support Unit, Dog Support Unit), Olympic Security Directorate, Clubs & Vice OCU, Traffic OCU, Transport OCU, Traffic Criminal Justice Unit, Specialist Firearms Support, Territorial Support Unit.

Key Activities

CO Operational Priorities 2007/08 • To increase satisfaction and confidence in the way we deliver Capital City Policing. • To increase levels of satisfaction with the way we protect London’s people, buildings and infrastructure, including security planning of the 2012 London Olympics. • To increase the level of satisfaction with the specialist policing resources we provide to prevent and reduce crime, disorder, vulnerability and harm. • To assist in the reduction of crime, disorder, and vulnerability and harm though the provision of specialist policing resources. • To improve arrest and conviction rates for priority offences.

CO Programme of Work 2007/08 CO is committed to the development of its business to deliver more effective and efficient services to the people of London. This year’s work will focus on the following: • Development of Capital City Policing work streams, for security, transport, terrorist and major incidents, high profile events and firearms response.

• Broadening engagement and awareness with our Capital City partners. • Preparation and planning for 2012 Olympics. • To support and deliver MPS Modernisation programme through the development of CO modernisation work streams. • Development of deployment bases for operational units. • Ensure the smooth integration of Aviation Security, Diplomatic Protection Unit and Palace of Westminster commands into Central Operations.

(E) Directorate of Public Affairs (DPA)

Service Description:

The Directorate of Public Affairs provides professional and high quality communication services to support the activities of the Metropolitan Police Service and its aim of ‘Working Together for a Safer London’. Effective communication is essential in meeting our corporate ambitions and living our values. Good communication enables us to meet public expectations for information, keep people informed about the work of the MPS and harness public support for the organisation. In doing so, we aim to: - • Strengthen public confidence and trust. • Keep people informed about our achievements and challenges. • Improve public perception and satisfaction. • Encourage people to take action. • Improve staff effectiveness, morale and performance.

Key Activities

• Offer professional advice, leadership, support and coordination of all communication activity. • Identify and manage major issues that could impact on the MPS, its integrity and image. • Promote the work of the MPS, its successes and achievements. • Maintain, develop and safeguard the integrity of a corporate style and identity. • Develop advertising & marketing in support of the policing priorities. • Provide a comprehensive service to the media 24-hours a day. • Provide professional media services at the scene of critical incidents and at GOLD groups. • Enhance the way we communicate internally by developing and coordinating communication activity across the organisation. • Manage the corporate content of the MPS Intranet and Internet sites. • Monitor media coverage and respond to and rebut unfair reporting. • Liaise with the MPA, GLA, Independent Advisory Group, Government and other agencies to ensure a joined-up communication approach. • Manage the roles and responsibilities linked to the Head of Profession role.

(F) Operational Services (OS)

Service Description:

The Diversity and Citizen Focus Directorate will ensure that the twin issues of diversity and citizen focus are used to shape the services provided by the Metropolitan Police Service (MPS). The purpose of the Directorate is to transform the MPS into a citizen focused service by: • Responding to the needs of individuals and communities.

• Promoting diversity to change culture and drive performance. • Building the trust, confidence and satisfaction of those we serve and those with whom we work. The Directorate of Professional Standards has recently been the subject of a number of inquiries and inspections – Morris, CRE(Commission for Racial Equality) and HMIC Thematic inspections, all of which will inevitably influence how we operate on a day-to-day basis. The way we work together within the MPS and implement our values will shape delivery of our service and how the community views us. Implementation of the Professional Standards Strategy will be based on the following: • Placing prevention at the heart of improving professional standards and moving from a blame culture to one where lessons are learnt. • Developing greater internal and external trust and confidence in the way the MPS ensures professional standards are delivered. • Improved openness, accountability and accessibility of investigations.

The Central Communications Command (CCC) vision is to provide a more efficient communications service with the ability to recognise and adapt to the needs of all our staff and the general public.

The Directorate of Legal Services (DLS) focuses on the key strategic functions of corporate governance. The DLS is made up of lawyers and a support services group who deal with a large variety and volume of work. This diversity of issues stems from the extensive range of legal services that the DLS provide for the MPS. At any one time the Directorate may be dealing with matters as wide ranging as obtaining an Anti Social Behaviour Order, Proceeds of Crime cash seizure, giving public order advice, participating in Public Inquiries, counter-terrorism matters, defending a civil action arising from a death in custody or false imprisonment and giving advice on employment issues. The Terms of Reference of the July Review Group are to integrate the progress made to date in the MPS in responding to events from July 2005, and embed the recommendations arising from the events into our organisational processes and procedures. The Operational Services Business Support Unit provides core transactional support and advice & guidance to officers and staff across the Business Group.

Key Activities

Specific objectives and activities for the Diversity and Citizen Focus Directorate are: • To manage the delivery of the MPS Citizen Focus Programme. • To develop community engagement mechanisms and coordinate community engagement activity within the MPS. • To engage and work with diverse communities to secure trust and confidence and improve service delivery. • Monitor and manage organisational performance in diversity and equality issues.

• To develop interventions that support staff from under-represented groups.

Strategic Priorities for Professional Standards: Intelligence To follow service intelligence processes, analysing information – to identify Prevention and Investigation opportunities, which re-enforce professional standards. Prevention To work with colleagues to put into place systems and processes, which facilitate learning and prevent misconduct and unprofessional behaviour. Investigations To ensure that investigations are competent, meeting the needs of stakeholders and engendering the trust of the community.

(G) Strategy Modernisation and Performance Directorate (SMPD)

Service Description: The Strategy Modernisation and Performance Directorate comprises three discrete units. The Strategy Unit encompassing Strategic Analysis; the Met Modernisation Programme which incorporates the Corporate Risk Management Group; and the Performance Directorate, all working at the core of the MPS, ensuring that the organisation’s priorities and objectives are clearly defined; that the business changes needed to deliver them are coherent and coordinated; and that our performance in serving the public is maximised as a result

Key Activities

The main aims and function SMPD include:

• Organising and coordinating various awards and commendation ceremonies on behalf of the Commissioner; arranging the Commissioner’s Conference and Met-Get-Togethers. • Engaging, supporting and influencing local and national stakeholders. • Enabling clear and informed Management Board decision making and ensuring effective follow-through. • Providing capability for development of new and emerging issues and horizon scanning. • Contributing to the delivery of MPS corporate strategic priorities through the provision of information and offering high-level analysis of key strategic issues. • Ensuring policy delivery and compliance with national standards. • Coordination and support for the implementation of change across the MPS. • Maintaining the corporate lead for planning, in conjunction with the MPA. • Providing a professional lead for corporate governance, business risk management and insurance management. • Monitoring performance and the production of reports for key stakeholders.

• Undertaking inspections of the MPS on behalf of Management Board. • Ensuring compliance with National Crime Reporting Standards (NCRS) and the Home Office Counting Rules (HOCR).

(H) Directorate of Information (DoI)

Service Description:

The Directorate of Information (DoI) provides the Metropolitan Police Service (MPS) with a flexible and reliable technology and communications infrastructure as well as effective information systems. It explores new opportunities provided by developments in information and communications technology and its role in applying technology to policing. DoI also: • Deploys real-time overt and covert technology solutions to support policing operations. • Helps to ensure that accurate and quality up to date information is available to operational staff at the point of need. • Provides technology-related evidential analysis services, and facilitates technology enabled business change.

Key Activities

FRONT-LINE SERVICES • C3i – C3i, the Command, Control, Communications and Information Programme is the biggest business change programme ever undertaken in the MPS and will completely alter the way the MPS conducts its core policing functions. • Technology Group - Operational Technical Support Unit (OTSU) – Provides real-time technology solutions to support counter terrorist activities, ceremonial and public order events, response to critical incidents including hostage, kidnap and homicide incidents, as well as security and protection systems for MPS staff and members of the public who are under threat. OTSU also provides a technology related evidential analysis service for the MPS. SERVICES SUPPORTING THE FRONT LINE • Service Delivery Group (SDG) – Provides services to support 45,000 Police Officers and Police Staff. SDG ensures the Telephony, Radio and IT services used by the MPS are supplied as effectively and efficiently as possible, working in partnership with external service providers. In addition SDG provide support for Secure Systems, which for security reasons cannot be managed by non-MPS staff. • Infrastructure Programme Group (IPG) – Works closely with the front line to capture and understand policing needs so these can be met through the most appropriate Information and Communications Technology (ICT) solutions. Responsible for managing the initiation of projects by capturing customer requirements and undertaking business analysis to ensure projects will meet both the needs of the customer and provide wider business benefits. Working to improve the current technology infrastructure and provide high-quality ICT, back-office and telecommunications systems. Concentrating on making data input easier and reducing duplication or double keying. Working to make information available anytime, anyplace and anywhere by developing systems that are compatible with each other. Ensures all DoI projects contribute to the MPS vision. Assists both project managers and project teams to improve

communication and project management. Provides a consistent approach for DoI project teams. • Information Management Group (IMG) – Ensuring MPS information is trusted, accessible and usable. Records Management provide access to the corporate memory via the Records Management System (RMS) and registered files. Security Incident Reportings capture risks to the MPS and act on them. The Public Access Office (PAO) processes all subject access requests received under the Data Protection Act 1998 (DPA) and ensures MPS and national coordination in the response to statutory requests made under the Freedom of Information Act 2000 (FOIA). The MPS Publication Scheme works to source, prepare and publish documents to allow for swift responses to FOIA requests. Assurance secures accreditation of MPS information and solutions, inspects compliance with security and information management policies and identifies necessary improvements. Data modelling / management maintains logical, physical, system and enterprise views of MPS data. Delivers improvements to MPS Data Quality and develops a corporate file plan enabling information to be used as a corporate resource. Advising and supporting all DoI groups on communications and marketing activities for projects and programmes. Using Internet technology to support and respond to electronic calls for service and information. Developing the MPS intranet site as a first port of call for MPS information needs.

BUSINESS SUPPORT SERVICES • Business Services and IT Training School - Providing effective business support to DoI, enabling it to serve its HQ and front-line customers, as well as providing IT training to the MPS.

(I) Resources Directorate (DoR)

Resources Directorate provides financial, procurement and property services to the MPS and MPA.

Finance Services

Service Description:

Finance Services secures effective, well-controlled financial advice and management in support of the policing priorities of the Commissioner, the Authority and the Mayor.

Key Activities

• Provides financial advice to the Commissioner and Authority. • Develops medium term financial forecasts for inclusion in the corporate business plan. • Prepares capital and revenue budgets and ensures their sound management. • Provides timely/accurate budgetary information. • Provides strategic financial information and advice to MPS/MPA. • Maximises funding available to the MPS/MPA by seeking additional funding streams.

• Ensures accounts are closed in accordance with required timescales. • Supports the devolved financial management framework and the development and implementation of activity based costing. • Pays invoices within payment terms; ensures the timely receipt of payments from debtors. • Ensures people receive the correct pay and pensions. • Manages cash flow, investments and borrowings and controls the associated risks. • Provides the Head of Profession role for the Finance and Resource function and increases general financial awareness and management at all levels of the MPS. • Develops and supports corporate financial systems. • Manages the Service’s relationship with the Authority’s internal and external audits.

Performance and Communications Unit

Service Description

Performance and Communication Unit provides planning, performance management and communication services for the Directorate.

Key Activities

• Drives Resources Directorate performance improvement through the implementation of the Directorate’s performance management framework. • Provides internal and external communication services to the Resources Directorate. • Provides secretarial support to a range of meetings chaired by the Director of Strategic Finance. • Coordinates a range of issues for the Resources Directorate.

Procurement Services

Service Description:

Procurement Services is responsible for all procurement and contracting in support of the needs of operational policing in the MPS and protecting the MPA’s interests as the contracting Authority.

Key Activities

• Undertakes effective tendering, negotiating and awarding of all goods/service contracts by applying a best practice methodology. • Manages risk through development and delivery of effective procurement strategies and ensures awareness of and compliance with legal/ethical requirements and best practice whilst ensuring an adequate audit trail is maintained.

• Provides commercial and procurement advice /assistance to the client units responsible for managing the outsourced services contracts; develops with the client units, procurement strategies for the re- tendering of the main outsourced contracts. • Reviews and manages current contracts and requirements in consultation with the relevant parties to support operational delivery. • Incorporates “e” enablement of the procurement process where appropriate. • Actively promotes equality of opportunity to suppliers.

Property Services

Service Description:

The MPA owns and occupies over 720 operational buildings, 1,116 residential properties and 667 rooms in section houses. It provides facilities for a workforce of over 50,000 across London and is responsible for the stewardship of the police estate.

Property Services undertakes a wide range of activities in respect of the police estate, including:

• Providing strategic property guidance to the MPA. • Asset management of the entire estate. • Providing property management and facilities management services. • Advising on energy and environmental issues. • Provision of suitable accommodation to meet Policing needs including specialist training facilities. • Providing day-to-day and planned building and plant maintenance. • Delivering new build procurement. • Providing support functions for operational policing (public order and incident response). • Specialist design (e.g. custody suites, front offices). • Leading on regeneration and planning matters.

Key Activities

• Managing the MPA Estate and provision of accommodation for the MPS, including asset management and investing in the Estate. • Acquisition and disposal of sites and buildings. • Repositioning and renewing the estate to meet policing need in accordance with MPA approved strategies. • Supporting Territorial Policing, in professional property aspects, in the consultation and communication of the estate strategy to stakeholders. • Delivering a resilient front line policing estate that operates to last resort standards. • Facilities management, improvements and refurbishments, building and engineering maintenance • Health and safety standards for buildings and related works. • Ensuring statutory building compliance. • Environmental and energy standards / policy and environmental projects. • Staffed guarding. • Utilisation and allocation of accommodation. • Management of the residential estate and its phased exit in accordance with approved MPA Strategy. • Operational support: providing public order and special events, forced entry teams, scenes of crime modelling, and provision of covert accommodation.

• Working with London planning authorities to support regeneration.

(J) Human Resources (HR)

Directorate Services, Strategy, Recruitment, People Development and Leadership

Service Description:

The HR Directorate supports the mission, vision and values of the MPS by providing an efficient service-wide HR function, with a clear focus on directly supporting operational policing priorities and achieving a safer London. The aim of the directorate and the HR function is to attract, retain, motivate and develop enough competent staff, whilst ensuring they are well managed and are representative of the community.

Key Activities

• To achieve an increased representation of the diverse groups of London within the extended police family of the MPS. • To develop a professional and effective workforce with the appropriate numbers and skills to deliver the operational priorities of the MPS. • To develop a healthy workforce and safe working practices to enable Police Officers and Police Staff to contribute effectively to operational duties. • To embed improved quality across HR, thereby allowing the function to increase the level of quality offered in terms of policies, processes and services to support the growing workforce in delivering the operational priorities of the MPS. • To develop a dynamic HR function that supports the delivery of the policing priorities of the MPS. • To ensure full and appropriate partnership working with the Trade Unions and Police Staff Associations.

Directorate of Training and Development

Service Description:

The Directorate of Training and Development is committed to providing effective and relevant training. The training will be provided across a wide range of disciplines across the geographic area of the MPS. It will ensure the continual development of training strategies encompassing not only the MPS, but our relations, collaboration and engagement with relevant UK and overseas training. It also ensures compliance with statutory and other agreed regulatory and performance requirements.

Key Activities

• Improve the cooperation between the Directorate of Training and Development and other Business Groups to identify and deliver the training required by Police Officers and Police Staff. • Develop and implement strategies, policies and procedures to ensure effective management of training across the MPS. • In partnership with the Resources Directorate, to review training accommodation needs and implement a three-year plan to improve the training estate. The main aims will be to enhance the capacity at the Directorate of Training and Development to respond flexibly to operational training needs and to improve accessibility to courses for all staff from all parts of the MPS.

Holding Branch

Service Description:

Holding Branch covers a number of activities that are key to the service-wide delivery of MPS policies.

Key Activities

• Staff Associations. • Secondment to National Crime Squad and National Criminal Intelligence Service. • External secondees e.g. Centrex, Home Office, overseas. • Association of Chief Police Officers (ACPO) Secretariat.

Logistical Services

Service Description:

Logistical Services comprises Catering Services; Central Property Services; Events and Income Development Unit; Historical Collection; Language Services; Resources HR Services; Transport Services; Travel Services; Uniform Services; and the Vehicle Recovery and Examination Service.

Key Activities

Catering Services • Around 10 million meals are supplied annually to staff on a repayment basis at 101 permanent units around London. • Over 400,000 meals (without charge but at predetermined levels of cost) were provided during 2006/07 at temporary locations in direct support of policing at 740 public order events and operational emergencies. Commercial Services Central Property Services

• The collection, long term storage and disposal of crime related property and evidential interview tapes; the disposal of bulky property found in the streets; and the kennelling of seized dangerous dogs. Language Services • Responsible for interpreter and translator services – 376 independent accredited linguists covering 93 languages. Travel Services • Arranges UK air travel and foreign travel and accommodation for Police Officers and Police Staff on operational duties at least cost.

Uniform Services • Specifies, develops, and purchases uniforms, protective clothing and associated equipment. Events and Income Development Unit • Develops income development initiatives with MPS Business Groups; exploits commercial intellectual property opportunities, and provides an events management service. • Develops and implements policies and processes to secure increased sponsorship and records all sponsorship data across MPS Business Groups. Historical Collection • The management of the MPS Historical Collection. Resources HR Services • Provides professional personnel advice, support and management information to line managers within the Resources Directorate and Logistical Services within the HR Directorate. • Manages a devolved Resources Directorate and Logistical Services recruitment unit. • Runs induction courses for new staff and developmental courses for existing staff within the Resources Directorate and Logistical Services. • Administers an Interactive Learning Suite.

Transport Services • The provision of a safe and reliable fleet comprising 5,000 MPS owned cars, vans and motorcycles, medium and large goods vehicles, and 28 boats - this involves their acquisition, equipping for service, repair, maintenance and end of life disposal - and approximately 1,400 hire vehicles daily through a centrally managed contract. • The provision of drivers and vehicles around the clock in response to both pre-planned and spontaneous events. • The operation of a centralised distribution service of goods and products to around 200 locations, and the daily collection, sorting and delivery of approximately 4½ tonnes of internal mail and forensic evidence to and from 350 MPS locations. Vehicle Recovery and Examination Service • Police authorised recovery, examination (forensic and mechanical), and storage of stolen vehicles, those involved in crime, illegally parked vehicles, and those involved in fatal collisions.

4. Joint Procurement between departments and outsourced tasks and responsibilities (to other Functional Bodies, central or local Government or private sector providers)

Working in partnership with customers/stakeholders is key to achieving the MPS and MPA mission – working together for a safer London.

Within the 32 Borough Operational Command Units (BOCUs)

Each BOCU has a statutory partnership, usually referred to as the Crime and Disorder Reduction Partnership (CDRP). The CDRP involves working in Partnership with Councils, Probation Services, health care providers, London Fire and Emergency Planning Authority, MPA, British Transport Police, Borough Criminal Justice Group, The Crown Prosecution Service, etc. These CDRPs have the responsibility of producing three-year crime and disorder reduction strategy, based on an audit of issues across the borough.

These partnerships place a high importance on involving the community in both the development and implementation of this strategy. Boroughs have negotiated and signed Local Area Agreements, negotiated through boroughs Local Strategic Partnerships, to cover a full range of public service delivery. The MPS has been actively engaged in the negotiation of these agreements. These agreements may set higher targets than set corporately by the MPS to address local policing needs and reflect the additional value of local partnership working.

Partnership in Emergency Preparedness

The MPS chairs the London Emergency Services Liaison Panel (LESLP) and leads on behalf of this partnership in producing the LESLP Major Incident Procedure Manual, which is used by all of London’s responders. Following the terrorist attacks in the USA in 2001 a London Regional Resilience Forum has been formed to plan at a strategic level for larger and more difficult incidents. The MPS has had a significant involvement in this work both at regional and local level.

Events and Income Development Unit

With the rollout of the Safer Neighbourhood Teams (SNTs) across the MPA the Events and Income Development Unit has facilitated a raft of sponsorship including photographic equipment, mountain bikes, tools and paint for various community projects and the use of new sponsored vehicles.

Operational Support Group

In support of the Disaster Victim Identification teams both nationally and internationally the Operational Support groups have developed a robust supply chain to deliver Disaster Victim Identification equipment and consumables to any location in the world.

GLA Group: Delivering More Together Programme

The MPA/MPS is engaged in the GLA Group – Delivering More Together Programme, efforts are focussed in particular on the procurement initiatives, including sustainable procurement. The collaborative procurement group has been in effective operation since February 2007. Three priority areas have been identified for collaborative action, e.g. technology research into e- procurement platforms; supplier registration, assessment and sharing best practice; contract development and deployment standardisation of contracts.

The MPA/MPS are also co-funders of the initiative to move the maintenance and development of the crime and disorder database to the GLA group with the objective of developing the service and integrating it with the wider London Information Services initiative being developed by the GLA. Over time consideration will be given to how these initiatives can support improvements in information services in the MPA/MPS.

MPA/MPS/TfL Collaboration

The MPS and TfL continue to work closely together under an SLA arrangement to deliver a safer transport network through the Transport Operational Command Unit.

Outsourced Programme

The MPA/MPS manages two main PFI schemes, i.e.:

• South-East London –3 Police Stations • Firearms Training Centre

The MPA/MPS also instigated in 2004/05 a major programme of outsourcing services. Outsourced services include:

• Payroll and pensions administration • ICT core services (information, communications and technology services and systems) • Vehicle repair and maintenance • Facilities Management and management of direct labour services

Significant progress has been made in implementing this programme of work.

Framework Contract Arrangements

The MPA/MPS continues to work with external agencies in using framework contract arrangements where practical, e.g. South-East Centre of Excellence.

1. Funding Streams into LFEPA & their Sources

The LFEPA 2007/08 net expenditure budget detailed in LFEPA Report “LFEPA Budget 2007-08” dated 22 March 2007 FEP 983 is £414.102m. This is funded partly by LFEPA’s reserves (£22.602m) and partly by the component budget approved by the Mayor of London (£391.5m). This budget approved by the Mayor and received from the GLA is made up of Formula Grant funding (£254.453m) and Precept income (£137.047m).

The LFEPA also receives income in the form of specific grants with budgeted income of £9.5m in 2007/08 (Vehicles Private Finance Initiative, London Resilience, Community Fire Safety Initiatives & Emergency Planning). The LFEPA also has budgeted income of £10.7m in 2007/08 from Insurance Companies under the Metropolitan Fire Brigade Act, and budgeted income of some £4m from Fees & Charges, Sales and other recoverable costs.

The capital programme agreed for 2007/08 included gross expenditure for 2007-08 of £48.6m which would require borrowing of £41.4m. This covers a range of schemes including the new Headquarters redevelopment, station refurbishment and improvement programmes, London Resilience property related works and a minor improvements programme at fire stations.

2. Deployment of this Funding & Other Budgetary Information Relevant to Financing the Structure of the Organisation

The LFEPA 2007-08 Budget, together with the 2 following years, and the performance against the budget for 2006/07 as set out in our Corporate Plan 2007-2010 (LFEPA Report FEP 982 dated 22 March 2007) is shown below. Access at: http://www.london-fire.gov.uk/about_us/bvpp.asp

Service analysis Original Forecast Budget Plan Plan Budget Outturn 2007-08 2008-09 2009-10 2006-07 2006-07 £m £m £m £m £m Community fire safety 35.5 41.1 37.0 36.2 37.3 Firefighting and rescue 303.8 291.0 316.1 323.1 333.5 Firefighter pensions 64.7 58.3 61.2 64.5 65.6 Emergency planning 0.8 1.0 1.0 1.0 1.0 Central services 2.2 2.3 2.2 2.2 2.2 Net services expenditure 407.0 393.7 417.5 427.0 439.6 Capital financing costs 10.2 8.5 10.3 11.3 11.4 External interest receipts -3.5 -6.0 -4.0 -3.0 -3.0 Specific grants -9.6 -7.7 -9.5 -8.4 -8.4

Net revenue expenditure 404.1 388.5 414.1 426.9 439.6 Transfer to/from reserves -24.6 -9.0 -22.6 -4.8 -0 Budget requirement 379.5 379.5 391.5 422.1 439.6

The fire and emergency planning allocation of the GLA consolidated budget requirement for 2007/08 is £391.5m. It is based on the following targets set by the Mayor: • Continue to implement measures to improve resilience and to respond to major incidents, building on the experience of the July 2005 London bombings. This will include the introduction of six new Fire Rescue Units; • Introduce a fleet of new Command Support Units to improve support given to incident commanders whilst dealing with incidents • Complete, with partners, 108,000 home fire safety checks; • Give every firefighter enhanced first aid training; • Fit defibrillators to every fire appliance with staff trained in their use so firefighters can help people having a heart attack and save more lives; • Encourage landlords and occupiers of buildings to improve lift maintenance to reduce the number of call-outs; • Continue the extensive staff training and development programme with additional investment to improve training and development for firefighters and officers attending incidents • Carry out agreed programmes funded by a £4.4m Invest to Save reserve to reduce energy consumption and introduce a range of sustainable energy technologies; • Continue to give a high priority to ensuring that we provide our services in a way that is responsive to the differing needs and expectations of all of London’s diverse communities; • Continue to work to create a workforce that reflects the diversity of London

This reflects spending on London resilience of £26.13m (net of grant and savings), pensions (£64.8m) and the costs and savings associated with implementing modernisation proposals contained in the Authority’s London Safety Plans. LFEPA’s pay bill, also included in the budget amounts to some £268.5m.

3. Roles & Responsibilities of each Department & Staff Structure and Direction of Workload & Responsibilities Our organisation Source – LFEPA Website http://www.london-fire.gov.uk/about_us/our_organisation.asp The London Fire Brigade is run by the London Fire and Emergency Planning Authority (LFEPA). We have some 7,300 staff including 5,700 operational firefighters and officers. Staff are based at our 111 fire stations, plus 1 river station, which are staffed 24 hours a day, 365 days a year. We are also based in fire safety offices, our control room and at headquarter offices. We are organised into three directorates headed up by the Commissioner for Fire and Emergency Planning:

• Fire and Community Safety Directorate • Resources Directorate • Corporate Services Directorate

Our operational services are focused in the Fire and Community Safety Directorate under the Deputy Commissioner. All of our administrative support services are provided by the Resources Directorate and the Corporate Services Directorate. Commissioner for Fire and Emergency Planning The most senior LFEPA officer is the Commissioner for Fire and Emergency Planning, who is also the statutory Chief Fire Officer and chairs our Corporate Management Board (CMB). The Commissioner's role is to:

• provide overall coordination and promotion of the highest standards of management and operational practice throughout our organisation • ensure the effective, efficient and economic discharge of our fire and emergency planning responsibilities • provide leadership and direction through the provision of sound strategic plans to meet our objectives • take ultimate responsibility for advising our Members on business decisions

Corporate Management Board The Corporate Management Board (CMB) is the top level officer body. The commissioner chairs CMB who normally meet fortnightly and take decisions or make recommendations to LFEPA about policy and resource planning. The commissioner and the three directors make up the board. The head of legal services, head of democratic services, head of finance, and the assistant commissioner (service delivery) are standing advisers to the board. The head of strategy, performance and planning is secretary to the board.

Fire and Community Safety Directorate The F&CS Directorate is responsible for all aspects of our service delivery.. The Deputy Commissioner for Fire and Emergency Planning is the head of this directorate. The director's role is to plan, direct and deliver core fire and community safety policies to maximum effectiveness ensuring continual improvement in efficiency and performance and compliance with regulations and the law. As a member of CMB he contributes to the corporate management of the Authority. The director is supported by four assistant commissioners (ACs) covering service delivery, operational response, operational planning and safety. He is also responsible for our head of equalities.

• AC Service Delivery (staff numbers 5,772) - responsibilities cover delivering firefighting, rescue and fire safety services to the public. Services are delivered at borough level by borough teams each working under a borough commander. To support him with service delivery, the boroughs are divided into six districts, each with a district commander. • AC Operational Response (staff numbers 286) - responsibilities cover mobilising including our command and mobilising centre handling 999 calls, incident communications, London resilience, incident command policy, chemical policy, water policy and resources, operational staff deployment policy and industrial relations. • AC Operational Planning (staff numbers 84) - responsibilities cover service delivery planning, equipment specification, PFI liaison, environmental policy and planning, GLA liaison, health and safety at work, emergency planning, inter agency liaison, major event planning and operational policy on rivers, railways, airports and utilities. • AC Community Safety (staff numbers 117) - responsibilities cover community and statutory fire safety policy including community fire safety resources, action against arson and deliberate fire-setting, fire investigation, schools liaison and young people' strategy, crime and disorder and equalities and outreach liaison. Fire safety legislation, fire safety engineering, railways (including London Underground), quality assurance and audit, petroleum, local authority lead partnerships, liaison with district surveyors and approved inspectors. At the moment, he is also responsible for discipline matters under the Fire Service (Discipline) Regulations and is the designated brigade investigating officer. • Head of Equalities (staff numbers 6.5) - responsible for developing and implementing our Equality at Work policy to make sure equality issues are fully integrated into our best value service delivery and performance plans and implemented effectively.

Resources Directorate The Director of Resources provides information, advice and expertise to help us meet our strategic objectives through the optimal use of resources. They provide direction and strategy for each of the areas of resource to enable them to contribute to the achievement of overall corporate strategy and is responsible for five heads of service.

• Head of Finance (staff numbers 51) -responsible for the proper administration of our financial affairs and provides for the economic, effective and efficient operation and development of our financial advice and financial management services including accountancy, audit and treasury management, exchequer and payroll. • Head of Human Resources (staff numbers 125.5) - manages and develops our human resources function including local personnel services, employee relations, organisation and human resource planning, recruitment and selection, counselling and advisory services. Provides advice, information and technical expertise on personnel matters to the Authority, its members and senior management. • AC Training and Development (staff numbers 480.5) - leads, develops and supports our training and development function. Is responsible for securing resources to deliver the function and implements quality assurance systems to continually improve performance. Provides advice, information and technical expertise on training matters. Ensures effective design and delivery of training. • Head of Procurement (staff numbers 102.5) - manages a central procurement function for any goods, services, clothing, technical equipment and services, including the research and development, provision, repair and maintenance of operational equipment. Is responsible for the vehicle public finance initiative (PFI) contract and act as a focal point for the project management of all PFI/PPP projects including the corporate property project. • Head of Property (staff numbers 56) - provides property management, development and maintenance service to the Authority. Oversees the provision, repair and maintenance of all premises and plant belonging to or occupied by us and provides costs effective architectural, surveying, building engineering services, and effective estates management.

Corporate Services Directorate The Director of Corporate Services is responsible for the service areas which support the delivery of our business objectives. Leads the development of corporate strategy, develops and leads effective performance management systems and sets best practice and leads innovation in service areas to benefit the Authority. Raises awareness at the highest possible levels of potential corporate opportunities and risks and is responsible for five heads of service.

• AC Risk (staff numbers 6) - is responsible for risk analysis and management including the Authority's Integrated Risk Management Plan and corporate risk and pre-determined attendance policy. • Head of Strategy, Planning and Performance (staff numbers 56) - provides strategic planning expertise and coordinates planning activity in relation to all projects and capital programmes. Provides strategic planning advice in respect of time, cost and resource in relation to our business activities and monitors performance against plans, re-scheduling activities where appropriate in order to achieve best value. Coordinates management of information systems and provides management information to external agencies, programme management and performance improvement. Is secretary to the Corporate Management Board. • Head of Legal & Democratic Services (staff numbers 39) - ensures legal integrity and sound legal practice in our affairs, securing the provision of economic, efficient and effective legal services (including legal advice, representation, information and technical expertise) for the Authority on the full range of its activities. Acts as the Monitoring Officer within the meaning of the Local Government and Housing Act 1989. & manages and coordinates all aspects of the official administrative functions of the Authority relating to the servicing of our meetings, committees and panels. Provides and develops services to members. • Head of Communications (staff numbers 36) - is our principal adviser in internal and external communication. Is responsible for raising the profile of the Authority through management of media and other methods of communication through press relations, publicity, publications, web, external events and visitors. Also makes sure staff understand the role they play in meeting our plans through effective internal communication systems and provides office communication services including switchboard and internal mail distribution. • Head of Information Technology (staff numbers 66) - advises on information systems and information technology including business systems, IT operations, technical support networks, radio and telecommunications, help desk and IT training. Leads the IT service delivery function to make sure it provides cost effective services and develops the IT strategy to meet our future needs

The LFEPA Structure

Commissioner for Fire

& Emergency Planning

Director of Director of Deputy Commissioner for Fire Corporate Services Resources & Emergency Planning

Head of Head of Head of Legal & Democratic Services Fin ance Services Eq u alit ies

Head of Head of Head of Strategy, Planning & Performance Human Resource Services M anagement Co-ordination Unit

Head of Assistant Commissioner Assistant Commissioner Communications Training & Development Services Operational Response

Head of Head of Assistant Commissioner

Information Technology Property Services Community Safety

Assistant Commissioner Head of Assistant Commissioner Risk Procurement Operational Planning

Assistant Commissioner Service Delivery

Directorate of Fire & Community Safety

Commissioner for Fire &

Em ergen cy Plan n ing

Director of Fire & Community Safety

Equalities Management Operational Response Community Safety Operational Service Delivery Co-ordination Unit Planning

Moblising Community Fire Emergency Planning Management Safety & Admin

Mobilising Support Fire In vest igat ion Operational Policy CFS Team

Units

Command Support Statutory Fire CHSES Modernisation Centre Safety Implementation Team

Communication Project Petroleum Water Office Borough Teams (see separate page)

Command Units Home Fire Safety Fire Prevention Grant

Central Life Team

Fire Prevention Directorate of ResourcesGrant

Commissioner for Fire & Emergency Planning

Director of Resources Fin an ce Ser vices Human Resources Training & Property Services Procurement Ser vices Development Services Accountancy Secr et ar iat Development Delivery Strategic Planning Contracts & Treasury Audit HR Advisory Services Programme Research, Development Initial & Induction & Procurement Supervisory & Stratregic M anagement HR Strategy Equalities & Diversity M anagement St r at egy & & Admin Organisational Development Purchasing Payroll & Em p loym en t Ser vices Central Incident Command Facilit ies Finance & Exchequer Services M anagement Contracts Budget Authority Advisory Protective & Counselling Equipment Group Skills Delivery Recruitm ent Hose Group Discipline BA Training Transport Safety Skills IT Training Fir e Rescu e U n it USAR Training

Customer Liaison

Training Service Desk Vocational Learning Performance & Policy Marketing & Comms Advice & Consultancy Fire Safety Commercial training

Business M anagement

Planning & Projects SM S/ Resou r ces Finance & Admin Training Systems Management & Support

40 4. Joint Procurement between departments & outsourced task & responsibilities (to other Functional Bodies, central or local Government or private sector providers)

Borough partnerships As set out in our Corporate Plan 2007-2010, in addition to meeting our statutory requirements with regard to emergency planning functions, we also co-ordinate the London Local Authority Gold planning arrangements on behalf of the 32 Boroughs and the City of London. In the event of a large-scale or pan-London emergency, the Local Authority Gold structure is activated to support the strategic response of the Boroughs at the multi-agency Strategic Co-ordinating Group and to co-ordinate their combined efforts and resources on the ground.

We have developed an increasingly active programme of community fire safety and education, developing close partnerships with the London boroughs and a range of other agencies in the public, private and voluntary sectors where working together can help to improve community safety.

Borough Commanders are in place in each of the 32 London Boroughs plus the City of London who plan and deliver services locally, supported by fire stations and borough teams. This structure has enabled us to improve joint working at borough level.

A key priority for the Borough Commanders has been the development of closer links with their borough council, and active participation in local programmes to tackle crime and disorder, social exclusion and economic regeneration. We have also developed a range of partnerships with local agencies where this can help improve community safety. A number of innovative local initiatives have been launched which have shown the benefits which can be delivered from this new structure. Some examples are -

Local Intervention Fire Education (LIFE). Fourteen London boroughs are now participating in the Brigade’s LIFE programme. This successful scheme, which started in Tower Hamlets in 2002, is designed to address anti-social behaviour directed at firefighters carrying out their operational duties and engages with young people in the local community. Young people on the course are given the opportunity to learn a range of firefighting skills and the scheme promotes working for the Brigade as a career. Juvenile Firesetters Intervention Scheme. Any child setting a fire can be referred to us by parents, youth offending teams, social services, the police, fire investigation officers or fire crews. Our advisors – all London Fire Brigade volunteers – identify why a child is setting fires. If we can speak to a child who sets fires, and get them to understand the dangers of fire for them, their families and their communities, then in most cases we can changes their behaviour and stop them setting fires.

PFI Vehicles Contract The PFI contract for vehicles and operational equipment commenced on 14 February 2001. The 20-year contract substantially changes the way that vehicles and equipment will be supplied, replaced and maintained. AssetCo (Emergency) Ltd is required to work to very strict requirements under the contract, if they fail to achieve these requirements, large deductions will be made from the charges made by them for the services.

Control and Communications Project Currently there are two major national fire and rescue projects underway, FireLink and FiReControl. There are also two related projects, the radio link room and radio workshop move. FireLink is a Communities and Local Government (CLG) led national procurement of a main emergency radio system provided by O2 airwave. FiReControl is a CLG led national (England only) project which aims to create nine Regional Control Centres (RCCs) to replace the existing 46 English Fire and Rescue Service control rooms. London is classed as a separate region for these purposes. National Procurement Strategy - Firebuy Firebuy Ltd was established by DCLG as a non-departmental public body to deliver the National Procurement Strategy and to achieve on behalf of fire and rescue authorities, significant efficiencies and savings along with improved standards and interoperability of equipment.

London Development Agency

1. The London Development Agency (LDA) Funding Streams and Sources

The LDA's 2007-8 gross budget is £744.6m and is funded from the following income streams (see table below):

1. Government Core grant 2. Capital receipts 3. Specific grants 4. Capital borrowing

The core grant is the section 10 (RDA Act) grant award as given by the DTI to all English Regional Development Agencies (RDAs) based on a set formula.

Capital receipts are the funds derived from the disposal of land assets held by the LDA. Specific grants are funds receivable from external bodies such as the Department of Communities and Local Government (DCLG), Department of Culture, Media and Sport (DCMS) and European Union for match funding of projects.

The capital borrowing of £325m will fund the continued acquisition, relocation and remediation costs in respect of the land earmarked for the London 2012 Games.

The Capital Programme for 2007-08 including the London 2012 Games will be in the region of £505m.This programme includes other major projects such as:

• Lower Lea Valley master plan framework • Priority Regeneration Projects e.g. Brixton, Albert Basin, Dalston and Crystal Palace • Mayor's Green Programme e.g. renewable gases and fuels projects, recycling and waste management

The LDA’s budget is subdivided into the Programme budget and the Policy and Programme Support (P&PS) budget. The Policy and Programme Support net budget of £28.1m covers the management and administration costs of the agency which is allocated to LDA Directorates.

The attached table is accurate as of 30 June 2007. However, the Budget is subject to monthly review and minor changes may be made to individual programme budgets.

Source and Application of Funds 2007/08 As at 30th June 2007

Source and Application of Funding 2007-08 Latest Budget (£m) CAPITAL REVENUE TOTAL Sources of Funding Core Grant 195.04 194.26 389.30 Grant-in Aid - Swaps with RDAs - 13.00 - 3.89 - 16.89 GLA - IODA Repayment - - - ODPM Prepaid Income - - - DTI Receipts 11.48 - 11.48 Project Specific Income - 10.26 10.26 Project Specific Income (non-LDA outputs) 8.56 - 8.56 Capital Borrowing 325.00 - 325.00 Additional Capital Borrowing (TBC) 16.89 - 16.89

Total Funding 543.97 200.64 744.60

Applications of Funding Olympics & Pan-London Infrastructure Olympics Olympics - Total Cost 415.92 13.50 429.42 Olympic Borrowing Repayment 0.00 - 0.00 Total Olympics 415.92 13.50 429.42 Estate Management Estate Management - 4.60 4.60 Total Estate Management - 4.60 4.60 Pan London Infrastructure Development Climate Change 5.52 8.32 13.84 Development Rest of London 10.38 - 10.38 Wembley 1.51 - 1.51 Development Thames Gateway 17.50 - 17.50 Sustainable Communities Fund TG 9.00 - 9.00 Infrastructure Planning 0.45 1.26 1.71 Total Pan London Infrastructure Development 44.35 9.58 53.93

Total Olympics & Pan-London Infrastructure 460.27 27.68 487.95

Business Engagement and Skills Olympic Opportunity Olympic Opportunity - 4.00 4.00 Lower Lea - 5.00 5.00 OOIP Executive - 1.80 1.80 Total Olympic Opportunity - 10.80 10.80 Project Delivery LDA Opportunities Fund 1.00 19.00 20.00 SME Finance 10.79 2.00 12.79 CEME - 0.30 0.30 Total Project Delivery 11.79 21.30 33.09 Product Development Creative Industries 3.00 6.50 9.50 Enterprise Support - 25.00 25.00 Food and Environment 0.70 0.30 1.00 Production - 4.00 4.00 Innovation - 8.00 8.00 Life Sciences 2.50 6.00 8.50 Programme Recharges - Product Devt - - - Total Product Development 6.20 49.80 56.00 Skills and Employment Childcare 5.01 6.00 11.01 Skills and Employment Policy - 1.50 1.50 Workforce Development & Sectors - 8.50 8.50 Employability - 8.50 8.50 Diversity Works 1.20 1.00 2.20 Total Skills & Employment 6.21 25.50 31.71

Relationships and Investment Planning Southall Hayes 2.00 1.80 3.80 Upper Lea 0.27 3.00 3.27 Wembley / Park Royal 0.30 5.70 6.00 SRB 7.00 1.00 8.00 Sub-Regional Partnerships - 1.40 1.40 City Fringe 1.20 2.80 4.00 Kings Cross / Finsbury Park - 5.00 5.00 South Central 4.00 3.50 7.50 London Riverside 2.50 1.30 3.80 Thames Gateway (Woolwich / N Bexley) - 3.00 3.00 Total Relationships and Investment Planning 17.27 28.50 45.77 Tourism Tourism - 29.35 29.35 Inward Investment - 8.00 8.00 Total Tourism - 37.35 37.35

Total Business Engagement & Skills 41.47 173.25 214.72

Strategy Equalities and Performance Greater South East (Inmarsat) 2.00 - 2.00 Development Policy - 4.70 4.70 Business Policy - 0.30 0.30 Strategy - 0.50 0.50 Equalities - 1.00 1.00 Health and Sustainability - 0.25 0.25 Total Strategy Equalities and Performance 2.00 6.75 8.75

Communications and Marketing Promotion of London - 0.90 0.90 Diversity Events Sponsorship - 0.68 0.68 Total Communications and Marketing - 1.58 1.58

Resources and Risk Procurement and PIC - 0.75 0.75

Total Resources & Equalities - 0.75 0.75

Corporate Services Palestra 0.75 0.75

Total Corporate Services - 0.75 0.75

New Investment Fund - - -

Total LDA Programmes 503.74 210.76 714.50

Policy and Programme Support (P&PS) - 28.10 28.10 DTI Contingency 1.00 1.00 2.00 1.00 29.10 30.10

Total Programmes, P&PS and Contingency 504.74 239.86 744.60

Balance 39.23 -39.23 0.00

2. P&PS Budget April 2007 – March 2008

3. Roles and responsibilities of each Group and Directorates

Our organisation

Strategic role We are the Mayor's agency responsible for driving London's sustainable economic growth - it's our job to ensure that London remains a global success story. We work to deliver the Mayor's vision for London to be a sustainable world city with strong, long- term economic growth, social inclusion and active environmental improvement.

To help do this, we produce the Mayor's Economic Development Strategy (EDS) for London, which sets out the Mayor's vision in detail and also sets the context for our work. The EDS is based on four basic themes and thirteen objectives.

Theme – Places and Infrastructure • Objective 1. Support the delivery of the Mayor’s London Plan • Objective 2. Improve the infrastructure for London’s future growth and development • Objective 3. Deliver healthy, sustainable, high quality communities and urban environments

Theme – People • Objective 4. Tackle barriers to employment • Objective 5. Reduce disparities in labour market outcomes between groups • Objective 6. Address the impacts of concentrations of disadvantage

Theme – Enterprise • Objective 7. Address barriers to enterprise start-up, growth and competitiveness • Objective 8. Maintain London’s position as a key enterprise and trading location • Objective 9. Improve the skills of the workforce • Objective 10. Maximise the productivity and innovation potential of London’s enterprises

Theme – Marketing and Promotion • Objective 11. Ensure a coherent approach to marketing and promoting London • Objective 12. Co-ordinate effective marketing and promotion activities across London • Objective 13. Maintain and develop London as a visitor destination

Three cross-cutting themes - Sustainability, Equality and Health, have been integrated into the Mayor’s EDS. This means each objective will positively contribute to delivering these three themes. All programmes are designed and monitored to ensure a positive contribution to the cross-cutting themes.

The LDA Board The LDA is governed by an independent Board made up of 15 members appointed by the Mayor. There are two observers appointed by the Chair. As well as giving strategic leadership, it is also accountable to the Mayor for the agency's performance.

The Board is made up of representatives from the private and public sectors including London's Learning and Skills Councils, local government and the London Assembly.

Committees and Advisory Groups The Board has a number of Committees and Advisory Groups to advise it on key strategic issues. Each provides a forum for in-depth and specialist policy discussion. They play a valuable role in informing the strategic direction and policies of the Agency and guide decisions taken by the Board and Chief Executive. A Board member chairs each bi-monthly Committee which can also draw on outside experts.

The LDA’s Committees and Advisory Groups are: • The Business Engagement & Skills Committee • The Corporate Strategy Committee • The Olympic Delivery Committee • The Resources, Risk and Audit Committee • The Infrastructure and Development Committee • The Equality Monitoring and Review Group • The Health and Sustainability Advisory Group.

The GMT and Directors’ Forum The new Group Management Team (GMT) was established to replace the previous Senior Management Team (SMT). The Chief Executive, Manny Lewis, chairs the GMT, which consists of the six Group Directors. The GMT meets on a monthly basis and is responsible for strategic and corporate decision-making.

The Deputy CEO chairs the Directors’ Forum, which consists of all Directors. The Forum meets on a fortnightly basis and provides an opportunity for Directors to share information and discuss key corporate and operational matters, which inform the discussions and decisions of the GMT.

CEO

GD Strategy, GD Business GD Comms & GD Resources & GD Olympic & Pan GD Corporate Equalities & Engage & Skills Marketing Risk London Infra Dev Services Performance Dev

Head of Dir of Relations & Directors (2) of Director of Law & Chief Information Performance Investment Head of Executive Development Governance Officer Planning

Director Strategy Director of Acting Head of Director of Risk & Chief Exec, Director of Human & Policy Product Media Assurance LCCA Resources Development

Director of Director of Director of Design Director of Stakeholder Head of Facilities Equality & Procurement for London Delivery Relations Management Diversity

Director of People, Head of Dev Director of Internal Comms Director of Skills & Finance & Asset Olympic Opps Manager Finance Employment Management

Director of Acting Prog Dir Brand Marketing Director of Europe Environment & Diversity Works Manager Climate Change

Dir Inward Invest & Director of Head of International Delivery Public Affairs Promotion

Director of Olympic Land Team

Director of Decentralised Energy Delivery

Group Director – Strategy, Equalities and Performance

The Strategy, Equalities and Performance Directorate, headed by the Agency's Deputy Chief Executive, is the corporate driver for the LDA. It leads on collating and analysing the intelligence that informs what the agency should do to effectively fulfil its purpose.

Equalities, along with Performance, collate, chart, analyse and disseminate the progress being made by the operational arms. They perform a similar role for the agency as a whole - with a focus on corporate, rather than operational, strategic alignment and performance. The Directorate plays a major role in ensuring the agency fulfils many statutory obligations, and is also responsible for the agency's administration of London's European funds.

Director of Strategy and Policy (staff numbers 45) – is responsible for the development of the agency’s strategy and policy and the six monthly reporting of London’s progress towards the 13 objectives set out in the EDS. The directorate teams comprise of: Policy (Places and Infrastructure, People Skills and Employment, Enterprise and the cross cutting themes of Health and Sustainability); Economic Development (LDA based staff from GLA Economics); Strategy (including LDA based staff from Office of National Statistics); This directorate also leads on co-ordination of RDA Network activity and specifically is the base for the RDA Thames Gateway co-ordinator.

Director of Equality and Diversity (staff numbers 12) – responsible for leading the LDA in developing and managing its equalities strategy, policies and monitoring responsibilities in exemplary service delivery leading employment practice.

Head of Performance and Planning (staff numbers 11) – responsible for the collation, review and reporting at corporate level, to GMT and the Board, of agency wide performance. This includes project appraisal and approval functions resulting from the agency’s investments and project evaluation.

Director of People, Skills & Employment (new post) – this new position will be responsible for the design, creation and delivery of policies that develop the skills of Londoners, particularly those furthest from the employment market, in order to reduce worklessness and enable them to contribute to and benefit from London’s economy.

Director of Europe (recruitment of team underway) – responsible for all aspects relating to the agency’s role for the administration of London’s European programmes and in supporting the Mayor in his strategic role..

Group Director – Resources and Risk

The Group Director maximises the LDA’s use of its resources, both internal and external, developing an empowering corporate governance environment. The Director maximises the returns in the financing of schemes and projects, and is responsible for implementing risk management strategies at various levels. He also drives new and imaginative approaches to partnerships and joint ventures.

Director of Law and Governance (staff numbers 20) – serves as the agency’s legal advisor and is responsible for ensuring that the agency acts within its statutory purposes and all legislative provisions, guidance and directions applicable to it. The Director also serves as Secretary to the Board and its Committees managing its processes and procedures to ensure the smooth and efficient operation of the agency’s corporate business, compliance with legal requirements and maintenance of high standards of corporate governance.

Director of Risk and Assurance (staff numbers 5) – provides senior leadership with an understanding of the significant risks to the delivery of the organisation’s strategy and business objectives. The Director leads the LDA’s overall risk management strategy and its implementation, including driving the development of a good risk management culture across the organisation. He is also accountable for determining the requirements for the LDA’s approach to management of risk on the London 2012 Games, including coordination with other agencies.

Director of Procurement (staff numbers 6) – responsible for the agency’s procurement strategy and accountable for the embedding of a commercial procurement strategy. He ensures that managers in the agency deliver effective, efficient projects and corporate services through the refinement and establishment of robust and responsive procurement processes and high level support and advice. The Director also leads the agency’s procurement drive through various initiatives, particularly supporting initiatives to maximise opportunities from the London 2012 Games.

Director of Finance (staff numbers 18) – ensures that the LDA’s financial planning and performance enable delivery of its strategy outlined in the EDS and corporate plan. The Director is also responsible for the agency’s overall budget management.

Group Director – Corporate Services

The Group Director plays a key role in strategically shaping Human Resources and Development, ensuring that the infrastructure, Information Management Technology (IMT) and Knowledge Management systems help create a high performing stakeholder centric organisation that is fit for purpose and enhances the LDA’s role as the ‘intelligent client’. She is responsible for business tools for the agency, ensuring they are delivered on time and on budget. The Group Director also carefully designs access to information and knowledge to provide proactive analysis and support in decision making processes.

Chief Information Officer (CIO) (staff numbers 30) – leads and directs all IMT related activities within the LDA and has responsibility for all data and information. The CIO encourages all areas of business to extend their use of new technologies as appropriate, taking advantage of aspects such as remote and mobile working to transform the working environment. The CIO also protects the LDA against information and technology related risks, and is accountable for maximising benefits from investment in IMT.

Director of Human Resources and Development (staff numbers 16) – supports the organisation in achieving its corporate business objectives by providing strategic leadership and direction in relation to people management and organisational development. The Director also provides an effective HR and organisation development framework to enable the LDA to attract, recruit and retain a high calibre workforce and maximise its ability to achieve its goals through them.

Human Resources and Development (HRD) encompasses change management, organisation learning and development to ensure that organisational performance is maximised. HRD also champions people and professional development and optimises the capabilities of the agency’s workforce to deliver strategic and operational objectives of the agency.

Head of Facilities Management (staff numbers 5) – responsible for the integration of Facilities Management strategic and operational processes within the LDA and to develop, maintain and promote the agreed Facilities Management services that support and improve the effectiveness of the agency’s primary activities, allowing it to meet its statutory, contractual and business obligations.

Group Director – Business Engagement and Skills Development

The Group Director is responsible for strategically developing programmes to enhance the skills base in London, tackling economic underperformance, underachievement and ensuring lasting benefits for all communities.

He is responsible for supporting the growth of key business sectors and facilitating the development of clusters through City Growth strategies, engaging key stakeholders in both the public and private sectors, ensuring a value chain of relationship management, product development and contract management in accordance with the priorities outlined in the EDS.

The Group Director also leads in the creation of a world-class labour pool that is capable of retaining international and local businesses in the region and of maximising the opportunities for local people and businesses in the London 2012 Games.

Director of Relations and Investment Planning (staff numbers 21) – accountable for full ownership of all aspects of the development, coordination and implementation of sub- regional investment frameworks, as well as internal and external relationship management and cross-departmental coordination.

Director of Product Development (staff numbers 55) – accountable for leading the strategic identification of opportunities for ambitious, responsive and inclusive programmes including appropriate strategies for the science and technology, creative and innovation sectors in London.

Director of Delivery (staff numbers 78) – leads on the effective management of programmes and projects (Contract to Closure), ensuring that Good Value for Money and outputs are achieved. The Director develops and operates contract management processes, systems and procedures, and works with external partners to deliver Pan London regeneration projects.

Director of Olympic Opportunity (staff numbers 20) – leads the LDA’s strategic efforts to realise and maximise the Olympic opportunity for businesses and people across London and to ensure that London gains tangible sustainable social and economic benefits from the London 2012 Games.

Programme Director for Diversity Works for London (DWfL) (staff numbers 8) – responsible for the strategic direction and delivery of DWfL to ensure it achieves its objectives including being at the forefront of national and international good practice on supplier and workforce diversity, and catalysing a step change in diversity practice within 10,000 businesses in the private sector.

Director Inward Investment and International Promotion (staff numbers 23) – responsible for providing overall leadership of the LDA’s work on international promotion of London to tourists, inward investors and students in both emerging and mature markets.

Group Director – Olympic and Pan London Infrastructure Development

The Group Director is accountable for leading the LDA’s role in strategically shaping and influencing physical infrastructure and its development in the London area. He supports the delivery of the London Plan, to promote sustainable growth and economic development, delivering an improved and effective infrastructure to support London’s future growth and development. The Group Director ensures that the Design for London and Climate Change Agency work to deliver healthy, sustainable, high quality communities and urban environments. He also leverages investment creatively and delivers schemes with partners and stakeholders.

Directors (2) of Development (staff numbers 21) – ensure that dependencies, milestones and risks are effectively managed to ensure the proper coordination and achievement of overall programme objectives.

Director of Design for London (staff numbers 28) – responsible for leading Design for London as the Mayor’s principle organisation for promoting world class architecture, sustainable and inclusive design in London’s buildings, public spaces and urban fabric. Funded from, and reporting to a cross GLA board, comprising the LDA, GLA and TfL.

Director of Environment and Climate Change (staff numbers 11) – accountable for leading the development and delivery of climate change and environment programmes within the LDA in line with strategies and Mayoral priorities.

Director of Delivery (staff numbers 8) – responsible for leadership, direction, supervision and training of the department’s team of Project Managers and other technical staff, including external consultants. The Director also advises in relation to project management, design and construction issues.

Director of Olympic Land Team (staff numbers 41) – responsible for delivering the land for the London 2012 Games and legacy. The Director’s role encompasses relocating businesses, residents and other users, as well as remediating the Olympic Park site, and developing a sustainable physical legacy plan. The team is currently transitioning to an Olympic legacy role.

Director of Decentralised Energy Delivery (staff numbers 3) – is responsible for identifying and delivering zero or low carbon developments. The team seeks to catalyse change within the sector by demonstrating and developing commercially successful models for delivery developments of this type.

Chief Executive of the London Climate Change Agency (LCCA) (staff numbers 13) – is responsible for formulating the Mayor’s Climate Change Strategy. Implementation of the strategy is focussed on reducing London’s carbon emissions, facilitating low and zero carbon developments across London and increasing the use of renewable energy sources in the capital.

Head of Development Finance and Asset Management (staff numbers 10) – responsible for providing strategic advice and practical assistance on property and development financing structures and land and property portfolio management in order to deliver the LDA’s strategic economic development and regeneration objectives, including attracting private sector finance to LDA projects.

Group Director – Communications and Marketing

The Group Director has responsibility for managing the relationship between the Agency and the outside world. She manages complex risks that the Agency faces in relation to the external environment, and by devising and managing its communications strategy promotes the work of the Agency.

Head of Executive Office (staff numbers 6) – leads the provision of comprehensive executive support to the CEO and Chair in order to forward the LDA’s aims and ensure the delivery of critical corporate projects and activities.

Head of Media (staff numbers 7) – responsible for putting effective media communications at the heart of the LDA’s work to ensure that the strategic agenda is effectively communicated. The Head plays a lead role in designing and delivering the media strategy.

Stakeholder Relations Manager (staff numbers 6) – manages and supports the successful implementation of the LDA’s Stakeholder Engagement Strategy ensuring it meets business objectives and maximises internal and external needs.

Internal Communications Manager (staff numbers 3) – responsible for developing and maintaining an internal communications strategy and action plan for the LDA, acting as a champion for internal change: aligned to organisation change, mission and values.

Brand Marketing Manager (staff numbers 5) – leads strategically focussed marketing and communications campaigns that support the delivery of the Mayoral priorities and enhance the reputation and profile of the LDA.

Head of Public Affairs (staff numbers 3) – responsible for leading, shaping and delivering the public affairs strategy and plan for engaging with a range of local, regional and national political stakeholders. The Head of Public Affairs oversees and manages all parliamentary and London Assembly scrutiny.

4. Joint procurement between departments and outsourced tasks and responsibilities

The LDA is engaged with GLA functional bodies on collaborative procurement activities across a range of areas. Where high value (Official Journal of the European Union (OJEU) level) tenders are undertaken that may be of use to other members of the GLA family, it is now standard practice to make those contracts open to the whole of the GLA.

Specific work has been focussed under a collaborative project that is currently addressing eight categories of spend including utilities, temporary labour and IT spend. The LDA also looks to work in collaboration with other bodies where value for money can be enhanced. As such the agency is a member of the London Contracts and Supplies Group (which includes all the London boroughs) and will work using Office of Government Commerce (OGC) and other frameworks where appropriate.