The MPA’s committee structure

Report: 6a
Date: 6 October 2008
By: the Chief Executive

Summary

This report makes proposals for a new committee structure aimed at equipping the Authority to carry out its responsibilities to be effective during its new term of office.

A. Recommendation

That

1. That the structure of five committees proposed in this report be approved (subject to the committees meeting to decide which sub-committees are required in respect of their areas of work);
2. That the terms of reference attached as appendix 3 be approved;
3. That the Professional Standards Cases Sub-Committee be established as set out in paragraphs 12 and 13, with the terms of reference contained in appendix 3;
4. That the dates of future full Authority meetings be agreed as set out in paragraph 16 and in the calendar of meetings at appendix 4;
5. That the dates of committee meetings as shown in appendix 4 be agreed or changed, subject to further consultation with Committee Chairmen; and
6. That the Chief Executive be authorised to agreed the committee dates for the year following this consultation.

B. Supporting information

Purpose of report

1. The MPA is starting a new four-year term of office with, for the first time, the Mayor of London as its Chairman. As a result of the May Greater London Authority elections and the appointment of new Independent Members, over half of the MPA’s members are new to the Authority this year. These factors, combined with an ambition to become more strategic in the way business is transacted by and within the authority, have created the opportunity to review the current committee structure.

2. During September MPA members were consulted on a committee structure that it is considered will best meet the MPA’s needs. The proposals are set out below and are recommended to the Authority.

MPA – role and purpose

3. The MPA has a statutory duty to ensure that there is an effective, efficient, fair and accountable police service in London. In essence this means:

• Strategic planning and setting priorities and performance targets for policing
• Delivering continuous policing improvement
• Strategic management of the £2.6 billion (net) policing budget and the £240 million capital programme; including decisions on large property, IS/IT and procurement schemes (the MPA owns all London’s police buildings, equipment and other assets)
• Appointing, and setting terms and conditions for, all ACPO officers (with the exception of the Commissioner and Deputy Commissioner, where the MPA has specific limited responsibilities) together with appraisal of and any disciplinary action against these officers
• Consulting and engaging with local people to find out what their crime and disorder reduction needs and priorities are and work as a statutory partner within the 32 Crime and Disorder Reduction Partnerships across London
• The provision of an effective internal audit service of the Metropolitan Police Service
• Promoting equality of opportunity for all persons irrespective of their race, sex, disability, age, sexual orientation, religion or belief, to eliminate unlawful discrimination and to promote good relations between persons of different racial and religious groups and of different sexual orientations

4. A new committee structure must allow the MPA to:

• Maintain its independent scrutiny role and ability to challenge the MPS
• Discharge its statutory duties and legal responsibilities
• Take executive decisions
• Provide proactive member support
• Deliver ‘whole London policing’

Proposal for a new committee structure

5. The MPA is looking to be:

• Strategic in its oversight and scrutiny function;
• Directional in its policy setting
• Demanding of greater performance and effectiveness from partners and partnerships

6. With this in mind it is proposed that ‘whole London policing’ will be achieved through a rationalised committee structure coupled with changes to member activity and officer support.

7. Currently the full Authority meets monthly (apart from August). The proposal is that the Authority focuses on the high-level policing and performance issues to a greater extent than it has in the past and that the majority of business is conducted through the committees. Standing items would therefore be a report from the Commissioner, questions to the Commissioner from members and reports from Committee Chairmen. There are some decisions that the full Authority cannot delegate to committees, including decisions around the budget submission, the policing plan and approval of the accounts.

8. It is proposed that five committees should support the full Authority:

Strategic and Operational Policing Committee

This committee would take an overview of the MPS policing model as a whole. It would deal with strategic planning, risk and operational performance and cross cutting issues. It is anticipated that it would be supported by three sub-committees dealing with Counter-Terrorism and Protective Services; Professional Standards Cases; and security preparations for the 2012 Olympics. With regard to the 2012 Olympics there are significant issues for both the Strategic & Operational Policing Committee and the Finance & Resources Committee – thought will need to be given to the most effective way of ensuring that this is reflected in the make-up and operation of that sub-committee.

Finance and Resources

This committee would deal with resourcing issues in the broadest sense. It would ensure that the business plan and resources are aligned and that performance is routinely monitored. It is anticipated that it would be supported by two sub-committees dealing with performance and resources.

Communities, Equalities and People Committee

This committee would be responsible for the ‘people’ aspect for all MPS staff, HR policy strategy, welfare etc. The committee would also be responsible for customer service and engagement with communities in London. It is anticipated that the committee would be supported by three sub-committees - Remuneration (for senior MPS officers and staff); Equalities and Diversity; and Citizen Focus and Community Engagement.

Corporate Governance Committee

This committee, as at present, would be responsible for all aspects of audit (internal and external), business risk and health and safety.

Standards Committee

This is a statutory committee which is responsible for promoting high ethical standards of member conduct and to investigate complaints that a member has breached the Authority’s Code of Conduct.

9. Appendix 1 shows the structure in diagrammatic form. Appendix 2 summarises the committee responsibilities. The proposed Terms of Reference for the five committees are attached as Appendix 3. At this stage it is not proposed to fix the number of members per committee but the first three committees would probably find it hard to operate with fewer than seven members (e.g. to ensure that each meeting is quorate), and it is hoped that each committee will be able to achieve a balance of assembly and independent members.

10. These committees would need to consider how to carry out their roles most effectively and early meetings of the committees would be arranged to start the process.

11. Sub committees would be required for specific functions such as counter terrorism, professional standards and so on. It is also proposed that start and finish groups (working along project management principles) would be commissioned to develop and progress work before bringing it back to committee for discussion and approval. Eight sub-committees have been suggested above but it would be for the committees to decide on and appoint those sub-committees, as part of their decisions on how the committees were going to operate.

Professional Standards Cases Sub-Committee

12. This sub-committee is part of the current committee structure and deals with:

• ACPO officer conduct issues
• Police pension forfeiture cases
• Appeals by MPS officers against a decision to refuse them permission to pursue business interests

13. Because the work of this sub-committee is ongoing and a meeting is scheduled before a meeting of its new parent committee, the Authority is asked agree to the establishment of this sub-committee as part of the new structure, with the terms of reference set out in Appendix 3 (which are the same as its current terms of reference). In doing so, the Authority is also asked to agree:

• That it should have a membership of five named members
• That the Chief Executive be given delegated authority to appoint members to replace any of those members should this be required (examples might be where a member is conflicted out of hearing a particular case or where there are quorum difficulties)
• That the quorum for meetings be three members

Committee Calendar

14. The MPA usually agrees its committee calendar annually in February or March. On this occasion it will be necessary to agree a new set of dates for the new structure. A proposed calendar for the full Authority and committee meetings is attached as Appendix 4. However, this needs some qualification, as follows.

15. Up to now the full Authority has generally met ten times a year. There has been some discussion as to whether this frequency is needed given the intention for the full Authority to get less involved in day to day business. A counter view is that the full Authority meetings are the opportunity to discharge the duty to deliver public, transparent accountability by enabling all members to meet, to consider reports from the Commissioner, to ask questions of him and to be informed of the work being carried out in the committees. There is also a need for meetings at certain times in relation to the budget, policing plan and accounts. Members are therefore invited to agree that at this stage full Authority meetings are scheduled, as before, for the last Thursday of each month with the exception of August and December. There is then the option at a later stage and in the light of experience to decide whether this frequency needs to be maintained (on the basis that it is easier to cancel meetings than to find dates for new ones).

16. This would give full Authority meetings on the following dates at 10 a.m. (given that the 30 October meeting has been cancelled):

• 27 November (approval of draft business plan and budget submission)
• 29 January 2009 (to consider draft policing plan and the External Auditor’s letter)
• 26 February (budget and policing plan)
• 26 March (policing plan performance targets)
• 30 April
• 28 May
• 25 June (Annual Meeting and approval of the accounts)
• 23 July

17. In the time available it has not been possible to consult with members on proposed frequency of and therefore dates for the committee meetings. Dates have been included in the calendar at Appendix 4 and the Authority is asked to approve or amend these subject to the officers having further discussions with the committee chairmen and that following these the Chief Executive be authorised to finalise committee dates.

18. Once the committees have established sub-committees, dates for these meetings will need to be identified. Although every effort is made to arrange these meetings on Thursdays, it may be necessary to hold some on Fridays (as a day when the Greater London Authority does not normally schedule committee meetings).

19. Members will also note that twice monthly “member briefings” have been included in the calendar. This will provide the opportunity to brief members on corporate policing objectives and issues. A separate programme of these briefings will be sent to members shortly.

Business Co-ordination

19. It is suggested that the overall management of the business and committee work plans should continue through the informal Business Management Group, which would comprise the Vice-Chairman and the Chairmen of the main committees. The changes proposed would require the MPA itself to change the way it operates to support members and committees and over the next few months the organisation will look to do this.

Review

20. A period of time will be required to bed down this new structure and for committees to decide how to conduct their business. There is a commitment to review whether the new arrangements are delivering intended outcomes and the Annual Meeting in June would appear to be the appropriate time. At that stage a further calendar of meeting dates will be set.

C. Race and equality impact

As identified in paragraph 3, the Authority and the MPS have clear equalities and diversity responsibilities in relation to the policing of London. The proposed structure looks to integrate those responsibilities in the work of the Communities, Equalities and People Committee and it is anticipated that greater focus will be achieved through a dedicated sub-committee. As with the current structure, the other committees will also continue to be responsible for equalities and diversity issues within their areas of work.

D. Financial implications

The proposals have implications in terms of the Scheme of Member Allowances. These are addressed as part of a report on a review of that Scheme which is also on the agenda for this meeting.

E. Background papers

None

F. Contact details

Report author(s):

For more information contact:

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

Appendix 2

MPA Full Authority

• Statutory functions including approval of
  • Statutory accounts and budget
  • Local policing plan
  • Annual report
• Reports from
  • Commissioner
  • Committee Chairmen
  • As requested

Strategic and Operational Policing Committee

• Strategic risk management
• Cross cutting issues e.g. Olympics, Counter Terrorism
• Bureaucracy/ Improvement/ Productivity
• Scrutiny programme
• Strategic resource leverage
• Strategic operational performance
• Policing plan and consultation
• The Authority’s responsibilities in respect of allegations or complaints against ACPO officers

Finance and Resources Committee

• Finance
  • revenue and capital programme
  • budget monitoring and overtime
  • external funding including EU project
• Estates
• Procurement
• IS/IT
• Performance
• Monitoring the delivery of the local policing plan

Communities Equalities and People Committee

• HR strategy and policy
• Police Appeals Tribunals, Employment Tribunals etc
• Remuneration Sub-Committee
• Equalities and Diversity
• Community engagement and citizen focus
• Consultation
• Partnership management
• external agencies/ government etc
• CDRPs / Local Strategic Partnerships etc
• Customer service/ Complaints
• Independent Custody Visiting
• Domestic Violence and Hate Crime board

Corporate Governance

• Internal Audit
• Business Risk Management
• External Audit
• Health & Safety

Standards Committee

• Member Code of Conduct
• Investigating alleged breaches of the Code

Appendix 3

Authority and Committee Terms of Reference

The Full Authority

The full Authority has overall responsibility for the discharge of the Metropolitan Police Authority’s powers and duties and has a statutory duty to ‘maintain an efficient and effective police force’.

Many of the Authority’s responsibilities are delegated to committees, which report to the Authority on a regular basis on their work, either for information or where an Authority decision is required.

The full Authority reserves to itself major policy and financial decisions and other decisions which cannot be delegated. These include:

• approving the annual Policing Plan, on recommendation from the Strategic & Operational Policing Committee
• approval of the Authority’s budget for submission to the Mayor
• consideration of the external auditor’s annual management letter and any recommendations made by the Corporate Governance Committee.
• receiving the Authority’s annual accounts.
• in accordance with the MPA/MPS protocol on high profile and sensitive cases, to consider those cases which require an Authority decision to settle a claim for compensation. Where this is not possible, because of time constraints, the decision is delegated to the Strategic and Operational Policing Committee or will be taken under the urgency procedure as appropriate
• the appointment of committees and their membership, including co-opted members (although a committee can delegate some of its responsibilities to a sub-committee and is also responsible for appointing to that sub-committee)
• approving any changes to Standing Orders

There is also provision in Standing Orders for the Authority Chair or for any three members to ‘call in’ a committee decision. This has the effect of suspending that decision until the full Authority has had the opportunity to decide whether it wishes to call in the decision and, if it does, whether to confirm or change the committee decision. Standing Orders set out this process in full.

The terms of reference of the committees etc set up by the Authority to discharge appropriate functions are set out below.

Strategic and Operational Policing Committee

The Committee is responsible for:· the MPA’s oversight and approval of strategic operational policing policy / priorities and the business change that supports this· at the strategic level ensuring that this policy and planning results in improved operational performance and productivity · ensuring that the MPA is effective and outcome-focused in discharging its responsibilities, for example through its business plan and scrutiny programme · The MPA’s statutory responsibilities for professional standards, including dealing with complaints against ACPO rank officers· dealing with urgent business or matters that do not come within the terms of reference of other committees

1. To oversee and approve MPS operational policing policy and business change at the strategic level, including working with the Commissioner to develop and consult on the Policing Plan.

2. In liaison with the Finance and Resources Committee, to develop an approach that achieves better integration between the MPA /MPS policing and financial plans.

3. To liaise with the Communities, Equalities and People Committee so that issues and priorities identified through that committee’s community engagement / consultation activities can be taken account of in the development of strategic policies and plans.

4. To ensure that MPS policy, planning and business change results in improved operational performance and productivity in respect of key priorities and targets and that risks that might adversely affect this are actively managed, working with the Corporate Governance Committee as appropriate.

5. To identify and be responsible for the Authority’s response in respect of cross-cutting issues, such as the 2012 London Olympics and counter-terrorism. The committee will liaise with the Finance and Resources Committee in relation to the financial planning for the 2012 Olympics.

6. In consultation with other committees as appropriate, to develop the Authority’s corporate strategy and business plan (for approval by the full Authority) and to monitor implementation and the effectiveness of outcomes.

7. To satisfy the Authority’s statutory duty to monitor MPS complaints procedures.

8. To exercise the Authority’s responsibilities in respect of reports, allegations or complaints against ACPO rank police officers, in accordance with the appropriate regulations.

9. To consider and recommend to the Authority a rolling scrutiny / service review programme. This will include agreeing:

• project scope
• budget
• membership
• timescale

10. The committee may make decisions where:

• an issue is of relevance to more than one committee
• is not included in the terms of reference of any other committee and does not require a decision by the full Authority
• a decision is required urgently before the next meeting of the appropriate body

11. To be responsible for the Authority’s press and public relations strategy and activities.

12. To ensure that the MPA engages in and influences national police reform issues.

13. To have due regard in exercising the committee’s responsibilities to equal opportunities generally, the general duty of the Race Relations (Amendment) Act 2000 and the requirements of other equalities legislation.

Professional Standards Cases Sub-Committee

Police Pensions Forfeiture

1. To determine whether forfeiture of a police officer’s pension should be considered because he or she has been convicted of an offence committed in connection with his/her service as a member of the police force which the Home Secretary may certify as either having been gravely injurious to the interests of the State or liable to lead to serious loss of confidence in the public service.

2. In the event of the Home Secretary issuing a certificate of forfeiture, to determine the proportion, if any, of the pension which may be forfeited permanently or temporarily.

Senior Officer Conduct

3. To investigate and deal with any allegations, report and complaints about the conduct of officers of ACPO rank in accordance with appropriate regulations.

4. To consider all matters relating to discipline against ACPO rank officers, within police regulations.

Business Appeals

5. To deal with appeals by officers of the MPS against refusals by the Commissioner of permission for them to pursue business interests.

Finance and Resources Committee

The Committee is responsible for:

• oversight and management of the capital and revenue budgets and other resources such as estates and ISIT
• monitoring policing performance against policing plan and other targets
• achieving an integrated approach to the development of policing and financial plans

Resources

1. To consider and recommend to the Authority:

1. a medium term financial strategy
2. the annual revenue and capital budgets for submission to the Mayor.

2. To receive regular monitoring reports from the Treasurer and Commissioner on revenue and capital budget performance.

3. To consider and review the Authority’s financial reserves.

4. To consider and approve major revenue business cases. However, where the committee considers major policy or significant additional or reduced expenditure is involved the committee may make recommendations to the Authority for decision.

5. To consider and approve, or recommend to the Authority, major capital programme scheme financial appraisals, justifications and briefs.

6. To consider and award, or recommend to the Authority, major procurement contracts as detailed in financial and procurement regulations.

7. To consider, either directly or by reference from other committees, any policy proposals with significant financial implications.

8. To approve the Authority’s annual Treasury Management policy and strategy, and to receive reports on performance.

9. To consider and determine issues in respect of the MPA estate and other resource issues.

10. To consider financial and strategic issues relating to the provision of information systems and information technology.

Performance and Resources

11. In liaison with the Strategic and Operational Policing Committee, to develop an approach that achieves better integration between the MPA /MPS policing and financial plans.

Policing Performance

12. Policing Performance

1. To consider and monitor performance against the Policing Plan targets and any performance indicators set locally or by external organisations. In doing so, the committee will consider performance at both a corporate and borough level in order to identify best practice;
2. To consider and monitor MPS performance in relation to priority business areas
3. To advise on the setting of relevant performance indicators and targets in annual plans and corporate strategies

13. Working with the Commissioner and the Strategic & Operational Policing Committee, to prepare and recommend to the Authority an annual policing and performance plan.

14. To lead on the production of the Authority’s annual report and any joint annual report prepared in conjunction with the MPS.

15. To consider issues relating to criminal justice performance

Equality and diversity

16. To have due regard, in exercising the committee’s responsibilities, to equal opportunities generally, the general duty of the Race Relations (Amendment) Act 2000 and the requirements of any other equalities legislation.

Communities, Equalities and People Committee

The Committee has a range of responsibilities including:· MPS Human Resource policies and strategies· Leading on the integration of equality and diversity work within mainstream MPS service areas· The MPA / MPS’s consultation and community engagement responsibilities

People

1. To consider and take any necessary decisions on matters relating to MPS HR policy and strategy, including:

1. workforce modernisation
2. the HR Strategy and annual business plan
3. pay strategy
4. recruitment and retention issues
5. training and development (including the Annual Costed Training Plan)
6. national issues, including implementation of Police Negotiating Board agreements

2. To arrange for the selection of ACPO ranks, subject to police regulations and/or Home Office determinations.

3. To consider high profile and sensitive cases in line with the MPA/MPS protocol. Where a claim for compensation has been made, the Committee will:

1. receive a quarterly information report on compensation cases settled by the Commissioner; and
2. consider, for recommendation to the Authority, those cases which require a decision by the Authority to settle a claim for compensation. (However, where a decision cannot wait for the next meeting of the Authority, the Committee is authorised to agree terms for a settlement).

4. To monitor MPS activity in relation to Employment Tribunals and grievances and to agree any proposed financial settlements.

5. To consider any matters relating to Police Appeal Tribunals and to arrange for the appointment of Authority Members to serve on Tribunals as and when required.

Equality and Diversity

6. To lead on the integration of equality and diversity work within the MPS, including:

1. ensuring that the MPA meets its statutory responsibilities under anti-discrimination legislation and monitoring the MPS’s response to this legislation
2. reviewing and scrutinising MPS performance on equality and diversity issues against agreed targets and policing plan objectives

5. To advise other MPA committees on equality and diversity issues relevant to their responsibilities.

Community Engagement and Citizen Focus

6. To ensure the effective discharge of the Authority’s consultative and community engagement responsibilities, including:

1. the implementation and review of the MPA / MPS Community Engagement Strategy
2. oversight of the MPS’s Citizen Focus programme and strategies
3. monitoring and reviewing how the MPA undertakes its statutory duties as a responsible authority of borough Crime and Disorder Reduction Partnerships
4. the development and delivery of borough based community engagement (including MPA funded community engagement work and Safer Neighbourhood Panels)
5. pan London community engagement and partnership initiatives
6. the Hate Crime Forum and Domestic Violence Forum
7. the Independent Custody Visiting Scheme

&. To liaise with the Strategy and Operational Policing Committee with regard to consultative arrangements in the development of policing plan priorities.

Corporate Governance Committee

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 Internal Audit’s Annual 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.

Standards Committee

1. To promote and maintain high standards of conduct by members of the Authority.

2. To advise the Authority on the adoption or revision of its code of conduct and to monitor the operation of this code.

3. To assist members in observing the code of conduct, including arrangements for training on matters relating to the code of conduct.

4. To establish sub-committees under regulation 6 of the Standards Committee (England) Regulations 2008/1085 (“the Regulations”) for the discharge of functions under s 57A and 57B of the 2000 Act, and regulations 18-20 of the Regulations; and to determine, or make arrangements for determining, the composition, membership and terms of reference of such sub-committees.

5. To discharge as a full committee the functions contained regulations 18-20 of the Regulations where the full committee decides that such functions should not be discharged by a sub-committee established under (4) above.

6. To discharge as a full committee the functions contained in regulation 17 of the Regulations; and, where considered appropriate by the full committee, to establish a sub-committee (and agree its composition, membership and terms of reference) to discharge such functions.

7. Subject to 5 and 6 above, to discharge or make arrangements for discharging any of the functions conferred upon the Committee under the Regulations and associated, relevant provisions of Part III of the 2000 Act.

8. In accordance with any statutory requirements, to monitor and advise the Authority on compliance with the requirements for registration of member interests and registers of gifts and hospitality.

9. To monitor the Authority’s performance in meeting its obligations under the Freedom of Information Act.

10. To consider and determine requests to grant a member a dispensation in the following circumstances:

1. The transaction of business of the Authority would, on each occasion on which the dispensation would apply, otherwise be impeded by, or as a result of, the mandatory provisions because

1. The number of members of the Authority that are prohibited from participating in the business of the Authority exceeds 50% of those members that are entitled or required to so participate; or
2. The Authority is not able to comply with any duty which applies to it under section 15 (4) of the Local Government and Housing Act 1989;

2. The member has submitted to the Standards Committee a written request for a dispensation explaining why it is desirable;
3. Unless the Committee has specified a shorter duration, any dispensation so granted shall lapse after four years.

11. Under Section 3A of the Local Government and Housing Act 1989 as amended by section 202 of the Local Government and Public Involvement in health Act 2007, to consider applications from MPA staff (including police staff) for the post held by them to be exempted from the list of politically restricted posts held by the MPA.

12. To have due regard, in exercising the committee’s responsibilities, to equal opportunities generally, the general duty of the Race Relations (Amendment) Act 2000 and the requirements of any other equalities legislation.

Appointment Panels

1. The Authority is responsible for the appointment of MPS ACPO officers (but not the final appointment decision in respect of the Commissioner and Deputy Commissioner), and MPA senior officers. An Appointment Panel consisting of Members of the Authority is responsible for making these appointments.

2. The Chief Executive has delegated power to determine the size and composition of the panel on each occasion.

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