Contents
Report 4 of the 7 July 2011 meeting of the Corporate Governance Committee, outlines the work plan by which the Corporate Governance Committee will fulfil its role as agreed in its terms of reference.
Warning: This is archived material and may be out of date. The Metropolitan Police Authority has been replaced by the Mayor's Office for Policing and Crime (MOPC).
See the MOPC website for further information.
Corporate Governance Committee Work Programme
Report: 4
Date: 7 July 2011
By: Chief Executive
Summary
The report outlines the work plan by which the Corporate Governance Committee will fulfil its role as agreed in its terms of reference.
A. Recommendation
That
- The Corporate Governance Committee agrees the proposed work programme until June 2012 or the abolition of the Authority and
- agrees to retain the equality objective for the Committee as set out in Section C of the report.
B. Supporting information
1. The Corporate Governance Committee terms of reference are set out at Appendix 1.
2. The proposed work plan for the Corporate Governance Committee for September 2011 to June 2012 is set out in the table below. At the Authority meeting in May, members agreed that the current committee structure should remain unchanged until such time as the Police Reform and Social Responsibility Bill is enacted, and it is on this basis that the workplan is submitted for approval.
Monday 5 September 2011 2.00 pm
| Assurance Matters | Directorate of Audit, Risk and Assurance (DARA) quarterly progress report |
|---|---|
| Outstanding high-risk DARA Recommendations | |
| Annual Governance Statement – quarterly update | |
| Audit Commission Quarterly Progress Report | |
| Audit Commission Annual Governance Report 2010/11 | |
| Corporate Governance Framework | MPS Corporate Governance Framework Update |
| MPS Risk Management Update | |
| MPA Risk Management Update | |
| Update on MPS health and safety performance |
Monday 12 December 2011 2.00 pm
| Assurance Matters | Directorate of Audit, Risk and Assurance (DARA) Quarterly Progress Report |
|---|---|
| Outstanding high-risk DARA recommendations | |
| Annual Governance Statement – quarterly update | |
| Audit Commission Quarterly Progress Report | |
| Audit Commission Annual Letter 2010/11 | |
| Corporate Governance Framework | MPS Corporate Governance Framework Update |
| MPS Risk Management Update | |
| MPA Risk Management Update | |
| Update on MPS health and safety performance | |
| Assessment and Management of Key Financial Risks |
Thursday 8 March 2012 2.00pm
| Assurance Matters | Directorate of Audit, Risk and Assurance (DARA) quarterly progress report |
|---|---|
| Outstanding high-risk DARA recommendations | |
| Annual Governance Statement – quarterly update | |
| Audit Commission Quarterly Progress Report | |
| Audit Commission Annual Plan and Fee 2011/12 | |
| DARA Annual Plan 2012/13 | |
| Corporate Governance Framework | MPS Corporate Governance Framework Update |
| MPS Risk Management Update | |
| MPA Risk Management Update | |
| Update on MPS Health and Safety Performance | |
| Update on Police Officer Vehicle Related Accidents to and from work | |
| Anti-fraud Implementation Plan Update |
Thursday 14 June 2012 10.00 am
| Assurance Matters | Director of Audit, Risk and Assurance Draft Annual Report 2011/12 |
|---|---|
| DARA Quarterly Progress Report | |
| Outstanding high-risk DARA recommendations | |
| Audit Commission Quarterly Progress Report | |
| Health and Safety Assurance 2011-12 | |
| Corporate Governance Framework | MPS Corporate Governance Framework Update |
| Annual Governance Statement 2010/11 | |
| Update on MPS health and safety performance | |
| MPS Risk Management | |
| MPA Risk Management | |
| Annual report on use of the Urgency Procedure |
3. Other agenda items relating to governance, risk management and internal control will be added as necessary during the year.
C. Other organisational and community implications
Equalities impact
1. No direct implications in relation to this process. However, reports provided to Corporate Governance Committee, which include data on staff/officers of the Service or Londoners as a whole, provide a breakdown of all relevant equalities information.
Met Forward
2. The work of this committee directly supports all strands of Met Forward, making a key contribution to fighting crime, securing value for money and increasing confidence in policing. Met Forward implications are highlighted in all reports submitted to Corporate Governance Committee for consideration.
Financial Implications
3. There are no financial implications arising from this report.
Legal Implications
4. There are no legal implications arising from this report.
Environmental Implications
5. There are no environmental implications arising from this report.
Risk Implications
6. Corporate Governance Committee provides independent assurance on the adequacy of the risk management framework and the MPA and MPS internal control environment.
D. Background papers
None
E. Contact details
Report author: Julie Norgrove, Director of Audit, Risk and Assurance, MPA
For information contact:
MPA general: 020 7202 0202
Media enquiries: 020 7202 0217/18
Appendix 1
Corporate Governance Committee Terms of reference
The Committee is responsible for enhancing public trust and confidence in the governance of the MPA and the MPS, which is achieved by:
- providing independent assurance on the adequacy of the risk management framework and the internal control environment
- independent scrutiny of the organisation’s financial and non-financial performance to the extent that it affects the MPA and MPS exposure to risks and weakens the control environment
- overseeing the financial reporting process
Internal Control Environment
1. To satisfy itself as to the effectiveness of the internal control system in operation within the MPA and MPS.
2. To consider and approve an annual governance statement for publication with the Authority’s annual accounts, together with associated action plans for addressing areas of improvement.
Internal Audit
3. To advise the Authority on the appropriate arrangements for internal audit and approve the MPA Internal Audit Strategy
4. To approve the Internal Audit Annual Programme
5. To oversee the provision of an adequate and effective internal audit; to receive progress reports on the internal audit work plan and to ensure appropriate action is taken, particularly in areas of high risk.
6. To consider the Director of Audit, Risk and Assurance Report and annual opinion on the internal control environment; ensuring appropriate action is taken to address any areas for improvement.
7. To review the Authority’s policies on fraud, irregularity and corruption and to monitor the effectiveness of such policies.
External Audit
8. To advise the Authority on the appointment of external auditors.
9. To approve external audit programme and associated fees.
10. To review the external auditor’s Annual Governance Report and any other reports and to report on these to the Authority as appropriate, including the implementation of agreed recommendations.
11. To review the Authority’s annual accounts and to make recommendations as appropriate to the Authority.
12. To consider significant accounting policies and any changes to them.
Inspection
13. To consider HMIC and any internal inspection report that may highlight MPA or MPS exposure to risks which may lead to weakening the control environment.
Corporate Risk Management
14. To consider the financial risks to which the Authority is exposed and to approve measures to reduce or eliminate them or to insure against them.
15. To approve the corporate risk management strategy and framework; ensuring that appropriate systems are in place for assessing and managing key risks to the Authority and the Service.
16. To consider proposed corporate programmes of risk management activity and receive reports monitoring progress, including business continuity and disaster recovery.
Safety and Health and Occupational Health
17. To agree the MPS priorities for safety and health and its strategy.
18. Oversight of the MPS’s occupational health strategies and their relationship with safety and health issues.
19. To satisfy itself, on behalf of the MPA, that the MPS discharges its legal duties in relation to health and safety matters with particular regard to the safety, health and welfare of police officers and police staff, people in the care and custody of the MPS, and all members of the public on police premises or property.
20. To satisfy itself, on behalf of the MPA, that the MPS and MPA has in place appropriate health and safety, management systems, arrangements and procedures both to meet legal requirements and to assess and control risks and if required to report annually to the full Authority on performance and compliance.
21. To review, and exceptionally to request, the carrying out of audits and reviews of health and safety management systems, policies, arrangements and procedures, as necessary, and to review progress with the implementation of recommendations arising from such audits.
22. To provide a conduit for the expression of health and safety concerns.
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