Metropolitan Police Service
Information Pack
HEAD OF ENTERPRISE ARCHITECTURE
THE DIGITAL POLICING TRANSFORMATION STARTS HERE
ABOUT THE METROPOLITAN POLICE SERVICE
Origins
Founded by Sir Robert Peel in 1829, the Metropolitan Police Service (MPS) is one
of the oldest police services in the world. The original Metropolitan Police District
(MPD) covered a seven mile radius from Charing Cross containing a population of
less than two million. This was policed by 1,000 officers.
Today, the MPS is made up of more than 50,000 officers and staff, which includes
over 5,000 volunteer police officers from the Metropolitan Special Constabulary
(MSC) and its Employer Supported Policing (ESP) programme.
The current MPD includes the whole of the Greater London Area, covering
620 square miles and over 8.3 million people. Since April 2000, the boundaries of
the MPD have mirrored the 32 London boroughs as shown below.
ABOUT THE METROPOLITAN POLICE SERVICE
Organisation
The Metropolitan Police Service (MPS) now employs over 50,000 people in a wide
variety of jobs from uniformed police officers patrolling London’s streets to support
staff providing essential support services. The Service also includes over 5,000
Special Constable Volunteers.
From the beginning, the purpose of the MPS has been to serve and protect the
people of London by providing a professional police service; this remains our purpose.
The Commissioner of Police for the Metropolis is appointed by the Queen, in
consultation with the Home Secretary. The Mayor’s Office for Policing and Crime
(MOPAC) supervises the police service and publishes an annual policing plan,
including performance targets. It reports back to the Mayor, the London Assembly
and the community and has a role in the appointment, and if necessary, discipline and
removal of senior police officers.
The MPS has an annual net budget of £3.6 billion – more than 25% of the total police
budget for England and Wales. It is one of the largest employers in London and South
East of England.
The Commissioner has outlined his vision of Total Policing with a total war on crime,
total care for victims and total professionalism from our staff at its core. We are
committed to delivering excellent policing from tackling anti-social behaviour and
other crime in neighbourhoods, through to dealing with terrorists and the most
serious criminals often ‘behind the scenes’. We rely on the work of warranted officers,
police community support officers (PCSOs), special constables and police staff to
tackle the range of policing challenges facing London.
Locally Delivered Support Services
Forensic Services
Taskforce & Armed Policing
COMMANDER DAVE MUSKER
Intelligence & Covert Policing
COMMANDER RICHARD MARTIN
Met Operations
COMMANDER BJ HARRINGTON
Peter Terry
Finance & Reporting
Metropolitan Special
Constabulary
CHIEF OFFICER JOHN CONWAY
West Area
COMMANDER ALISON NEWCOMB
South Area
COMMANDER SIMON LETCHFORD
North Area
DAC
East Area
COMMANDER CHRISTINE JONES
Martin Hewitt
Hire to Retire
Fiona Taylor
DAC
Professional
Standards
Hugh Giles
DIRECTOR
Legal
Services
Martin Fewell
DIRECTOR
Career Transition / Awards
Procurement Operations
Referencing & Vetting
Awaits
Angus McCallum
DIRECTOR
Media &
Digital Policing
Communications
MET HEADQUARTERS
SHARED SUPPORT SERVICES
Maxine de Brunner
DAC
Design Authority
Lynda McMullan
DIRECTOR
DIRECTOR
Robin Wilkinson
Commercial
& Finance
Misconduct and UPP Chair
COMMANDER JULIAN BENNETT
People
& Change
Craig Mackey
Deputy Commissioner
Sir Bernard Hogan-Howe
Commissioner
ASSISTANT COMMISSIONER
Professionalism
Centrally Delivered Support Services
Deputy Senior National Coordinator
ACC ALAN BARR
Counter Terrorism Command
COMMANDER RICHARD WALTON
Helen Ball
DAC
Senior National
Coordinator
Security Command
Community Engagement
COMMANDER LUCY D'ORSI
Intelligence, Tasking
& Operations
Specialist Investigations
T/COMMANDER – Fiona Mallon
Protection Command
COMMANDER SIMON BRAY
Criminal Justice & Roads Policing
COMMANDER ALISTAIR SUTHERLAND
Neil Basu
DAC
Security
& Protection
Mark Rowley
ASSISTANT COMMISSIONER
Specialist
Operations
COMMANDER MAK CHISHTY
Specialist Crime Investigation
Gangs & Organised Crime
COMMANDER – DUNCAN BALL
T/COMMANDER JEREMY BURTON
Mark Simmons
DAC
Territorial Policing
COMMANDER PETER SPINDLER
Steve Rodhouse
DAC
Crime
Operations
Helen King
ASSISTANT COMMISSIONER
ASSISTANT COMMISSIONER
Patricia Gallan
Territorial
Policing
Specialist Crime
& Operations
January 2016
Executive Structure
Metropolitan Police Service
The following chart shows how the MPS is structured.
ABOUT THE METROPOLITAN POLICE SERVICE
MPS Values, Mission and Priorities
Our success depends on us all working towards the same goals. Our strategy, led by
the Police Commissioner, Bernard Hogan-Howe, is called Total Policing. It consists of
a set of priorities, set out below, supported by key values. Total Policing ensures that
we are on the front foot in tackling criminality in all its forms. Where new techniques
or new technology can help in that war, we will maximise use of it. Total Policing
also means Total Care for victims – preventing people from becoming victims in
the first place where possible but, where we have victims, ensuring that the MPS
gives the best possible support. And we will do that with Total Professionalism, so
that the MPS continues to foster the support and trust of law-abiding Londoners,
while ensuring that it is an organisation that all criminals fear. All of this will be
underpinned by our values of Courage, Compassion, Integrity and Professionalism.
Total War on Crime
We are crime fighters. This is a vital part of policing. Tackling crime, arresting
criminals and bringing them before a court is the core of what we do, doing
whatever we can to arrest criminals and stop crime as long as it is legal and ethical.
Total Victim Care
It is important that when a victim reports a crime that we tell them how that crime
is being progressed and that they have confidence in those dealing with their case.
We also need to ensure we are sensitive to the victim’s needs, understanding what
is unique about them and how we tailor our service to meet their needs. We must
always remember that we have a duty of care to our victims.
Total Professionalism
How we will achieve Total Policing as a whole is through Total Professionalism.
Whatever we do, even where we have to be assertive, we do it professionally,
courteously and, most importantly, we do it effectively. Setting standards and
maintaining these standards across the organisation day in day out. We expect
the highest standards from staff across the MPS and rightly so, the work of police
is closely scrutinised. Likewise when officers and staff do an outstanding job they
should know how much it is valued by the rest of the MPS, and no doubt the
Londoners we serve. To make the MPS the best police service, everyone has an
important role to play.
ABOUT THE METROPOLITAN POLICE SERVICE
Our commitment to transform - ‘Met Change’
In October 2012 the Mayor’s Office for Policing and Crime (MOPAC) developed and
prioritised the 20/20/20 vision for the MPS.
This requires the MPS to:
• R
educe key crimes by 20% - by providing 24/7 flexible specialist resource to
address existing and emerging crime trends
• Improve public confidence by 20% - by improving the availability, efficiency
and visibility of specialist support
• Cut costs by 20% - equivalent to a £500m budget reduction
To deliver on both the MPS’s vision and the challenges set by the Mayor, the MPS
has developed a One Met Model which has at its centre a single corporate HQ. The
Met Change programme is designing the future structure of the MPS to realise this
transformation.
The One Met Model is made up of five areas of work - Neighbourhood Policing,
Pan-London Services, Control Infrastructure, Met HQ and Support Services. These
areas are not structures or business groups but describe how we will deliver our
services differently. They will bring together key MPS functions which were formerly
fragmented across the operational business groups, and enhance their capabilities.
Under each area, work is taking place to design processes and structures that will
deliver the services required by a modern Met and achieve the savings needed.
Within the Met HQ a new Commercial and Finance Directorate has been created in
order to help meet the goal of delivering against the MPS’s vision. This Directorate
will initially combine the Finance, Procurement and Property functions, and Shared
Support Services, but has the potential to include additional functions once
confirmation and approvals have been given.
Met Change and Total Professionalism are working together with co-ordinated
engagement, messages and direction. Total Professionalism will support Met Change
by preparing the organisation for the changes and challenges ahead by motivating
staff and creating momentum and enthusiasm for the future of the MPS.
For further information on the Met Change model and the improvements we are
making please visit our website on http://content.met.police.uk/Site/changingmet
Dawn Burroughs
Business
Engagement
Merlin Gardner
Technology
Comms
HR
Central
Paul Shipley
Solution Delivery
Angus McCallum
Office
of the CIO
Chris Naylor
Service Delivery
Pete Trainer
Chief Information
Officer
February 2016
Tony Haberfield
Strategic
Programmes
Digital Policing Top Level Organisation
Finance
Andy Proudfoot
BACKGROUND TO DIGITAL POLICING
The following chart shows how Digital Policing is structured:
BACKGROUND TO DIGITAL POLICING
The Metropolitan Police Service is committed to exploiting and improving its use
of technology. However, against a backdrop of reducing budgets and increasing
pressures on its services, the MPS needs to ensure it invests wisely in its technology
at the same time, deliver solutions and services needed to support the front line and
back office services both now and in the future.
To achieve this, we are adopting a new model for Digital Policing (DP) for the
provision of ICT services for the MPS. The model includes, renegotiating our supplier
contracts, increasing business engagement, improving our solution delivery and
putting in place greater financial controls. Together this will deliver substantial
savings to the MPS as well as a robust technology strategy for the future.
This transformation will introduce service improvements and efficiencies through a
new operating model for DP. Whilst we go through this significant change, we will
continue to manage the delivery of complex ICT services. This transformation will
also help deliver substantial savings that the MPS needs to make over the next five
years and provide a better ICT service, delivering more with less.
We are aiming to fully move to this new model by 2017 and have already begun
driving forward the implementation of the new DP organisation and the formation
of a new professional services organisation through the Intelligent Client Function
(ICF). In future, the DP will be:
• A
cost effective, fully professional, IT business partner to the MPS, providing
technical solutions which enable the operational changes required by the One Met
Model strategy, including new ways of working
• Managing the provision of all day to day ICT operations and services
• O
utsourcing all solution development and service delivery to third parties
selected to be technology partners
• A
n organisation of highly skilled staff managing relationships with DP’s customers
within the Met and our third party solution and service providers
• A
more transparent organisation with clear lines of accountability and defined
roles
• Delivering value for money services whilst meeting budgetary pressures.
Over the next 3 to 4 years the MPS envisages an unprecedented transformation in
its use of technology. DP’s job is to ensure we have technology that delivers intuitive,
agile solutions that help police officers and staff do their job: solve crime, catch
criminals, help victims.
Officers will be equipped with cutting edge mobile technology, supporting them
wherever they may be to provide a faster and more effective response to crime.
New fast and flexible online services will allow citizens to interact with the MPS in a
variety of ways. Behind the scenes, new policing systems, information management
and infrastructure platforms will provide the foundation for a step change in the MPS
ICT capability.
BACKGROUND TO DIGITAL POLICING
Transformation of DP
The MPS has a scale and complexity that rivals many multi-national organisations,
and this is reflected in the scale and complexity of its ICT technology. The
transformation now underway to introduce a new DP operational model will ensure
we own and control the Met’s IT Strategy and deliver a step change in how the MPS
organises itself to procure technology and the governance and control frameworks
that will ensure the public gains maximum value for money.
DP is made up of business units including the Office of the CIO, Business
Engagement, Technology, Service Delivery and Solution Delivery.
Office of the CIO: Leadership and strategic management of DP
The Office of the CIO will provide leadership and strategic direction of DP to support
the business with input from the corporate centre.
Business Engagement: The vanguard of DP
Business Engagement will be the lead function in all of DP’s dealings with its
customers in the Met responsible for understanding business needs, managing
demand, assisting operating units in developing business cases and commissioning
work to satisfy the requirements of One Met 2020.
Technology: Informs solution design and holder of technology standards and principles
Technology will maintain the enterprise and infrastructure architectures for MPS
and will work closely with Business Engagement to inform functional requirement
definition and solution design. It is the custodian of technical standards and
practices within MPS.
Service Delivery: Manages service delivery through outsourced provision
Service Delivery Management will be the retained core of resources who manage
the interface between DP and the external Service Integration And Management
(SIAM) function to ensure continuity of services and that services are delivered to
contracted service levels.
Solution Delivery: Ensures the delivery of systems by third parties, commissioned by BE
Solution Delivery Management will be the retained core of resources who manage
the interface between DP and outsourced provision of applications development
to ensure solutions are delivered to requirements, on time and to budget. This will
be done through an external Solution Delivery and Integration Management (SDIM)
function.
DP’s Total Technology Programme Infrastructure (TTPi) will deliver modern,
efficient ICT infrastructure that supports new systems and reduces existing systems
risks, whilst delivering both commercial and technology benefits. It includes the
transition from a substantial outsourcing contract which expires at the end of 2015.
JOB DESCRIPTION – HEAD OF ENTERPRISE ARCHITECTURE
Job title: Head of Enterprise Architecture
Location: Central London
Responsible to: Head of Technology
Purpose:
• The Enterprise Architecture (EA) function within Technology provides technology
design support to the Strategic Design Authority and ensures alignment of
technical and business architectures (supported by the Infrastructure Architecture
function). It strives to optimise architectures, proactively seeking the introduction
and maintenance of cost-effective ICT technologies. Through the provision of
Solution Architects (SA), the function ensures that programmes and projects align
to strategy and comply with standards and policies
• The Head of Enterprise Architecture has overall responsibility for all aspects
of MPS enterprise architecture, including mobility, applications, structured and
unstructured data, platform and middleware applications, liaising closely with the
Head of Infrastructure Architecture regarding infrastructural aspects.
Objectives:
• The Head of Enterprise Architecture is responsible for MPS Enterprise
Architecture so that it supports organisational objectives and new operating
models as delivered under the OMM 2020 programme. This involves:
• IT governance - Reviews information systems for compliance with legislation,
organisational policies/procedures and overall information strategy, specifying
any required changes
• Information systems co-ordination - Promotes the benefits that a common
approach to IT design, documentation, development/acquisition and deployment
will bring to the business as a whole, among information systems and business
management
• Consultancy - Manages provision of consultancy services across this architecture/
strategy function. In own areas of expertise, provides advice and guidance to other
architects and/or the client through involvement in the delivery of consultancy
services. Engages and maintains client relationships. Manages completion and
disengagement
• Research - Plays a major role in development of the MPS technology research
policy across a substantial area of IT, and makes effective proposals for the
investment of funds in research activity. Ssupervises research work through to
MPS Tech Forum/Tech Council and takes a leading part in professional activities
outside the MPS
• Innovation - Recognises potential strategic application of IT, and initiates
investigation and development of innovative methods of exploiting IT assets,
to the benefit of organisations and the community. Plays an active role in
improving the interface between the business and IT
JOB DESCRIPTION – HEAD OF ENTERPRISE ARCHITECTURE
• E
nterprise and business architecture development - Directs the creation and
review of an enterprise capability strategy to support the strategic requirements
of the business. Directs development of and embeds enterprise-wide architecture
and processes which ensure the strategic application of change. Ensures
compliance between business strategies, enterprise transformation activities and
technology directions, setting strategies, policies, standards and practices
• S
ustainability strategy - Contributes to strategy formation by providing in-depth
analysis of one or more broad aspects of the organisation’s use of energy and
materials, and by recommending elements of the strategy; provides in-depth advice
in own area of expertise. Provides analysis of risks arising in the areas covered
• E
merging technology monitoring - Co-ordinates the identification and assessment
of new and emerging hardware, software and communication technologies,
products, methods and techniques. Evaluates likely relevance of these for the
organisation. Provides regular briefings to staff and management
• S
olution architecture - Leads the development of architectures for complex systems,
ensuring consistency with agreed internal and external requirements. Balances
functional, service quality and systems management requirements. Ensures
that appropriate standards (corporate, industry, national and international) are
adhered to. Works proactively to maintain a stable, viable architecture and ensure
consistency of design across projects within the One Met Model 2020 programme
• M
ethods and tools - Sets direction and leads in the introduction and use of
techniques, methodologies and tools, to match overall business requirements
(both current and future), ensuring consistency across all user groups
• S
takeholder relationship management - Acts as a single point of contact for senior
stakeholders, building relationships in support of change. Negotiates at senior
level on technical and commercial issues, to ensure that customers, suppliers and
other stakeholders understand and agree what will meet their needs. Initiates
improvements in services, products and systems based on stakeholder feedback
• F
inancial management for IT - Monitors and maintains all required financial
records for compliance and audit to all agreed requirements. Assists all other
areas of IT with their financial tasks, especially in the areas of identification
of process, service, project and component costs and the calculation and
subsequent reduction of all IT service, project, component and process failures
• S
upplier relationship management - Influences policy and procedures covering
the selection of suppliers, tendering and procurement, promoting good practice
in third party management with respect to information security. Deploys highly
developed commercial skills, engaging with professionals in related disciplines
(e.g. procurement, lawyers) and plays a lead role in the assessment and
performance management of suppliers
• C
ontract management - Works with procurement professionals to negotiate
and resolve contractual issues, including failure to meet contractual obligations.
Promotes change control processes and leads variation negotiations when
necessary. Champions continuous improvement with suppliers, jointly developing
strategies/incentives to enhance performance
JOB DESCRIPTION – HEAD OF ENTERPRISE ARCHITECTURE
• S
ales support - Works closely with Business Engagement to ensure that
customers are assisted and advised properly. Ensures that reliable cost, effort
and risk estimates and project plans are produced. Manages solution proposal
activities, taking full responsibility for the technical content. Establishes metrics to
provide data on performance and support continuous improvement
• T
echnical specialism - Provides organisational leadership and guidelines to
promote the development and exploitation of technical knowledge in the
organisation. Maintains broad technical knowledge across all the specialist areas
covered in this discipline, which include:
•
Mobility - user experience, end user devices, virtualisation, software
development, connectivity, end user software and security
•
pplications - strategic applications, applications architecture, application
A
rationalisation, business operational services and shared support services
•
Structured Data - Search applications, POLE (Party Object, Location, Event)
data store, Entity Resolution, Master Data Management and ETL
•
Unstructured Data - Management of digital assets, enterprise content,
documents and records, knowledge and collaboration
•
latform/Middleware - ESB, POLE data store, workflow, authentication/
P
authorisation, logging and reporting, platform utilities, SOA governance
and access security
•
Standards & Patterns - EA principles and standards, Level 1 and 2 designs
and technology components
•
ecure Enterprise Architecture, covering secure/covert services across all the
S
above domains.
Scope:
Provide briefings to the Head of Technology and DP Board members as required, in
person and/or in writing, that help in setting the direction and assurance of MPS EA
Work with business stakeholders and Business Engagement representatives at all
levels to understand the challenges faced in each area, and translate these into
robust architectural solutions and designs for applications
Work with and provide guidance to Enterprise Architects, Solution Architects
and Solution Delivery teams to ensure the suitability and effectiveness of MPS EA,
and the minimisation of ‘technical debt’
Work with Service Delivery to ensure the ongoing compliance of MPS EA solutions.
Work with 3rd party suppliers to ensure MPS solutions comply with architectural
principles and standards and deliver best value
Develop and maintain appropriate strategic relationships with key suppliers and
partners, challenging where appropriate as well as creating and seizing on mutually
beneficial opportunities.
YOUR REWARDS
By joining the Metropolitan Police Service, you will be helping to protect the lives of
over seven million people. There’s nothing more rewarding than knowing that your
efforts are having an impact on such a large and diverse community.
In return, you will receive a six figure salary. As a member of our team, you will also
have access to Met Benefits - an external website, offering MPS 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 MPS has four well-equipped
Sports clubs at Bushey, Chigwell, Hayes and Imber Court, available to all staff as well
as family and friends.
For further information regarding the terms and conditions offered by the MPS and
assistance in completing your application, please download the guidance notes for
Police Staff applications available on the MPS Careers website.
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.
Applicants with previous MPS service
Please note that individuals with previous MPS service who left the MPS as a result
of a corporate Early Departure Scheme [where compensation was awarded e.g.
redundancy] are not eligible to submit an application to re-join the MPS in any police
staff role for a period of 5 years from their date of leaving the organisation. Any
applications received that do not comply with this will be automatically rejected.
MAKING AN APPLICATION
To apply, please forward your CV, supporting statement and additional information
form to rsscvolumeapplications@met.police.uk
• Y
our application form will be initially sifted against MPS criteria such as convictions
and residency.
• Following the initial sift your application will be assessed against the role criteria.
• If successful at this stage we will contact you regarding an interview date. 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.
• T
he interview will be a competency-based interview and questions will be
posed around the criteria for the role in question, as set out in the advert and
information pack.
• If successful at interview we will send you an initial offer of employment which sets
out what happens next.
• If unsuccessful we will also advise you in writing but will be unable to offer
feedback.
Please note any correspondence received from us will be via e-mail and sent to the
address you provide.
WHAT TO DO NEXT
Please e-mail your CV, supporting statement and additional information form:
rsscvolumeapplications@met.police.uk by 25 March 2016.
Applications should be submitted as an attachment to an e-mail – we cannot accept
online files via SkyDrive.
The above e-mail address should not be used for general enquiries please visit
www.metpolicecareers.co.uk, which includes an ‘Answering Your questions’ section
or contact the HR Advisory Centre on 0845 727 2212 - from Tuesday - Friday
10am - 4pm.
• The recruitment process is thorough and consequently can be quite lengthy.
• Shortlisting and interviews will be based on the criteria listed.
• Until an offer of appointment is confirmed in writing, you should not assume your
application has been successful.