Detective capacity and capability

Report: 7
Date: 8 July 2010
By: Director of Human Resources on behalf of the Commissioner

Summary

This paper provides an overview of detective capacity and capability across the organisation explaining how detective assets are developed and deployed to match operational requirements.

A. Recommendation

That members note the report.

B. Supporting information

1. The last 10 years has seen significant growth in police officer numbers from 26,001 in March 2000 to 33,305 by March 2010. Throughout the same period the detective pool has grown from 3941 (15.16% of total strength) to its current level of 7561 (22.73% of total strength). Please refer to Appendix 1 for details of organisational and detective growth between 2000 and 2010.

2. The growth has been driven by a number of operational and social factors. This period saw the implementation of the Safer Neighbourhood teams developed to drive delivery of the community policing model. Whilst the public hearings that followed the death of Stephen Lawrence (Recommendations published 1999) and Victoria Climbie (recommendations published 2002) fundamentally changed the way that the MPS investigates and manages homicide, child abuse and other serious crime. Similarly the Counter Terrorism Command underwent considerable growth and substantial restructuring in response to the terrorist incidents in New York in September 2001 and the London bombings of July 2005.

3. The organisation has rightly adapted, developed and revised working practices and structures to meet the demands of modern day policing. However the increased requirement for experienced detectives has led to a significant migration of skilled officers from Territorial Policing to the Specialist Business Groups. This has been necessary to ensure the specialist units are staffed by suitably qualified detectives, but over time there has been a growing recognition that a more equitable spread of detective skill and experience is required.

4. The MPS is adept at responding to peaks in demand and the increased requirement for detectives saw collaboration between Human Resources and the Crime Academy to develop a trainee detective selection and development programme which could satisfy operational need in terms of both overall numbers and basic investigative competence. This has enabled the organisation to build its detective assets with aim of achieving capacity. However, there remains an ongoing commitment to ensure the right level of skill, experience and expertise also exists and is directed where operational demand dictates.

5. As illustrated in Appendix 2, the greatest number of detectives can be found within Territorial Policing, where, as expected, experience levels are also at their lowest (Appendix 3 illustrates the distribution of detectives across the borough occupation command units). As a natural consequence of the growth programme, currently 75% of detective constables on borough have four years or less service as a detective, with 43% still completing the trainee detective constable (TDC) development programme. The programme, which takes between 12 and 24 months to complete, draws upon substantive constables who have passed the National Investigators Examination (NIE).

6. Since 2005, a total of 2221 officers have joined the programme, the significant majority through Territorial Policing (TP), which rightly remains the main training ground for newly selected detective constables as the variety and volume of work allows officers to fully satisfy the competency requirements of PIP (Professionalising the Investigative Process). However, this places pressure on the boroughs to manage investigation whilst supporting the training and development of more junior detectives.

7. The distribution of detective experience in terms of length of service as a detective constable between the Business Groups is shown in Appendix 4 and this highlights the disparity across the organisation. The majority of trainee detectives are in the TP command units while Specialist Crime and Specialist Operations draw the bulk of their staff from the middle service range with more than half of their detective constables having at least five years experience as an investigator.

MPS Structure and Re-Structure

8. Whilst detective resources have seen a dramatic increase over the past 10 years, the organisation still faces significant challenges in terms of developing and maintaining a professional workforce with a high level and diverse range of skills and experience. The Detective Career Management Programme Board has been created to oversee all matters relating to detectives and notable amongst the current work streams are the strands relating to detective resilience, detective rotation and the TDC programme.

9. To satisfy the growing demand for detectives a fundamental evaluation of detective selection and training was undertaken, reducing bureaucracy whilst maintaining local ownership of recommendations and decisions. At the same time capacity within the Crime Academy has been improved by re-designing the foundation programme to increase the number of courses with the same level of staff and minimal impact upon accommodation. The combination of the streamlined TDC application process and the increased capacity at the Crime Academy can now supply up to 600 trainee detective constables per annum to satisfy demand and deliver a year on year increase in detective numbers.

10. An internal review was commissioned to establish the issues and concerns at the heart of detective resilience and a number of key themes have been identified. In response, the TP Development Programme, in support of the Policing Pledge, is currently exploring new arrangements for CID work within the boroughs and across the new five area structure.

11. Clearly the complexity and serious nature of the work managed within the Specialist Business Groups demands an enhanced level of detective ability, and the officers to fill these roles must be drawn from the increasingly inexperienced TP borough pool. During this recent period of growth the MPS has faced some difficulty in identifying and attracting suitably skilled officers into key roles within both SCD and SO. As a consequence, not only have vacancy levels within some of the Specialist Units increased but TP remains in an over-strength position. The net result of this is a general stifling of movement between the Business Groups and the perception of barriers and lack of opportunity permeates across the Organisation.

Succession Planning - Developing the Detective Resource

12. There is a clear need for greater investigative expertise locally, not only offering victims a better service but identifying and catching more offenders across London. In support of this vision, the Detective Career Management Programme Board, jointly chaired by the Assistant Commissioner SCD and Director HR, have developed a number of key initiatives and taken a lead role in overseeing the detective strand of the TP Development Programme.

Detective Rotation

13. A significant part of this work is the Detective Rotation Programme, which has been developed as a mechanism to direct the movement of detectives between the Business Groups. The programme is underpinned by a number of key principles:

• TP will remain the primary Business Group for training and developing new detectives as it offers the best environment to satisfy the demands and competences of PIP Level II.
• Detectives, at constable and sergeant level, who have spent 8 years or more away from TP can expect a posting to borough
• Detectives within TP will not be eligible for transfer to Specialist units within 3 years of selection as a Trainee Detective Constable
• Detectives can expect a posting to TP following selection for promotion.

14. The rotation process will create a more effective distribution of detective skill and experience by facilitating the movement of highly skilled investigators from both Specialist Crime and Specialist Operations. These officers will not only bring their knowledge of crime investigation but also an ability to act as mentors and supervisors to more junior officers who are undertaking detective training.

15. There is significant organisational benefit to be enjoyed as skilled detectives are moved between units, and whilst TP remains an operational priority in terms of experience, the Detective Career Management Programme Board is continually reviewing areas of risk and vulnerability. This will ensure that control measures can be identified, for example allocating SCD2 Sapphire the same status as a TP Borough to encourage experienced detectives into front line investigative roles which are not traditionally seen as attractive opportunities.

16. The rotation programme will also bring considerable benefits to the Specialist Units, creating a wider range of opportunities at all levels. Units and squads, where there had been a perception of ‘closed shop’ are now seen as exciting and achievable career opportunities for all detectives. Ex squad detectives working on TP boroughs are well placed to break down the apparent barriers and encourage junior detectives to apply for specialist roles. This will allow the Specialist Business Groups to effectively plan and identify talent and aptitude at an early stage and thus nurture and support individuals to maximise potential.

Detective Progression

17. The Programme Board has a key aim to professionalise the detective career group and establish a distinct career pathway for detectives encouraging both lateral and upward progression. The Crime Academy provides a co- ordinated approach to investigative training and offers a full range of rank and role related skills and knowledge based courses. This modular training allows individuals to build a firm foundation as investigators under the PIP programme, building up specialist skills over time as different roles demand. To encourage progression and professional pride within the detective career group, the Programme supports the introduction of an award ceremony for officers successfully completing the TDC programme as the first step on the detective career ladder.

18. Further work is required to streamline selection activity to reduce bureaucracy and time lines. Currently all vacant posts trigger a distinct selection process, when many have similar criteria and competence requirements and could therefore be managed together. Linking postings to individual career development plans through the personal development review process can identify aptitude and appropriate future roles. Equally attachments on an exchange basis between Business Groups also offer an ideal opportunity for individuals to work in different environments on a time limited trial.

19. Promotion processes deliver generic numbers based upon Workforce Planning forecasts, but there are conflicting views as to whether this provides the right officers with the right skills. Officers are expected to move to a new role on promotion and up to the rank of detective inspector a posting to TP will be the norm. This affords specialist detectives the opportunity to experience the management of volume crime within a high driven performance environment and creates more openings in the specialist units.

Future Detective Requirements

20. The Deployment Plan sets out the rolling three year strategy to allocate police officers in line with the business plan and revenue budget, determining how the MPS will achieve targets and meet operational priorities. The detail within the plan allows each Business Group to plot detective requirements on a monthly basis over the three year period. Wastage data is analysed to generate attrition forecasts at each rank which inform and direct recruitment, selection and promotion activity.

21. The organisational growth enjoyed over the past 10 years is not sustainable in the current economic climate and the pressure on public sector finances points towards a contraction of overall police numbers. The 2010/2013 Business Plan, which does not at this stage take account of the 2010 Medium Term Financial Plan (MTFP), indicates a slight reduction in target strength for detectives.

22. The focus up to the post-Olympic phase in 2013 will be on capability building to ensure the MPS has sufficient suitably skilled and experienced detectives deployed where operational risk and priority is greatest. This will involve a co-ordinated approach to detective selection and promotion to ensure all sectors of the MPS can meet demand.

23. Looking forward five years and beyond, regardless of the structure of the MPS, there will remain a compelling requirement for skilled detectives whose expertise is built upon ability and experience as investigators. The regular movement of detectives between Business Groups and between TP Boroughs will become the norm, creating wide ranging opportunities across the organisation. As promotion prospects are likely to be limited lateral development will be encouraged in support of detective rotation.

C. Race and equality impact

24. The last 10 years has seen significant growth in police officer numbers and the unprecedented recruitment levels have allowed the MPS to focus on an innovative attraction and community engagement strategy that will create an organisation that is truly reflective of the London communities we serve in terms of race and gender.

25. During the 2009/2010 financial year 17.2% of all IPLDP recruits were BME (black and minority ethnic) and 34.2% were female, this has produced a diverse organisation where 9.32% of all officers are from BME backgrounds and 23.09% are female. The increase in diversity has the greatest impact upon TP where the vast majority of all new joiners are initially posted, however over time this has and will continue to permeate through the specialisms, the specialist units and the ranks.

26. It is positive to note that BME representation amongst detectives now reflects the organisation as a whole as it stands at 8.9%. However the distribution across the Business Groups remains skewed towards TP, with 55% of all BME detectives serving on Borough (against 43% of the total detective workforce) suggesting that further work is necessary to encourage career development moves to the specialist units. The distribution of BME detectives across the Business Groups is illustrated at Appendix 5.

27. Female representation within the detective career group continues to remain positive with almost a quarter of all detectives against an organisational percentage of just over 23%. Again the highest concentration of female detectives is within the TP boroughs, but it is significant to note that 24.5% of the Specialist Crime Directorate detectives are female.

28. In terms of female progression the MPS has a number of senior ranked female detectives in very high profile roles: currently one commander, two Deputy Assistant Commissioners and one Assistant Commissioner.

29. An equalities impact assessment (EIA) is being prepared in partnership with the Diversity and Citizen Focus Directorate (DCFD) in relation to detective rotation. Consultation has taken place with the Police Federation, Superintendents Association and the SAMURAI group and constructive feedback has been received and incorporated into the guidelines. An early assessment under the EIA has not identified any significant risks but further work is being carried out to ensure there is no adverse impact on any specific group. The EIA activity has proved to be a valuable tool and the practical feedback from DCFD has also been included in the guidance to Business Groups and individuals.

D. Financial implications

30. The detective resource is a fully funded element of the Deployment Plan, which is compiled as part of the Business Planning and budget setting process, and it is therefore fully affordable within the budget. All officer staffing costs are monitored corporately to ensure recruitment and transfers within the Service are managed within the approved budget.

E. Legal implications

31. It should be considered whether the Detective Rotation Programme contravenes any tenure agreements made with officers in specialist units, for example, on a case by case basis. A breach of such an agreement could give rise to complaint.

32. The EIA should be conducted as explained at paragraph 29 above and the programme should be re-assessed in the event of evidence of disproportionate adverse impact.

33. There are no other specific legal issues arising from this report.

F. Background papers

None

G. Contact details

Report authors: Gabrielle Nelson, MPS

For information contact:

MPA general: 020 7202 0202
Media enquiries: 020 7202 0217/18

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