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  • 1. Information Pack Band B Senior Strategic Analyst Metropolitan Police Service
  • 2. INTRODUCTION TO THE METROPOLITAN POLICE MPS ORGANISATIONAL CHART Commissioner Deputy Commissioner Sir Paul Stephenson Tim Godwin Ailsa Dick AC Chris T/AC Rose AC John AC Anne Martin Beaton Fedorcio Allison Fitzpatrick Yates Cressida McMeel Tiplady OBE QPM Dick Director of Central Territorial Specialist Director of Director of Information Director of Operations Policing Specialist Crime Resources Human Public Operations Directorate Resources Affairs The Metropolitan Police Service is famed around the world and has a unique place in the history of policing. It is by far the largest of the police services that operate in greater London (the others include the City of London Police and the British Transport Police). The Royal Parks Constabulary has now become part of the Metropolitan Police Service. Founded by Sir Robert Peel in 1829, the original establishment of 1,000 officers policed a seven-mile radius from Charing Cross and a population of less than 2 million. Today, the Metropolitan Police Service employs 31,000 officers, 14,000 Police Staff, 414 traffic wardens and 4,000 Police Community Support Officers (PCSOs) as well as being supported by over 2,500 volunteer police officers in the Metropolitan Special Constabulary (MSC) and its Employer Supported Policing (ESP) programme. The Metropolitan Police Services covers an area of 620 square miles and a population of 7.2 million. All of these resources are employed in working towards the corporate vision of making London the safest major city in the world. To complement the corporate vision the MPS has a set of Values and Behaviours, which drive daily performance at all, levels. The service provided by the MPS is vital to the millions of people who live, work and visit London. The MPS Commissioner, Sir Paul Stephenson, is assisted by a Deputy Commissioner and four Assistant Commissioners. Senior Police Staff span the organisation, but are primarily situated in, and have responsibility for, Information Technology, Human Resources, Public Affairs and Resources. The delivery of direct operational policing predominately takes place from 32 Borough Operational Command Units (BOCUs), as well as the Operational Command Unit at Heathrow Airport, with a senior police officer in charge of each area. As well as day-to-day policing the MPS has a range of specialist units that work to support operational policing. The MPS has national responsibilities on matters related to counter-terrorism, as well as other specialist crime areas, and so therefore maintains close working relationships with the Home Office.
  • 3. BACKGROUND INFORMATION ON DIRECTORATE OF RESOURCES The Directorate of Resources (DoR) provides professional services to support the complex requirements associated with meeting the demands of modern policing, including delivery of an effective police service to London’s diverse communities. DoR works in partnership across the MPS to ensure the effective planning and delivery of services within a clear governance framework. The Director of Resources is the principal financial adviser to the Commissioner. DoR is responsible for effective financial and business planning and stewardship of the £3.6bn budget; procurement and contracting for the MPS including protecting the MPA’s interests; the management of the MPA estate comprising over 820 operational buildings, 858 residential properties and 740 rooms in section houses; the management of external relationships; and the provision of strategic research & analysis, performance improvement and programme & project support. The key areas of responsibility of Resources are: Finance Services Ensuring effective financial planning and stewardship of the £3.6bn budget to support efficient delivery of policing services, promoting and supporting the use of financial information as an aid to strategic management and providing professional management accountancy advice and guidance throughout the MPS. Procurement Services Working collaboratively with the Business Groups to assist in delivery of corporate efficiency targets; sourcing goods and services and managing suppliers in the most optimum and cost effective manner in support of operational policing; improving effective governance and protecting the MPA’s interests as the contracting authority. Property Services Managing the MPA estate and ensuring the provision of property for the MPS, in particular estate repositioning and renewal. Coping with accommodation demands and improving resilience on an affordable basis. Providing Operational Support. Strategy and Improvement Department Implementing an integrated business and budget process and robust business performance framework for the MPS, including a Service Improvement Plan and the corporate governance framework. Enhancing the MPS’ relationship management capability and ensuring a high performing strategic analysis function. Resources Programme Office Providing project and programme management support, performance management and communication services for the Directorate. Strategy and Improvement Department (S&ID) Overview The Strategy and Improvement Department (S&ID) within DoR was established on 1 April 2008, following a review of what was previously the Strategy, Modernisation and Performance Directorate (SMPD). S&ID leads in the following broad areas: • Relationship management and strategic secretariat support to MPS corporate boards • Strategy development and strategic research and analysis • Corporate planning, business performance and service improvement • Programme and project support.
  • 4. Ambition In general terms, the ambition for this corporate service is to develop a clear, robust governance, decision-making and planning framework for the MPS, with standards being set by the centre and practical support being given to Business Groups (who have clear ownership and responsibility for delivery). S&ID is tasked with helping to embed value for money into business as usual but also with offering effective support to Management Board and other decision-making bodies. S&ID Objectives 1. To strengthen our relationship management capability with the MPA and key stakeholders 2. To facilitate improvements in operational performance by aligning research capacity and capability to strategic objectives 3. To create a proactive strategy development function responsive to changes in our external environment 4. To develop a strategic analysis function that evaluates business performance and informs corporate decision making 5. To design, implement and continuously review a robust corporate governance framework for the MPS, that includes the management of risk and enhances corporate decision making 6. To implement an integrated business planning and budget process and robust business performance framework for the MPS 7. To provide expert project / programme management support across the Service 8. To develop a Service Improvement Plan in support of business objectives that delivers efficiency, continuous improvement and long-term value for money. Key work for 2009/10 S&ID priorities for 2009/10 include: • Development of the MPS Service Improvement Plan to drive continuous improvement • Integrating our business planning and budget processes • Further development of the MPS Corporate Strategic Assessment process • Development of a clear, robust corporate governance and decision-making framework for the MPS • Building a new set of 'corporate health' indicators to determine how well we our managing our key resources, and monitoring delivery • Developing more effective forward planning, decision-making and follow up procedures for MPS corporate boards • Putting in place a high performing strategic analysis function and a programme of research, aligned to our strategic objectives, to help support operational delivery • Helping the MPS to engage more effectively with MPA and key London and national stakeholders • Providing ongoing practical support to major change programmes (such as Transforming HR) and operational work (such as the Operation Alliance 5 project to tackle serious gang-related violence in South London).
  • 5. Service Improvement Plan (SIP) The MPS has a good record in both delivering efficiency plans to target and implementing significant programmes of change. During 2008/09, the Service reviewed and adapted its approach to delivering efficiency, productivity and change to ensure that continuous improvement is integral to our business planning process. This has involved: • Incorporating a fifth strategic outcome – ‘Continuous improvement is fundamental to service delivery’ - within the Business Plan • Establishing a Service Improvement Plan (SIP) and associated governance arrangements as an integral part of the MPS business planning and budgeting process. The 2009-12 Service Improvement Plan comprises a range of programmes and projects. These reflect: • A focus on reducing support costs and overheads • Areas of service improvement requiring investment • The lead in time to deliver real change. SIP is a ‘living programme’ and will develop over time to ensure that it continues to reflect key service improvement issues. These will include findings of relevant reviews and inspections, particularly those reducing bureaucracy and costs. SIP will capture the major areas of corporate investment and efficiency savings across the organisation, in order to support the delivery of the medium term financial plan. Headline criteria for programmes and projects to be included within SIP as it develops are: • Ideally broad in nature (i.e. cross-business group) • Offering significant efficiency savings or other benefit • Representing significant improvement • Offering significant reduction of organisational risk. SIP programmes and projects will be grouped under two broad headings. These are Productivity and Efficiency, and Capability and Capacity. In supporting and informing SIP, the Strategy and Improvement (S&ID) and the Finance Services (FS) Departments of DoR will play important roles by developing a more comprehensive picture of MPS performance than has previously been possible. In particular, this work will involve: • Identifying major cost drivers in the Service • Developing spend analysis and carrying out appropriate benchmarking exercises on general spend patterns and/or specific services • Developing standards for service reviews and comparisons • Providing assistance and advice to business groups in carrying out reviews and comparisons with outside bodies • Identifying potential areas for improvement from audit and inspection reviews, and also from ACPO / NPIA development work and from environmental scanning more generally. It is important to emphasise that SIP will focus upon those projects and programmes that offer the biggest savings and service improvements, and particularly those with cross-business group dependencies and benefits.
  • 6. 1. Job and Organisational Details Job Title: Senior Strategic Analyst Directorate: Directorate of Resources Reports to: Head of Planning, Performance and Risk Group Location: New Scotland Yard, 10 Broadway, London SW1H 0BG 2. Job Purpose This role will manage strategic and business analysis, collating, evaluating and modelling environmental and organisational information to inform organisational performance, strategic decision-making and business planning, working closely with Strategic Research, Business Planning and Performance and Relationship Management, and building effective relationships with key stakeholders and partners. Reporting to the Head of Planning, Performance and Risk Group, the role will carry broad responsibilities and line management function, enhancing the organisation’s capability to collate and analyse information, enhance business performance and planning and develop effective corporate strategy. The role holder will manage and be responsible for: • Strategic analysis, identifying, collating and evaluating environmental and organisational performance information to inform strategic decision- making across the Service, supported with valid and reliable evidence and research. • Liaising and consulting with external governance stakeholders (e.g. Home Office, HMIC) re performance regime. • Modelling strategic output, including environmental, organisational and comparative business information to deliver strategic products, including business performance assessments in support of corporate strategy formulation. • Analysis and interpretive reporting on National Performance Indicators (including APACS and NI), mapping indicators against performance outcomes and reporting against these. • Analysing business trends and recommending actions, including analysis to inform Management and Performance boards, and reporting on business performance critical programmes. • Quality assurance in analytical outputs, through project definition, validation of information, use of analysis tools, interpretation of findings, and clear dissemination and presentation. • Delivering best practice technical expertise in qualitative and quantitative analysis, and developing appropriate processes, tools and analytical methodology • Identification of organisational dependencies (including effect on delivery of performance outcomes) and understanding the combined impact of change. • Developing, communicating and reviewing the maintenance of analytical standards. • Delivering projects within time, cost and specification parameters
  • 7. 3. Knowledge, Skills, and Experience Education/Experience • Professional and/or graduate qualification in a statistical, analytical or information modelling arena or an appropriate business management subject. An ability to demonstrate the equivalent level of knowledge, skills and competencies gained through strategic experience within business performance and information analysis • 3+ years related role experience, with 1+ at a senior level • Significant experience of strategic information analysis, business performance modelling and team management in a large organisation or complex environment • Track record of adding value to an organisation or business in this area Functional Substantial knowledge of: • Organisational Performance management • Quantitative and Qualitative analysis and modelling for decision- making • Strategic business planning and process mapping • Research methodologies and statistical inference Working knowledge of: • Strategy formulation and Change management • Financial Planning and cost/benefits realisation • Project management and Risk assessment Additionally: • Dynamic, problem solving capabilities Leadership • A strong leader who can motivate a team • Ability to communicate and influence senior staff and stakeholders • An effective influencing style through clear and persuasive written and personal presentation • Visible leadership of change and continuous improvement programmes Interpersonal • Negotiation and communication skills, with a track record of giving professional advice across the organisation • Ability to operate in a complex organisational or political environment • Ability to establish and build strategic relationships across professional and operational boundaries and with partner organisations • Ability to cultivate an environment focused on organisational needs and customer satisfaction • Flexibility with job duties and scope of work
  • 8. Supervision • Coach and motivate team members to optimise team effectiveness • Performance management, including holding staff accountable for agreed levels of performance • Ability to identify and implement improvement opportunities • Ability to influence change in others through role modelling • Ability to impact team morale, sense of belonging and participation 4. Communications and Working Relationships • Accountable to the Head of Planning, Performance and Risk Group • Interaction with Directors, Senior management and Management Board Members - for corporate analytical capability, business performance analysis and action, and strategic decision-making discussions and negotiation • Interactions with Business and Performance Managers across the organisation • Performance, Management and Budget planning boards • MPA negotiations and reporting 5. Key Results Areas • Strategic Analysis, identifying, collating and evaluating information from internal and external sources to inform strategic decision-making, supported with validated evidence and research • Modelling strategic output to deliver strategic products to support business performance assessments • Analysis and interpretive reporting on National Performance Indicators (including APACS and NI), mapping indicators against performance outcomes and reporting against these • Analysing business trends and recommending actions, including analysis to inform Management and Performance boards, and reporting on business performance critical programmes • Quality assurance in analytical outputs, through project definition, validation of information, use of analysis tools, interpretation of findings, and clear dissemination and presentation • Delivering best practice technical expertise in qualitative and quantitative analysis, and leading the development of appropriate processes, tools and analytical methodology • Identification of organisational dependencies and understanding of combined impact of change • Strategic lead on developing corporate analytical and statistical inference training • Delivering projects within time, cost and specification parameters
  • 9. 6. Scope for Impact • Strategic impact on corporate performance and strategic processes • Negotiating with and influencing senior managers and stakeholders • Defining the scope of strategic analysis • Financial line authority for respective functional areas – delivering value for money • Best practice in quantitative and qualitative analytical methodology 7. Dimensions The delivery of robust evidence-based analysis will impact directly on organisational performance and strategic decision-making and will inform Management/Performance Board members • The post holder may have financial line accountability for pay and non- pay costs • The post holder will be responsible for the line management of staff with overall responsibility for up to 5 posts • Indirect responsibility for organisation wide change 8. Role profile Behaviours Description of Behaviours that are being tested at application stage. Gathers information from a range of sources. Analyses information to Problem Solving – A identify problems and issues, and makes effective decisions. Applies a range of analytical techniques to understand complex information issues. Considers a range of options and their effects. Makes strategic decisions by logically analysing all the relevant factors Focuses on the customer and provides a high-quality service that is Community and tailored to meet their individual needs. Understands the communities Customer Focus - A that are served and shows an active commitment to policing that reflects their needs and concerns. Maintains a broad understanding of social trends and identifies what effect they will have on the organisation. Creates processes that make sure stakeholders’ and customers’ views and needs are clearly identified and responded to. Puts in place strategies for media and community relations. Looks at issues with a broad view to achieve the organisation’s goals. Strategic Perspective Thinks ahead and prepares for the future. -A Understands external expectations and influences on the organisation or unit. Identifies common goals, interests and perspectives with other agencies. Creates a vision for the future and a strategy for how it can be achieved. Openness to change Recognises and responds to the need for change, and uses it to –B improve organisational performance. Supports, promotes and puts into practice change. Introduces new ways of doing things and encourages others to accept them. Overcomes barriers to change.
  • 10. Planning and Plans, organises and supervises activities to make sure resources are Organising – B used efficiently and effectively to achieve organisational goals. Plans activities thoroughly for self and others. Builds milestones into plans, monitors progress and adjusts them as necessary in response to any changes. Provides clear direction and makes sure that staff know what is expected of them. Takes personal responsibility for making things happen and achieving Personal results. Displays motivation, commitment, perseverance and Responsibility - A conscientiousness. Acts with a high degree of integrity. Readily accepts responsibility for self and others. Takes responsibility for managing situations and problems. Leads by example, showing a commitment and a determination to succeed. Continues to learn and develop. Considers and shows respect for the opinions, circumstances and Respect for Race and feelings of colleagues and members of the public, no matter what their Diversity - A race, religion, position, background, circumstances, status or appearance. Understands other people’s views and takes them into account. Is tactful and diplomatic when dealing with people, treating them with dignity and respect at all times. Understands and is sensitive to social, cultural and racial differences. ELIGIBILITY CRITERIA For further information regarding the eligibility criteria for joining the MPS, please refer to the guidance notes available on the MPS Careers website or contained in the application. 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. MAKING AN APPLICATION AND THE SELECTION PROCESS We hope that you complete the application form you will have received with this information pack and for your information when we receive your application form the following will happen • Your application form will be initially sifted against MPS criteria such as convictions and nationality • Following the initial sift your application will be assessed by the manager of the department to which you are applying against the advert criteria and the information supplied about the role within this pack • If successful at this stage we will contact you regarding an interview date for which you will receive a minimum of 7 days notice. If you are unsuccessful at this stage we will also write to you and advise you of this • The interview will be a competency-based interview and questions will be posed around the criteria identified for the role in question as detailed in the advert and information pack.
  • 11. • If successful at interview we will send you an initial offer of employment with details of ‘what happens next?’ • If unsuccessful we will also advise you in writing but will be unable to offer feedback WHAT TO DO NEXT Please complete the application form and the equal opportunities monitoring form. A recent passport sized photograph* (please put your name on the back of it) should be attached to the application form and all forms should be returned by 4pm on the closing date 18 November 2009 to or Recruitment & Selection Service Centre, Metropolitan Police Service, Simpson House, Peel Centre, Aerodrome Road, Hendon, London NW9 5RH Please do not e-mail and send an application by post as this causes duplication. * The photograph will not be submitted with your application at the shortlisting stage • The recruitment process is therefore thorough and consequently can be quite lengthy. • Shortlisting and interviews will be based on the criteria listed. • All completed applications received will be acknowledged in writing. Until an offer of appointment is confirmed in writing, you should not assume your application has been successful.