Metropolitan Police Service (MPS)

Police Staff Information Pack Band C

Origins

Founded by Sir Robert Peel in 1829, the Metropolitan Police Service (MPS) is one of the oldest police services in the world. The original Metropolitan Police District (MPD) covered a seven-mile radius from Charing Cross containing a population of less than two million. This was policed by 1,000 officers.

Today, the MPS is made up of 50,000 officers and staff, which includes over 5,000 volunteer police officers from the Metropolitan Special Constabulary (MSC) and its Employer Supported Policing (ESP) programme.

The current MPD includes the whole of the Greater London Area, covering 620 square miles and over 8.3 million people. Since April 2000, the boundaries of the MPD have mirrored the 32 London boroughs as shown below.

ABOUT THE METROPOLITAN POLICE SERVICE

Organisation

From the beginning, the purpose of the MPS has been to serve and protect the people of London by providing a professional police service; this remains our purpose. The Commissioner of Police for the Metropolis is appointed by the Queen, in consultation with the Home Secretary. The Mayor’s Office for Policing and Crime (MOPAC) supervises the police service and publishes an annual policing plan, including performance targets. It reports back to the Mayor, the London Assembly and the community.

We have an annual net budget of £3.6 billion – more than 25% of the total police budget for England and Wales. We are one of the largest employers in London and the South East of England.

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Commissioner

Metropolitan Police Service followin Cressida Dick

Executive Structure Deputy Commissioner Director of Strategy and Governance

February 2017 Craig Mackey Roisha Hughes g

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HANNAH MORGAN

Commissioners Chief of Staff

show Specialist Crime Territorial Specialist People Commercial Legal Media & Digital Policing

& Operations Policing Operations Professionalism & Change & Finance Services Communications s

ASSISTANT COMMISSIONER ASSISTANT COMMISSIONER ASSISTANT COMMISSIONER T/ASSISTANT COMMISSIONER DIRECTOR DIRECTOR DIRECTOR DIRECTOR DIRECTOR w Patricia Gallan Martin Hewitt Mark Rowley FIONA TAYLOR Robin Wilkinson Lynda McMullan Hugh Giles Martin Fewell Angus McCallum th

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Security Professional Crime Territorial Policing & Protection Standards Operations i CLARE DAVIES MATTHEW PUNSHON JENNY LEONARD ED STEARNS DAC GRAHAM MCNULTY DAC Lucy D'Orsi T/DAC RICHARD MARTIN ALEX BLATCHFORD s T/DAC DUNCAN BALL Director of HR Director of Property Asst Director Head of Media Service Delivery COMMANDER NEIL JEROME Services COMMANDER ADRIAN USHER Director Criminal Justice & Roads Policing STEPHANIE DAY T/COMMANDER – JAMES STOKLEY Protection Command SUE LEFFERS DAC ALISON Ian Percival FRANCA OLIFFE Gangs & Organised Crime NEWCOMB Head of Marketing Director of Shared Support A/Director of Finance Asst Director COMMANDER MAK CHISHTY COMMANDER SIMON BRAY DARREN SCATES Services Strategic Change Community Engagement Security Command COMMANDER – STUART CUNDY YVONNE O'HARA Technology & SIMON WILSON NAZ SALEH Major Crime Business Engagement COMMANDER DAVE MUSKER Head of Internal Director of Asst Director Director North and W est Areas Communications Commercial Services COMMANDER JULIAN BENNETT DAVID PITTY South and East Areas ALEX WALSH Solution Delivery Intelligence, Tasking Director of BSS Director Senior National & Operations Transformation Coordinator SRO: SLP Programme DAC PETER TERRY DAC MARK SIMMONS DAC NEIL BASU T/COMMANDER JANE CONNORS Public Access Met Operations COMMANDER DEAN HAYDON COMMANDER CHRISTINE JONES Counter Terrorism Command T/COMMANDER STEPH ROBERTS Vvulnerability/PVP Project Intelligence & Covert Policing ACC ALAN BARR

Deputy Senior National Coordinator COMMANDER MATT TWIST CHIEF OFFICER JOHN CONWAY Taskforce & Armed Policing Metropolitan Special Constabulary GARY PUGH Director of Forensic Services

SCO Transformation DAC STEVE RODHOUSE

The previous Commissioner has outlined his vision of Total Policing with a total war on crime, total care for victims and total professionalism from our staff at its core. We are committed to delivering excellent policing from tackling anti-social behaviour and other crime in neighbourhoods, through to dealing with terrorists and the most serious criminals often ‘behind the scenes’. We rely on the work of warranted officers, police community support officers (PCSOs), special constables and police staff to tackle the range of policing challenges facing London.

MPS Values, Mission and Priorities

Our success depends on us all working towards the same goals. Our strategy, led by the previous Police Commissioner, Sir Bernard Hogan-Howe, is called Total Policing. It consists of a set of priorities, set out below, supported by key values. Total Policing ensures that we are on the front foot in tackling criminality in all its forms. Where new techniques or new technology can help in that war, we will maximise use of it. Total Policing also means Total Care for victims – preventing people from becoming victims in the first place where possible but, where we have victims, ensuring that the MPS gives the best possible support. And we will do that with Total Professionalism, so that the MPS continues to foster the support and trust of law-abiding Londoners, while ensuring that it is an organisation that all criminals fear. All of this will be underpinned by our values of Courage, Compassion, Integrity and Professionalism.

Total War on Crime

We are crime fighters. This is a vital part of policing. Tackling crime, arresting criminals and bringing them before a court is the core of what we do, doing whatever we can to arrest criminals and stop crime as long as it is legal and ethical.

Total Professionalism

It is important that when a victim reports a crime that we tell them how that crime is being progressed and that they have confidence in those dealing with their case. We also need to ensure we are sensitive to the victim’s needs, understanding what is unique about them and how we tailor our service to meet their needs. We must always remember that we have a duty of care to our victims.

Our commitment to transform – ‘Met Change’

We’re determined to offer the best police service possible for Londoners. But we must change with it:

• We want all communities in London to have high levels of confidence and satisfaction

• We need to keep cutting crime as a more connected world creates new security risks and criminal threats

• We must invest in our people and modernise our technology so we can offer the public a better service. Our officers and staff deserve great tools to fight crime and support victims

• We need to be better at recognising great performance and challenging poor behaviour

• We want to be a Met that looks and feels like London by having officers and staff who can relate to the diverse communities of London.

As a result our goals are ambitious; to cut Neighbourhood crime by 20%, cutting costs by 20% and increase public confidence by 20% by 2017. To achieve this we will need a step change in the way we operate and how we are structured.

To achieve a step change in performance, cost and satisfaction the Met is undertaking a portfolio of change. Met Change is establishing the One Met Model. Four further programmes – the Commercial Strategy, Total Technology, Corporate Real Estate, and Total Professionalism – will build on the One Met Model, embedding the principles first established through Met Change.

Total Technology is a transformational programme of work that will provide modern IT for our workforce. Changes will enable us to use more technology out of the office, reduce re-keying of information and improve the IT systems and hardware all at a lower cost.

Corporate Real Estate (CRE) is reducing our estate by a third and cutting operating costs. By rationalising our estate we will be able to deliver savings but also, as importantly, free up capital to invest in new buildings and technology that are fit for purpose for the future of the Met.

Commercial Strategy manages both the renewal and market testing of some services. The programme will ensure the Met has effectively identified service requirements and is well

positioned with the market to be an effective and intelligent client.

Total Professionalism focuses on our people, values and behaviours. These are central for ensuring all the changes are successful. We are adapting our systems of reward and recognition to ensure we support the right behaviours to make change successful.

BACKGROUND TO Band C Development Manager

1. Service – Character Enquiries Centre - Disclosure and Barring Services-

Service Provided:

Part V of the Police Act 1997 and The Safeguarding and Vulnerable Groups Act 2006 place requirements on each Chief Officer of Police to supply “any” relevant information about individuals who may have access to children, vulnerable adults or who seek specified roles. The customers are the Disclosure and Barring Service (DBS), Disclosure Scotland and Access NI. The searching of “central records” is now undertaken by the bodies above. Research into, for example, non-conviction, intelligence, associates or a care matter is undertaken by police and a formal decision to release. Approved Information when relevant is made.

The role of the Character Enquiry Centre (CEC) is therefore important when it comes to protecting the reputation of the MPS and vulnerable people, and is one of the few areas in Operational Support Services where people's lives are at risk if the service fails. The roles within CEC are complex and require a high degree of concentration and specialist knowledge. If an incorrect decision is made or intelligence is missed, a person who is unsuitable may gain access to children or the vulnerable, putting them at significant risk. Alternatively, if applications are not processed within required timeframes a backlog of applications can rapidly accumulate and applicants will be prevented from entering employment

This job plays a fundamental part in driving a culture of continuous improvement and implementing and embedding sustainable solutions across the CEC operation.

SENIOR MANAGER PERFORMANCE FRAMEWORK

Job titleDevelopment Manager

Location: Marlowe House, Sidcup, London Borough of Bexley

Responsible to: Band B Ricky Fox. Responsible for: 12 members of Staff.

Job Purpose:

The postholder is the senior operational lead for the following Referencing & Vetting (R&V) services:

 Service and resource performance planning; analytics and risk management - to ensure the efficient and effective use of all resources to meet customer requirements within a commissioned Operational Support Services operating model  Service and process change and improvement - to ensure innovation in support of continuous improvement and best in class service provision to customers  Training and development - to ensure team members have the required skills and knowledge to complete their jobs and optimise performance levels  Quality and audit - to ensure compliance to stipulated standards and proactive problem identification and solutions;  Communication and engagement - to ensure both internal and external stakeholders are aware and informed in term of strategic objectives, understand the part they play and are committed to successful delivery

1. Service and resource performance planning; analytics and risk management

 Work effectively with the Service Delivery Director for R&V and Operations Managers and other Senior Leadership Team members to define the future strategic direction of Referencing and Vetting including new technologies  Work effectively with fellow Senior Leadership Team members to contribute and deliver upon the Refencing and Vetting strategy  Contribute to wider R&V Departmental-wide improvement projects  Devise case production; finance; people; H&S; IT and estate plans understanding dependencies and underpinning assumptions - aligned to strategic priorities and objectives and achievement of nationally agreed SLAs  Analyse and provide insight into actual production; finance; people; H&S; IT and estates performance against plan  Co-ordinate and oversee the management of all R&V business risk and mitigating action  Identify areas of under-performance to inform the commissioning of change interventions  Devise governance and teired accountability arrangements throughout the department

2. Service and process change and improvement

 Devise and oversee delivery of the annual change and improvement programme of work in support of annual strategic breakthough objectives and continually improve R&V performance  Benefits realisation lead in terms of improvements in service and cost performance, achieving upper quartile benchmarking  Act as the R&V Design and Change Authority  Develop the change and continuous improvement business system

SENIOR MANAGER PERFORMANCE FRAMEWORK

3. Training and development

 Devise and oversee delivery of the people succession, training and development plan

4. Quality, audit and compliance

 Devise the R&V internal audit and compliance programme of work including inspection of service, HR and finance processes; scheme of delegation; H&S and business continuity plan testing. Offer insight and recommendations regarding risk and improvement opportunities

5. Communications and engagement

 Lead stakeholder indentification; mapping and analysis  Devise and oversee the delivery of the stakeholder plan - aligned to strategic objectives  Deliver upon all aspects of the staff engagement strategy and staff survey action plan  Devise and oversee the delivery of the internal staff engagement and communication plan addressing both business as usual and change - aligned to strageic objectives

Skills, Knowledge & Experience

Skills

 Manage indirect and direct customers including report writing and problem solving representing the department with senior managers when called upon to do so

 Manage operations of a similar scale, scope and complexity to achieve benchmark standards of service and cost performance  Champion Continuous Improvement using Lean/Six Sigma toolset so that Continuous Improvement becomes a “way of life”  Harness IT to achieve step changes in cost and service performance  Lead people and change of a similar scale and complexity in a similar organisation which requires both “hard” (Project Management) and soft (HR Management) skills  Technical Skills a “seasoned professional” in the areas of responsibility to command the respect and confidence of the “senior professional” and the Operational Support Services Board  Manage suppliers who are instrumental to the delivery of the services for which they are responsible  The ability to solve problems some including complex analysis

Knowledge

This role is predominantly an operational management and change leadership role, albeit with some supervision, which reflects in the deep of knowledge and experience required by the role holder in these areas:

 Managing Relationships: strong knowledge of the theory and practice of relationship management both at an interpersonal and systems level

 Managing Operations: deep knowledge of service operations performance management systems and their application as a control system to achieve defined outcomes

SENIOR MANAGER PERFORMANCE FRAMEWORK

 Continuous Improvement: good practical knowledge of the range of tools and techniques and their application in a Service Operation  Harnessing IT: a good practical knowledge of Technology and IT System capability from a business impact perspective and a good practical knowledge of how to specify and deliver IT capability in conjunction with defining/ specifying efficient and effective business processes to solve complex business problems and meet information requirements  Leading People and Change: strong knowledge of the theory and practice of leading successful project and programs (Project Management) and leading successful change (Human Resource Management)

Experience

 Leading operations through change of a similar scale and complexity successfully delivered which have improved service, reduce cost and complexity

 Management and leadership and service delivery experience in a similar organisation setting  A broad range of experiences inside or outside the Metropolitan Police Service with examples of broad experience in a professional discipline relevant to the role

Behaviours

 People Leadership: Focuses on motivating and inspiring; provides vision, purpose and boundaries holding leaders accountable for delivery  Relationship Leadership: Aligns people towards a purpose; persuading, influencing and collaborating to build strategic partnerships  Business Leadership: Sets direction and strategy; delivering value through commercial acumen  Entrepreneurial Leadership: Has a broad global perspective; driving transformational change and continuous improvement; building talent by sponsoring future leaders  Technical Leadership: Does the right things by applying good practice; building commercial relationships

Communications & Working Relationships

 Service Delivery Directors/Head of Profession: ad hoc and formal meetings to ensure that the Service meets the requirements (SLA , policy, financial controls etc) and that the functional director can effect changes to policy and process where they need to  Service Delivery Directors: ad hoc and formal meetings to manage performance and change against the business plan. To develop the service plan for the department  Senior Clients: participation in ad hoc and in formal meetings up to and including DAC / Director level to ensure that the service meets their needs and to manage significant work or service issues  External Stakeholders: to ensure that the wider stakeholder groups needs are met where this is possible and managed where it is not  Peer Group: to ensure that R&V develops and maintains a single entity feel from the outside and inside. That it works seamlessly across the Operational Support Services business area.  Team: Ad hoc and formal to manage performance, change and to discharge responsibilities as leaders  Employees: Ad hoc, on a one to one basis and in teams to ensure that employees engage with the organisation and its broad objectives and that the voice of the employee is heard  Supplier Representatives: On an ad hoc and a routine basis to ensure that key suppliers are able to meet the requirements of the business  Train or coach their people and others to meet the skill requirement to make their service work

SENIOR MANAGER PERFORMANCE FRAMEWORK

Key Result Areas

 For respective team and services: leads the transition to end service process, driving continuous improvement through enhanced cost effectiveness and the pursuit of service excellence to attain and maintain benchmark levels of performance  Responsible for the service, operational and financial performance of the service team(s) they lead.  Manages the effective operation of the team(s) they lead to deliver Service Level Agreements and to achieve the agreed Key Performance Indicators  Jointly responsible for the creation of a high performance culture in the R&V operation  Manages the development and motivation of their staff through consistent R&V operation initiatives and through own actions and with reference to functional / professional standards  Delivers ongoing efficiency improvement through innovative operational developments, process re-engineering and technology enhancement  Leads and drives service enhancements from a customer perspective which will deliver service performance improvement  Ensures systems of monitoring and control are delivering effective performance and compliance of the service and to take corrective action where improvements are necessary to meet service, financial performance, control and risk management standards as measured against competitive benchmarks  To directly support the operational customer in the delivery of business outputs and outcomes  Control and comply with Health and Safety

Scope for Impact

The postholder is part of the R&V Senior Leadership Team that agrees and develops plans to deliver outcomes for the Character Enquiries Centre, Vetting, PNC & OVRO.

 Resources: Direct line management responsibility for 12 team members. Second line management responsibility for 2 team members. Second line management responsibility for caseworkers in training (50 due to start at various times during 2018/19 with approximately 15 to be placed within the academy at any one time). Matrix management responsibility of working with the production managers and team members of circa 130 FTE.  In their own right within delegated authority levels and governance frameworks, procure goods and services, hire staff, change processes and recommend policy changes  This is a challenging role and the role holder will have direct impact on R&V performance and reputation, which may include involving local/regional/national scale threats and/or safeguarding of children and vulnerable adults, the vetting of police officers and staff and ensuring PNC information is accurate and updated as per the requirements of our customers. The organisation receives heavy public scrutiny and the nature of work at this level attracts public/press/political interest

Dimensions  Directly responsible for delivering a £400K three year training budget.  Risks to operations: High  The services provided are important when it comes to protecting the reputation of the MPS and vulnerable people. This is one of the few areas in Operational Support Services where people's lives are at risk if the service fails.  This area of the MPS is considered to have a significant impact nationally on the DBS. It is subject to much external scrutiny. It is a high risk area if it fails to meet the standards set in law. It is the engine which delivers the MPS contribution to Disclosure and Barring Services / employment decisions by regulated bodies on a national basis.

SENIOR MANAGER PERFORMANCE FRAMEWORK Operational Effectiveness

Delivers quality outcomes to meet strategic objectives

Works in partnership to support the delivery of local and corporate objectives. Drives local performance, vision and strategy, managing streams of activity and aligning to corporate objectives where relevant. Ensures a high quality service, balancing the needs of customers and stakeholders. Adapts and responds to shifting priorities. Deals with complex challenges, engaging with root causes and managing solutions. Reviews working practices and enables change to improve existing practices.

Manages risk through informed and reliable judgement

Implements plans and considers contingencies. Evaluates complex information to make proportionate and justifiable decisions and manage risk where appropriate. Sustains clear and robust governance over area of responsibility. Provides guidance to others, seeking it where appropriate. Promotes continuous improvement proactively by identifying, sharing and applying lessons learnt.

Organisational Influence

Provides strong leadership

Provides clear direction through visible, approachable leadership and leading by example. Values and motivates staff, dealing with their concerns in a consultative way. Manages and develops a positive working culture and equality practices within area of responsibility. Actively demonstrates the promotion of equality and valuing of diversity and helps others to do so. Develops from own experience and supports the development of others. Takes account of how own behaviour affects others.

Ensures professional standards are upheld and clearly communicates support for corporate vision. Manages performance and staff issues appropriately and fairly. Shows personal resilience and ownership of decisions. Upholds policy, legislation and regulations, influencing policy where practicable, and acts with integrity, challenging those who do not.

Develops effective strategic relationships

Establishes effective and inclusive communication processes where relevant. Influences and communicates effectively through a sound understanding of relevant stakeholder environments. Ensures clear, two-way communication through listening and responding appropriately,

SENIOR MANAGER PERFORMANCE FRAMEWORK learning and sharing information. Works collaboratively across and outside of the organisation where practicable, upholding organisational reputation and managing risk to it.

SENIOR MANAGER PERFORMANCE FRAMEWORK

Resource Management

Manages own time and relevant resources efficiently and effectively

Forecasts resource requirements by evaluating complex factors and setting strategic business plans where practicable. Aligns available resources to achieve high quality service delivery and strategic aims. Reviews and maximises the capability of others to meet business need, ensuring they possess the right equipment and skills. Distributes work fairly according to capacity, knowledge and skills where relevant. Acquires and manages resources ethically and appropriately.

Manages and reviews resources to drive efficient practices

Drives a culture of efficiency through communication and involvement where practicable. Ensures efficient working through robust supervision and holding to account where necessary. Makes sound workload and deployment judgements to maximise efficiency as far as is appropriate. Manages budgets and resource related policy where relevant. Improves efficiency proactively through review, controlled change and optimising value for money.

YOUR REWARDS

Our senior staff have the opportunity to shape a vital and much- respected service. You will be involved in the management of London’s policing at a high level – responsible for protecting some 8.3 million people. The rewards and satisfaction are therefore incalculable and unique to this vital role.

All the MPS’s professional and support staff enjoy the kind of benefits that you would expect from one of London’s largest employers. These include substantial annual leave, eligibility to join the Civil Service Pension Arrangements, interest free season ticket loans, membership of MPS sports and social clubs, flexible working conditions and many more.

All MPS staff are eligible to join the Metropolitan Police Athletic Association (MPAA) and the Metropolitan Police Sports and Social Association (known as the ‘Comets’). The MPS has four well-equipped Sports clubs at Bushey, Chigwell, Hayes and Imber Court, available to all staff as well as family and friends. More details of how to join are available via the MPS intranet.

MPS staff also have access to the Met Benefits website, which offers a range of high street discounts.

ELIGIBILITY

CRITERIA

For further information regarding the eligibility criteria for joining the MPS, please visit the MPS Careers website or the information contained in the application. Please note that as part of the selection process you will be required to undertake a presentation on a subject that you will be informed of on the day of the Interview.

The MPS is committed to safeguarding the welfare of children and vulnerable adults. As part of these safeguards, the MPS adopts a consistent and thorough process of safe recruitment in order to ensure that all MPS staff and volunteers are suitable. Posts that involve a high level of contact with children and vulnerable adults will additionally require a Criminal Record Bureau (CRB) check.

Applicants with previous MPS service

Please note that individuals with previous MPS service who left the MPS as a result of a corporate Early Departure Scheme [where compensation was awarded e.g. redundancy] are not eligible to submit an application to re-join the MPS in any police staff role for a period of 5 years from their date of leaving the organisation. Any applications received that do not comply with this will be automatically rejected.

MAKING AN APPLICATION

Please submit your completed application by 23.55pm on Wednesday 3rdJanuary 2018.

For general enquiries please visit www.metpolicecareers.co.uk, which includes an ‘Answering Your questions’ section or contact the Recruitment Team on 01633 632500. • The recruitment process is thorough and consequently can be quite lengthy • Shortlisting and interviews will be based on the criteria listed • Until an offer of appointment is confirmed in writing, you should not assume your application has been successful.