Metropolitan Police Service - Assistant Commissioner

Job Family Core : Rank profiles
Code CR-FL-MPS-Assistant Commissioner v2.1

Role Purpose

As a member of the Metropolitan Police Service Management Board, the Assistant Commissioner has responsibility for leading the Service, creating a vision and setting direction and culture for the Service that builds public and organisational confidence and trust and enables the delivery of a professional, effective and efficient policing service.

The Assistant Commissioner is accountable for policing within their area of responsibility, working collaboratively with other Assistant Commissioners to ensure the operational delivery of policing services and the effective command and leadership of the policing response to crime, and major and critical incidents.

The Assistant Commissioner is responsible for influencing the development of regional and national policing and may be accountable for national operations or standard setting and is responsible for providing a professional, effective and efficient policing service.

Key Accountabilities

  • As part of Management Board, set and ensure the implementation of organisational and operational strategy for the MPS, having due regard to the Police and Crime Plan and Strategic Policing Requirement and any wider plans and objectives, in order to provide an effective and efficient policing service that meets current and future policing demands.
  • As part of Management Board, develop and maintain governance arrangements and processes within the MPS, to ensure effective decision making and appropriate action at all levels/tiers of the organisation.
  • Within their area of responsibility and as part of Management Board, lead the MPS, communicating a clear direction, setting organisational culture and promoting values, ethics and high standards of professional conduct and improving employee engagement to enable a fair, effective and professional service.
  • Lead, inspire and engage the Chief Officer team and senior policing professionals; setting and role modelling approaches to a workforce culture that improves inclusivity and wellbeing. Facilitates impactful professional development and performance management to create empowered teams that are representative of the public they serve and can effectively enable the achievement of the MPS vision and goals.
  • Fulfil the authorising responsibilities of a Chief Constable g. authorisation of intrusive surveillance and maintain operational oversight, holding accountability for effective, compliant policing responses, in order to protect the public and further develop the Service’s operational strategies.
  • Lead and oversee the operational policing responses on occasion, in the most high risk and high profile instances, in order to protect the public and ensure an appropriate and effective response.
  • Advise national bodies such as COBR on matters of public safety and national security to contribute to effective decision making that protects the public from serious threat and upholds the law.
  • Develop and maintain strategic relationships with local, regional and national partners, effectively influencing and collaborating to contribute to improvements and change in the broader operating context and enable the achievement of the Service objectives.
  • Represent the MPS at a local, regional and national level to the public, media and other external stakeholders to promote visibility, connect with the public and build confidence in policing.
  • Lead national thinking, policy and guidance within an area of specialism to enable the continuous improvement of effective policing practice.
  • Create and drive a culture of development, change and innovation to ensure enhanced productivity, value for money and continuous improvement in evidence based policing.

Play an active role in national decision making on the development of the Police Service to enable the effective co-ordination of operations, reform and improvements in policing and the provision of value for money.


All roles are expected to know, understand and act within the ethics and values of the Police Service.

The Competency and Values Framework (CVF) has six competencies that are clustered into three groups. Under each competency are three levels that show what behaviours will look like in practice.

It is suggested that this role should be operating or working towards the following levels of the CVF:

Resolute, compassionate and committed

Inclusive, enabling and visionary leadership

Intelligent, creative and informed policing

Education, Qualifications, Skills and Experience

Prior education and experience:

  • Has held rank of ACC/Commander or a more senior rank in a UK Police Force (or have held one of the designated roles if appointed from overseas).
  • Successful completion of the Police Leadership Programme: Stage 5 (Executive Leaders) or successfully completed the strategic command course prior to 2023.
  • Authorising Officer Training.
  • Wide ranging operational law enforcement experience.
  • A demonstrable track record of successful experience of working at a strategic level, including the leadership of law enforcement officers and staff at senior leadership level.
  • Experience of successfully engaging with and influencing multi-agency partnerships.
  • Experience of implementing an effective performance management framework.
  • Experience of implementing successful organisational development, change and innovation.
  • Experience of accountability for management of significant budgets.
  • Up to date operational/technical policing knowledge.
  • Knowledge of developing legal, political, economic, social, technological, and environmental factors and an understanding of the implications for strategic planning.
  • Knowledge of relevant local, regional and national policies, strategies and initiatives and an understanding of the implications within the policing context.

Policing Education and Qualification Framework (PEQF):

The educational provision relating to the ranks above Police Constable has still to be confirmed by the College. Should an educational requirement be agreed for the Chief Officer ranks, the expectation is that this would be set at Level 7. Information will be made available in due course by the College of Policing, and any new requirements agreed with the Service will require development before implementation. Consequently existing promotion requirements will continue to apply for the foreseeable future.


  • Highly skilled in the development of ambitious vision, strategy and policy, aligned to operational realities and wider plans/goals.
  • Able to operate with high levels of commercial acumen, skilled in effective organisational financial management which balances conflicting resource demands and drives value for money.
  • Able to create strategic organisational change, to deliver appropriate responses to emerging trends and issues.
  • Able to scan the internal and external horizon, identifying emerging trends and issues and use these to inform strategic planning.
  • Able to operate with high levels of political astuteness, skilled in impacting the internal and external political landscape effectively.
  • Able to use a wide range of highly effective communication and influencing techniques and methods to successfully negotiate, collaborate and influence change at the most senior levels and across a diverse range of stakeholders.
  • Skilled in building and maintaining strategic stakeholder relationships at the most senior levels, being able to resolve issues and to reconcile conflicts of interest.
  • Skilled in leading, developing and inspiring people, engaging the organisation with strategic priorities, values and behaviours.
  • Able to reflect on and hold themselves, individuals and the organisation to account for performance and behaviours.
  • Able to identify, commission and implement new or improved technologies/services that have a transformational impact on Force service delivery and/or cost.

Continuing Professional Development (CPD)

A senior leaders CPD Framework has been developed that identifies three important elements Chief Officers should consider when planning their CPD.

Chief Officers should reflect upon their existing knowledge, skills and experience to identify and plan their professional development alongside the following examples.  Below are some suggested examples but are by no means exhaustive:

Personal Skills

  • Role model continuing professional development and lead by example by sharing learning and reflections to support the professionalisation of the police service.
  • Maintain knowledge of strategic leadership and management theory and continually reflect on practical application in the operational policing context.
  • Attend bi-annual National Chief Constable CPD events.
  • Participate in coaching and/or mentoring opportunities for self and others to use and share the learning to inform own and others’ approach to leadership, management and policing.

Business Skills

  • Maintain commercial awareness and build financial acumen by working closely with partners and multi-agencies at a local and national level.
  • Maintain knowledge and understanding of performance management processes, including data analysis methodologies and how performance can be benchmarked locally, regionally and nationally.
  • Contribute to evidence based research by conducting research and analysis of operational policing issues to solve problems and support the professionalisation and transformation of policing.
  • Build and participate in peer networks and action learning sets to enable approaches to joint problem solving, share learning locally, regionally and nationally to support business process modernisation, efficiency and continuity.

Professional Skills

  • Maintain knowledge of College of Policing Guidance, best practice and national and local initiatives and policies applicable to the strategic policing context.
  • Maintain and update key knowledge and understanding to effectively apply legislation, policy and practice across all functional policing areas of operational responsibility.
  • Maintain knowledge and understanding of political, economic, social, technological, legal and environmental factors and developments to inform strategic policing plans and enable an efficient and effective approach to policing and ensure the force is able to tackle new and evolving crime, threats and priorities.
  • Work with national policing agencies and bodies, such as Her Majesty’s Inspectorate of Constabulary and Fire and Rescue Services (HMICFRS), National Crime Agency (NCA) and the College of Policing, and participate in and contribute to serious case reviews and Independent Office for Police Conduct (IOPC) investigations to ensure the force meets and maintains professional standards.
  • Complete all annual and mandatory training to retain occupational and operational accreditation.

Professional Registration/Licenses

Not applicable.

Links to other Profiles

Not applicable.

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