Relations with the MPS and outside bodies

Report: 5
Meeting: Metropolitan Police Authority
Date: 12 October 2000
By: Clerk

Summary

There are a number of bodies, internal to the MPS as well as external, with which the MPA may wish to develop its relations, either by seeking membership of the body or by some other means. This report draws attention to a range of such bodies and proposes a process by which the Authority may take forward its relations with them.

A. Supporting information

1. This paper proposes a process whereby and a framework within which the MPA may specify the relations and working arrangements it wishes to have with a range of different bodies, whether internal to the MPS or external. First, there are a number of MPS Boards (project and strategic), as well as other fora, of which, because of their importance, the Authority may decide that it wishes to seek membership. The outside bodies include key stakeholders, as well as bodies that play, or can potentially play, an important role in policing and crime reduction matters.

The bodies in question

2. A list of MPS Boards and other fora provided by the MPS is at Appendix 1. It contains proposals as to MPA action in each case. MPS staff associations/trade unions

3. Early in the life of the MPA, a number of the MPS staff associations and trade unions indicated an interest in contributing to the work of the Authority. A list of the main staff associations and unions is at Appendix 2. It would seem appropriate for the HR Committee to take the lead in the MPA’s formal dealings with the various associations and unions. Accordingly, with the Chair’s agreement, and that of the Chair of the HR Committee, officers will be writing soon to the main associations/unions inviting them to attend meetings with the Committee and asking them what matters they would wish to discuss. The dates of the meetings, when fixed, will be made known to all MPA members who will be welcome to attend.

4. Such formal contacts, through the HR Committee, need not prevent the Chair and other members of the MPA continuing to have informal contacts with senior figures within the associations and unions. For example, the Chair recently held a meeting with the Chair of the Black Police Association to explore the scope for the association to offer the Authority assistance and guidance in addressing its equal opportunities and diversity responsibilities.

5. Some staff associations, for example, the Lesbian, Gay and Transgender Association, can provide useful guidance to the Authority and the CDO Committee on ways of consulting with London’s gay and lesbian communities, while others such as the Muslim and Senior Women’s Associations can usefully play similar roles.

6. Members will need to decide whether specific committees, apart from the HR Committee, should be given responsibility for establishing and maintaining relationships with certain of the associations, and, if this is the preferred process, on mechanisms for ensuring that other matters, such as recruitment and retention, capacity building, development and promotion etc, are addressed by the full authority. There may be omissions from Appendix 2, and members will no doubt wish officers to review and update the list, in order to ensure that members have regular updates.

Other outside bodies and organisations

7. Nicholas Long has identified a number of organisations and outside bodies with which he feels that the Authority, or its committees, should be establishing relations. In addition to these, a number of outside bodies regularly correspond with the Chair and officers, seeking meetings and/or requesting the MPA to seek membership.

8. A preliminarily list of relevant bodies and organisations is at Appendix 3. Again, it includes proposals for MPA action. Officers have tried to identify the key purpose of the bodies and organisations as a basis for assisting members in reaching a decision on the type of relationship they wish to develop with them. A process for engaging with associations, boards and external bodies and organisations

9. The chart at figure 1 sets out in diagrammatic form a possible set of processes for engaging with outside bodies. The processes outlined are not intended to be exhaustive, but are presented as a way of ensuring that whatever process the Authority implements is seen to be efficient and effective and to reflect positively on the image of the MPA.

10. The best process for dealing with issues regarding relationships/membership etc would seem to be via the appropriate MPA committee. Where more than one committee appears to have a legitimate role in interfacing with a body, it is suggested that a lead committee be identified and given a clear remit to pursue all matters affecting the MPA but on the basis of keeping Chairs of other interested committees regularly informed of matters of interest to them.

11. In all cases, all bodies should be forwarded details of the Authority’s meetings and, where considered appropriate, an invitation to attend.

12. MPS Boards, staff associations/trade unions and outside bodies and organisations could be offered the opportunity to make presentations to particular committees and contribute to workshops.

13. Where strategies are being developed, representatives from the various outside bodies, internal and external, could be invited to assist.

Protocols and working arrangements

14. The MPA has a range of accountabilities. Each of them will require to be pursued by working arrangements with the different bodies, internal and external, that are interested parties. Relations with some bodies may be relatively informal, not requiring formal written agreements; but relations with others may well require detailed protocols and working agreements. An assessment of what is required will need to be determined for each relationship.

15. The bodies concerned will themselves also have a view on how they wish to relate to the MPA and/or its committees.

B. Recommendations

That the Authority

1. Note the current lists of internal and external bodies that it may wish to interface with, and agree the proposals for action in Appendices 1.
2. Endorse the lead responsibility of the HR Committee for the MPA’s formal relations with the MPS staff associations/trade unions.
3. Require all committees to note and work towards the process proposed in paragraphs 9-13 above, or an amended process approved by the Authority, pending a review in February 2001; and
4. Receive a further report on this subject in March 2001, following the review by the relevant committees.

If the above recommendations are accepted, it is suggested that their working be reviewed at the Authority’s February meeting. This should give the various committees sufficient time to assess the nature of their engagement and working relations with the respective bodies and enable officers to bring a report to the Authority on what changes may be required.

C. Financial implications

There are no financial implications arising from this report.

D. Review arrangements

It is already agreed that there be a detailed review of all Committees in December 2000.

E. Background papers

The following is a statutory list of background papers (under the Local Government Act 1972 S.100 D) which disclose facts or matters on which the report is based and which have been relied on to a material extent in preparing this report. They are available on request to either the contact officer listed above or to the Clerk to the Police Authority at the address indicated on the agenda.

None.

F. Contact details

The author of this report is Julia Smith.

For information contact:

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

Appendix 1

Appendix 2

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