Kit Malthouse CV

Appendix A Kit Malthouse CV Education Newcastle University: BA Joint Honours in Politics and Economics Touche Ross & Co: training and qualification as a Chartered Accountant. Business 1991 – 1995: Touche Ross & Co, Trainee Chartered Accountant 1995 – 2001: Cannock Investments Group, Finance Director 2005 – 2008: Alpha Strategic, Chief Executive 2001 – Current: County Holdings and related companies, Chairman and Majority Shareholder 2008 – Current: Alpha Strategic and related companies, part time Finance Director Politics 1996 – 1997: Parliamentary Candidate, Liverpool Wavertree 1998 – 2002: Westminster City Councillor, St George’s Ward 2002 – 2006: Westminster City Councillor, Warwick Ward (Deputy Chair Housing Committee, Chief Whip, Chair Social Services, Cabinet Member for Finance, Deputy Leader, Lead Member for Business Process Re-Engineering) 2006 – 2007: Director, City West Homes 2008 – Current: London Assembly Member for West Central 2008 – Current: London Hydrogen Partnership, Chair 2008 – Current: Deputy Mayor of London, Policing 2008 – Current: First Deputy Chair, Metropolitan Police Authority (MPA) 2008 – Current: London Councils Leaders Committee, MPA Representative 2009 – Current: Association of Police Authorities, Board Director (paid) Other Member: Institute of Chartered Accountants Member: The Poetry Society Benefactor: Sadler's Wells Member: Passage Day Centre Member: The Art Fund Member: Old Lerpoolian Society Languages: French and Italian(ish) Pastimes: Writing, painting, family, baking bread. Appendix B Confirmation Hearing Committee 23 February 2010 Chair of the Metropolitan Police Authority (MPA) Jennette Arnold (Chair): What I would like to do is to start off procedures by asking Kit [Malthouse] an opening question. By way of an opening statement perhaps you could tell us what you see as the challenges and opportunities of the role of Chairman of the MPA and what your objectives would be. Kit Malthouse (AM): Chair, first of all can I thank the Committee for agreeing to move the meeting out of half-term and avoiding me having to break my time with my family, so I am grateful for that. I think the challenges that we are facing break down into two areas: the first is general policing challenges and secondly then there are the challenges that face the Metropolitan Police Authority as a separate body. In policing, as you will appreciate as a member of the Metropolitan Police Authority, Chair, the challenges seem to change daily. There are some themes broadly which I think we can draw and I particularly would like to push - and I know the Mayor is keen for us to push - in the next couple of years. The first is to continue the drive against violence. Over the last 18 months to 2 years or so we have seen a big push both here in this building, at the Metropolitan Police Authority and particularly with the Metropolitan Police Service (MPS) against violence. We have done our best to draw in local authorities so that we can drive as much joint working as possible on in particular youth violence, but we have also taken measures to address dogs, knives, guns, gangs, starting to do some work around and indeed domestic violence through our Violence Against Women Strategy. So, for me, given that there are numerous crime types, but I think the one that is on top of most people's list and that detracts most from their quality of life in the city is violence in its generality. So, dealing with the challenge of that over the next couple of years will be number one. We have obviously got to keep up the momentum on burglary. Pleasingly the performance figures on burglary indicate that the peak was reached and many boroughs are now showing a reduction. It looks as if we are on course to have a satisfactory result, I think, for the year, albeit that there has been a peak and a lot of people were burgled during the year who might not have been. So, that positive trend is key and balancing the resources that we devote to that against the resources we devote to other crime types is going to be one of the challenges. Then the third area which is causing me concern, that I really think as the Metropolitan Police Authority we need to do more work on, is getting to the root of some of the - I was trying to think of a word for it earlier - social crimes. So, hate crime in particular where we have seen a rise in reported hate crime and whether we need to do work about whether that is an actual rise in incidence; domestic violence in particular - as you know that is a key theme in our Violence Against Women (VAW) Strategy in this building and we want to see what work the Metropolitan Police Authority and the Metropolitan Police Service can do around that; and prostitution and sexual crime needs to be looked at. I am pleased that the changes the Metropolitan Police Service has made around the human trafficking units seem to be bedding in nicely and they have had their first result. I think they have had their first ever result on trafficking for domestic slavery in the Metropolitan Police Service in the last couple of weeks rather than purely for sexual exploitation, which is good news. Also, of course, we need to look at rape. 1 I call them social crime because they differ in their characteristics from other types of crime in that prevention is not necessarily just about catching the perpetrators. It is about social and cultural issues that might need to be addressed on a wider stage. I think if we are going to make an impact on those then we will need to draw in other parties, in particular the Government, around some of the causes there. There are some other areas which are pretty critical too. Obviously finance. Whatever the outcome of the election is going to be we face a tightening envelope, so doing more for less over the next couple of years will be a big challenge. I think performance management through the Metropolitan Police Authority is going to be key. I am quite keen to move us away from bare examination of performance numbers into a much more coherent link between the measurement of activity and linking that to performance outcome. So, we can actually see where things are working, why they are working and, therefore, what we ought to be doing as a generality across the city. The truth is that performance across boroughs for the same crime type can de very patchy and there is no agreed tactic necessarily for dealing with any particular crime type across the city. We need to make sure that boroughs are talking to each other and engaging in the same kind of activities to get the same kind of results. Then obviously the big elephant that is looming in 2012 is the Olympics and that will absorb more and more of our time and energy over the next couple of years. I am conscious that there is an Assembly and Mayoral election just before the Olympics and so it will be absolutely critical, as we approach that, which will obviously also absorb a lot of our time and energy, that the preparations and foundations have been well laid and that we are very closely integrated as an authority, and indeed in this building, into some of the security arrangements around the Olympics. Dee [Doocey] has been doing some very valuable work on the Olympic/Paralympic Sub-committee and with me on the Olympic Security Board to make sure that we actually know what is going on and are on top of the game there. Against that we also need to balance the fact that while the Olympics is, if you like, the kind of sexy end and will be attractive as a once in a lifetime thing, we still need to have our eye on the day job. So, balancing that draw on our resources and attention against still needing to deliver leather on the streets on a day-to-day basis and dealing with low-level crime is going to be a big challenge. Just turning briefly to the Metropolitan Police Authority, I think the challenges of the Metropolitan Police Authority fall broadly under three headings. First of all I think the Metropolitan Police Authority still has a challenge of being relevant. I hope it is the case that its profile has risen over the last couple of years, both by accident and design. So, people recognise it as a body that is here to do a job for them and on their behalf, with the Metropolitan Police Service, making sure that what we do, the work we do, the questions we ask, the way we do it is relevant to people in London and indeed that we are engaging correctly with our electorate or audience – call it what you like - I think is going to be a challenge for us. We are starting some work, as some of you may know at the Metropolitan Police Authority, about looking at how we talk to Londoners, how we have that conversation and whether, therefore, we are heading in the direction they want. The second challenge is about us being effective. The nature of the relationship between the Metropolitan Police Authority and the Metropolitan Police Service is a semi-detached one. As many of us know, we operate on the basis of cooperation rather than command or direction. While that is a very British way of doing things it does mean that we need to have an eye to our effectiveness in terms of making sure that we are getting what the public want from the police.

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