The MPS management board structure

02/07
7 February 2007
MPA briefing paper

Author: Sarah Brader, Strategy Modernisation and Performance Directorate, MPS

This briefing paper has been prepared to inform members and staff. It is not a committee report and no decisions are required.

Summary

To ensure that the Metropolitan Police Service (MPS) achieves it’s widening mission and to enable the organisation to work more efficiently and effectively, Management Board has agreed to a number of organisational changes, supported by the MPA Sounding Board.

Work has been underway to implement the new structure from January 2007. Full implementation will be concluded by 1 April 2007 to link up with the new budget year.

Background

1. The key drivers behind these changes have been as follows:

2. The retention of five Assistant Commissioners, to ensure:

• Organisational resilience
• A clear focus on end-to-end citizen services, such as Metcall.

3. The nature of the terrorist threat facing London and the UK has changed dramatically over the past few years. Following consultation with the key stakeholders, it has been agreed that a sharper focus on Counter Terrorism (CT) functions within the MPS will enable Assistant Commissioner Specialist Operations (ACSO) to fulfil both London and national CT responsibilities. Some restructuring in Specialist Operations will therefore take place in order to provide:

• The Assistant Commissioner with the capacity to hold both the role of ACSO and Chair the Association of Chief Police Officers (ACPO) business area of Terrorism and Allied Matters (TAM).
• A fully integrated approach to the work of community engagement in countering terrorism.
• A specific responsibility for Specialist Operations on mainstreaming counter terrorism across the organisation, and
• Preparing the capital city for issues such as access points into London for the 2012 Olympics

4. As a result, Diplomatic Protection Group (SO16), Palace of Westminster (SO17), and Heathrow OCU (SO18) are to move from Specialist Operations to Central Operations to become part of its capital city policing portfolio. The relevant functions will be moving into the new business group and will retain their current structures and operating models. Specialist (SO1) and Royalty Protection (SO14) will remain within Specialist Operations. Key stakeholders from the aviation industry, key diplomats and the security regime at the Palace of Westminster will retain contact with ACSO where necessary and will continue to meet with him on counter terrorism issues.

5. To allow greater focus on the management of MPS finances, greater emphasis will be placed on Strategic Finance. The Director of Resources will be provided with the capacity to do this by the movement of Logistical Services into the Human Resources Directorate. There will be no change to the structure of, or the service provided by, Logistical Services.

6. The Operational Services Business Group will provide further emphasis on the citizen experience across the MPS and include Central Communications Command, Diversity and Citizen Focus, Directorate of Professional Standards and the Directorate of Legal Services.

7. Work has been underway to implement the new structure from January 2007. Full implementation will be concluded by 1 April 2007 to link up with the new budget year. The implementation of changes is the responsibility of the relevant Management Board leads, working together where appropriate.

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