Office of the Police Crime Commissioner for Hampshire and the Isle of Wight Head of Estates Candidate Information Pack
Contents
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Introduction
The Office of the Police and Crime Commissioner
The Police and Crime Commissioner
Hampshire Constabulary
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The Police Estate
Specialist accommodation
Collaboration
Job Description
Key Responsibilities
Working for the Office of the Police and Crime Commissioner Key Dates and Application Process
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Introduction The Office of Police and Crime Commissioner (OPCC) supports the Police and Crime Commissioner serving Hampshire and the Isle of Wight. The OPCC provides a link between Hampshire Constabulary and the communities they serve, ensuring the delivery of policing strategy. Hampshire Constabulary are one of the biggest forces in the country, and provide policing services to the people of Hampshire and the Isle of Wight. The Police and Crime Commissioner (PCC) is committed to reducing crime and making the region a safer place to live, through an increase in police officers in addition to an increase in officer visibility. With an estate of circa 130 properties including police stations and corporate assets, the OPCC owns a diverse, multi-site property portfolio which supports the changing needs of modern policing to support service delivery by Hampshire Constabulary. Reporting to the Chief Executive, the Head of Estates is appointed to lead all estates matters for the OPCC and the Force, including modernisation and maintenance of the portfolio, capital projects, sustainability, acquisitions and disposals of land and property. The appointed candidate will work closely with the PCC to review the existing estate and identify opportunity for increased productivity through the estate portfolio including collaboration, the operating structure and partner relationships in order to devise and implement the Estate Strategy. The Head of Estates appointment offers the opportunity to be directly responsible for leading a high-profile property portfolio and its future vision within an emergency service organisation.
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The Office of the Police and Crime Commissioner
The Police and Crime Commissioner (PCC) is elected by the public and is accountable to them for the performance of the police force in Hampshire and the Isle of Wight. The PCC provides a link between the force and the communities they serve, translating the legitimate demands of the public into action. They set the strategy for policing and reducing crime and disorder, through their Police and Crime Plan, and set the budget and the council tax precept. The PCC owns all police assets – including the police estate. The PCC is normally elected on a four-year cycle, with the next election due in 2024. The Police and Crime Commissioner’s team is made up of around 40 experienced people, led by the Chief Executive. The people who work with the Commissioner include experts in areas such as policy; scrutiny; finance; communications and engagement; and business administration.
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The Police and Crime Commissioner
Donna Jones was elected as Police and Crime Commissioner in May 2021. ” Whilst reducing crime is important, preventing it happening in the first place is even more so. The additional funding the government has committed to Hampshire Constabulary is an opportunity to build a police force that works for the residents of Hampshire and the Isle of Wight, from improving the 999 and 101 service to giving you feedback when you’ve reported a crime. I want to make Hampshire and Isle of Wight one the safest place to live in the country. “ Donna has been a Magistrate in Hampshire for sixteen years. This has helped her develop a strong background in criminal justice. When she was appointed by the Lord Chancellor in October 2005, she was the youngest member of the judiciary in England and Wales. From 2014-2018 Donna was the first woman to be elected the Leader of Portsmouth City council in Hampshire, presiding over a £780 million budget. She has a thorough understanding of managing public sector finances; of generating new income and removing wastage from outdated contracts ensuring your taxes are spent wisely.
Donna is Hampshire born and bred. Her professional background is in banking.
Donna is committed to investing in the OPCC estate in order to accommodate increased officer numbers, ensure that the portfolio supports the needs of officers and creates a commercial and collaborative approach to property.
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Hampshire Constabulary
Hampshire Constabulary are the fifth largest police force in the country, delivering policing services to the people of Hampshire and the Isle of Wight. The Constabulary, made up of over 5,000 officers, has retained a strong neighbourhood policing approach.
Our purpose is to deliver SAFER communities and the scale of this challenge includes:
• Policing across 1,500 square miles, land which is largely rural but with densely populated cities. • The changing face of crime, with similar trends to those nationally in terms of increased reports of cyber-crime, child sexual exploitation and domestic abuse. • A significant transport network including the M27 and M3, key rail hubs and two international airports. • Critical national infrastructure sites to keep safe such as the ports in Southampton and Portsmouth and crucial oil refineries.
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The Police Estate
The Hampshire and Isle of Wight police estate has been changing to meet the needs of Hampshire Constabulary police officers, staff and the communities they serve and to ensure it is fit for the future. There are circa 130 owned, leased or partnership properties that form the police estate. These range from large Police Investigation Centres (PICs) with custody suites, police stations, offices, to vehicle workshops and specialist facilities. The police workforce comprises of over 5,000 officers, PCSOs and police staff. In some locations the PCC partners with local government or HIWFRS to provide shared facilities. A forward thinking, business case driven corporate approach to the provision of both the built estate and services required to support the estate has been adopted. This has fundamentally changed both the working environment and the way people feel about the places in which they work. We are leading the way in state of the art police investigation centres, now open and operating in Southampton, Basingstoke and Portsmouth.
The programme to restructure the estate aims to:
• Provide better support to frontline services and to better align the whole estate with the changes that will continue to be required in operational policing. • Complete construction work without impacting police budgets through the sale of police buildings that have reached the end of their economic life or are no longer fit for the purpose. • Ensure that both the quality and the value of the estate continue to improve and increase through the reinvestment of these capital receipts.
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Specialist accommodation
Some police services require extremely specialist accommodation, some of which had not been replaced for over 60 years. One strand of the programme has seen the complete re-provided accommodation for Custody and Investigation Teams through three PICs in Southampton, Basingstoke and Portsmouth.
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Collaboration
A key part of the programme is the development of strong partnerships across the public sector, with emphasis on blue light collaboration.
Working with Hampshire Fire and Rescue
• Shared Headquarters in Eastleigh has been providing both policing and fire service shared office accommodation, training, conferencing facilities, and uniform stores since 2016.
Working with local authorities and central government
• In partnership with Hampshire County Council, Hampshire Constabulary’s new Operational Headquarters in the heart of Winchester has been developed. This replaced the old headquarters at West Hill. • Neighbourhood bases at Rushmoor Borough Council, Basingstoke and Deane Borough Council and New Forest District Council, New Milton Town Council, Hart, Portsmouth, Southampton, Gosport, Isle of Wight and East Hampshire are in place along with shared accommodation at various Hampshire Fire and Rescue sites.
Working with national partner organisations
• Working with the Government Property Unit, the Ministry of Justice, the Probation Service and the Community Rehabilitation Company to continue to build and strengthen partnerships across the public sector. • Hampshire is the main link with the Home Office for the National Police Estates Group providing specialist advice to help deliver up to £300 million savings for police forces across the country. 9
Job Description
Job Title
Head of Estates
Reporting to
Chief Executive Officer – Office of the Police and Crime Commissioner (line management)
Direct Reports
Hard Services Manager, Soft Services Manager, Capital Projects Manager and Estates Change/ Investment Manager • Property Marketing and Disposals consultancy team (Lambert Smith Hampton) • Rating Advice Consultancy team (Cushman & Wakefield) • Estate portfolio advice and support (Hampshire County Council) • Estate legal services (Hampshire Legal Services) • Hard and Soft Facilities Management service delivery (Hampshire County Council (HCC)) • Corporate Health and Safety Advisor (Hampshire Constabulary) Procurement (Hampshire County Council) • Risk and Resilience Advisor (Hampshire Constabulary) • Head of Property & Facilities at Hampshire and Isle of Wight Fire and Rescue Service (key partner relationship) • Police and Crime Commissioner (PCC) • Chief Constable/Deputy Chief Constable • Constabulary Senior Leaders Group • OPCC • CFO • OPCC Senior Leadership Team • OPCC Communications and Engagement team OPCC Project Management Office • National Police Estate Group • Chief Executives and Property Directors in partner bodies • H&S • Hampshire & Isle of Wight Fire & Rescue Service
Indirect Reports/ Advisory Support
Relationships
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Job Purpose
To provide leadership and strategic direction to ensure the delivery of the PCC’s Estates Strategy. The Head of Estates will lead on a corporately owned estate that delivers on requirements for operational staff but will also seek commercial opportunities to maximise cost avoidance/ income to further support the OPCC budget. The Head of Estates enables the PCC to provide a fit for purpose estate that supports the Force’s operational requirements. They will contribute to a positive balance of investment between front-line policing and support functions. The post holder is responsible for the efficient delivery of partner services/functions that contribute to the success of this, but also contributes to the delivery of all other aspects of the Police and Crime Plan. As the lead property professional within the organisation, the Head of Estates will ensure the proactive delivery of statutory compliance across the OPCC’s estate, reporting directly to the Police and Crime Commissioner.
Context
The position is part of the OPCC Senior Leadership Team.
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Key Responsibilities
Estate Strategy Development and Management
The OPCC Estates Strategy is currently under review since the appointment of a new PCC. The Head of Estates will play a key role in shaping the strategy of the next five years, this includes: • Monitor and ensure the close out of the current Estate Change Programme (ECP) • Seek to own and retain estate where possible to maximise income and reduce the requirement for leasehold property • Advise the Commissioner, CEO and CFO and the Estate Board on the strategy and implementation plan and any changes required. • Work with advisers from HCC to strategically manage the leasehold estate to ensure continued cost effective estate solutions to meet evolving police needs over time and protect security of tenure. • Develop and manage strategies for both freehold and leasehold estate management • Review the hard & soft service requirements for the estate • Work with senior leaders within the OPCC and Hampshire Constabulary (HC) to develop short, medium and long term estate solutions for those sites that currently do not form part of the scope of ECP. • Create clear procedures and roles and responsibility mapping between the OPCC, HC and HCC to ensure responsibilities and lines of communications are set out. Provide leadership for the programme management of Capital and asset lifecycle projects, including the management of costs, risks and benefits. Ensure, advising the CEO and Programme Board as necessary, that strict change control mechanisms are applied to avoid requirement and cost- creep and to ensure the delivery of operational benefits from the estate work. Commission and provide ongoing contract management for partnership services that support all business areas of the OPCC, including but not limited to:
Programme Management and delivery
Partnership services
• Health and Safety • Procurement • Wellbeing/Occupational Health • ICT scrutiny
As a member of the Senior Management team to ensure compliance with and hold both individual and collective responsibility for GDPR and other relevant legislation such as health and safety and employment law within the department.
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Key Skills and Experiences Required
• Educated to degree level or equivalent professional qualification in a property related subject is essential . • Significant experience in estate strategy development and programme delivery. Significant proven experience in devising and delivering change and/or infrastructure programmes to time, cost, quality with full delivery of SRO benefits. • H&S qualification in NEBOSH/ IOSH
Commercial Estate
Experience in managing a commercial estate, driving efficiencies through investment in freehold estate
Compliance
Experience of managing compliance across both a freehold and leasehold estate, working with service partners to ensure our compliance position is constantly under review and in date.
Asset Management
Evidence of reviewing estate asset management, recommending improvements to the OPCC to drive efficiencies and safety across the estate. • Substantial experience of running major programmes/projects which could be transformational change programmes or major delivery programmes • Proven Programme management skills based on Agile Gateway and Prince 2 principles. • Significant experience in a leadership role within a private or public sector organisation with a substantial resources impact. • Experience and proven effective delivery in the implementation of change and the leadership and advocacy of business improvement and management. • Excellent leadership skills and behaviours demonstrating a drive and ambition for service delivery and improvement. • High quality communication and presentation ability. • Very effective negotiation and interpersonal skills that give confidence and trust at the highest level amongst customers. • Demonstration of initiative, innovation and creation of business focused solutions. • Relevant and strong understanding of issues impacting on estate and property development, acquisition and maintenance • Sound judgment and a clear understanding of the consumer, business and crime prevention environments. • Proven stakeholder management skills to deliver shared solutions providing benefits to all partners • Good commercial understanding and financial acumen to deliver major projects to time, cost, quality. • Change leadership skills to deliver high-performing teams
during periods of change and operational delivery. • Experience of preparation and presentation of key reports to Board level audience.
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Desirable skills
Educated to degree level or equivalent professional qualification in a property related subject is essential . Experienced in Facilities Management and delivery of the service both as an in house or outsourced model Experience in Land & Property/Infrastructure more generally is desirable coupled with a proven ability to understand and translate technical requirements into strategy and delivery plans. Background in commercial estate rationalisation, including disposals, retrospective upgrades, new builds and Knowledge of police organisation and structure or other public service organisations.
Production of Annual Business Plans, budgets and reports.H&S qualification in NEBOSH/ IOSH
Experience of organisational design and development.
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Personal Competencies
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. Identifies the key issues clearly, and the inter- relationship between different factors. Considers the wider implications of different options, assessing the costs, risks and benefits of each. Makes clear, proportionate and justifiable decisions, reviewing these as necessary.
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and priorities for themselves and the team, and assigns resources to deliver them as effectively as possible. Identifies opportunities to reduce costs and ensure maximum value for money is achieved. Highlights good practice and uses it to address underperformance. Delegates responsibilities appropriately and empowers others to make decisions. Monitors progress and holds people to account for delivery. • Professionalism - Acts with integrity, delivering 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 within the team. 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. Demonstrates courage and resilience in difficult situations, defusing conflict and remaining calm and professional under pressure. • Collaborative Working - Builds effective working relationships with people through clear communication and a collaborative approach. Maintains visibility to staff and ensures communication processes work effectively. Consults widely and involves people in decision- making, speaking to people 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. Sells ideas convincingly, setting out the benefits of a particular approach, and striving to reach mutually • beneficial solutions. 15
• Leadership - Leading change - Establishes a clear future picture and direction for the team, focused on delivering the Commissioner’s vision. Identifies and implements change needed, thinking beyond the constraints of current ways of working, and is prepared to make radical change when required. Thinks in the long-term, identifying better ways to deliver value for money services and encourages creativity and innovation within the operating unit. • Leadership - Leading people - Inspires people to meet challenging organisational goals, creating and maintaining the momentum for change. Gives direction and states expectations clearly. Talks positively and creates enthusiasm and commitment by recognising good performance, and giving genuine praise. Promotes learning and development, giving honest and constructive feedback to help people understand their strengths and weaknesses, and invests time in coaching and mentoring staff. • Leadership - Managing performance - Creates a clear plan to deliver agreed performance in line with the Police and Crime Plan’s priorities. Agrees demanding but achievable objectives
Working for the Office of the Police and Crime Commissioner
• Working hours : 37 hours per week • Office location: St George's Chambers in Winchester (with travel across the estate portfolio) • Competitive salary: £70,873 - £79,771 • Pension: Local Government Pension Scheme • Annual Leave: 26 days - rising to 30 days after 5 years’ service
PCC and OPCC combined Action for Equality, Inclusion and Diversity We in the Office of the Police and Crime Commissioner are committed to being accessible to and inclusive of all of the communities and people we serve. We have many work streams in place that reflect and support the needs of the vulnerable and victims from all of our communities. We want to be even better at valuing diversity and inclusion and embedding this into the way we work, both within our team and externally with our partnership networks and the wider community. 16
Key Dates and Application Process To arrange a confidential conversation to discuss the opportunity in more depth, please contact Stephanie Howe (stephanie.howe@mrgpeople.co.uk) of The Management Recruitment Group on 020 3962 9900. Applications should consist of a comprehensive CV and a covering letter (of not more than 2 pages).
Applications should be sent to stephanie.howe@mrgpeople.co.uk
Closing date for applications is 5th September 2021.
First stage interviews with MRG are scheduled for w/c 6th September 2021. First stage interviews with the OPCC are schedule for 27th September 2021.
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