Metropolitan Police Service (MPS)

Information pack Commander

About the Metropolitan Police Service

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 more than 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 8.5 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.

About the Metropolitan Police Service

The 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 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.

About the Metropolitan Police Service

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 2016. 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.

About the Metropolitan Police Service

Our approach to developing the One Met Model is based on proven business methods applied across both the public and private sector. The outcome will renew our emphasis on providing services to customers and will break down silos so we can work across organisational boundaries more easily. The One Met Model is transforming many areas of the organisation. The three main operational business groups (Territorial Policing, Specialist Crime & Operations and Specialist Operations) will remain but not in the same form. They will be supported by Shared Support Services and a single Headquarters (HQ). These changes are happening now through to the end of FY 2016. Some changes have already happened such as the introduction of the Local Policing Model (LPM), the Real-time Resources Desk, and the RED 24/7 Intelligence support. How is the Operating Model Changing? Much of what we do, and the demands that we face, will not change – the way we run a specialist investigation or deploy our response teams, for example. Many of the changes are about aligning our resources to the Met’s priorities and ensuring the management arrangements are focused on adding value to the front line with minimal bureaucracy. Officers and staff will have clearer roles. Front line officers will increasingly act as consumers of services, drawing upon dedicated teams (e.g. for intelligence) rather than taking on this responsibility at a B/OCU level. There will also be a noticeable difference for the citizens of London. The focus on service delivery will enable their needs to be better understood and met with greater accuracy, expediency and care. Offering every victim of crime a visit from a police officer is a good example. The image below summarises the services in the One Met Model and how they interact at the highest level.

About the Metropolitan Police Service

Operating as ‘One Met’ To operate as ‘One Met’ a number of areas will be vital to embedding change. • We will embed a culture of professionalism. Understanding the culture of the MPS and in particular how this drives observable behaviours will be critical to delivering these changes effectively. The Total Professionalism programme aims to extract the best of our current police culture through recognising its unique strengths and the motivations of the workforce. We will seek to ensure that Met culture is aligned with organisational goals, Met values and behaviours. It aims to create One Met culture – with collaborative working at its heart. • We will plan as one. Met HQ will develop strategy, policies and plans in line with the MOPAC strategic direction and in conjunction with frontline services. The commissioning framework to develop new strategies and policies will sit within the Met HQ. Planning capability will be increased to identify interdependencies across the One Met Model. • We will prioritise resources as one. Corporate Finance will ensure that we understand the short and long term financial implications of operations and change. It will work as part of the Met HQ to ensure resources are maximised and deliver the best operational performance. • We will govern as one. Our governance framework and Met HQ will guide the organisation to meet the Met’s strategy. It will ensure decisions are made and tracked in the appropriate places – and that we can oversee and manage dependencies and risks. We will have one set of business processes, one performance framework and one assurance framework.

Customer Contact Services

Taskforce & Armed Policing

Intelligence

Maxine de Brunner

DAC

Met Ops & Intel

Specialist Reactive

Specialist Proactive

Forensic Services

Finance & Reporting

West Area

South Area

North Area

East Area

Community Engagement

Criminal Justice

Central Area & Roads Policing

Helen Ball

DAC

Frontline Services

Misconduct UPP Chair

Richard Thwaite

INTERIM DIRECTOR

Digital Policing

Procurement Operations

Referencing & Vetting

SHARED SUPPORT SERVICES

Martin Fewell

DIRECTOR

Media & Communications

STRUCTURE UNTIL APRIL 2015 WHEN: Central Area to be amalgamated into the North Area

Hugh Giles

DIRECTOR

DIRECTOR

Nina Cope

Legal Services

Portfolio & Planning

Logistics Services

Anna Klonowski

INTERIM DIRECTOR

DIRECTOR

Robin Wilkinson

Commercial & Finance

Human Resources

MET HEADQUARTERS

Craig Mackey

DEPUTY COMMISSIONER

Sir Bernard Hogan-Howe

COMMISSIONER

Hire to Retire

Fiona Taylor

DAC

Professional Standards

Martin Hewitt

ASSISTANT COMMISSIONER

Professionalism

National Coordinator & Counter Terrorism

Counter Terrorism

Security

Protection

Patricia Gallan

DAC

Mark Simmons

DAC

DAC

Steve Rodhouse

Security & Protection

Neighbourhood Policing

Mark Rowley

ASSISTANT COMMISSIONER

Specialist Operations

Specialist Crime

Helen King

ASSISTANT COMMISSIONER

ASSISTANT COMMISSIONER

Cressida Dick

Neighbourhood Policing

Specialist Crime & Operations

JULY 2014

Executive Structure

Metropolitan Police Service

The following chart shows how the MPS is structured.

ABOUT THE ROLE – COMMANDER

This is an exciting opportunity to be involved with a time of significant change in the MPS. The role of Commander in the Met is undergoing change alongside those changes being implemented across the organisation. Commanders will be accountable for the strategic development, management and direction of policing to deliver the Met’s policing priorities. They will act as operational leads for corporate strategies in areas such as fleet and estates. They will also have wide spans of control with responsibility for large numbers of people and a greater scale of risk than previously. This will be an exciting but challenging role dealing with complex situations and influencing and collaborating with senior partners both internally and externally. The role will involve management of Service Level Agreements, commissioning services and responding to commissions, financial management and commercial awareness. Above all it will involve having a service focus, always linking work to the strategy set by MOPAC and Management Board, and working to deliver Total Policing to London. The changes that are being delivered across the MPS are having a significant impact on our people, both personally and professionally. The leadership challenge in engaging with our workforce in a way that secures their trust and confidence should not be underestimated and is a critical requirement of the role.

ABOUT THE ROLE – COMMANDER

Person Specification Applications are invited from existing Assistant Chief Constables and Chief Superintendents who have completed the Strategic Command Course. Although there is considerable opportunity to specialise within the role, we are looking for leaders who are flexible and able to move into different business groups, and drive better outcomes for the Met as a whole. We need candidates who can build community confidence and trust through their credibility, leadership style and personal qualities. Candidates will need to understand how to engage our workforce in order to deliver the level of cultural change that will be required to support our new ways of working. The successful candidate will need to have a track record of working with diverse communities and demonstrate resilience to face the many challenges and complexities of policing in London. They will need to have a service focus – the ability to manage across portfolios and make the best decision for the Met. Experience of financial management and commercial awareness would be an advantage. We are seeking individuals who can demonstrate the behaviours set out in the MPS Performance Framework for ACPO level, and who have a commitment to our Values. Effective verbal and written communication is essential as is the ability to negotiate and influence within a challenging and complex stakeholder and political environment. An understanding of political issues and their relevance to policing is essential: the successful candidate will be adept at recognising and managing operational risk. The Met has a range of unique, challenging and significant roles which would appeal to experienced detectives. Therefore, we particularly welcome applications for individuals with significant detective experience.

MPS PERFORMANCE FRAMEWORK (MPF) FOR ACPO OFFICERS

Your application to become a Commander in the MPS will be assessed against the MPS Performance Framework for ACPO officers and the MPS Values. Operational Effectiveness Delivers quality outcomes to meet organisational priorities Achieves successful outcomes through partnership working across London, nationally and internationally where relevant. Works to meet and balance the diverse needs of customers, partners and stakeholders. Ensures effective delivery towards safety and confidence, user satisfaction and the development of future policing services. Creates policing vision and builds into strategy. Overcomes complex challenges by managing core issues and developing creative solutions. Drives and manages structural and cultural change to improve service delivery, adapting to shifting priorities. Manages risk to the priorities of safety and confidence through informed and reliable judgment Forecasts and manages operational and business risk from multiple sources. Enables the implementation of plans and contingencies by setting direction effectively. Evaluates complex information and uses policing experience to make sound strategic decisions. Sustains clear and robust governance over structures, operations, responsibilities and compliance. 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 the workforce, engaging with them to address concerns. Develops and empowers teams to deliver towards relevant priorities, delegating work appropriately. Manages and develops a positive working culture and equality practices throughout the MPS. Actively demonstrates the promotion of equality and valuing of diversity and helps others to do so. Develops self and others, showing awareness of strengths and limitations. Takes account of how own behaviour affects others. Sets professional standards and works to ensure these are upheld, clearly communicating support for corporate vision and values. Balances national interests with corporate objectives. Manages performance and staff issues robustly and fairly and supports others to do so. Shows confidence and personal resilience, and accountability for making difficult decisions. Influences policy and upholds legislation and regulations. Acts with integrity and challenges those who do not.

MPS PERFORMANCE FRAMEWORK (MPF) FOR ACPO OFFICERS

Develops effective strategic relationships Establishes effective and inclusive communication processes throughout the MPS and with relevant external bodies. Influences and negotiates effectively through a sound understanding of relevant local and national stakeholder environments. Engages with others through listening and responding, learning and sharing information and communicating complexity appropriately. Promotes collaborative working and manages effective strategic relationships to benefit relevant customers and stakeholders. Upholds organisational values and reputation and manages risk to it. Resource Management Manages the right resources to enable effective working Evaluates complex information and relevant factors to inform long term resource requirements. Sets the direction for strategic business planning. Aligns available resources to achieve high quality service delivery and strategic aims. Acquires and manages resources proactively and compliantly, working and negotiating with others where relevant. Reviews and maximises the resources and capability of teams to meet business need. Manages and reviews resources to drive efficient practices Drives a culture of efficiency and value for money through communication and involvement. Directs efficient working through robust supervision and holding to account. Finds sustainable and fair solutions to maximise efficiency, as far as appropriate, without compromising performance. Oversees and shows accountability for resources and finances where practicable. Improves efficiency continually and proactively through review, controlled change and optimising value for money.

MPS PERFORMANCE FRAMEWORK (MPF) FOR ACPO OFFICERS

MPS Values Integrity, Courage, Compassion and Professionalism Professionalism Taking pride in the quality and efficiency of our service, we strive for excellence in all we do, recognising good performance and challenging poor behaviour. We work to understand and meet the expectations and needs of the communities we serve. We collaborate and deliver as a team, whilst taking personal responsibility for our actions.

MPS PERFORMANCE FRAMEWORK (MPF) FOR ACPO OFFICERS

INTEGRITY We act ethically and serve without fear or favour, respecting and valuing individuals for the diversity they bring. We inspire trust and confidence by doing the right thing and matching our behaviours to our words, always being fair, consistent, open-minded and honest.

MPS PERFORMANCE FRAMEWORK (MPF) FOR ACPO OFFICERS

COURAGE We stand up for what’s right, remaining resilient under moral and physical pressure, admitting and learning from our mistakes and holding others to account if we need to.

MPS PERFORMANCE FRAMEWORK (MPF) FOR ACPO OFFICERS

COMPASSION We respond to the needs of those we serve and protect, treating the public and each other with respect and dignity, being caring, friendly and engaging and taking time to clarify and explain.

YOUR REWARDS

REWARD PACKAGE Salary and Allowances Basic Pay – Payscale: Pay Point

Salary w.e.f. 1.6.2014

Salary w.e.f. 1.6.2015 Salary w.e.f. 1.6.2016

1

£95,640

2

£98,727

3

£101,805

£101,805

£101,805

4

£104,895

£104,895

Removed 1.6.16.

5

£107,976

£107,976

£107,976

£95,640

£95,640

Removed 1.6.15.

Plus London weighting £2,325 p.a. London Allowance £1,011 p.a. Rent or Housing Allowance or London Allowance 2 (£3,327 p.a.), depending on personal circumstances and eligibility. Travel All MPS officers are currently granted free travel on all Tfl bus, rail and tram services, on and off duty. ACPO rank officers may opt in to the ATOC rail travel scheme, subject to payment in respect of private travel, currently £40 per month, £480 per year, payable by monthly salary deduction. Full reasonable travel and subsistence costs and expenses necessarily incurred in the performance of duty will be reimbursed in accordance with the Regulations and MPS policies. ACPO Subscriptions Your ACPO subscription and CPOSA legal indemnity cover will be paid by the MPS on production of an invoice. You will be responsible for payment of the annual CPOSA subscription fee and any indemnity insurance supplement levied by CPOSA. Vehicle for Business and Personal Use or Allowance in Lieu and Driver Provision A car will be provided to you from an approved list of models and specifications, or may be provided with an existing vehicle from the ACPO fleet, at the discretion of the Deputy Commissioner. The car is available for both personal and business use and can be driven, and is insured, for private use by you and a spouse or partner. An insurance excess will apply in the event of claims incurred in private use attributable to you or a spouse or partner.

YOUR REWARDS

You will be required to meet the asset-based tax liability of private use of the vehicle, including home to office use, and reimburse the MPS for private fuel use at MPS determined rates. Alternatively, you may choose to receive, in lieu of vehicle provision, an allowance of £10,500 p.a, conditional upon you undertaking that you will use existing resources for business travel requirements where operationally necessary. ACPO rank officers have access to pooled drivers for business journeys under Business Group arrangements, excluding home to work travel. Driving for business is restricted to you or another MPS authorised driver. Accommodation and Relocation ACPO officers appointed from outside the Greater London area may be provided with accommodation in Greater London for an initial period of up to six months. The location and provision of accommodation will be determined by the Deputy Commissioner. The provision of accommodation will be documented by way of an Assured Shorthold Tenancy (AST) for the six month period. During the six month period, eligible officers may elect to receive Rent or Housing Allowance and will be charged a rent for the provided accommodation, based on social housing rate. Alternatively, officers may relinquish their entitlement to Rent or Housing Allowance for the initial six month period and will not be charged rent for the accommodation. Any allowance foregone will be reinstated upon termination of the tenancy. The cost of utilities, including council tax, satellite television and all other subscriptions and services will be met in all cases by the officer. Any ACPO officers appointed from outside the Greater London area who live more than 70 miles from London will be reimbursed reasonable, receipted costs of removal of their principal residence to within 30 miles of central London up to a total of £40,000, subject to prior approval by the Deputy Commissioner. Tax liabilities in respect of approved costs outside HMRC exemption requirements will also be met by the MPS. The decision to offer reimbursement of specified expenses will be notified in advance by the Deputy Commissioner, based on the individual circumstances, and expenses will be paid once in respect of an initial appointment only. Annual Leave Officers are entitled to paid leave in accordance with Annex O of the Determinations made under Regulation 33 of the Regulations. The application of these Regulations is being interpreted in the Met as 33 days’ annual leave plus 2 rest days per week.

THE SELECTION PROCESS

Stage 1 – Application Pack Candidates will be required to submit a structured CV on a template provided. The final section of the structured CV template requires the candidate’s Deputy Chief Constable/DAC to complete the reference form and eligibility criteria checklist. The CV (including reference), diversity monitoring questionnaire, and a copy of the candidate’s Strategic Command Course Report, and Senior PNAC report should be submitted by midday on the 28th October 2014. Stage 2 – Shortlisting Your CV, including your reference, will be reviewed and assessed against the MPS Performance Framework (MPF) and the MPS Values and the requirements of the role in the week commencing 3rd November 2014 (subject to operational commitments). Candidates who are successful at the short listing stage will be invited for interview. Unsuccessful candidates will be advised in writing. Stage 3 – First Stage Interview This interview will be taking place between the 10th and 21st of November 2014 at New Scotland Yard with Assistant Commissioners on the panel. Stage 4 – Final Interview Panel The final interview panels will be held on the 24th and 25th November 2014 (subject to operational commitments). The interview will be based on the MPS Performance Framework (MPF), the Met values and the requirements of the rank of a Commander. The interview will incorporate the requirement for candidates to give a short presentation. Candidates will be asked to complete a personality profiling tool prior to interview. Stage 5 – Post Interview Stage Candidates successful at interview will be sent an initial offer of appointment. A formal offer of appointment will be made, subject to satisfactory completion of enquiries into your health and character. Candidates unsuccessful at interview will be advised in writing and offered the opportunity for feedback. Please e-mail the following application documents to Jo Nelson at [email protected] by midday on the 28th October 2014. • Structured CV, including reference • Diversity Monitoring Questionnaire • Strategic Command Course Report, Senior PNAC Report

THE SELECTION PROCESS

We hope you have found this pack informative. We’d like to offer you the opportunity to find out more about the Met and to come and meet or speak to some of our senior team. If you would find this helpful please contact Jo Nelson on [email protected]