MPS ORGANISATIONAL CHART

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MPS ORGANISATIONAL CHART

  1. 1. Information Pack Band C - Business Planning Officer Metropolitan Police Service
  2. 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. 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. 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. 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. 6. JOB DESCRIPTION OF BAND C Business Planning Officer Job Title: Business Planning Officer Directorate: Directorate of Resources Reports to: Business Planning Manager Location: New Scotland Yard, 10 Broadway, London SW1H 0BG Job Purpose: The role holder will co-ordinate the business planning, business performance and business improvement processes, implementing the planning framework and delivering planning outputs, analysing business performance, and recommending and realising improvement actions. The team will work closely with Finance Services, Business Strategy, Programme and Project support and Relationship Management, effecting successful implementation across the Metropolitan Police Service. As part of a pooled resource across Business Planning, Performance and Improvement and Programme and Project Support, the role will carry broad responsibilities, enhancing the organisations capability to develop, integrate and monitor effective business processes and to improve business performance. Accountable to the Business Planning Manager, the role holder will be responsible for: • Business Planning, implementing a process and project plan for corporate and budget planning and a business group business planning process, ensuring organisation-wide compliance • Producing strategic planning outputs, including the Policing Plan, Annual Report and high-level papers for the organisation and the MPA • Engaging partnership working to deliver on cross-cutting corporate objectives and implementing robust performance management criteria across business groups • Business Performance, supporting the development of corporate health indicators and monitoring and reporting against these and business critical programmes • Developing performance measures and targets and the organisations critical performance areas (CPAs), working with Strategic Analysis to model outputs • Analysing performance outputs to recommend improvement actions, including analysis for Performance and Investment boards and for Management board • Productivity, Efficiency and Continuous Improvement, supporting an annual Efficiency work programme, Service Improvement programme and Benefits tracking methodology • Assessing business cases for strategic investment decisions, ensuring resource allocation is guided by business requirements, and implementing robust benefits tracking processes • Supporting the strategic risk management function, embedding robust risk methodology through the planning framework and in business group business planning • Supporting sustainable development, embedding equalities, environmental, social inclusion and health imperatives through the planning framework and in business group business planning • Delivering projects within time, cost and specification parameters.
  7. 7. Knowledge, Skills and Experience: Education/Experience • Graduate and/or professional qualification in public, business or financial management or an appropriate analytical subject. Or An ability to demonstrate the equivalent level of knowledge, skills and competencies gained through strategic experience within business planning and performance • Related role experience • Experience of strategic business planning, performance and project management in a large organisation or complex environment • Track record of adding value to an organisation or business in this area • Evidence of success in building and forming working relationships across professional and operational boundaries within an organisation and with external organisations Functional Operational knowledge of: • Strategic business planning and process modelling • Organisational Performance management • Financial Planning and cost/benefit realisation • Strategy formulation and change management Working knowledge of: • Programme and Project management • Risk management and assessment • Quantitative and Qualitative analysis and modelling for decision-making • Strategic research and analysis Additionally: • Dynamic, problem solving capabilities Leadership • A developing leader who can motivate people to achieve an outcome • Ability to communicate and influence staff and stakeholders • An effective influencing style through clear written and personal presentation • Living the values of change and continuous improvement Interpersonal • Negotiation and communication skills, with an ability to offer advice across the organisation • Ability to operate under pressure 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 • Ability to deal with ambiguity and embrace change in an evolving environment.
  8. 8. • Flexibility with job duties and scope of work Supervision • Ability to engage Performance management • 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 Communications and Working Relationships: • Accountable to the Business Planning Manager • Interaction with senior management and staff - for business planning, performance analysis and action, benefits tracking and efficiency discussions and negotiation • Interactions with Business Managers and teams across the organisation • Interactions with management and officers in partner organisations and professional bodies - for discussions and debate, and best practice knowledge management • MPA reporting Key Results Area: • Business Planning, implementing a process and project plan for corporate and budget planning and a business group business planning process, ensuring organisation-wide compliance • Delivering high quality strategic output, including the Policing Plan in March, Annual Report in August and papers for Management Board and the MPA • Supporting the development a suite of corporate indicators and monitoring and actioning against these and against business critical programmes • Assisting in developing performance measures and targets and the organisations critical performance areas (CPAs), working with Strategic Analysis to model outputs • Improving business performance to agreed performance targets including developing analysis with Budget planning, Investment and Performance boards • Supporting an Annual Efficiency works programme (with Finance Services) and delivering the MPS Service Improvement Plan • Assessing business cases for strategic investment decisions, ensuring resource allocation is guided by business requirements, and implementing robust benefits tracking processes • Supporting the strategic risk management function, evidence of embedding robust risk methodology through the planning framework and throughout the organisation • Supporting sustainable development, evidence of embedding equalities, environmental, social inclusion and health imperatives through the planning framework • Embedding continuous improvement and process efficiency to agreed milestones
  9. 9. Scope for Impact: • Strategic impact on corporate planning processes and corporate performance • Negotiating with and influencing managers and stakeholders • Leading change across the organisation • Best practice in productivity, efficiency, benefits realisation, risk and corporate governance Dimensions: The introduction of this business planning and performance framework will have an impact across the entire MPS • The post holder may have financial line accountability for pay and non-pay costs • The post holder may be responsible for the direct management of staff • Indirect responsibility for organisation wide change ROLE PROFILE OF BAND C – Business Planning Officer Core Activities Responsibilities The role holder should effectively deliver these key requirements: Personal Complete administration procedures - 216 Responsibility Ensure that all matters relating to the process of information are carried out in a prompt, efficient manner and in accordance with legislation, policy and procedure. Comply with Health and Safety legislation - 206 Ensure that you show a duty of care and take appropriate action to comply with Health and Safety requirements at all times. Maintain standards for the management of information - 660 Maintain personal responsibility for collection, recording, evaluation, information sharing, review, retention and disposal of information in compliance with codes of practice and Guidance in the Management of Information, information security policy, procedures and legislation. Maintain standards of professional practice - 217 Ensure your behaviour complies with organisational values and organise your own work effectively to meet the demands of your role. Identify, implement and monitor development activities to enhance your own performance. Make best use of technology - 242 Make best use of technology in support of your role, ensuring correct operation and compliance with organisational and legal requirements. Promote equality, diversity and Human Rights in working practices - 141 Promote equality, diversity and Human Rights in working practices by developing and maintaining positive working relationships, ensuring that colleagues are treated fairly and contributing to developing equality of opportunity in working practices. Work as part of a team - 224 Work co-operatively with team members and colleagues, contributing positively and constructively to the achievement of team and organisational objectives.
  10. 10. Human Resources Address disciplinary and unsatisfactory performance procedures - 253 Take prompt action to address performance that is below standard, carrying out organisational procedures fairly and in line with own level of authority. Deal with grievances - 251 Investigate grievances with sensitivity and in accordance with organisational grievance procedure. Enable the organisation to retain personnel from all communities - 142 Enable the organisation to retain personnel from all communities by contributing to the fair treatment of staff and supporting staff in promoting equality, diversity and rights in the working practices. Managing the Analyse information - 1056 Organisation Analyse a range of information noting patterns and trends. Present the results in an appropriate format. Evaluate information to support action - 1055 Evaluate and assess the value of information identifying relevant patterns and trends. Use the information to take appropriate action and achieve desired outcomes. Gather information to support action - 1042 Gather information from a range of sources in order to support action. Ensure the information is obtained ethically and in accordance with relevant legislation and policy. Participate in meetings - 236 Prepare for and actively contribute within meetings in a clear, concise and relevant manner, ensuring decisions and actions are communicated to appropriate personnel. Prepare strategic position papers and briefings - 1154 Prepare position papers and briefings in response to questions from senior personnel and others in accordance with legislation and organisational protocols. Provide specialist advice and knowledge - 1072 Provide specialist advice and knowledge to colleagues, partners and other individuals and agencies to support the achievement of organisational objectives and enable compliance with organisational policy. Managing and Carry out performance reviews - 226 Developing People Complete a fair and objective review of individual performance, recognising personal achievements and identifying areas for future development. Delegate work to others - 223 Give responsibility and authority to others for discrete pieces of work, agreeing with them the targets they need to achieve, advising and supporting them in what they do. Manage the performance of teams and individuals - 222 Manage teams and individuals to agree short, medium and long term objectives, develop associated plans, and monitor and evaluate performance to ensure that organisational objectives are achieved. Prepare and deliver presentations - 234 Prepare and deliver information to diverse audiences ensuring that you use an appropriate communication style, operate equipment correctly and represent the values of the Service.
  11. 11. Health, Safety and Manage the welfare needs of individuals - 1160 Welfare Recognise any welfare needs that a member of staff may be experiencing, assist them in identifying the cause and agree a suitable way forward, acting at all times in accordance with organisational policy. Supervise Health and Safety - 205 Ensure that all team members are aware of health and safety requirements, continually seek ways to improve the work environment and take effective action in response to breaches in health and safety requirements. Behaviour Area Behaviour Leading the Planning and Organising - B Organisation 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. Problem Solving - B Gathers information from a range of sources to understand situations, making sure it is reliable and accurate. Analyses information to identify important issues and problems. Identifies risks and considers alternative courses of action to make good decisions. Community and Customer Focus - B Sees things from the customer's point of view and encourages others to do the same. Builds a good understanding and relationship with the community that is served. Leading the Way Respect for Race and Diversity - A 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. Strategic Perspective - B Concentrates on issues that support the broad organisational strategy. Maintains a broad view, and understands and considers the interests and aims of other units or outside organisations. Personal Qualities & Openness to Change - B Values Supports, promotes and puts into practice change. Introduces new ways of doing things and encourages others to accept them. Overcomes barriers to change. Personal Responsibility - A 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. 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.
  12. 12. 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. • 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 16:00 hrs on the closing date 27th November 2009 to HR.Help@met.police.uk or
  13. 13. Recruitment & Selection Service Centre, Room 2.08, 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.

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