Completion of Borough Commanders project (Met Partners strand of Met Forward)

Report: 4
Date: 14 October 2010
By: Chief Executive

Summary

The Authority’s view is that getting Borough Commander appointments right can drive exceptional performance, increase community confidence and deliver real benefits for all of London’s communities. The work was undertaken because of concerns expressed by the Authority about the training and preparation given to would-be Borough Commanders, by local communities about the lack of continuity in post and about the need to be able to manage these appointments to drive change.

A. Recommendations

That Members note the report and the key outcomes from the project.

B. Supporting information

Summary of progress and achievements

1. The MPA talent management and succession planning scrutiny recommended, amongst other things, that the MPS and MPA jointly develop a process for filling Senior Management Team (SMT) vacancies on Boroughs that includes the meaningful involvement of local partners. This report covers the development and filling of Borough Commander vacancies, including tenure.

2. Each of London’s 32 Borough Commanders is a crucial appointment. More than any other officer they will have a huge influence on local engagement and partnership working. Getting this right can drive exceptional performance, and getting it wrong can cause or worsen community concerns. The work was undertaken because of concerns expressed by the Authority about the training and preparation given to would-be Borough Commanders, by local communities about the lack of continuity in post and about the need to be able to manage these appointments to drive change.

3. The business benefits of the project were identified as follows:

• to ensure greater emphasis on localism and the views of local authority chief executives, MPA link Members and other partners;
  Outcome: For each Borough Commander vacancy consultation takes place with the appropriate link Member, the local authority Chief Executive, the local Member of Parliament. There is then an opportunity for the Authority’s Business Management Group to consider the appointment.
• to address the amount of time spent as a Borough Commander balanced against the career aspirations of the individual;
  Outcome: There is an expectation that each Borough Commander will spend three years in post, although applications for promotion cannot, of course, be denied.
• to address the lack of an active career development programme or defined ‘career pathway,’ for example, from Superintendent (Operations) to Borough Commander in a ‘small’ borough to Borough Commander in a ‘big’ Borough. In any event, a demonstrable track record by the individual in delivering high performance was seen as essential;
  Outcome: There is a comprehensive development and training programme for would-be Borough Commanders.

And

• to address the lack of clarity around the role of the Borough Commander and the role of the Area Commander, i.e. what their role entails, how they are expected to do it, how much experience they need, what the links are to pan London responsibilities.
• Outcome: The role descriptions for Area Commander and Borough Commander were endorsed by the Human Resources and Remuneration Sub Committee in June 2010.

4. The greatest risk to the project was that local Borough Commanders would lose the support of their local community, MPA link Member and other partners if there were constant changes. The action taken appears to have mitigated this risk. There was a further risk that the numbers of trained potential Borough Commanders are insufficient to meet the needs of the Service, which will significantly impact upon the organisation’s ability to deliver improved performance locally. The development programme for would-be Borough Commanders has ensured a good ‘pool’ of suitable candidates for future vacancies.

5. Going forward, the Authority’s response to “Policing in the 21st Century: Reconnecting Police and the People consultation document” contained a proposal for Borough Commanders to be placed on Fixed Term Appointments (FTAs) to enable greater continuity in relationships with local partners and the better management of these critical roles.

C. Other organisational and community implications

Equalities Impact

1. The approach adopted will apply regardless of race, gender, disability, age, religion or faith or sexual orientation. It is anticipated the implementation of the recommendations arising from the Race and Faith inquiry will have an impact on under representation of women and black and minority ethnic (BME) candidates for Borough Commander roles.

Legal implications

1. There are no legal implications arising from this project. The Committee has the power to agree to endorse this recommendation.

Met Forward

1. This project is not dependent upon other Met Forward projects, but the career development programme is part of a series of inter-related courses delivered by the Leadership Academy and Territorial Policing.

Financial Implications

1. There are no financial implications arising directly from this report. The costs of the development programme are met from existing budgetary provision.
Report author: Alan Johnson, Engagement and Equalities Unit.

D. Background papers

None

E. Contact details

Report author: Alan Johnson, Engagement and Equalities, Metropolitan Police Authority (MPA)

For more information contact:

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

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