Metropolitan Police Service Information Pack UNSTRUCTURED DATA ENTERPRISE ARCHITECT THE DIGITAL POLICING TRANSFORMATION STARTS HERE

Transcription

1 Metropolitan Police Service Information Pack UNSTRUCTURED DATA ENTERPRISE ARCHITECT THE DIGITAL POLICING TRANSFORMATION STARTS HERE

2 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.

3 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.

4 The following chart shows how the MPS is structured. Metropolitan Police Service Commissioner Sir Bernard Hogan-Howe Executive Structure January 2016 Deputy Commissioner Craig Mackey COMMANDER JULIAN BENNETT Misconduct and UPP Chair MET HEADQUARTERS Specialist Crime & Operations Territorial Policing Specialist Operations Professionalism People & Change Commercial & Finance Legal Services Media & Communications Digital Policing ASSISTANT COMMISSIONER Patricia Gallan ASSISTANT COMMISSIONER Helen King ASSISTANT COMMISSIONER Mark Rowley ASSISTANT COMMISSIONER Martin Hewitt DIRECTOR Robin Wilkinson DIRECTOR Lynda McMullan DIRECTOR Hugh Giles DIRECTOR Martin Fewell DIRECTOR Angus McCallum Awaits Crime Operations DAC Steve Rodhouse Territorial Policing DAC Mark Simmons Security & Protection DAC Neil Basu Professional Standards DAC Fiona Taylor Design Authority DAC Maxine de Brunner COMMANDER PETER SPINDLER Specialist Crime Investigation COMMANDER DUNCAN BALL Gangs & Organised Crime T/COMMANDER Fiona Mallon Specialist Investigations Intelligence, Tasking & Operations DAC Peter Terry COMMANDER BJ HARRINGTON Met Operations COMMANDER RICHARD MARTIN Intelligence & Covert Policing COMMANDER DAVE MUSKER Taskforce & Armed Policing T/COMMANDER JEREMY BURTON Criminal Justice & Roads Policing COMMANDER MAK CHISHTY Community Engagement COMMANDER LUCY D'ORSI East Area COMMANDER CHRISTINE JONES North Area COMMANDER SIMON LETCHFORD South Area COMMANDER ALISON NEWCOMB West Area CHIEF OFFICER JOHN CONWAY Metropolitan Special Constabulary COMMANDER ALISTAIR SUTHERLAND Protection Command COMMANDER SIMON BRAY Security Command Senior National Coordinator DAC Helen Ball COMMANDER RICHARD WALTON Counter Terrorism Command ACC ALAN BARR Deputy Senior National Coordinator Forensic Services SHARED SUPPORT SERVICES Locally Delivered Support Services Finance & Reporting Centrally Delivered Support Services Hire to Retire Career Transition / Awards Procurement Operations Referencing & Vetting

5 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.

6 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: Reduce 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

7 BACKGROUND TO DIGITAL POLICING The following chart shows how Digital Policing is structured: Business Engagement Dawn Burroughs Digital Policing Top Level Organisation February 2016 Chief Information Officer Angus McCallum Comms HR Central Office of the CIO Chris Naylor Technology Merlin Gardner Solution Delivery Paul Shipley Service Delivery Pete Trainer Strategic Programmes Tony Haberfield Finance Andy Proudfoot

8 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 Outsourcing all solution development and service delivery to third parties selected to be technology partners An 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.

9 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 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.

10 JOB DESCRIPTION UNSTRUCTURED DATA ENTERPRISE ARCHITECT Job title: Unstructured Data Enterprise Architect Location: Central London Responsible to: Head of Enterprise Architecture 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 Unstructured Data EA will specifically oversee the management and processing of unstructured assets, including still image and video media, enterprise content, documents, records and information collaboration Historically the MPS has made heavy use of paper records, siloed information stores and DVDs for the management and transmision of video evidence. There is increasing reliance on video evidence, from sources that include CCTV, digital interviews, public upload, body worn cameras, helicopter link etc. and the need for better solutions to manage and process these as case evidence and for use in the courtroom environment. The EA will guide the creation of new Digital Asset Management Systems that integrate these sources and enable connectivity and access by apppropriate third parties. The EA will also support the development of improved content and record management capabilities that enable more effective management of unstructured information across the MPS. Objectives: The Unstructured Data Enterprise Architect is responsible for MPS Unstructured Data Architecture so that it supports organisational objectives and new operating models as delivered under the OMM 2020 programme. This involves: Information management - Supports the development of data standards and processes nationally, collaborating as necessary with other organisations. Maintains and communicates the strategy for managing information, ensuring that data definitions, standards, processes and data architectures are developed, accepted and applied Information security - Identifies security risks and vulnerabilities and assesses business impact for defined business applications or IT installations in defined areas. Provides advice and guidance on physical, procedural and technical security controls (e.g. as per ISO27001). Investigates and manages security incidents

11 JOB DESCRIPTION UNSTRUCTURED DATA ENTERPRISE ARCHITECT Information assurance - Provides authoritative advice and guidance on Information assurance architecture and strategies to manage identified risk. Interprets legislation, security and assurance policies and contributes to development of standards and guidelines that comply with these Information analysis - Is responsible for the organisation s commitment to efficient and effective analysis of textual/numerical/visual/audio information, including processes to acquire and validate external information on a regular and consistent basis Consultancy - Understands customer requirements, collects data, delivers analysis and resolves problems. Identifies, evaluates and recommends options, implementing if required. Collaborates with, and facilitates stakeholder groups. Seeks to fully address customer needs, enhancing customer capability by ensuring that proposed solutions are properly understood and exploited Research - Agrees research goals and generates original ideas. Develops, reviews and constructively criticises ideas, with observations. Conducts qualitative and quantitative tests and solution spikes, driving through to a full practical demonstration where feasible. Presents rigorous and well argued papers of findings and recommendations to MPS Tech Forum/Tech Council Innovation - Actively monitors for, and seeks, opportunities, new methods and trends in IT capabilities and products for the advancement of the MPS. Clearly articulates, and formally reports their benefits Enterprise and business architecture development - Captures and prioritises market trends, business strategies and objectives, and identifies the benefits of alternative strategies. Establishes the contribution that technology can make, conducting feasibility studies, producing high-level business models, and supporting business case writing. Develops enterprise-wide architecture and processes, aligned to business strategies and enterprise transformation activities Emerging 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 Solution architecture - Uses appropriate tools, including logical models, to contribute to the development of systems architectures in specific business or functional areas. Produces detailed component specifications and translates these into detailed, implementable designs using selected products. In support of One Met Model 2020 business change, assists in preparing technical plans and ensuring that appropriate architectural resources are available Data management - From an understanding of current and future business direction both nationally and within the MPS, derives an overall strategy of data management, within an established Information Architecture, that supports the business model. Identifies information structures and detail to enable development and secure operation of new information services. Takes overall responsibility for planning effective information storage, sharing and publishing within the organisation

12 JOB DESCRIPTION UNSTRUCTURED DATA ENTERPRISE ARCHITECT Stakeholder relationship management - Develops and maintains communication channels and/or stakeholder groups, as a single point of contact. Works with Business Engagement to gather customer information and detailed requirements. Facilitates open communication, disseminating technical and business information and using feedback to explain the need for future product and system changes. Agrees, plans and implements changes to be made. Maintains contact with the customer and stakeholders throughout to ensure satisfaction Data analysis - Sets standards for data analysis tools and techniques, advises on application, and co-ordinates data analysis and data modelling activities, ensuring compliance, based upon detailed understanding of corporate needs Systems design - Recommends/designs structures and tools for systems which meet business needs. Delivers technical visualisation of proposed solutions. Translates logical designs into physical designs, and produces detailed design documentation. Maps work to user specification and removes errors and deviations to achieve user-friendly processes Database/repository design - Maintains and applies up to date, specialist knowledge of database concepts, object and data modelling techniques and design principles, and a detailed knowledge of the full range of database architectures, software and facilities available. Takes account of specialist requirements (e.g. geocoding for MPS geo systems). Interprets the data model into an appropriate database schema within set policies Supplier relationship management - Maintains broad understanding of the commercial IT environment, how the organisation sources, deploys and manages external partners and when it is appropriate to use in-house resources. Helps identify candidate suppliers to meet MPS IT requirements and supports the management of supplier contracts to meet key performance indicators and agreed targets Contract 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 Sales support - Works closely with Business Engagement to help customers clarify their needs and requirements; devises solutions and assesses their feasibility and practicality. Demonstrates technical feasibility using physical or simulation models. Produces estimates of cost and risk and supports project management to assemble these into project plans to inform solution proposals Technical specialism - Maintains an in-depth knowledge of the specific technical specialisms for this domain area, providing expert advice regarding their application. Can supervise specialist technical consultancy. Key specialisms include: Digital Asset Management - still images and video, including data ingest/outgest, cleansing, distribution, staging, transcoding, editing, processing, streaming etc Enterprise Content Management, including web and internal content

13 JOB DESCRIPTION UNSTRUCTURED DATA ENTERPRISE ARCHITECT Documents and Records Management Collaboration and Knowledge Management. Scope: Provide briefings to the Head of Enterprise Architecture and DP Board members as required, in person and/or in writing, that help in setting the direction and assurance of MPS EA for unstructured data 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 unstructured data Work with and provide guidance to 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.

14 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 salary circa 49,166 gross per annum and a London Location Allowance of 3,501. Annual incremental spine points will achieve progression from minimum to maximum of the pay scale. 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.

15 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.

16 MAKING AN APPLICATION To apply, please forward your CV, supporting statement and additional information form to Your 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. The 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 and sent to the address you provide.

17 WHAT TO DO NEXT Please your CV, supporting statement and additional information form: by 25 March Applications should be submitted as an attachment to an we cannot accept online files via SkyDrive. The above address should not be used for general enquiries please visit which includes an Answering Your questions section or contact the HR Advisory Centre on 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.