Metropolitan Police Service Information Pack Chief Digital and Technology Officer Welcome to a changing city, a World leading organisation and a ...
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Metropolitan Police Service Information
Pack
Chief Digital and Technology Officer
Welcome to a changing city, a World leading
organisation and a fascinating and exciting
role
1
CONTENTS PAGE
____________________________________________________________________
Introduction from the Commissioner, Cressida Dick 3
Introduction from Deputy Commissioner, Sir Steve House 6
About the Met 9
Executive Structure 13
About the Role 14
Rewards 21
How to apply 22
Competency & Values framework for Senior Police Staff 23
2
INTRODUCTION FROM THE COMMISSIONER
___________________________________________________________________
I am looking for an outstanding leader to join my Board as our Chief Digital and Technology
Officer. Page
3
London is a fantastic place to live, to work and to visit and I am incredibly proud to serve the
capital. It is a diverse, growing and ever-changing city with national impact and
international reach. I am also incredibly proud to lead and serve the Met as its
Commissioner.
The Met is an effective and successful police service, with a well-deserved global
reputation. We have a strong heritage, clear values and huge pride for the contribution
and sacrifices made by many who have served before us. We also have high ambition
for the future and determination to ensure the Met retains what I think is its justifiable
reputation as one of the best police forces in the world. That means we need to
continue to strive to be even better – learning from others, being bold with new
opportunities and harnessing the skills and creativity of our amazing workforce.
In joining the Met, you will join a team of some 50,000 people who work tirelessly to
keep London safe, a team that does extraordinary things on a daily basis. We have
an exciting strategy – Met Direction – with an enabling pillar which places the need to
seize the opportunities of data and digital tech at its very heart. You will have the
opportunity to make a very direct contribution to improving people’s lives; our public
depend on us.
I am proud of the scale of change delivered over the last few years and the positive
impact this has had on our people, on our effectiveness in confronting the policing
challenges we face, and on our efficiency. I am also ambitious for the future, and the
opportunity to build on the great progress made in recent years within the Met so that
we can confidently face the future – whether that’s in technology, data, digital, skills,
culture, ways or working, our environmental plans or on our wider infrastructure.
This is a challenging and high-profile role with reach and influence not just within the Met
but across national policing. You will join a strong and effective leadership team, reporting
into the Deputy Commissioner and working alongside Management Board colleagues to
understand our technology needs and identify opportunities to improve the service we
provide to victims, witnesses, the wider public and our teams across the Met. The Chief
Digital and Technology Officer will also form very close relationships with the functional
Directors within our wider Corporate Services group, including working very closely with
our Director of Data to ensure our high ambitions across both digital and data are fully Page
4
realised, and with our Director of Transformation to ensure effective delivery of our major
change programmes (a number of very significant and exciting technology-enabled
programmes are under way) and foster an environment that supports wider innovation.
In this role, you have the chance to make a real-difference to London’s safety, and to the
efficiency and effectiveness of the Met. Through your leadership, we want to continue to
exploit new technology and innovation to prevent crime, bring more crim inals to justice
and improve the services we provide. By continuing to evolve our business systems and
infrastructure, you will also make a positive impact on the working lives of our front-line
teams, expanding the use of innovative technology that makes a real difference to them
and the public they serve. Above all, you will join a leadership team that is optimistic,
engaging and passionate about our mission, and where you can make a difference to the
lives of Londoners.
You will also have a strong voice nationally, influencing the direction of digital strategies
for policing and our partners in the emergency services, public safety and the Criminal
Justice System. You will help to ensure major national programmes are delivered well
and that drive real value for the Met and for London.
This information pack will give you further insight into the role, and the qualities and
experience we are looking for.
I very much hope you will be inspired by this
Opportunity to serve with the Met.
Page
5
Cressida Dick, Commissioner
INTRODUCTION FROM SIR STEPHEN HOUSE,
DEPUTY COMMISSIONER
Thank you for your interest in joining the Met as our
Page
Chief Digital and Technology Officer and for taking 6
the time to read this information pack.
This is a truly influential and impactful role in one of
the most iconic institutions in the country. Put
simply, in this role you’ll serve London’s
communities through ensuring the Met remains at the forefront of policing globally as we
continue to evolve our technology and digital strategy.
As we approach our bi-centenary year in 2029, you will play a central role in ensuring the Met
builds confidently from our great heritage and vast experience (and global reputation),
continually striving to innovate and leverage technology and data to support our teams and the
public we serve.
The Met is one of the largest employers in south east England. With over 50,000 officers, staff
and volunteers, and a budget of over £3.5bn, we have the privilege and responsibility of policing
London. Ensuring this vibrant, global city remains safe, and that our communities feel confident
and trust their police service, excites and motivates both me and the amazing and diverse group
of people who make-up the Met today. We also have national and international responsibilities,
including co-ordinating counter terrorism policing nationally.
We have an amazing mission. We have scale and complexity. We attract interest (and high
levels of scrutiny), from many quarters. We are always open for business – 24/7, 365 days a
year. Importantly, we have a workforce that do extra-ordinary things on a daily basis, putting
themselves in danger to protect others. This is a precious and rich framework from which we
can build to secure an even stronger future for the Met and to be even more effective at
preventing crime, keeping our communities safe and bringing criminals to justice.
I am really proud of the huge progress we’ve made over the last few years in our technology
and digital capability. We have an effective technology provision delivering services and
solutions that support both us as an organisation and our front-line police service. We’ve
delivered huge steps forward with innovation too, using technology on our streets to keep our
public safe and ensure smooth and effective processes that increase our chances of bringing
Page
offenders to justice. We’ve enabled and adopted new technologies, introduced new digital ways 7
of working and improved key crime-fighting capabilities through our effective external
partnerships and drawing on the abilities of our talented technology and digital teams.
As a result, we’re now even better at tackling serious criminality. Our incredible people are
working in better conditions with better equipment. Londoners can access our services in
multiple ways that suit their needs, and we’ve been ambitious in our people agenda too –
focusing on leadership and culture (with vastly more positive staff feedback through our annual
surveys).
But London doesn’t stand still, and nor does the Met. We remain highly ambitious. We have a
clear strategy – Met Direction – and a substantial portfolio of change underway, including the
replacement of our core police IT systems and leveraging data to make better decisions.
Working with me in this role, and as a trusted member of our Management Board, you will be
the technology and digital expert, working with others (including our Transformation experts) to
help foster an environment where change and innovation flourishes at the front line through to
supporting complex programmes and projects. You will ensure a robust, resilient and secure
technology landscape is in place. You will build credibility with our most senior leaders in the
Met (and with senior colleagues nationally) and advise on the ‘art of the possible’ when we
assess the impact of new technologies. You will also build strong, collaborative relationships
with key stakeholders in other government departments and with other police services across
the UK to share best practice and ideas. Your influencing skills and ability to share a vision and
deliver on actions will be fundamental to your success. You will build positive relationships
internally with your Assistant Commissioner peers and work hard to understand their needs,
including spending time with people on the front line. You will also work collabo ratively with
colleagues in the Corporate Services Senior Leadership Team, ensuring that we collectively
deliver outstanding services across the Met.
This is without doubt an influential leadership role in which your impact will be felt – directlycontributing to our mission. My job will be to inspire you to be the very best leader you can be,
to create the environment in which you can succeed, and to ensure you feel trusted, energised
and excited by your work.
Page
If you’re up for the challenge, and have the passion to succeed, I hope you will feel inspired to 8
apply.
Sir Stephen House QPM
Deputy Commissioner of Police of the MetropolisABOUT THE MET ___________________________________________________________________ Founded by Sir Robert Peel in 1829, the Metropolitan Police Service is one of the oldest police services in the world. Page ‘New Scotland Yard’ is internationally recognised for its history, l aw enforcement and skills in 9 fighting crime, and we are proud of the Met’s reputation for excellence and expertise in policing. However, London doesn’t stand still and neither can we. Society and technology are constantly changing and we must prepare for the future. To achieve this, we will seize the opportunities of data and digital technology to ensure we remain a world leader in policing, focusing on what matters most to Londoners and constantly strive to improve by learning from experience and from others. Today, the Met is made up of around 50,000 officers, staff, and volunteers; we are one of the largest employers in London and the South East of England. The territory we serve covers 620 square miles and is home to over 8.6 million people. The Met is the UK’s largest police service and represents a quarter of the total police budget for England and Wales. The Met is responsible for maintaining the peace and is accountable in law for the exercise of policing powers, and to the Mayor’s Office for Policing and Crime (MOPAC) for the delivery of efficient and effective policing, management of resources and expenditure. At all times the Commissioner and her officers remain operationally independent, in the service of the public. Our mission is to keep London safe for everyone. We contribute to making London safe and we protect its unique reputation as an open and welcoming city. We aspire to be the most trusted police service in the world, and want Londoners, permanent and transient, to be proud of their force. We will earn this by being true to our values of professionalism, integrity, courage and compassion. Together we will achieve success by reducing crime, bringing offenders to justice, building public confidence, increasing victim satisfaction and strengthening the pride and engagement of our officers and staff.
ABOUT THE MET
___________________________________________________________________
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LONDON: THE GLOBAL CITY WE POLICE 10
London is unique: ‘the world under one roof’.
London is our capital city, the seat of Government, home to Her Majesty the Queen and the Royal
Family. It hosts our diplomatic community and is a major financial and business hub. It is a unique
centre of cultural, sporting and other events. Its ever chan ging population is set to grow towards
10 million within the next 10 years. It is probably the most diverse (culturally, ethnically and
linguistically) city in the world.
Londoners tend to be younger than the rest of the UK. More than three million of Londoners were
born abroad, just under half of which arrived in the UK less than 10 years ago.
London is also one of the world’s most popular business and travel destinations. It is a global city,
recognised around the world, economically, politically, financi ally and creatively. London’s
greatness comes from its openness to the world, and this in turn has helped build world-renowned
institutions which have preserved its safety and stability.
There are over 200 languages spoken in London, and around 40% of the population is Black,
Asian or Minority Ethnic [BAME]. These numbers are predicted to grow further as the city expands
and develops as an international centre. Almost 4 million Christians and 1 million Muslims live in
London, and Buddhism, Hinduism, Judaism and Sikhism each have more than 80,000 followers
in the capital.
London’s population swells due to an influx of commuters during the day and tourists throughout
the year - in greater volumes than anywhere else in the UK.
London is one of the safest global cities in the world already. Crime in the capital is often
connected to organised criminality and national and international networks of offending. London
has, throughout our lifetime, suffered and responded magnificently to terror attacks. This creates
a unique policing environment. Everyone joining us needs the ability to deliver outstanding
policing to the communities of London.ABOUT THE MET
_________________________________________________________________
Our mission is to keep London safe for everyone. To achieve this, we will focus on three
operational priorities Page
Focus on what matters most to Mobilise partners Achieve the best outcomes in the pursuit 11
Londoners and public of justice and in support of victims
We know that safety We have a fundamental responsibility to bring offenders to
requires action beyond the justice and ensure that victims of crime receive the support
Violent crime is a key concern and tackling it is they need from us and from others.
police service. We will
a priority in order to protect Londoners.
continue to work with
partners and communities to
help keep them safe and
support them in preventing
crime.
As an organisation we want to continue to develop our internal capabilities.
To do this we will:
Seize the opportunities of Care for each Learn from Be recognised as
data and digital tech to other, work as a experience, a responsible,
become a world leader in team, and be an from others, and exemplary and
policing attractive place constantly strive ethical organisation
to work to improve We need to be effective,
efficient and offer value for
We want to harness data and use We must ensure that We want to develop money. We also want to play
advanced technologies to our advantage our people are well-led, a culture of learning,
our part in the city’s
in the pursuit of criminals, rising to the well-equipped and well- listening to feedback,
sustainability, being recognised
challenge of a fast-moving data-driven supported, championing sharing ideas and
for our integrity, transparency
digital age. difference and diversity insight with others and
and professionalism.
of thought to create an empowering people to be
environment where we all innovative.
thrive.
Ultimately, our vision for the Met is to be the most trusted police service in the world. We
contribute to making London the safest global city, we protect its unique reputation as an open
and welcoming city, and we want Londoners to be proud of their police.
As individuals, we will earn this trust by being true to our And together, we will achieve success by:
values:
Reducing crime, building public confidence,
increasing victim satisfaction and
Professionalism, Integrity, Courage and Compassion. strengthening the pride and engagement of
our officers and staff.ABOUT THE MET
____________________________________________________________________
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OUR STRUCTURE 12
We operate through four operational functions:
Frontline Policing delivers local policing and specialist crime investigation across London, responding to
crime and disorder while working relentlessly to prevent and reduce this
Met Operations delivers additional operational capabilities to reinforce Frontline Policing and Specialist
Operations
Professionalism drives continuous improvement of our professionalism and operational practices across
the Met looking more to the future and cementing our connections with national policing bodies such as the
College of Policing, Home Office and IOPC and NPCC.
Specialist Operations continues to deliver counter terrorism and protective services (both in London and
nationally).
The Deputy Commissioner line manages the four ACs leading these functions and our Chief Digital and
Technology Officer.
Our corporate services are led by the Chief of Corporate Services working alongside the Deputy
Commissioner.Page | 13
ABOUT THE ROLE
____________________________________________________________________
DIGITAL POLICING Page
14
Digital Policing is the Met’s technology function. The Digital Policing focus for the next five years
is providing effective services for our 50,000+ end users, our partners and every member of the
public, all within current financial constraints. Digital Policing will meet these objectives through
delivery of technology as an enabler of broader business strategy in partnership with the wider
MPS. Digital Policing has an important role to play. Our aim is to give every customer the best
possible technology experience from our Police Officers and staff workin g in stations and on the
street, to our partners that rely on our support and data to support safeguarding, crime prevention
and investigation, to members of the public who want to engage with us in new ways, through a
channel and at a time that suits them. It is our responsibility to deploy the right technology and to
increase the speed and efficiency of delivery.
The Met is committed to ensuring all of our people have the data and technology they need to do
their jobs well and for citizens to be able to use a variety of digital channels to communicate with
us, report crime and carry out transactions.
Technology is critical for the delivery of services in a digital age. Our customers increasingly default
to digital channels that allow them to communicate with us. Our workforce assesses our technology
against that which they use in their homes and person al lives. Over the last 5 years the organization
has delivered significant change in delivering mobility solutions across the workforce; implementing
digital asset management platforms; data automation and sharing tools; digital disclosure
solutions; office automation platforms; Cloud hosting provision and a more strategic procurement
model.
Building on this successful and significant IT strategy delivery, the Met is looking to continue to
drive the availability of modern technology for our internal customers (police officers and staff) and
our external customers (the general public, partners and businesses).
Work will include delivering against the following themes:
• Growth
o Enhanced Mobility
o Digital Collaboration
• Service Improvement
o Delivery Streamlining
o Contact Transformation
o Radios and Emergency Services Network (ESN)
• Innovation
o Automating the Back Office
o API Economyo Biometrics
• Application Transformation
o Improving End User Experience
o Portfolio Management and Optimisation
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o Technology Modernisation 15
o Automation of Delivery
• Doing More, Better with Data
o Fast Intel
o Frontline Situational Awareness
The next five years will see the MPS build on the successes of the previous strategic period and
continue to enhance the technical and operational capabilities delivered to help officers and staff
manage demand, support and protect Londoners with greater insights into their needs and the
effectiveness of measures taken derived from rich data sources, providing views to support
decisions at all levels of the organisation. These strides will all need to be made against a backdrop
of rising demand and financial constraints, which will be the focus of our efforts around automation,
rationalisation and simplification to the estate, allowing us to drive greater efficiencies and
throughput with the same or less supporting resource. Our commercial approaches and focus on
Value for Money will help us to support MPS in delivering efficiently and effectively.ROLE PROFILE
____________________________________________________________________
Job title – Chief Digital & Technology Officer
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Location – New Scotland Yard 16
Responsible to – Deputy Commissioner
Who we are looking for
We are looking for a leader who will contribute to securing the Met’s success as a member of the
Commissioner’s Management Board, and who has the vision, energy, experience a nd
determination to drive the continued Digital and Technology journey. The successful candidate
will also demonstrate their effectiveness at influencing partners more widely, including at a national
level.
Reporting to the Deputy Commissioner, the Chief Digital and Technology Officer is accountable
for the Digital Policing organisation and for the efficiency, effectiveness and security of our digital
and technology provision, ensuring that through both in house functions and external managed
services the Metropolitan Police Service has a well-placed and sustainable IT function. The Chief
Digital and Technology Officer works closely with oiur Director of Data, and is the Management
Board lead for assuring delivery of the ambitions for digital and data set out in our strategy, Met
Direction. The successful candidate will collaborate well with colleagues across the Met, including
colleagues in our Transformation Directorate and Senior Responsible Owners (SROs) accountable
for the successful delivery of major change.
The Chief Digital & Technology Officer is directly responsible for leading Digital Policing. The role
currently leads a team of over 160 direct staff, with an annual budget in excess of £300m. The
direct reporting team includes a Director of Business Engagement and Technology, Director of
Solution Delivery, and Director of Service Delivery.
The Chief Digital & Technology Officer will also be expected to play a full role in the leadership of
the MPS as a member of the Management Board.
Role Purpose:
(This section summarises the key function of the role)
To provide efficient, effective and forward-looking Digital and Technology service delivery across
the MPS, in support of organisational goals and to improve the service we are able to provide to
victims and witness, and our partner agencies:
• Contribute to the corporate leadership of the MPS and the wider police service as part of the
MPS’s Management Board.
• Develop and deliver digital and tech nological strategies and services to deliver both now and
in the long term (looking out over a 5-10 year horizon) while building digital transformation
and championing the needs of users• Support operational policing in the effective and efficient delivery of our services across
London, helping to prevent crime, bring more offenders to justice and ensure high levels of
trust and confidence in the Met from all of London’s communities.
• Ensuring the Met has an influential voice in the development of digital policing strategies at a
national level
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17Primary Accountabilities:
(This section details the key responsibilities required of the role)
Functional:
• Translates MPS wide vision into an actionable strategy for policing in the digital age.
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• Defines how Digital and Technology will operate through the development and delivery of 18
Digital and Technology strategy and the enablement of major change initiatives
• Continuously reviews emerging trends and technologies, staying close to the market to
understand latest developments and how they can enable more effective policing;
• Encourages and enables innovation across the organisation, promoting agile and other
approaches to solve problems rapidly and deliver more effective policing
• Drives overall management and efficient and effective service delivery, including ensuring in-
house functions deliver their purposes and external parties provide agreed services
• Drives cost-effective continuous improvement of the Digital and Technology function and
changes in line with force requirements
• Creates a robust and supportive governance and performance culture, setting clear
objectives and deliverables, trusting and holding senior leaders in Digital Policing accountable
for delivery of high quality MPS services
• Operates pan-MPS, working with AC and Director colleagues to identify and action
organisational wide priorities. This includes particular alignment with the Chief of Corporate
Services to ensure a cohesive response across shared priorities
• Develops positive and strong relationships with all stakeholders (internally and externally),
ensuring the Digital Policing strategy is aligned to organisational needs
• Influences effectively the development and delivery of national digital and technology
strategies and programmes
• Strong alignment with and support for the delivery of the Met’s Data Strategy, working closely
with the Director of Data and holding the Management Board lead for assuring overall delivery
(as strategy Pillar lead) of our Digital and Data ambition s within our strategy, Met Direction.
Financial:
• Holds accountability for delegated budget responsibilities for the Digital Policing function
• Holds accountability for ensuring digital and technology initiatives are delivered within the
budgetary limit
• Responsible for assuring the overall efficiency (and value for money) of our digital and
technology infrastructure.
People Management:
• Provides visible and symbolic leadership for Digital Policing as a whole, role modelling MPS
values and behaviours, actively contributing to the ongoing corporate management and
development of the MPS.
• Holds senior leaders in Digital Policing accountable for delivery of high quality services to the
whole organisation, in line with MPS and MOPAC strategic objectives• Creates an operating environment for success across Digital Policing, leading and engaging
staff to ensure they have the knowledge, skills and motivation to deliver excellent results.
• Creating an open and inclusive environment for teams working across Digital Policing,
actively promoting diversity and equality and ensuing colleagues from under-represented
groups can thrive, Page
• Coaches and mentors senior leaders to ensure they feel empowered, and have the 19
capabilities, to deliver strategic objectives
• Delivers line management responsibilities for direct reports (including performance
management)
• Identifies and develops top talent and long-term capability in those with “executive potential”
Board accountabilities
• Shares collective responsibility with Management Board colleagues for the long term
strategy, vision and risk appetite of the MPS.
• Ensuring digital and technology opportunities influence wider discussions and decisions by
Management Board
• With Management Board colleagues, ensures strong governance and accountability
arrangements are in place across the MPS, including for financial decisions, making
judgments on what spend will deliver the greatest impact to drive change and operational
effectiveness MPS-wide
Person Specification
With keen instincts for public service, the successful candidate will have an established
reputation within their profession along with a strong track record as a senior leader.
In addition to the above, the successful candidate will also need to be able to demonstrate the
following essential skills, abilities and experience:
• Significant Board level experience of leading digital and technology functions in a large,
complex organisation where IT services are critical to the operation of the business
• A track record in delivering complex, critical digital transformation in large public or private
sector organisations;
• Strong understanding of data challenges and opportunities underpinning f uture innovations
and deliveries.
• Strong commercial acumen and a successful track record of contracting, negotiating with,
and managing a range of commercial providers and partners.
• Extensive experience of providing visible leadership within a complex organisation, with a
proven ability to build mutually supportive, motivated and high -performing teams and act
collaboratively as a member of an organisation’s top team to deliver business priorities;• Strong communication and influencing skills with a track record of managing complex, high-
level internal and external stakeholder relationships at Board/Mayoral/Governmental level
and with technology suppliers.
• An excellent track record of strategic thinking and analytical ability, with experience translating
multiple and complex inputs into clear direction, strategy and business plans which can be Page
communicated to managers, staff and external stakeholders; 20
• Strong financial acumen with the ability to manage significant budgets, both capital and
revenue.
• Relevant qualifications and industry accreditation(s) would be advantageous.
• Able to demonstrate the six competencies in the Competency and Values Framework for
Policing (level 3) – details at the end of the pack.
14REWARDS
____________________________________________________________________
By joining the Metropolitan Police Service, you will be helping to protect the lives of London’s
communities. There’s nothing more rewarding than knowing that your efforts are having an
impact on such a large and diverse community. Page
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In return, you will receive an attractive six figure salary, good annual leave provision, Civil
Service Pension arrangements, interest free season ticket loans, membership of Met sports
and social clubs, flexible working conditions and much more.
When you start as a member of Police Staff, you'll have a choice of joining one of the Civil
Service Pension schemes i.e;-
• The Alpha pension scheme is a CARE (Career Average Revalued Earnings) pension
scheme which offers a guaranteed pension with an optional lump sum, based on the
earnings you receive during your career. The Met and you will contribute and you will receive
tax relief on the contributions you make.
• The Partnership pension scheme. The value of the pension pot when you retire will depend
on the contributions paid in and the returns on your investments. You can use the resulting
pot to fund your retirement. The Met will make contributions on your behalf and you will
receive tax relief on any contributions you make.
If you already have a pension it may be possible to transfer it into the Civil Service pension
arrangements.
As a member of our team, you will also have access to Met Benefits - an external website,
offering Met employees (staff and officers) guaranteed savings at major high street stores and
retail outlets nationwide. These benefits are obtained and co-ordinated by Human Resources.
You can save money on everything from food, clothes, furniture, electrical and DIY products
to hotels, restaurants, cinemas and theatre tickets.
All staff are eligible to join the Metropolitan Police Athletic Association (MPAA) and the
Metropolitan Police Sports and Social Association (known as the ‘Comets’) and enjoy taking
part in sporting and social events. The Met has four Sports and social clubs at Bushey,
Chigwell, Hayes and Imber Court, available to all staff as well as family and friends.HOW TO APPLY
____________________________________________________________________
To apply for this post, you will need to submit the following documentation to us by no later than
23:59 on 19th April 2021: Page
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• A CV setting out your career history, highlighting your key responsibilities and achievements
in your current and previous roles. Please ensure you have provided reasons for any gaps
within the last two years;
• A statement of suitability (no longer than two pages) explaining how you consider your
personal skills, qualities and experience provide evidence of your suitability for the role, with
particular reference to the criteria set out in the person specification;
• A completed Diversity Monitoring Form. All monitoring data will be treated in the strictest
confidence and will not affect your application in any way.
• A completed Candidate Supporting Information Form
If applicable, please also submit:
• A completed Guaranteed Interview Scheme Form if applying under this scheme.
Applications should be submitted via: mps@kornferry.com
For an informal discussion to explore the roles and your fit in more detail, please contact Korn
Ferry who are managing this senior police staff recruitment process on behalf of the MPS.
Graeme McFarlane can be contacted via email: Graeme.mcfarlane@kornferry.com
The indicative timetable for the selection process is as follows; this may be subject to change:
Advert Closing Date: 23:59 on 19th April 2021
Long List Meeting: w/c 26th April 2021
Preliminary interviews: w/c 3rd & 10th May 2021
Short List Meeting: w/c 17th May 2021
Assessments & Site Visits: w/c 24th May 2021
Final Panel Interviews: w/c 21st June 2021COMPETENCIES AND VALUES FRAMEWORK FOR SENIOR POLICE STAFF ____________________________________________________________________ Your application to become a member of Senior Police Staff in the Met will be assessed against Level 3 of the Competency and Values Framework and the requirements of the Chief Digital and Technology Officer role. More information about Level 3 of the framework can be found on the Page Met Careers website. 23 Competency & Values Framework We are Emotionally Aware We make the effort to understan d ourselves, our colleagues and all those we serve. We genuinely engage with and listen to others, making efforts to understan d needs, perspectives and concerns. We use these insights to inform our actions and decision s. We are able to control our emotions in stressful situations, understanding our own motivations and the underlying reasons for our behaviour. This is all underpinned by our ability to anticipate and understand how other people may feel. We look after our own wellbeing and that of others. Adopting emotionally intelligent behaviours also means valuing diversity and difference in approaches to work, in thinking, and in people’s backgrounds. We are culturally sensitive and seek to understand different perspectives, acting with sensitivity, compassion and warmth. We always try to understand the thoughts, feelings and concerns of those we meet. We Take Ownership We take personal responsibility for our roles and accountabilities but we do not let this hold us back from being effective or taking appropriate risks. We make decisions at appropriate levels and in appropriate areas, having a clear rationale (for example, use of decision-making models) and accepting responsibility for our decisions. We seek feedback, learn from our mistakes and reflect to improve and amend our future practice. Demonstrating pride in our work is important to us. Our selflessness means that we also seek to help solve issues or problems, which may be internal or external to our own teams. We recognise where limitations in our own knowledge and experience may have an impact on our decision-making. We take responsibility for ensuring that support or development is sought to minimise any risks. We are Collaborative Ensuring and improving the safety and wellbeing of the public underpins all of our work. To achieve this most effectively, we need to look beyond our traditional boundaries to think about how to create the best possible outcomes. We build genuine and long-lasting partnerships that focus on collective aims and not just on our own organisation. This goes beyond just working in teams and with colleagues we see daily. It includes building good relationships with other public and third sector providers, reaching out to private organisations and working with our communities and customers.
We aim to work effectively with colleagues and external partners, mutually sharing our skills,
knowledge and insights with each other to achieve the best possible results for all and to reduce
silo working. Our engagement seeks to not only deliver joint solutions but also to share
appropriate information and negotiate new ways of providing services together. In all of our
dealings with our partners, we make sure that they feel respected and valued.
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We Deliver, Support and Inspire 24
We understand the vision for the organisation. We use our organisation’s values in our day-to-
day activities as a role model to provide inspiration and clarity to our colleagues and
stakeholders. We work to create the right climate for people to get the job done to the best of
their abilities, ensuring a culture of mutual respect and support.
We are dedicated to working in the public’s best interests. We understand how we have an impact
on the wider organisation and those around us and we help others to deliver their objectives
effectively.
This behaviour is not restricted to those who are in formal or senior management positions. We
all have a positive contribution to make by operating at our best, adapting how we work to take
account of pressures and demands and helping others. We are focused on helping our
colleagues to improve and learn and are active in supporting them through activities such as
coaching and mentoring.
We Analyse Critically
We analyse information, data, viewpoints and combine the best available evidence to understand
the root causes of issues that arise in complex situations.
We draw on our experience, knowledge and wide sources of evidence to give us a greater view
of what is happening underneath the surface. We combine insight and evidence-based
approaches to help make decisions, accepting that we will not have all the answers but will
always try to gather facts and robust information to be able to think tactically and strategically.
We are Innovative and Open minded
We have an inquisitive and outward-looking nature, searching for new information to understand
alternative sources of good practice and implement creative working methods. We are committed
to reflecting on how we go about our roles, being flexible in our approach as required to ensure
the best outcomes.
We seek to understand how well we are performing, both as individuals and as teams, and we
seek to continuously improve. To do this, we look at relevant standards outside policing in other
organisations and sectors. Constantly changing and adapting is part of our role. We maintain an
open mind to allow us to identify opportunities and to create innovative solutions.You can also read
