MPA & MPS Budget book 2006-07

MPA Revenue and Capital Budget Book 2006/07
Business Group:
Responsible Officer:
Metropolitan Police Authority
Chief Executive and Clerk of MPA
Service Description:
Secretariat
The Secretariat supports the members of the Authority to ensure the Authority is able to:
• Secure the maintenance of an efficient and effective police force in London.
• Be accountable for the management of its budget. The Treasurer is the statutory Chief Financial
Officer of the MPA under Section 127(2) of the Greater London Authority Act 1999 and is
responsible for ensuring that the financial affairs of the MPS and MPA are properly administered
having regard to probity, legality and appropriate standards. The MPA delegates day-to-day
financial management responsibility to the Commissioner.
• Participate as a member of the Crime and Disorder Partnerships set up between each London
borough and the Commissioner.
• As Best Value authority, secure continuous improvement in the way policing is provided in
London.
• Have a role in the appointment, discipline and removal of senior Metropolitan Police officers.
• Publish an annual policing plan after consulting the people who live and work in London about
policing priorities in their areas and taking account of their views.
• In everything it does, seek to promote equality of opportunity in a diverse community.
• Set policing targets and regularly monitor MPS performance against them.
Internal Audit
Internal Audit assists both the Metropolitan Police Authority and the Commissioner in the discharge
of their responsibilities for the policing of London. Internal Audit supports the MPA by providing the
Treasurer and the Audit Panel with reports and analyses of the degree of adequacy and
effectiveness of internal control within the MPS and MPA, and contributes to the Commissioner's
objective of ensuring that systems are secure and safe against corruption through:
• Advice on the prevention and detection of fraud affecting the MPS and investigation of waste or
abuse within the systems that support the policing of London.
• Evaluation of the adequacy and effectiveness of the corporate control framework.
• Risk based reviews of all internal systems.
• Advice on the adequacy and effectiveness of planned controls in new and developing systems.
• Promulgation of best practice across the MPS.
Managed Provision
• Budgets managed by the MPA which do not directly fund activities of the MPA.
• Community & Police Consultative Groups and Independent Custody Visitor Panels.
• External Audit fees.
6