Chief Constable Greater Manchester Police Information Pack 2015

Transcription

1 Chief Constable Greater Manchester Police Information Pack 2015

2 Contents Dear candidate... 3 Role profile 5 Personal qualities 7 Police leadership domains 10 2

3 Dear candidate... Thank you for your interest in our recent announcement that we are seeking a new Chief Constable for Greater Manchester Police. Our police force is one of the largest in the country and Greater Manchester is one of the most exciting and vibrant areas in which to work at the moment. We want an inspirational leader to build on the strong reputation that GMP has attained and who has the ambition to take the force on the next stage in its journey. Greater Manchester devolution will lead the way nationally in creating a whole new approach to delivering public services in partnership. This role offers the exciting opportunity to be part of the team that shapes the future not just of GMP but also the city region as a whole. To apply, you will need: Application form Equality and diversity monitoring form Please return the two forms prior to the closing date 4 September All the documents referred to in this pack can be downloaded from: To assist you with your application, please also find: The role profile, leadership domains and personal qualities (contained in this pack) The Police and Crime Plan for Greater Manchester Annual Policing Report The Greater Manchester Strategy Devolution for Greater Manchester The closing date for applications is midnight, Friday 4th September

4 Dear candidate... Those shortlisted will be invited to take part in an assessment and interview process taking place on 15th and 16th September with a view to confirming the appointment at a special meeting of the Police and Crime Panel on 25th September. It will be necessary for applicants to be available on these dates. Completed applications should be marked Private and Confidential and sent by recorded delivery to: Karen Chambers Office of the Police and Crime Commissioner for Greater Manchester Openshaw Complex Lawton Street Manchester M11 2NS Or ed to: karen.chambers@gmpcc.org.uk Applicants must have passed the Senior Police National Assessment Centre and successfully completed the Strategic Command Course. Please note that to assist in the selection process, we request that you allow us to access your College of Policing training records. Authorisation for this is requested on the application form. If your appointment is confirmed the next stage in the process would be to seek medical clearance (which may include an examination) and security vetting. Thank you for your interest in this position, we look forward to receiving your application and if you have any queries, please contact me on the phone number above. Yours sincerely, Adam Allen Chief Executive 4

5 Role profile Post title: Chief Constable (salary 185,103) Accountable to: Greater Manchester Police and Crime Commissioner Responsible for: The direction and control of the Greater Manchester Police in accordance with the Police Act 1996, in order to provide Greater Manchester with an effective and efficient police service, and the fulfillment of all the statutory and legal obligations of the office of Chief Constable Aims of the job: To work with the Police and Crime Commissioner and GMP to set the strategic direction for policing in the Greater Manchester area. To give high profile leadership to GMP by developing and communicating a consistent vision of what must be achieved based on evidence of need and focussed on tackling harm and vulnerability in communities. To ensure that GMP play a pivotal role in public sector reform in Greater Manchester, working with public sector partners under the new Mayoral arrangements and Combined Authority. Act as an ambassador for GMP locally and nationally and ensure that communication briefs and statements are timely, accurate and tailored to their audience. To ensure the high performance of GMP, in particular by: Having regard to the Police and Crime Commissioner s Police and Crime Plan and vision for policing in Greater Manchester. 5

6 Role profile Providing strong ethical leadership that will permeate throughout GMP at every level. Ensuring that critical incidents are identified and dealt with effectively providing oversight and leadership locally and nationally. Responding to and influencing the changing external and internal environments affecting GMP. Developing and implementing strategies to further the policing of Greater Manchester and ensuring a sustainable and affordable policing model. Ensuring continuous improvement in the effective and efficient use of all the resources of GMP. Harnessing the full potential of staff towards the aims of GMP by creating an environment in which people are enabled to give of their best, ensuring equality of opportunity is provided in recruitment, employment and selection practices, training and development and promotion. To encourage, support and influence in partnership with other agencies and the public in order to fulfill the aims of the policing plan. To ensure the provision of professional advice to the Police and Crime Commissioner and to work with the Commissioner to deliver its vision. 6

7 Chief Constable of Greater Manchester - personal qualities Serving the Public Promotes a real belief in public service, focussing 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 new affordable place based delivery models for public services, and to deliver the best possible overall service to the public for Greater Manchester. 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 GMP and for public services in Greater Manchester. 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 GMP and partner organisations. 7

8 Personal qualities Leading the Workforce Establishes a strong senior management team with a collective vision for GMP. Inspires people to meet challenging organisational goals, creating and maintaining the momentum for change. Gives direction and states expectations clearly. Inspires confidence in policing and what it can achieve, building pride and respect from communities. Demonstrates ethical leadership and a commitment to the highest standards of public services. Managing Performance Translates the vision into action by establishing a clear strategy and ensuring appropriate structures are in place to deliver it. Defines what good performance looks like, ensuring that GMP represents best practice in Policing. Confronts underperformance and ensures it is addressed. Delegates responsibilities appropriately and empowers people to make decisions, holding them to account for delivery.ensures the best possible sustainable policing model for GMP. Can drive through efficiencies to ensure an affordable policing model for GMP. Professionalism Acts with integrity, having strong values and high ethical standards. 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 GMP. 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 addresses shortcomings in service and commits to putting them right. 8

9 Personal qualities 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. 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 Has a high profile at a National level and is able to influence decision making in national Government. Builds effective working relationships through clear communication and a collaborative approach. Maintains visibility and ensures communication processes work effectively throughout GMP 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 GMP. Sells ideas convincingly, setting out the benefits of a particular approach, and striving to reach mutually beneficial solutions. Expresses own views positively and constructively. Articulates views positively and authoratitively at a national level. 9

10 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