The development of Metropolitan Special Constabulary by Territorial Policing

Report: 9
Date: 7 July 2011
By: Assistant Commissioner Territorial Operations on behalf of the Commissioner

Summary

The Metropolitan Special Constabulary has 5,021 volunteer police officers who work predominantly within Territorial Policing (TP) on teams ranging from Safer Neighbourhoods to Safer Transport, response, Town Centres, CID and homelessness units. Some work within the pan-London Operational Support Unit. A small number work in non TP specialist units such as Aviation Security, Marine Policing and Traffic. Officers progress from 23 days initial training to Independent Patrol Status via a structured programme of coached patrols, training including Officer Safety and Emergency Life Support and practical learning covering 11 key skill areas. After reaching Independent Patrol Status, where there is a business benefit and their commitment is demonstrated, training can be undertaken covering skills such as Level 2 Public Order or cycle patrol. Those recently selected as having potential for promotion to Special Sergeant are given tailored training and learning. A programme of promotion selection for Special Sergeants to Special Inspector is planned. All MSC officers are supported by supervisors on the team in which they work coupled with two regular sergeants dedicated to managing Special Constables on TP boroughs. Wastage is monitored and positive interventions take place when appropriate which has resulted in low levels of MSC officers leaving because they feel unsupported. It is acknowledged that as volunteers there will always be turnover, but with the recruitment of regular officers from the MSC beginning wastage is likely to rise, however their skills are not lost to the MPS. TP and the MPS Human Resources directorate (HR) are continuing to work together to maximise the opportunities to reach the target of 6,667 MSC officers by 31 March 2012.

A. Recommendation

That the content of this report is noted.

B. Supporting information

1. Special Constables have the same powers as regular officers, but give their time as volunteers.

2. On 30 April 2011 there were 5,021 Metropolitan Special Constabulary (MSC) officers in the MPS. The target by 31 March 2012 is 6,667.

3. Of the 5,021 MSC officers, there are 1,547 female officers, of which 411 are from BME backgrounds. The Chief Officer and Assistant Chief Officer are both female, and there are 15 female Special Sergeants. A majority of Specials are aged between 20 and 30, although there are 79 Specials who are aged 55 and over. A majority of the 5,021 MSC officers have less than 4 years’ service, but there are a few Specials who have completed more than 30 years of service.

4. This report sets out how MSC officers are trained and developed through their career, the units on which they work and the wastage information for post foundation training MSC officers. The support in place in each BOCU or OCU is also outlined.

Initial Training

5. MSC officers undertake a 23 day foundation training course which contains topics on policing safely, theft, assault, criminal damage, traffic, powers of arrest, stop and search, writing evidence, dealing with property, diversity and the Human Rights Act. They also undertake Officer Safety (OST) and Emergency Life Support training (ELS). Assessment of the trainees is via a daily knowledge check coupled with three written exams, two role play assessments and three written assignments. Training takes place at one of the MPS Regional Learning Centres. Training is offered either as a weekday or weekend block or as a hybrid which mixes two Monday to Friday blocks with subsequent weekend attendances. Upon successful completion the student is attested as an MSC officer.

Post Initial Training

6. Once the officer has left initial training they receive a period of 60 hours of ‘Coached Patrol’ on their new BOCU. This involves one to one street patrol with an officer who is a trained tutor constable and will often be the same officers who would have undertaken this work with regular probationary officers. Suitably qualified and experienced MSC officers can also undertake this role. During this phase the MSC officer will complete a ‘Police Activity Checklist’ which is supervised by the regular sergeant who has responsibility for the MSC locally.

7. MSC officers then move to the next phase of their learning which is designed to take them to ‘Independent Patrol Status’ (IPS). This involves at least 240 hours of operational patrol during which they work towards obtaining the experience of policing in 11 areas listed in the Student Officer Record of Competence (SOROC), as outlined below:

• Responding to non-crime incidents
•  Conducting criminal investigations
•  Stopping and searching individuals
•  Searching vehicles, premises and open spaces
•  Gathering and submitting intelligence
•  Arresting individuals
•  Reporting individuals
•  Presenting detainees to custody
•  Interview victims and witnesses
•  Policing aid events
•  Promoting and valuing diversity

8. Evidence of their ability in each area is verified and supervised by the regular sergeant with responsibility for the MSC locally.

9. All new MSC officers must undertake four days of IT training in the MPS crime reporting, intelligence and missing person systems. In addition mandatory computer based training and level 3 Public Order training is also included in the first year. OST and ELS is also kept up to date through further training.

10. For those officers who attended initial training before April 2010, when the 23 day course began, a series of five one-day modules is also available covering topics which were not covered in their initial training. These are:

•  Patrol
• Statement taking
•  Crime
•  Traffic and roads awareness
•  Youth issues

Skills Training and Development

11. MSC officers continue to acquire skills and knowledge after reaching IPS some of which are obtained through training. Where the officer has demonstrated an appropriate level of commitment and there is a clear business need, they can attend a range of courses including Level 2 Public Order Training and Cycle Training. Where they work in units within SCD or SO other appropriate training is available. The MPS is working with other forces to offer Investigation training. All officers must maintain their mandatory training such as OST and ELS.

Leadership and Management Training

12. Supervision within the MSC is a significant issue. The MPS works on a ratio of one Special Sergeant to 10 Special Constables. Because of the rapid expansion of the MSC there is a shortfall of MSC supervisors. There is an intention to build the level and quality of supervision within the MSC. In March a processes was run to identify MSC officers with potential to be supervisors as Special Sergeants which resulted in 113 officers being selected. The process mirrors that used in the regular service. It is intended to run two further processes in the next 12 months to identify and develop other Special Constables with potential. Subsequent processes will be undertaken to achieve and maintain appropriate levels of Special Sergeants to ensure first line supervision from within the MSC.

13. There are currently 30 Special Inspectors and it is intended to undertake a similar process to identify up to 20 additional officers with potential to operate at this level by December 2011.

14. When MSC officers are identified through this system they are temporarily promoted and undertake development training run by the MPS Leadership Academy and practical activities which, if successful, leads to substantive promotion. The MPS is working with the NPIA and other forces that are developing ‘first line supervisor’ training to offer course places and share knowledge.

15. Officers undertake 60 hours of one-on-one coached patrols with a substantive regular sergeant and compile satisfactory evidence appropriate to the role in a workbook similar to the SOROC. The four one day training modules cover:

•  Leadership
•  Performance Development, Fairness and Professional Standards
•  Leading Policing Operations
•  Health and Safety
  

16. At a more senior level the NPIA delivers the ‘Special Constabulary Senior Leadership Programme’ which is aimed at officers with aspirations of reaching grades above Special Inspector. The configuration of senior grades is currently under discussion.

BOCU and OCU Support for the MSC

17. In April 2009 each TP BOCU was give funding to dedicate two regular sergeants to the management and support of the MSC on the borough. This coincided with the rapid growth in MSC numbers. Several BOCUs have also put additional resources in place to support the MSC. In Westminster, for example, there are also five constables who are deployed in the day to day supervision of the MSC. On all BOCUs MSC officers are managed on a day to day basis by the supervisors on the team within which they work.

18. The Operational Support Unit (OSU) is a TP unit of 171 officers that is managed by the MSC and Volunteers OCU and who perform pan London operations through the MPS tasking process, predominantly on a Friday and Saturday night linked to the ‘Night Time Economy’. These officers are based at Hendon, Sydenham or Havering and are supported by a team of regular officers consisting on an Inspector, four Sergeants and 16 Constables. They supervise the MSC officers on their deployments and play a liaison role with the host BOCU. It is intended to expand the OSU to 300 officers by 31 March 2012 operating from a total of five bases. Further growth to 1,000 officers by December 2014 is planned.

19. MSC officers working within SCD, SO or CO, because of the relatively small numbers, do not have a regular officer dedicated to supporting them, but have an officer at Sergeant or Inspector level who perform the role of liaison officer ensuring the MSC are supported, trained and deployed in defined roles.

Roles MSC Officers Perform

20. MSC officers perform a variety of roles which support the work of the Service and underpin business group priorities. In TP officers are attached to a variety of teams depending on local priorities with Safer Neighbourhoods being common across all boroughs with others on Town Centre, disorder, tasking, proactive and homelessness teams. Others work with different teams according to their duty availability and local tasking.

21. Those within other business groups perform more specialist roles. They are set out in Table 1 on a borough by borough basis and for other TP units. Table 2 shows at MSC officer roles outside TP.

Table 1 - MSC roles by TP BOCU/OCU

* ‘Other Teams’ include Town Centre, Disorder, Tasking or Cycle teams or where not assigned to the same team each time they attend for duty

Table 2 - MSC roles in non TP Business Groups

Retention

22. The target for MSC growth has highlighted the significance of retaining the services of officers who are motivated to perform to their maximum potential because they feel valued. However it is acknowledge that as MSC officers are volunteers there will always be a level of turnover for a range of factors outside the control of the MPS. This should not be seen as negative wastage.

23. The introduction of formal support centrally and locally, improved training and a greater variety of deployments have had a positive impact on retention. Many MSC officers join wishing to gain experience hoping to join the regular service, which has also had a positive effect on retention.

24. In July 2010 the MSC and Volunteers OCU introduced a more robust intervention and exit interview process. MSC officers are now asked to give three months notice of their intention to leave and BOCUs must evaluate their reason for wishing to leave. Where it appears that something can be done to resolve any issues they may have, for example granting a career break or allowing a change of duties, then an intervention is put in place. Where there is an issue which would benefit from some independent support a small team of retired Special Constables can work with the individual to help address the issue. The MSC manager reports the reason for resignation to the MSC and Volunteers OCU and a database is updated to help identify patterns which can be addressed centrally. During this period there have been only five officers who have left because they did not feel supported by the MPS and can be categorised as negative wastage.

25. Table 3 sets out the reasons for MSC wastage since July 2010 by BOCU.

Table 3 - MSC Wastage July 2010 to 31 April 2011

^ ‘Role not as expected’ relates to officers who found that the role of MSC officer was not what they were expecting and therefore did not wish to remain.

26. The recruitment of a significant number of MSC officers into the regular service over the next year will affect the wastage rate; however the skills and training investment will not be lost. They will remain good ambassadors for the MSC.

Future Challenges to Recruitment, Training and Wastage

27. With the predominant recruitment route to the regular service coming from MSC officers, to achieve and then maintain the target strength will require even more significant levels of recruiting. Pressure on training places will also increase and wastage levels will rise as MSC officers transfer to the regular service. All of these are subject to joint work between TP and HR.

C. Other organisational and community implications

Equality and Diversity Impact

1. Diversity monitoring of all recruitment, retention, training, progression, and exiting of MSC Officers helps to ensure that any Equality and Diversity issues can be addressed at an early stage and necessary interventions and changes put in place. Likewise, selection of officers for promotion will be conducted in accordance with MPS Standard Operating Procedures (SOPs) which have been subjected to Equality Impact Assessments (EIAs).

Consideration of Met Forward

2. The growth of the MSC has increased the visible presence in neighbourhoods and town centres increasing confidence in policing. The use of MSC in high profile operational deployments also delivers better value for money in terms of releasing regular officers to undertake other core roles or backfilling for officers deployed on aid. The use of the MSC as a primary route into the regular service delivers saving in training by acknowledging skills and experience already acquired and removing the need to pay a salary during a reduced period of initial training.

Financial Implications

3. The projection to grow to 6667 officers and the associated financial implications have been fully reflected within the policing London Business Plan 2011-14. There are no additional financial implications arising from this report.

Legal Implications

4. There are no specific legal issues arising from this report which is for information only.

Environmental Implications

5. As Special Constables use the same facilities as their regular colleagues often at times when they are less well used. There will be no additional environmental implications.

Risk (including Health and Safety) Implications

6. The Health and Safety considerations for MSC officers are identical to those of regular officers and they are covered by risk assessments already in place. The initial training and coached patrol phase immediately after this are designed to make MSC officers ‘street safe’. The use of the MSC as the primary route into the regular service will ensure that new officers will be more aware of Health and Safety considerations in the policing environment than the majority of recruits in the past.

D. Background papers

• None

E. Contact details

Report authors: Superintendent Alan Horton, TP, MSC and Volunteers OCU, MPS

For information contact:

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

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