December 2012 - Metropolitan Police

THE
JOBDECI 2012
Building a Met that’s fit for the future...
Piloting wider use of CRIS PCSOs given access to better assist teams
999 turns 75 A former inspector talks about doing things the old way
Team focus How to get the best out of yourself and your team
TOTAL POLICING
Being at
our best
Total Professionalism
and the Met’s values
Seating is
believing
How we’re making the
most of our office space

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COVER: GETTY IMAGES
DEC 2012
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04
THE EDITOR
06
15
Hello and welcome to your December edition
of The Job. This one’s a bit lighter on pages
because we want to focus solely on the big
issue of the day, change.
The big questions from some of you about
the One Met Model and Total Professionalism
are “What are they?” and “How will they affect me?”
It’s the largest change programme ever undertaken by
the Met and will impact every corner of the organisation to
some degree. Yes, it is meant to help us find the £500m in
savings required over the next three years, but that’s only
part of the story. One Met Model and Total Professionalism
are really about giving the Met an upgrade, reducing
duplication and bureaucracy, updating our technology and
giving us a common set of values and structures to make
sure we’re all singing from the same hymn sheet.
In public satisfaction we come dead last behind all
other forces. These programmes are aimed at improving
performance for the whole organisation.
If you want to play a role in the future direction of the Met,
the Deputy Commissioner is holding The Future of the Met
engagement events, which you can find out more about
on the intranet. You can also email your feedback to DCP
Mailbox – Met Change Have Your Say.
Steve DeVries
Editor
If you require a copy of The Job in an alternative format, please contact the DMC on 63455.
The Job is also available on the MPS intranet and public website (www.met.police.uk/job).
THE JOB
CONTENTS
NEWS
04 PCSOs giving CRIS a try
Pilot running in three boroughs is seeing
whether a wider rollout is possible
AROUND THE MET
06 ‘Calling all cars...’
On the 75th anniversary of 999, an
inspector recalls its first big upgrade
FEATURE
08 Ch-ch-ch-ch Changes!
How One Met Model will make us
ready for policing in the future
11 Being at our best
Total Professionalism develops
the values that will shape us
12 Seating is believing
We look at the desking project at
ESB that will become the Met model
MET PEOPLE
15 Bang on the drum all day
We meet one Met officer who’s mad
for a bit of Bhangra beat
WANT TO KNOW, NEED TO KNOW
16 Getting the best from your team
The Leadership Academy shows how
to set and pursue goals
12
3

ALAMY, GETTY IMAGES, HANNAH EDWARDS PCSOs
04
UPDATE
try
CRIS in pilots
The Met is exploring the possibility of widening
access to the Crime Record Information System
(CRIS) to all PCSOs, something that, for the time
being, is out of the jurisdiction of many.
As it stands now, only Victim PCSOs receive
the training to browse or update the system,
as do station PCSOs, who work front counters.
Pilots in Westminster, Wandsworth and Enfield,
which started in June, have given all borough
PCSOs access to CRIS and are gauging the
impact on the system and on local police work.
If successful, it could mean a Met-wide rollout.
Planners say early results have been positive.
PCSO Lewis Lerwill, of the Streatham Hill Safer
Neighbourhoods Team, says: “I think it would be
of value for PCSOs. I visit victims of crime on a
daily basis, giving out crime prevention advice,
leaflets, personal attack alarms and UV pens. At
the moment, PCs on my team go through the
crimes daily and write out the contact numbers,
names and addresses, along with a quick
rundown of what has happened. I could really
just do it myself if I had CRIS.”
PCSO Kevin Denney of Greenwich agrees,
saying: “Access to CRIS would be extremely
useful and would mean that we do not have to
bother a PC to gain information.
“Some PCSOs have suggested that we
should be able to update CRIS, but I think this
would be a step too far in some cases. Perhaps
Q: Why don’t
we have
more training
days?
This was asked at a recent Commissioner’s
briefing, where a sergeant stated that
more street duties courses and continuance
training would better prepare PCs
for real-life encounters with the public.
According to Deputy Commissioner
Craig Mackey: “Training days are
coming back soon. Giving teams time
to work together and taking the time
to impart knowledge are both things
that the senior management team
is keen on.”
that should be assessed on an individual basis
and upon requirements of their role within the
Met, such as when updating CRIS after victim
visits. These could easily be carried out by a
PCSO without having to disturb a constable.”
PCSO Michelle Cooper from Merton says: “In
these trying times, it would be a great idea to
use existing resources in a better way. Most
PCSOs are ready, willing and able to have more
responsibility while still keeping our core
duties. When a reassurance visit has been
PC upgrades roll out
Nothing can be more excruciating
than having to fill in a report at the
end of a long day using a computer
that crawls along at a snail’s pace.
The Commissioner knows the
value of up-to-date technology
in modern policing, including
everything from the latest and
most effective high-tech gadgetry
to desktops that perform everyday
tasks without incident.
To support his commitment to
make better use of technology,
the Directorate of Information
(DoI) is carrying out a project to
replace 14,000 workstations
across the Met.
Say goodbye to your old,
slow-running workstations that are
used for Foundation, INUIT and
CAD and are located in all
borough writing rooms, Safer
Neighbourhoods bases and
Central Communications
THE JOB
We heard from
approximately 20
PCSOs, all of whom
supported CRIS access
carried out, it would be easier and more
efficient if PCSOs could update CRIS. This
would alleviate the issues if officers are busy.”
Commander Simon Bray of Westminster
says: “We have had a lot of feedback from
PCSOs and officers, which is why the Met is
holding this pilot. Once it is completed we can
look at what works and what doesn’t, check
that the technology runs smoothly with more
people using it and make a decision on what
the next best course should be.”
Command (CCC). Locations that
suffer from slow network
connections in other front-line
areas will also be replaced.
For now, boroughs replace their
own workstations, purchasing
them from the ICT catalogue.
But due to the financial
constraints on the Met, that
hasn’t happened as often as it
needed to. The DoI identified this
as an issue earlier this year and
therefore secured funds for the
purchase of new workstations.
The first lucky boroughs to
receive their new machines were
Hammersmith and Fulham, Bexley
and Bromley, and others continue
to receive more each month.
To find out more, including
a deployment plan, visit the
intranet. From the homepage:
DoI > Products and Services >
Desktop Refresh
32%
The amount SC&O
crime fighters’ rape
detections have
gone up since last
year. Since April,
they have charged
347 people
compared to 262
last year. DCS Mick
Duthie says his
officers are working
closer with forensic
experts, the CPS
and officers across
TP. The command
is also restructuring
to larger regional
teams, supported
by a daily grip
meeting that
redeploys resources
in fast time.

Car tech
upgrades
The Directorate of Information, with the
support of Transport Services, will update the
recent upgrade to Mobile Data Terminals
(MDTR) in cars by December 2012. This
includes updated modems, backup
batteries, an upgraded processor and
improved software. These will improve the
user experience overall. The keyboard can
now be used for easier screen navigation
and improvements to PNC vehicle enquiries
were added, including views of insurance
records on cherished transfers. The loggingon
time is shorter, with fewer network
errors. For more information visit the
intranet. From the homepage: Structure >
DoI > Products and Services > MDTR
Flu vaccine
pilot tests
cost savings
Last year, 27.4 million working days were lost
in the UK due to short-term illnesses such as
colds and flu.
The Office for National Statistics has stated
that not only is flu an illness that causes great
misery to the sufferer, but it can also cost an
organisation dearly in lost productivity. At a
time when the Met is trying to watch every
penny, all areas of the business are being
looked at for cost solutions.
A new pilot currently running in Westminster
seeks to immunise the borough’s officers and
staff against influenza. It is hoped that this will
keep them and their families healthy and also
make savings in productivity and reduce
flu-related sick leave. There is strong evidence
that the flu vaccine will limit the risk of
catching flu, which can result in fevers, cough,
headache, aching muscles, sore throat, runny
nose and tiredness.
The Medical Director for Forensic Healthcare
Services, Dr Meng Aw-Yong, instigated a study
with the London School of Economics, which
showed that the Met could save more than
£1m annually by immunising its total workforce
with flu vaccinations.
The project coordinator, Lauren Mounsey,
has acquired 2,000 vaccinations and chosen
Westminster as the pilot borough after its
Custody Nurse Area Managers, Marge
Still listening...
It’s been more than a year since Commissioner
Bernard Hogan-Howe took the helm at the Met.
From the beginning he’s been eager to hear
feedback and suggestions about how the
organisation could improve. In fact, his initial
dialogue with staff is what resulted in his Ten
Commitments, laid out in the spring of this
year. These included replacing more than
7,500 old or slow desktops by Christmas,
which is happening right on schedule, and
ensuring that you don’t need a different login
and password to use CRIMINT Plus. The
Commissioner has also continued his focus
on hearing from staff, including canteen chats,
local briefings, intranet forums and sending
Management Board members to spend days
on boroughs. Your feedback is more important
than ever with Met Change, so be sure to
participate in an upcoming intranet forum.
From the homepage: Structure > DMC >
Internal Communication > Intranet Forum
Badenhorst and Janyce Wilks, volunteered
their time to administer the programme from
Charing Cross and Belgravia custody centres.
“For years, our Forensic Medical Examiners
and nurses have been looking after officers who
have been injured,” says Dr Aw-Yong. “This just
takes it one step further, and there could be
other avenues in the future that we could
explore for borough-based local health delivery.”
While the inoculations are available to
everyone within Westminster, Dr Aw-Yong
would like those who are eligible for a free
vaccination on the NHS to continue to get
theirs from their GP to maximise the
availability for the whole borough.
Dr Aw-Yong says: “Occupational Health was
instrumental in helping us develop this pilot.
The plan is to evaluate the effect of the
vaccinations on flu-related illnesses within
Westminster borough after this pilot and, if
proven effective, consider rolling it our further
across the Met.”
THE JOB
Westminster officers
and staff are to be
the first to receive
flu inoculations
Reap the
MetRewards
UPDATE
The Commissioner has
made it a priority to
maintain a dialogue with
officers and staff
These days, every penny counts. And it helps
to get a break when buying the essentials, or
even when splashing out a bit. MetRewards
was launched on 23 October and provides a
range of offers and benefits to those working
for the Met. It includes:
• MetBenefits – discounts and promotions
that help your money go further. Some help
with the everyday costs of the supermarket
shop, car maintenance or DIY using
preloaded store cards. Others make treats
more affordable, such as family days out,
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• The Met childcare vouchers salary
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• The Met Cycle to Work salary sacrifice
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For more information visit the
intranet. From the homepage:
Resources > MetRewards
5

06
AROUND THE MET
Inspector Chris Barker
training staff on the new
CAD system back in 1984,
after the system upgrade
AROUND
THE MET
DID YOU KNOW?
999 was chosen
as the easiest
rotary number to
dial for someone
visually impaired,
in the dark or
caught in dense
smoke
1970S
‘CALLING ALL CARS…’
A lot of people might not know it, but this year
was the 75th anniversary of 999.
Although 999, or 112, is used in a number
of countries to summon emergency services,
it began in London in 1937. It was born from
tragedy when, two years earlier, five women
died in a house fire. A neighbour who tried to
ring the fire brigade was placed in a calling
queue. He would later express his frustration in
a letter to The Times, which prompted the
Government to launch 999 locally. The rest of the
UK wouldn’t take it on until 1976 and by that point
London was looking to upgrade its system.
Former Inspector Chris Barker (Met Police
1958-1990) reminisces about the lead-up: “In the
late 1970s I was an inspector in the Information
Room (IR), located on the first floor of Victoria
Block at New Scotland Yard. It featured a long
conveyor belt in the middle of the room where
some 12 to 14 communicators sat on either side,
each in front of a green panel with numerous
CELEBRATING THE INNOVATIONS,
ACHIEVEMENTS AND HAPPENINGS
IN THE MET COMMUNITY
BT exchange lines and some other direct
lines. In those days, the vast majority of those
communicators were PCs.
“The incoming calls would be written on a
message pad and the communicator would
consult his or her A4 file to find the station code
covering that vicinity. The message was folded
and placed onto the conveyor belt, which had
tracks that were colour-coded to denote their
destination, such as the radiotelephony operator,
telegraph office or loggist. Urgent calls would
be shouted down to the dispatcher who would
contact the relevant station immediately, using
personal radio so that cars covering that area
could hear it, too.
“As can be seen, this was antiquated and, in
fact, we had an old BT engineer who was always
there to fix things. As he used to say, ‘It’s holding
together with string and wires – just, guv’nor!’
MAKING IT MODERN
“I was later seconded to the Command and
Control Project Team, tasked with preparing the
way for a complete overhaul of the 999 system
THE JOB
FLIGHT OF FANCY
“One of the strangest incidents I dealt with
in the IR occurred when a light aircraft was
stolen from Biggin Hill airfield in the 1980s.
The suspect had apparently had a row with
his girlfriend and was ‘buzzing’ her rooftop.
There were about 20 calls to 999 from
frightened neighbours – one of them being
a very senior officer. He asked me what
I was going to do about it. I gave a
noncommittal reply and left it at that. He
again rang and asked the same question.
I replied, somewhat tersely, that I had an RAF
fighter scrambled. He was happy with that.
The plane eventually landed on the recently
completed, but still unopened, southern
section of the M25, where officers detained the
suspect. I was told it was a perfect landing.”
and of general message handling throughout the
Met. The group had some 100 people at times.
“The new CAD system included a database
of all streets, pubs, public buildings, blocks of
flats and landmarks, together with confidential
information on specific and possible vulnerable
addresses within the Met and City Police force
areas. Also readily available were all Met call signs
and the precise area of responsibility for the
199 stations and section stations. Before, some
messages got sent to neighbouring stations,
which delayed investigations.
“The Met built some 70 local divisional CAD
rooms and trained the staff at Farrow House,
adjacent to Peel Centre. Up until then, staff
preparing to run the soon-to-be-built Central
Command Complex had been training at a police
garage in Bow on a life-sized cardboard mock-up
of the proposed compound.
“Go-live day for the entire system was mid-June
1984 and I was released to set up and manage the
Communications Enquiry Office. Here I oversaw
enquiries arising from CCC and the various
divisional CAD rooms until I retired in 1990.”

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GETTY IMAGES, HANNAH EDWARDS, IONA HODGSON, ISTOCK
FEATURE | ONE MET MODEL
Change brings
new opportunity
ONE MET MODEL, THE LARGEST RESTRUCTURING EVER UNDERTAKEN
BY THE MET, WILL KEEP US IN STEP WITH THIS AMAZING CITY...
ondon is one of the most vibrant
and diverse cities on the planet, ever
L changing in its social and cultural
landscapes. As the capital changes, so the Met has
to keep in step, at times making dramatic shifts to
the way it works to stay modern and cutting edge.
That adaptability was best demonstrated
recently during the London 2012 Olympic and
Paralympic Games, when the entire organisation
SUPPORT SERVICES
HR
FINANCE
TRAINING
Customer and Commercial Services
includes Catering, Criminal Exhibit Services,
Travel Services, Uniform Services, Language
and Cultural Services, and Transport, Services/
Vehicle Recovery.
IT
PROCUREMENT
PROPERTY
CUSTOMER AND COMMERCIAL SERVICES
came together to take on one of the biggest
policing challenges ever seen in the UK. If there’s
one thing we learned this summer, it’s that no
matter what our roles are in the Met, we each have
a vital part to play in keeping London safe.
The next great challenge is to improve our
performance so we can pull out of the dead
last rankings in public satisfaction. The One
Met Model will do away with bureaucracy and
MET ET HQ
8 THE JOB
y with bureaucracy and how the structur
This includes the current headquarters for each
Met business group, such as TP and SC&O.
STRATEGY
CHANGE
PROFESSIONALISM
PARTNERSHIP
COMMUNICATIONS
duplication, upgrade outdated technology and
create more consistent policing frameworks across
the Met. It will also help us save £500m over the
next three years, as required by the government.
The One Met Model involves a full
restructuring of the Met, leaving no unit or team
untouched. The overview in the chart below
describes what is currently being looked at and
how the structure of the Met will change…

CONTROL INFRASTRUCTURE
GRIP AND TASKING
INTELLIGENCE
COMMAND AND CONTROL
RESOURCE MANAGEMENT
This will drive the delivery of Met operations
through a single, coherent system that links
planning to delivery and defines processes of
control. A new single model will be developed,
both for Intelligence and Tasking, that will cover
all operational policing. How this will work and
where teams will be based is being reviewed.
SERVICE TO LONDON
A better overall service for London is the
result of this product and is what all of the
functions in the One Met Model are driving
towards. One Met Model puts more constables
on the front line, at times and locations when
people need it most. Our performance will
improve by cutting crime, removing
duplication and using resources and
technology more effectively.
PAN-LONDON SERVICES CES
These deploy our response,
investigative and other specialist
operational policing services
visibly, flexibly and dynamically
across London. How services will
work together or be shared is
currently being examined.
CRIME INVESTIGATION – REACTIVE & PROACTIVE
PUBLIC PROTECTION AND SAFEGUARDING
THE JOB
From the
intranet
homepage:
Change > One
Met Model
CRIMINAL JUSTICE
SPECIALIST OPERATIONAL SUPPORT
COUNTER TERRORISM
SECURITY AND PROTECTION
NEIGHBOURHOOD POLICING
Neighbourhood Policing services are at the
forefront of visible policing in London, working
with communities to reduce crime by removing
opportunities for offenders, investigating local
crime and working with partners to improve the
quality of life for residents.
LOCAL POLICING MODEL
AREA BOROUGH COMMAND UNITS
FEATURE | ONE MET MODEL
9

FEATURE | ONE MET MODEL
What’s it
all about?
WE EXPLORE SOME COMMON MYTHS
AND CONCERNS ABOUT MET CHANGE…
he One Met Model is still
in development. There T are plenty of rumours and
questions about what’s happening at
the moment – we get to the bottom of
some of them…
RUMOURS
REGULATION A19 WILL BE
ENFORCED FOR OFFICERS
There are currently no plans to
instigate Regulation A19. This will
always be an option and be
continually reviewed as financial
and workforce plans develop.
POLICE STAFF WILL BE LOSING
THEIR JOBS
Yes. It is clear that our current
structures are no longer sustainable
in the current climate and there will
be reductions in officer and staff
posts in certain areas. Until the
design work is complete, we will not
know the overall impact. However we
will continue to plan and manage any
reductions appropriately.
SOME BOCUS WILL MERGE
Basic Command Units (BCUs) are
still the subject of conversation
regarding whether boroughs could
share some services, such as custody
to reduce duplication and increase
efficiency, enabling more officers to
engage in operational work. There
will be a senior leader in every
borough with clear lines of
accountability.
SOME OCUS, DIRECTORATES OR
BUSINESS GROUPS WILL MERGE
Implementation of the One Met
Model will improve the services we
provide to the people of London. We
know that the current directorate
approach leads to considerable
duplication and inefficiencies; the
One Met Model will introduce a
structure that sees services managed
and delivered in a way that provides
best value for money.
SOME SUPPORT SERVICES WILL
BE OUTSOURCED TO PRIVATE
COMPANIES
No decisions have been made yet.
Our focus is to ensure that we are
providing the right services as
efficiently as possible. We are open
and consider all options, but any
decisions will be driven by quality
of service and value for money.
THERE WILL BE NO PROMOTIONS
There has been a change to the
frequency and scale of promotion
processes, and planned changes to
our workforce will continue to impact
on this. We have already stated that
promotions will not be as frequent as
they have been in the past. We are still
committed to developing talent, but
we have to be realistic that a change
to our management ratios means
fewer senior posts in the future.
At the time of The Job going to
print we are speaking to the NPIA
about the Met’s request to extend the
qualification period of OSPRE from
five to seven years. We have
considered whether we should restrict
or stop the OSPRE process during this
time of limited vacancies, but, on
balance, to allow people the
opportunity to continue selfdevelopment
and to ensure there is
a pool of candidates available as the
change process continues, we have
decided to keep it running.
RESPONSE TEAMS WILL SHRINK
As part of the work being done
within Neighbourhood Policing, the
10 THE JOB
make-up of Response Teams is still
being assessed. The aim is to focus
their work and increase their
capability to meet demand.
QUESTIONS
WHO IS AFFECTED?
The implementation of the One Met
Model has implications for every
member of the Met. It will affect the
role they do now, how they do it and
how they will be supervised.
IS THE LOCAL POLICING MODEL
PART OF THE ONE MET MODEL?
Yes, under Neighbourhood Policing.
WHEN WILL WE START TO SEE
THE CHANGES?
Implementation of the One Met
Model begins in autumn 2012. The
areas of work within the model will
be developed and carried out at
different speeds, but overall it is
anticipated to be completed by the
2015/2016 financial year.
WHEN WILL WE BE TOLD OF THE
CHANGES, AS IT IS DELAYING OUR
CAREER DECISIONS
Updates on the One Met Model will
be provided as they happen through
regular intranet updates, online
video messages from the Deputy
Commissioner, engagement events
and staff briefings. See more on the
One Met Model intranet site.
WILL THE CHANGES MAKE IT
EASIER TO ORDER GOODS, SUCH
AS UNIFORMS?
The changes will make it easier to
order goods by cutting back on
processes and using technology in
a better way by making ordering
through the intranet more efficient.
WILL THE CHANGES AFFECT
SENIOR OFFICERS AS WELL?
It is inevitable that the changes
that will take place will have an
effect on senior officers. Although
no decisions have been made yet,
we will be changing the mix of
officers’ ranks.
Your feedback is being used to make
sure the model is heading in the
right direction. It can shape how
things will change.
If you have any suggestions or
questions about the One Met Model,
please send them to DCP Mailbox –
Met Change Have Your Say.
For more information visit
the intranet. From the
homepage: Change

This is ‘how’
we’ll do it...
TOTAL PROFESSIONALISM COMPLEMENTS THE CHANGES
THAT ARE HAPPENING, DEFINING OUR VALUES AND BEHAVIOURS...
hen each of us started in the Met we
did it with optimism. We all imagined
W ourselves playing our part in making
a difference for Londoners.
And it’s that eager spirit that Total
Professionalism seeks to rekindle in everyone.
It will raise the standard of leadership across the
organisation and make consistent the behaviour
we show towards each other and those we serve.
Yes, there have been professionalism
programmes in the past: the Blue Book in the
1980s, the Together programme in the early
Noughties and even the 5Ps, most recently. This
is building on them.
Total Professionalism is one of three elements
in Commissioner Bernard Hogan-Howe’s Total
Policing Strategy, equal to A Total War on
Crime and Total Victim Care. It’s important
now because we are ranked lowest of all forces in
England and Wales for public satisfaction. Also,
there are concerns from young and black and
ethnic minority groups that we have, at times,
treated them unfairly or in a racist manner. There
has also been comment on our senior leaders’
relationships with the media.
We all need to achieve that level of service we
first imagine, and everyone has a role to play.
The One Met Model works alongside Total
Professionalism to deliver the Met’s commitment
to Total Policing.
“One Met Model is about structural change
and Total Professionalism will help shape the way
we do it,” says Detective Chief Superintendent
Caroline Bates, who heads the Total
Professionalism planning team.
Her team first organised a vote to establish the
Met’s values. More than 11,000 employees voted
within a week on what they should be. The final
five wound up being: integrity, service, respect,
responsibility and teamwork. From there they
will define the behaviours that demonstrate
these values, both internally and externally.
“We will then weave those values and
behaviours into the very fabric of the
organisation,” says Det Ch Supt Bates. “Have
we got our training and recruitment right? Are
we making it clear what’s expected of everyone?”
The team is now in the middle of one of the
largest face-to-face staff-engagement exercises
ever undertaken by the Met. It is holding 20
one-day seminars, each containing about 500
managing officers and staff. They are placed as
strangers at tables and through an interactive
programme discuss values and behaviour, and
the challenges they face implementing them.
But there are other ways for everyone to get
involved. A new survey is being launched to
replace Your Views Count for the purpose of
gathering ideas, identifying excellence and
capturing views. The Total Professionalism
intranet page uses SharePoint software that
allows people to post comments about the way
forward. So, whereas in the past you may have
read an intranet piece and been asked to email
your feedback, now readers can comment below
the piece, much like on social networking sites.
Deputy Assistant Commissioner Patricia
Gallan, who heads the Directorate of
Professionalism, says: “When we’ve asked
people what the values of the organisation were,
they’re not always quite sure. We want people
to have values that they can really believe in and
that they can live by. Because if they do, it will
impact their behaviour and how they act towards
each other.
“We need everyone to be a part of the success
of the Total Professionalism programme, and to
believe that every person makes a difference.”
THE JOB
FEATURE | TOTAL PROFESSIONALISM
VIEW FROM THE
FRONTLINE
DC THEAAFFLECK
SCD1 LEWISHAM
What’s life like being seconded to the
Total Professionalism team?
I work at NSY alongside a small team
made up of both officers and staff. My
work varies immensely. I review policies
to check compliance, arrange events
that explain the role of Total
Professionalism, help to set up an
online interactive forum for sharing
ideas about professionalism, and
gather opinions from front-line officers
about what professionalism means to
them, to name just a few.
How would you answer scepticism
around Total Professionalism?
People think “Total Professionalism”
suggests that officers and staff are not
professional, but we know that most
people in the Met are. It’s not a quick
fix, and is here to stay. We are open to
suggestions about how the Met can
become more professional. For
example, I would like to see supervisors
have training and support around how
to deal with difficult conversations with
their staff. We all feel undervalued if we
don’t see our supervisors challenging
colleagues who don’t work as hard.
11

FEATURE | CORPORATE REAL ESTATE
Seating is
believing
ESB SAW THE FIRST TEST CASE FOR BETTER USE OF SEATING,
WHICH WILL BECOME THE STANDARD ACROSS THE MET…
ith all the demands placed on the
organisation these days, we have to
W find clever ways of using all of our
resources, including the areas we work in. For
the past three years, the Corporate Real Estate
(CRE) Major Change Project has been doing
just that, delivering millions in savings every year
by finding ways to use our properties differently.
CRE is about delivering a smaller, higherquality
estate. This includes selling buildings
that may be under-used and inefficient. But,
more importantly, CRE is about ensuring we
make the best use of the buildings we keep.
Property Services Directorate (PSD) had
already done a lot of work consolidating places
of work, seeing how officers and staff at one
location are able to relocate alongside another
team elsewhere. And that isn’t always easy.
PSD analysis shows that in many buildings
only about 50 per cent of desks are occupied
at any one time and in some buildings it is less
than that – even at peak times. With each desk
costing about £3,500 each year to run, saving
14 desks or four single-person offices is roughly
equivalent to the cost of one police officer.
The eight HQ buildings alone cost more than
£40 million each year to run, so if just half of
the desks that are not used are saved we would
reduce costs by £10 million each year –
equivalent to the cost of 200 police officers.
Dominic Holmes, assistant director of
construction for PSD, and his team recently
led by example on a project at Empress State
Building (ESB) that will be the model for the
Met in the future.
It makes use of the concept of “agile working”.
By evaluating the amount of workspace required
for the needs of different roles, they could
determine who needed a fully assigned desk
and who didn’t. They were thus able to make
room for PSD staff from the 12th floor of
ESB on the 11th floor. This, in turn, allowed
the recruitment wing of HR to move into the
12th floor from Hendon, which is undergoing
a major rebuilding project.
“At ESB, Property Services reduced its estate
footprint by approximately one-third,” says
Dominic. “We now have 127 desks for 176 staff
based at ESB.”
Dominic explains how the system works: “The
first thing we do is identify everybody’s style of
working by categories 1 through 4. Category
1s are full-time people who rarely work away
from their desk, for instance someone doing
administrative work or using specialist software.
Category 2s visit other buildings, attend a variety
of meetings or could be part-time employees.
Category 3s are only at ESB between one and
three days a week, and are probably based
elsewhere. Finally, category 4s are occasional
visitors from other buildings.”
Teams are placed together on the 11th floor.
As expected, category 1 workers have an assigned
desk with a fixed pedestal for their files. Those
in categories 2 and 3 use cubbyholes in which to
store personal files and work.
When categories 2 and 3 come to work, they
get their files from their cubbyholes and take it
to one of the unassigned desks in their team
area. If there isn’t one available, they find one
in another team area or can set up at one of the
“hot desks” for transient workers, like category 4s.
The scheme includes a more informal
breakout area on the floor – partially enclosed
by the cubbyholes – with tables and soft chairs,
where people can meet or just sit and work
independently. This has reduced the need for
meeting rooms and power and data points allow
those with laptop computers to log in.
“We’ve been using this system for three months
now,” says Dominic, “and it’s been working well.
“PSD has freed up approximately £250,000worth
of desk space to be used by others –
equivalent to the cost of five police officers.”
The plan used at ESB is aimed at staff,
and Property Services is working on the
12 THE JOB
categorisation of police officer roles, including
consideration of shift patterns and handovers.
Police officers will play a big role in informing
the process, which helps planners make
the best use of space at police stations and
specialist accommodation. A pilot for the space
used by response/patrol type roles, as well as
investigative work styles, is being undertaken
with Territorial Policing in Sutton where a
cross-section of ranks is working with PSD to
see how property cost-savings can help protect
operational budgets.
The Met’s Management Board has
supported the concept of non-assigned desking.
Commissioner Bernard Hogan-Howe says: “We
want to provide excellent accommodation to match
the commitment of our staff. This involves new
ways of working – in open-plan office space and
workstations – to make better use of our buildings.”
Another example is Jubilee House, which is
being completely refurbished. The occupants’
work styles have been categorised and a new floor
plan has been drawn up with 700 desks (up from
400 desks in the old-style office) that will support
up to 1,000 employees.
The Jubilee House project means that the
Met will move out of five other buildings, which
can in turn be sold or no longer leased, generating
capital receipts and revenue savings of thousands
of pounds in utilities and other running costs.
“The CRE programme will enable us to move
people out of old, sub-standard accommodation
into a smaller but higher-quality estate, meeting
the needs of a modern police service that is lower
in cost to run overall,” says Dominic. ■

THE JOB
FEATURE | CORPORATE REAL ESTATE
TEMPERATURE CHECK
CORPORATE REAL ESTATE
£40m
In revenue savings to be delivered per
annum by the CRE Major Change Project
by 2014/15
£13.5m
Saved in 2011/12
57
Buildings due to be released in 2012/13,
working towards a £15m savings target.
Other buildings, including New Scotland
Yard, are under consideration for the future.
Significant improvements to the estate
have been made this year through major
investment:
● New custody facilities opened at
Croydon and Wandsworth, providing
centralised custody and office and patrol
facilities. Work is under way at several
other sites to deliver custody extensions
over the next year
● Major refurbishments that will improve
accommodation for officers and make
best use of space are going well at
Jubilee House, Lambeth Forensic Facility
and Marlowe House.
A staff member visits
his cubbyhole (above),
while Dominic Holmes
(third from right) has
a meeting in the
breakout area
HANNAH EDWARDS
13

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SPORTS
& MORE PERSONALITIES,
TEAMS AND
CHALLENGES
Cop on the beat
Of the many sights and sounds of the
London 2012 Olympic Games Opening
Ceremony, you might remember the
many drums used to make a deafening
rhythm in the stadium. One type of drum
that featured prominently was the dhol
drum, which is played on both of its sides
and is mostly associated with Indian
bhangra music.
Over the past few years Specialist
Comms Officer Scott Bryce of SO15 has
developed a love of the instrument and is
the only non-Asian guy in the local
drumming troupe, Dhol Squad.
“Scotty”, as the rest of the group
affectionately calls him, first
became familiar with the
dhol drum while attending
a wedding with his soon-tobe
wife, who is of Punjabi
Sikh descent. They would
later include them in their
own wedding, alongside
bagpipes. But it was during
a trip to India, where at
a party Scott heard seven
players playing the dhol
at once, that he realised it
was for him.
“I just remember the adrenaline I felt
while listening to them,” he tells The Job.
“So I thought, ‘When I get back to London
I’m going to find someone to teach me.’”
He found Dhol Squad online and started
attending their practices at a Hindu temple
in Uxbridge.
“I started by just watching them, but then
in about April of last year I decided to get
involved,” he says. “I’ve always been quite
musical, having played guitar and trumpet
in the past. It’s not too difficult, you just
need to have a bit of coordination.”
The beats have names, “na”, “ge”,
and “dha”, which stand for a base hit,
a treble hit, and both base and treble
played together.
“So it’s like, dha-na-na-na-na,” says
Scott. You can buy a drum from one of the
many Indian music shops in London, and a
decent starter one will cost you about
£250, he adds.
The dhol drum has a bass side and a
treble side, with the former played with
a stick called a dagga and the latter played
with a tihli. Scott says that the Dhol Squad
tutors start by teaching you some
basic rhythms and work you up
to some more complex fills.
Students of the group
have gone on to play at
BBC Children in Need, Zee
TV, Womad, Cambridge
Folk festival and
many other events.
Some have also been
given Princess of
Wales awards.
On its website, DholSquad.
com, the group emphasises that
you don’t have to be of Indian
descent to join up, and that all ages
and races are welcome. Scott says that
even through it was a step out of his
cultural comfort zone, he’s just considered
one of the players.
“You think that certain things are
exclusive to certain cultures, but I just went
long and was welcomed and made to feel
like a part of the group,” he says.
THE JOB
MET PEOPLE
MET LADIES IN EURO TOURNEY
Six players, plus the manager, from the
team that represented Great Britain in the
European Police Championships for ladies’
football were from the Met this season.
The players included Vicky Causbrook
CO20, Tammy Scrivens SCD8, Elly Maggs
DPS, Kelly Philpott MD, Emma Kayser YR
and Emily Jane Wells CW. Police staff
member Fiona Gehring was the manager.
She says: “Unfortunately, Great Britain were
not among the medals on this occasion,
however they did GB Police proud and
competed exceptionally well in all matches.
All the games were particularly close
and we couldn’t have asked for any more
commitment from the girls.” Any female
police officers who would like to show off
their skills on the football field, please email
fiona.gehring@met.police.uk
AND I WOULD RUN 2,012 MILES
To commemorate the London 2012 Olympic
and Paralympic Games and to pay homage
to his father-in-law, who recently died of
leukaemia, Sergeant Simon Stevens ran
no less than 2,012 miles in just over a year.
He ran in aid of the Ellenor Lions Hospice,
Leukaemia and Lymphoma Research and
Cancer Research. Part of the mileage racked
up included the 62-mile London to Brighton
Challenge, which he completed in 22.5 hours.
He also ran five half-marathons, two full
marathons, a ten-mile race and the Thanet
20-mile race.
“The rest of the mileage was done out
on the roads around Sidcup and on the
treadmill,” says Sgt Stevens. “There were
times that I thought I was not going to make
it, but I am not a quitter.”
To donate, visit his fundraising page at
www.virginmoneygiving.com/simonstevens32
Sgt Stevens ran a
total of 2,012 miles for
charitable causes
15

16
MET PEOPLE
WANT TO KNOW,
NEED TO KNOW
YOUR REGULAR GUIDE TO WORKING SMARTER
BRING OUT YOUR BEST
The Leadership Academy gives advice on how to improve not only your
own performance but also your team’s...
How can you bring out the best in your team
and, at the same time, bring out your very
best to keep your career on track? Sergeant
Dave Hodges of the Leadership Academy runs
effective supervision development seminars for
first- and second-line leaders. He says that at
least part of the answer lies in taking some time
to think ahead and write lists of priorities – two
things that are so simple but easily overlooked
in the hustle and bustle of everyday life.
What can people do to make sure they develop
to be the best they can?
It’s so easy to get caught up in what’s
happening now, and even next week seems a
long way off. But think about what you want in
a year’s time or further into the future. Clearly
describe it in writing so that anyone reading
could easily understand your goal. Write a brief
list or an action plan and then stick to it.
But I’m so busy already…
So many people say that to me but a list or
action plan can be a useful tool to maintain
your focus and keep activity on track. It can
also be really useful if you have a team. Ask
yourself what you want the team to have
achieved or improved upon in a year’s time.
Break down your goal into steps so that you
know where you need to be in three, six and
nine months’ time.
And what about the people in your team?
The individuals are as important as the team
itself. What do you want to be able to delegate
to them in a year’s time? How can you up-skill
them? Delegating – done in the right way – can
empower people. It’s also useful for leaders,
who may have been left with a problem, to
remind themselves that they should think in
terms of the legacy they leave behind.
What if you’re not a manager?
Think about what motivates you and what you
might want this time next year or further into
the future. Take control – it’s easy to end up
drifting. If you want to develop in a certain area
of work, seek out someone who has achieved
in that area and get some informal mentoring
or simply grab a chat with them. Identify what
skills you will need. Look at previous adverts
for the role you like on PeoplePages. If there is
an application, have a go at filling it in. Do you
have the evidence at the right level? You might
not be able to fill in all the gaps straight away,
but you can list some steps you need to take.
And in such times of change, is it still worthwhile
to have an action plan?
Yes! Also, when change is on the horizon
it’s sometimes easier to lose focus and drift.
Change often takes longer than you think. An
action plan makes the most of what you can
control right here and now.
The Leadership Academy is responsible for the
Met’s coaching and mentoring programmes
and encourages and supports local leadership
development schemes.
THE JOB
SHORT-CUT GUIDE TO...
SHARED TASKS IN OUTLOOK
HOW TO ACCESS A SHARED MAILBOX
In Outlook, on the left-hand side where
your folder structure is visible, there
should be a folder near the top called
Mailbox [Your name].
Right-click on this and select Properties For
Mailbox [Your Name] DMC (should be the
last one in the drop-down list).
Click on the Advanced button (bottom
right).
Click on the Advanced tab (at the top).
Click on Add and type in the name of the
folder you want to add. Then hit OK and
Apply.
The mailbox should now be visible in your
folder structure (probably towards the
bottom).
GIVE SOMEONE PERMISSIONS
TO A SHARED MAILBOX
In Outlook, hover your mouse over the
folder inbox. Right-click on it.
Click on Properties, then click on
Permissions.
Add your colleague (or search by surname
first).
ACCESS A SHARED CALENDAR
In Outlook, click on Calendar.
Click on Open A Shared Calendar.
Add in the exact name of the calendar (or
click on name and search by Surname, First
Name as usual).
Click OK and OK again. The Calendar should
be added.
GIVE SOMEONE PERMISSIONS
TO A SHARED CALENDAR
Open the calendar you want to add your
colleague to.
Right-click on Calendar on the far left-hand
side under My Calendars (calendar and
dates on the right-hand side).
This will open a drop-down box. Click on
Properties at the bottom of the list.
Click on the Permissions tab. Add your
colleague (or search by surname first).
GETTY IMAGES, HANNAH EDWARDS