MPS Corporate Assurance Update

Report: 11
Date: 12 December 2011
By: Director of Resources on behalf of the Commissioner

Summary

This report describes the progress to improve key governance controls as identified through the Annual Assurance Review.

A. Recommendation

That Members:

1. Note the second quarterly update of governance improvements as identified in the 2010/11 Assurance review which are set out at Appendix 1.

B. Supporting information

1. The 2010/11 Assurance review identified nine areas where significant improvement activity is planned or underway for the 2011/12 financial year. This report sets out the progress against these areas.

These are:

• Transitional change following the introduction of the Police Reform and Social Responsibility Act 2011.
• Embedding the MPS risk management framework
• Improvements in management information and reporting as part of the SAP work stream within the Developing Resource Management 2 Programme
• A review of the Financial Regulatory framework to improve accessibility and consistency
• Developments to the Financial Management Training Strategy
• Embedding the MPS partnership strategy
• Development of a new procurement strategy beyond 2012
• Creating a leadership development pathway
• Introduction of a streamlined Personal Development Review process to complement the MPS Performance Framework.

An explanation of and update for each of these areas including key milestones can be found at Appendix 1.

2. To ensure that this report remains current and relevant significant new governance activity identified by day to day risk management processes are added to Appendix 1 as they emerge throughout the year and current significant activity areas are removed as actions are completed and become “business as usual”. No areas have been added or removed this quarter.

C. Other organisational and community implications

Equality and Diversity Impact

1. The model of corporate governance used by the MPS is based on the principles of openness; integrity; accountability and equality. The development of the corporate governance framework through areas identified for significant improvement should have a positive race and diversity impact by ensuring that these principles continue to inform the way in which MPS operates.

Financial Implications

2. All costs associated with the work streams identified in this report will be met from existing MPS budgets as approved in the 2011-14 Business Plan.

Legal Implications

3. The MPA are under a statutory duty to approve an Annual Governance Statement (AGS), under regulation 4 of the Accounts & Audit (England) Regulations 2011. The AGS is a general certification about governance issues, which is the primary responsibility of the MPA as police authority.

4. In order that the MPA can discharge the statutory duty referred to in paragraph 1 above, the MPS provides its certification to the MPA by submitting an Annual Assurance Statement (AAS), as recommended by CIPFA / SOLACE guidance “Delivering Good Governance in Local Government-Interim Guidance Note for Police Authorities and Forces in England and Wales (2007”) (“The Guidance”), which demonstrates how aspects of governance have been implemented within the police force.

5. The Corporate Governance Framework provides the supporting information which evidences that the MPS will ensure it has robust systems in place that demonstrate it is adhering to the strategic direction set by the MPA, and is delivering good governance through the delivery of many operational and financial aspects within a delegated framework, in accordance with Guidance and best practice.

6. Compliance with the Corporate Framework will also assist in raising standards, reduce risk of legal challenge and build public confidence by ensuring the MPS operates in a transparent manner.

Environmental Implications

7. The work streams identified have varying levels of environmental impact / benefits.

Risk Implications

8. The work streams in this report are key activity areas in risk area one of the corporate risk register “need to manage corporate governance effectively”. Improvement in these work areas continues to reduce the risk of a significant governance failure.

D. Background papers

None

E. Contact details

Report author: Ray Akontoh, Finance Services, MPS

For information contact:

MPA general: 020 7202 0202
Media enquiries: 020 7202 0217/18

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