The MPS Management Board

Th MPS Management Board is responsible for the strategic direction of the MPS (this excludes the City of London and the London rail network which have their own police service and structure - see right hand column). It is the MPS's most senior decision-making body and it:

  • prioritises the allocation of resources, to match development and delivery requirements
  • is accountable for managing the operational requirements of the service and
  • ratifies policies put forward by both the Performance Review and Resource Allocation Committees.

The Board is composed of the senior leadership including the Commissioner, Deputy Commissioner, the four Assistant Commissioners and the civilian support directors.

Currently the Board members are Commissioner for the Metropolitan Police is Cressida Dick and the Deputy Commissioner is Craig Mackey and the following Business Group lead officers:

  • Specialist Crime and Operations - Assistant Commissioner Pat Gallan
  • Territorial Policing - Assistant Commissioner Martin Hewitt
  • Security and Protection - Assistant Commissioner Mark Rowley
  • Professionalism - Temporary Assistant Commissioner Fiona Taylor
  • People and Change (Director) - Robin Wilkinson
  • Commercial & Finance (Director) - Lynda McMullan
  • Legal Services (Director) - Hugh Giles
  • Media & Communications (Director) - Martin Fewell
  • Digital Policing (Director) - Angus McCallum

The details of the board's specific responsibilities are indicated on the MPS Executive Structure Chart (June 2017).

Work of the MPS Management Board

The work of the management board is public although many of the details of its deliberations are 'restricted'. However, it operates in a similar way to any other Board of Directors, receiving presentations and reports on day to day strategic, tactical and operational issues and deliberating and concluding on recommendations that might be contained in the reports. There are standing items to consider - such as those provided by the civilian and uniformed directors themselves (overarching financial reports, human resources, tactical deployment matters etc.), reports on the implementation of policies and specific topical presentations and reports.

An Example of Management Board Work

An indicator of the types of subject and the potential depth of information can be seen in Elizabeth Filkin’s advice to the Metropolitan Police (January 2012) on the ethical issues arising from the relationship between the police and press. The Terms of reference of reference for her advice were:

“To advise the Commissioner of Police of the Metropolis and his Management Board as follows:

  • Generally as to ethical issues arising from the relationship between police and media;
  • The proper purpose of the relationship between senior officers/staff and more junior officers/staff and media executives and reporters at all levels;
  • Steps that should, or might, be taken to improve public confidence in police/media relations;
  • Whether there are practicable steps that should be taken to improve transparency of police/press relationships;
  • What, if any, hospitality is it acceptable for police officers/staff to receive or provide from/to the media; What evidence in relation to these issues should be led by the MPS to the Public Inquiry announced by the Prime Minister on 13 July 2011?”
The Key Messages from the review
  1. It is critical for policing legitimacy that the MPS are as open and transparent as they can be and the media plays an important part in this. On occasions the MPS has not been open enough in providing the right information to the public.

  2. The media is vitally important in holding the MPS to account on behalf of the public.

  3. The media is essential in informing the public about the work of the police service and its role in the justice system.

  4. It is impossible for an organisation to control every contact with the media. Any proposed solution will rely on police officers and police staff ‘living’ a set of core principles and making judgements about their application.

  5. In the past it has not been sufficiently clear to police officers and staff what principles should underpin contact with the media. This has resulted in practices which have been damaging.

  6. Where relationships with the media appear partial or selective, this creates a serious problem which is damaging to public confidence and to the MPS.

  7. Police officers and staff are the best ambassadors for the organisation in providing information to the public. They are part of the public they serve.

  8. The problems that I have been told about and the changes that I suggest are to do with broad organisational issues including leadership and management throughout the MPS. A narrow view focused only on the specific task of handling the media will not be productive.

A copy of the full report can be found here.