GREATER MANCHESTER POLICE

Transcription

1 GREATER MANCHESTER POLICE Appointment of Assistant Chief Constable Salary 96,597 to 109,056 plus benefits to include, provision of a car, business mileage, CPOSA insurance and relocation expenses as applicable. Chief Constable, Greater Manchester Police, GMP Force HQ, Northampton Road, Manchester, M27 5BN March 2016

2 CONTENTS Part One Letter from The Chief Constable Part Two Greater Manchester The Region Part Three Greater Manchester Police Part Four Job Description Part Five Police Leadership Domains Part Six Policing Professional Framework Competencies Part Seven Terms of Appointment and Main Conditions of Service Part Eight Selection Process

3 Part One Letter from the Chief Constable Thank you for your interest in the advertised post of Assistant Chief Constable of Greater Manchester Police. This information pack contains the relevant job description for the post advertised along with any competencies and essential criteria specific to the post. It is designed to assist you in making your application. The successful applicant will be joining Greater Manchester Police at a time of unprecedented change for the wider service. Leading change through building effective relationships and partnerships will therefore be a fundamental part of the role as well as driving performance. You will be joining a Chief Officer team who are committed to delivering high levels of performance and public satisfaction. Greater Manchester Police serves a very diverse community which brings both challenges and great rewards. We face financial challenges, operational challenge and the challenge of maintaining our legitimacy with the public. We are uniquely placed in Greater Manchester because of the devolvement agreement to design radical solutions to overcome these challenges. You will be expected to play a full part in public sector reform within the devolvement agreement. To request an application pack, please contact Elaine Mason (Recruitment Consultant) on or elaine.mason@gmp.police.uk Completed application forms should be marked private and confidential and must be returned to Elaine Mason, Greater Manchester Police, C/O Openshaw Complex, Lawton Street, Openshaw, Manchester, M11 2NS. ed applications are acceptable and can be sent to elaine.mason@gmp.police.uk. The closing date for applications is 10th April A familiarisation day for prospective candidates has been arranged for 6th April Contact Elaine Mason on or elaine.mason@gmp.police.uk to book a place. A short-listing exercise will be carried out on 14 th April 2016 and candidates selected for interview will be invited to assessment and selection days on 25 th and 26 th April Candidates are invited to contact myself or Deputy Chief Constable Ian Pilling for an informal discussion after reviewing the information pack if necessary, on or Yours sincerely, Ian Hopkins Chief Constable

4 Part Two Greater Manchester Region With Manchester city centre at its heart, the 500 square mile area of Greater Manchester spans ten local authority areas, across both urban and rural geographies. The population is 2.7 million people and is diverse in terms of its social, economic, cultural and religious make up with16% of the population belong to a minority ethnic group. There are 1.13 million households in Greater Manchester and the area has the largest travel-to-work area of any conurbation in the UK outside London, with seven million people living within one hours drive of the city centre. At over 100,000, Greater Manchester has one of the largest student populations in Europe. Manchester is the third most popular city for international visitors in the UK, after London and Edinburgh. The city s business, retail and leisure appeal combine to generate significant policing challenges. Annually, more than 20 million passengers use Manchester International Airport and the area attracts more than five million delegates to conferences and business events. The area is also a popular destination for sports, leisure and recreation. Every year four million people watch football in Greater Manchester. Demographic information from the Office for National Statistics and other sources: 2,714,900 people live in Greater Manchester Diverse social, economic, cultural and religious backgrounds across both urban and rural geographical areas 50% male, 50% female Population grew by 7% between 2003 and million households average 2.34 residents per household Largest travel-to-work area of any conurbation in the UK outside London, with 7 million people living within one hour s drive of the city centre 1.2 million people work in Greater Manchester Manchester is the third most popular city for international visitors (after London and Edinburgh) with over 1 million visitors each year One of the largest student populations in Europe more than 100,000 people study at 5 higher education institutions, of which 16,000 are international students Greater Manchester has 274 schools Over 4 million football fans watch football in Greater Manchester every year

5 Part Three Greater Manchester Police BACKGROUND Greater Manchester Police (GMP) was formed on 1st April, 1974, as a result the reorganisation of Local Authority areas arising from the provisions of the Local Government Act Prior to 1974 the Greater Manchester area was policed by the Manchester and Salford Police Forces and parts of the Cheshire Constabulary, Lancashire Constabulary and the West Yorkshire Police. From 1974 until 1986 Greater Manchester Police operated under the administrative direction of the now defunct Greater Manchester Council. From 1986 to November 2012 GMP was administered by the Greater Manchester Police Authority but this is now done through the office of the Police and Crime Commissioner, Tony Lloyd. The GMP strength of over 6,220 (FTE) police officers, 3,804 police staff, supplemented by 847 special constables and 760 PCSOs, is organised on the basis of 11 territorial divisions. In support of the work of the divisions, there are a further 6 departments which are made up of 20 branches. The Force Headquarters are located at Central Park, Northampton Road, Manchester. The size and diversity of Greater Manchester make it a complicated and challenging area to police. Organised crime impacts on all communities across Greater Manchester; it drives other crime, instils fear in the community and impacts not only on the police but on a range of public services. The impacts of organised crime can be seen in drug addiction (and the associated acquisitive crime committed to fund it), sexual exploitation, gun crime, corruption and disruption to local economies. GMP recognises more than 100 organised crime groups across the conurbation, with approximately 600 individuals associated with these groups. The inner city regions of Greater Manchester have a recognised street gang problem which brings with it anti social behaviour, drug dealing, violence and, at the extreme, murder.

6 Part Four JOB DESCRIPTION ASSISTANT CHIEF CONSTABLE SECTION ONE - BASIC DETAILS Job Title: Assistant Chief Constable Basic Salary: 96,597 to 109,056 Responsible to: Responsible For: Chief Constable/Deputy Chief Constable Providing visible leadership to all officers and staff within GMP. Demonstrating the Force s Values; courage, compassion, integrity, professionalism, respect and teamwork Behaving in accordance with the Force s Leadership Expectations Leading officers and staff in major investigations, public protection and national security issues SECTION TWO - JOB PURPOSE 1. To assist the Chief Constable with the efficient and effective strategic and operational leadership of the Greater Manchester Police. On a day to day basis to co-ordinate and control the work allocated by the Chief Constable as directed by statute, police regulations and those standing orders of the Police and Crime Commissioner (PCC) which relate to the proper discharge of its duties under the various police acts and regulations. 2. To take command as Gold Commander, when appropriate, of major events/critical incidents taking place within the force, running Gold Control where necessary. 3. To give professional advice to the PCC on behalf of the Chief Constable in respect of matters falling within the purview of the Office of the PCC. 4. To assist in the general operational and organisational efficiency of the Force. 5. To provide the Chief Constable with professional advice and guidance with regards major, serious and organised crime and covert investigations. 6. To provide the role of Officer in Overall Command (OIOC) for major, serious and organised crime and covert investigations.

7 SECTION THREE - PRINCIPAL ACCOUNTABILITIES 1. MANAGING STAFF 1.1 Co-ordinate the activities of staff to ensure force strategies and priorities are continuously being addressed. 1.2 Ensure that the efficiency and effectiveness of all resources is maximised, and make recommendations to the Chief Constable for such changes as may be considered necessary. 1.3 To take action on staffing matters which have been delegated to this post by the Chief Constable and/or statute or the PCC. 1.4 Ensure that an effective appraisal process is carried out for all staff under their command, identifying the qualifications and qualities of all staff with a view to identifying development needs, optimum career paths and advancement potential and that training needs are identified and fulfilled. 1.5 Ensure all officers and staff have clear direction and understand their roles and responsibilities. 1.6 To assist the Chief Constable with the implementation of the Greater Manchester Police health and safety and welfare policies and practices. 1.7 To undertake duties in accordance with the Forces Equal Opportunities Policy. 1.8 To be responsible under powers delegated by the Chief Constable for grievances and discipline of the employees of the department in accordance with the appropriate procedures in addition to those in respect of which the Assistant Chief Constable has a direct statutory responsibility. 1.9 To take an active part in ensuring that the force delivers all of its requirements under the Race Equality Scheme, Disability Equality Scheme and all other schemes that ensure we respect and respond to the diversity of the communities of Greater Manchester and GMP officers and staff. 2. MAIN FUNCTIONS 2.1. To undertake the role of Force Duty ACC To recommend to the Chief Constable, as required, proposals for the reorganisation and/or rationalisation of force structures and resources to reflect changes in statutory requirements, policy or priorities of the Greater Manchester Police or Greater Manchester PCC To attend public meetings as determined by the Chief Constable in the context of the Greater Manchester PCC and to present the Greater Manchester Police point of view and deal with points raised by the public at those meetings To prepare reports for the Committees of the Greater Manchester PCC relating to major, serious and organised crime and covert investigations and present reports to the Committee as required by the Chief Constable.

8 2.5. To receive queries and complaints in relation to the Greater Manchester Police from the OPCC, Members of Parliament or the public and investigate and respond on behalf of the Chief Constable, as appropriate. 2.6 To have a general appreciation of the leadership and management of all operational and support matters so as to be able to appraise and advise the Chief Constable as required. 2.7 To liaise with Her Majesty s Inspector of Constabulary, The College of Policing, District Audit Service, other police forces and outside organisations on matters relating to their areas of responsibility To ensure effective budgetary control in respect of expenditure relating to their areas of responsibility, driving up efficiency and productivity and delivering value for money To provide appropriate information to the media and represent the Chief Constable in media interviews and the provision of official statements To support the Chief Constable in creating a culture which is citizen focused, performance driven and puts people first. 3. EXECUTIVE 3.1 As a member of the Greater Manchester Police Force s command team, attend regular meetings of that team and participate in the formulation of overall policy recommendations for the police service. 3.2 To liaise with senior officers of other police forces on matters of common interest and with outside agencies associated with the work of the police To keep the Chief Constable abreast of current developments within the Greater Manchester Police Force, advise accordingly and represent the interests of the Greater Manchester Police in matters on inter-police force organisations/meetings. 3.4 To work with colleagues in the other force and other agencies to strengthen neighbourhood policing, neighbourhood management and local accountability and as a result improve the level of public confidence. 3.5 In consultation with the Chief Constable, to liaise with the Office of the PCC in respect of matters concerning the operation of the Greater Manchester Police. 3.6 With the consent of the Chief Constable contribute to the development, effectiveness and efficiency of the police service in respect of national matters affecting the service, through participation in the Association of Chief Police Officers and other national bodies and forums. 4. REPRESENTATION 4.1 To represent the Chief Constable at functions, events and meetings of outside bodies, as requested by the Chief Constable. 5. GENERAL

9 5.1 To carry out such other duties which are consistent with the nature and responsibilities of a Chief Officer. Part Five Police Leadership Domains 1. Professional Policing Skills Incident Command Firearms Public order at major sporting events Civil contingencies Strategic management of intelligence Doctrine & history of UK policing Criminology Sociology and socio economics Operational risk Management and health & safety International policing 2. Business Policing Skills Managing and using resources Financial management Business planning Strategic people management Demand management Utilising ICT Science & technology Programme management (OGC) Marketing, communication & influencing Performance management & continuous improvement Equality & diversity 3. Executive Policing Skills Personal leadership and emotional intelligence Governance Government strategic working Partnership working Political acumen Stakeholder management Ethical Policing Doctrine of leadership

10 ' Part Six Policing Professional Framework Personal Qualities Serving the Public Promotes a real belief in public service, focusing on what matters to the public and will best serve their interests Ensures that all staff understand the expectations, changing needs and concerns of different communities, and strive to address them. Builds public confidence by actively engaging with different communities, agencies and strategic stakeholders, developing effective partnerships at a local and national level. Understands partners' perspectives and priorities, working co-operatively with them to develop future public services within budget constraints, and deliver the best possible overall service to the public. Leading Strategic Change Thinks in the long term, establishing a compelling vision based on the values of the Police Service, and a clear direction for the force. Instigates and delivers structural and cultural change, thinking beyond the constraints of current ways of working, and is prepared to make radical change when required. Identifies better ways to deliver value for money services that meet both local and national needs, encouraging creativity and innovation within the force and partner organisations. Leading the Workforce Inspires people to meet challenging organisational goals, creating and maintaining the momentum for change. Gives direction and states expectations clearly. Talks positively about policing and what it can achieve, building pride and selfesteem Creates enthusiasm and commitment throughout the force by rewarding good performance, and giving genuine recognition and praise. Promotes learning and development within the force, giving honest and constructive feedback to colleagues and investing time in coaching and mentoringstaff.

11 Managing Performance Translates the vision into action by establishing a clear strategy and ensuring appropriate structures are in place to deliver it. Sets ambitious but achievable timescales and deliverables, and monitors progress to ensure strategic objectives are met. Identifies and removes blockages to performance, managing the workforce and resources to deliver maximum value for money. Defines what good performance looks like, highlighting good practice. Confronts under performance and ensures it is addressed. Delegates responsibilities appropriately and empowers people to make decisions, holding them to account for delivery. Professionalism Acts with integrity, in line with the values and ethical standards of the Police Service Delivers on promises, demonstrating personal commitment, energy and drive to get things done. Defines and reinforces standards, demonstrating these personally and fostering a culture of personal responsibility throughout the force. Asks for and acts on feedback on own approach, continuing to learn and adapt to new circumstances. Takes responsibility for making tough or unpopular decisions, demonstrating courage and resilience in difficult situations. Remains calm and professional under pressure and in conditions of uncertainty Openly acknowledges shortcomings in service and commits to putting them right. Decision Making Assimilates complex information quickly, weighing up alternatives and making sound, timely decisions. Gathers and considers all relevant and available information, seeking out and listening to advice from specialists.

12 Asks incisive questions to test facts and assumptions, and gain a full understanding of the situation. Identifies the key issues clearly and the inter-relationship between different factors. Considers the wider impact and implications of different options at a local and national level, assessing the costs, risks and benefits of each. Prepared to make the ultimate decision, even in conditions of ambiguity and uncertainty. Makes clear, proportionate and justifiable decisions, reviewing these as necessary Working with Others Builds effective working relationships through clear communication and a collaborative approach. Maintains visibility and ensures communication processes work effectively throughout the force and with external bodies. Consults widely and involves people in decision-making, speaking in a way they understand and can engage with. Treats people with respect and dignity regardless of their background or circumstances, promoting equality and the elimination of discrimination. Treats people as individuals, showing tact, empathy and compassion. Negotiates effectively with local and national bodies, representing the interests of the Police Service. Sells ideas convincingly, setting out the benefits of a particular approach, and striving to reach mutually beneficial solutions. Expresses own views positively and constructively. Fully commits to team decisions.

13 Part Seven Main Conditions of Service CONDITIONS OF SERVICE 1. Police Regulations The appointment of Deputy Chief Constable will be made in accordance with current Police Regulations which the Secretary of State may vary from time to time and will be subject to approval by the Secretary of State and satisfactory medical clearance. 2. Salary The salary for the post of Assistant Chief Constable is 96,597 to 109,056 per annum 3. Period of Notice The appointment is subject to 3 months written notice or such shorter notice as may be accepted by the Chief Constable. 4. Referees The appointment is subject to receipt of two satisfactory references. 5. Vetting The appointment is subject to receipt of satisfactory vetting clearance in accordance with the procedure in operation within Greater Manchester Police. Full details will be circulated to all short-listed candidates. 6. Benefits The benefits package includes provision of car, business mileage and CPOSA insurance. 7. Housing Allowance A Replacement Allowance will be payable in accordance with the Police Regulations 1995.

14 8. Removal Expenses Removal expenses will be paid in accordance with Regulation Temporary Accommodation Single-status accommodation is available at the Training School, Sedgley Park, Prestwich if required. 10. Whole-Time Service The successful candidate will be required to devote his/her whole-time service to fulfilling the duties of the office of Assistant Chief Constable and shall not take up any other additional appointment without the prior written consent of the Chief Constable. 11. Superannuation Superannuation contributions will be deducted at the rate specified in the Police Pension regulations.

15 Part Eight Selection Process The Panel for this appointment will comprise of Chief Constable of Greater Manchester Police Ian Hopkins, Deputy Chief Constable Ian Pilling and the Police and Crime Commissioner for Greater Manchester Tony Lloyd and other senior stakeholders. Selection Timetable The selection procedure is designed to measure the extent to which each candidate meets the requirements of the competencies for the post. The process will be as follows:- Closing date for applications 10 th April 2016 Familairisation day 6 th April 2016 Stakeholder panel 25 th April 2016 Interview and Assessment 26 th April 2016 Feedback Feedback on the outcome of the full selection process will be provided to short listed candidates on request. Please contact Elaine Mason on