Borough command management structures

Report: 6
Date: 19 May 2003
By: Commissioner

Summary

An independent review of the borough command management structures was undertaken by Accenture as part of the management review planned within the cycle of efficiency and effectiveness reviews. A range of recommendations was made by Accenture which have been considered by Management Board. This paper sets out the recommendations, shows whether they are supported by Management Board and indicates the cost of implementation where appropriate.

A. Recommendation

That the Committee notes the contents of the report

B. Supporting information

Background

1. The planned cycle of efficiency and effectiveness reviews included a review of management structures. The opportunity was taken to commission Accenture to undertake a specific piece of work to examine the borough command management structures. That work needed to recognise that the role of borough commanders has grown substantially as a consequence of greater management challenges, particularly extended partnership activity. Accenture were asked to assess how these challenges might vary across MPS boroughs and consider how the challenges impacted on the selection, training, development, rewards, recognition and support of borough commanders and their teams.

2. The recommendations made by Accenture are set out in Appendix 1 to this report. They are categorised as;

• Supported by Management Board, nil cost/opportunity costs only to implement
• Supported by Management Board, cost of implementation to be found within TP budgets
• Supported by Management Board, further work required to assess how implementation will take place
• Not supported by Management Board.

C. Equality and diversity implications

The human resource management processes of selection, training, development, reward and recognition will need to continue to take into account equality and diversity implications.

D. Financial implications

The financial implications of each of the recommendations have been assessed. Other than recommendation 11, the implementation is either nil cost or will be met from within TP budgets. Further work will be done on recommendation 11 to assess the most appropriate way to achieve implementation and how it should be funded.

E. Background papers

• Accenture report entitled: An assessment of BOCU management structures and the role of the borough commander (previously circulated to MPA members)

F. Contact details

Report author: Diana Marchant, Director of Business Development, Territorial Policing, MPS.

For more information contact:

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

Appendix 1

Summary of recommendations

Supported by Management Board, nil cost/opportunity costs only to implement

Recommendation 1

Command management challenge differs across MPS BOCUs. TP should consider the proposed methodology, and map each BOCU according to four key factors:§ Socio-economic features of borough§ Operational features§ Organisational relations§ Political & community relations within borough

Recommendation 3

MPS should appoint Chief Superintendent rank officers to the role of Borough Commander. The appointment of an ACPO ranked officer to this role is not consistent with the current TP Operating Strategy, nor is it necessary given that the pertinent skills exist in Chief Superintendents. TP should ensure that Borough Commanders are adequately resourced and supported within the BOCUs and by TPHQ and the organisation as a whole.

Recommendation 4

ACTP should ensure Borough Commanders are appraised and promoted based on the skills and behaviours specified in the National Competency Framework, with particular emphasis on those behaviours most appropriate to BOCU-specific challenges, as defined in recommendation 1, above.

Recommendation 5

The MPS should take BOCU-specific command challenges into consideration when selecting a Borough Commander to that BOCU, along with the skills and behaviours specified in the National Competency Framework.

Recommendation 6

ACTP should encourage all BOCUs to have a Superintendent as a formerly designated Deputy to the Borough Commander.

Recommendation 9

TP, in consultation with Borough Commanders, should play a greater strategic role in developing SMT members, to ensure a balanced skill profile that meets the local needs of the borough and the longer term organisational requirement to develop good people

Recommendation 13

Chief Superintendents and Superintendents should be encouraged to adopt mentors from outside the MPS (e.g. from the London First Programme). In addition, MPS (HR or Leadership Programme) should assign officers the role of mentor to external people, and provide coaching in support of this initiative.

Recommendation 14

The MPS (HR or Leadership Programme) should strengthen and encourage the role and use of internal MPS mentors, and not confuse this relationship with line management functions. Mentors should provide career guidance as needed, and help set career development goals and plans to meet them on an annual, or more frequent basis.

Recommendation 15

MPS (HR) should explore the possibilities of seconding officers at the Superintendent level into Local Authorities (this should be funded or partly funded by the Local Authority), as well as into other public and private sector areas, as part of each officer’s career and skills development programme. This opportunity would be afforded to officers in SO as well as working in BOCUs.

Recommendation 16

MPS (HR) need to provide a more structured career path for those officers in the Superintendent ranks (SO and TP), to manage expectations and build the requisite skills for Borough Commanders and other careers paths.

Recommendation 17

MPS should commit to a process that enables the organisation to track the skills, interests and experiences of all Superintendents and Chief Superintendents, to facilitate succession planning and career development.

Recommendation 18

Borough Commanders should be assigned to a BOCU for a minimum period of three years and with an expectation of serving up to five.

Recommendation 19

ACTP should ensure each BOCU has a strategy to complement their Crime and Disorder Reduction Strategy, to enhance continuity between Borough Commanders and members of the SMT.

Recommendation 21

TP should ensure that prospective Borough Commanders are appointed only after selection in an open application process. TP should encourage transparency in this selection by specifying the skills and behaviours required, as well as any particular strengths required to meet BOCU-specific challenges.

Recommendation 22

ACTP should ensure there is transparency around the weighting of prior experience in the selection of Borough Commanders.

Recommendation 23

TP, when appointing Borough Commanders, should give greater consideration to individual officers’ career development objectives, personal preferences, skills, experience and the length of time in their current role, as outlined in their career development programme, and agreed with their MPS mentor or career counsellor.

Recommendation 25

ACTP should create knowledge sharing forums to allow ideas and innovations to be exchanged between the BOCUs and to act as a resource for SMT members.

Recommendation 26

ACTP needs to ensure that every Borough Commander knows who their line manager is and how they are measuring success.

Recommendation 27

The MPS should keep the appropriate rank, skills, behaviours and support for Borough Commanders under regular review to ensure that any changes are recognised and appropriate solutions developed.

Supported by Management Board, cost of implementation to be found within TP budgets

Recommendation 7

Tier 1 Boroughs should be awarded additional resources and an expectation set, such that an additional Superintendent can be afforded in support of the Borough Commander and existing management team. This new role will undertake operational responsibilities that otherwise demand the attention of the Borough Commander, permitting greater involvement in strategic and community-facing activities. MPS should investigate options to relieve the pressures on Borough Commanders and their deputies in some of the smaller boroughs, where call duties and other demands pose significant stresses. Note: though Management Board do not support the identification of some boroughs as ‘tier 1’ the principle of additional superintendents where required is supported.

Recommendation 8

TP should seek funding for and set the expectation that Tier 1 Boroughs have a civilian grade 7 Business Manager assigned to them to assist with financial, personnel and resource management issues.Note: though Management Board do not support the identification of some boroughs as ‘tier 1’ the principle of additional civil staff support to assist with these issues is supported.
Supported by Management Board, further work required to assess how implementation will take place
10 TP should ensure all Borough Commanders are assigned a Staff Officer in addition to their BOCU’s BWT allocation. Additional staffing support arrangements that should be encouraged include: access to a trained Personal Assistant.

Recommendation 11

The MPS should commit funds towards improving Borough Commander office environments and facilities to a level commensurate with those enjoyed by senior officers in Local Government, e.g., Local Authorities and Heath Trusts. Additional support arrangements that are recommended for consideration include: access to a pool car for Borough Commanders in Tier 1 and geographically larger boroughs; provision of a laptop and remote working facilities for all borough commanders. Commanders should engender a cultural shift in expectations, such that these arrangement are not perceived as ‘benefits’, but rather as ‘necessities’.

Recommendation 12

The MPS should create and run a “London Command Course” designed for all Borough Commanders and prospective Borough Commanders, based on the new Centrex BCU leadership programme. Modules should be designed, and possibly delivered with the involvement of borough community stakeholders.
Not supported by Management Board

Recommendation 2

There is a group of Tier 1 BOCUs, which present highly complex management challenges. TP should affirm Tier 1 status based on known measurements, and a degree of judgement, according to the proposed methodology.

Recommendation 20

The MPS should consider involving community stakeholders as observers and advisors (but not decision makers) in the selection and appointment of Borough Commanders.

Recommendation 24

ACTP should ensure the maximum special priority payment is awarded to all Borough Commanders.

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