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. 2 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) 3 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 4 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 5 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; 6 • 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) 7 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.