Trouble at St Paul's Cathedral

It would be first to assume that the controversy being experienced at St Paul's Cathedral in London is a unique issue at such a high profile religious establishment.  However, St Paul's was the subject of a letter to the first two Commissioners, Rowan and Mayne.  On 26^th March 1838, that is 173 years ago, John Hume wrote to ask whether the Commissioners thought that the working classes should have free access to Westminster Abby and St Paul’s cathedral.  It seems that his fears centred around the poor behaviour of the working classes, especially in relation to public protest against the police.

The reply from Rowan gives an indication that he thought that the police were becoming accepted within communities and he did not see any issue with allowing the working classes to both cathedrals.  The respective content of his letter is shown below.

 “The Commissioners feel persuaded that considerable improvement has taken place, within the last few years, in the conduct of people on public occasions, and with reference to their behaviour where a more free admission has been granted to places of public resort, the Commissioners would beg to instance the Regent’s Park, the Garden of St James’s Park, where there is a large and valuable collection of acquatic birds, and the British Museum, to all of which very great numbers of all classes were admitted without detriment.  To a considerable degree such would naturally be the consequence of the increased confidence shewn in the people by their free admission to these places… The Commissioners have also of late years great general improvement in the conduct of the people at the several fairs in the neighbourhood of the Metropolis; there has been comparatively little drunkenness or disorder, and every indication of good feeling evinced towards the police.”

I wonder whether the current Commissioner would be able to answer in a similar fashion if, considering the recent disturbances in the Metropolis and the occupation of St Paul’s, he was to be asked the same question.

Source : British Police and the Democratic Ideal.  Reith, 1943: 218

Thoughts on outsourcing

Earlier blogs have commented on the austerity measures that the police have faced and whether leaders within policing have the necessary skills to cope.  I am constantly coming across occurrences where the answer to that question is a resounding 'no' .

Perhaps the recent discussions on Twitter relating to the outsourcing of police services highlights this fact.  There has to be differentiation between outsourcing general roles with a view to saving costs and outsourcing specialist services that may also save costs but have the added advantage of bringing greater expertise, flexibility and crucially a better service to customers. 

As part of the austerity measures the department that I used to lead was disbanded.  Three professional, motivated subject matter experts lost their jobs and the remaining thirty odd staff were redeployed.  Nothing was outsourced and the loss of key skills was highlighted within a few months after the department folded.  Other forces are making administration staff redundant because the same function can be outsourced at a cost saving, but once again you lose expertise and people who are committed to the organisation.

However, there is another option for the police in terms of outsourcing and that includes specialist services.  There are two that immediately come to mind.  A former colleague of mine has fully researched the option of outsourcing the Family Liaison Officer (FLO) role.  For those who are unfamiliar with this role it is often undertaken by a detective or traffic officer who liaises with a bereaved family.  Broadly speaking the FLO updates the family in relation to the progress of the investigation into a murder or death from a road traffic collision or some other fatal incident.  The FLO plays a crucial role in the investigation and is highly trained, however, extensive research shows that this role does not need warranted powers.

With the right protocols and service level agreements this role can be carried out by individuals who have had the same training and have had the same, if not more, experience than warranted FLOs.  These people exist.  They are often retired detectives or traffic officers who have played their role as an FLO in protracted and high profile investigations.  The beauty of using such people is that they are able to undertake this role at a cost saving to using a warranted detective or traffic officer thereby releasing that officer to undertake the investigative processes.  In other words a police officer is released to return to his or her core role.

There are some large personnel companies and some small consultancies that offer this service, however, ACPO and forces are reluctant to let go of this role.  The feedback from many serving and retired senior officers is that this idea is 'a runner' and would prove useful.  However, it seems that the usual risk averse attitude is prevailing.  What many say in private is not being translated into action.  ACPO representatives are precious about the role of FLOs and cannot see the value in outsourcing this role, and yet how many cold case reviews are undertaken by former detectives?

Here is another example.  When conducting an early morning ‘knock’ it is often the case that a warranted officer conducts a survey of the property to establish the best method of entry.  I know for a fact that this role often incurs a great deal of overtime and is a role that with proper protection through contract could be outsourced.  This would result in a cost saving and the release of an officer or at least a reduction in the requirement for the officer to work extended hours.

In short, there is merit in taking a good hard look at outsourcing services, but there should be an emphasis on releasing staff to undertake their core role rather than just looking to save costs.  A review of procurement within policing is long overdue as there is a vast cost saving to be made by looking at how the police purchase services and provisions.  But that is a story for another blog

Lamenting the death of John Alderson

This week policing witnessed the death of one of the influential visionaries that it has ever had.  For those who have undertaken studies in criminal justice the name of John Alderson, the former Chief Constable of Devon and Cornwall Police is synonymous with community policing amongst other issues.  Throughout my bachelors and doctoral studies I have referenced the work and thoughts of Alderson countless times and I know that fellow students have too.

To say that John Alderson was a man before his time does not do justice to him.  Alderson recognised the importance of police legitimisation through engaging with communities.  He lamented the extent to which reactive policing in the shape of Unit Beat Policing, whilst deemed efficient and with a consequent orientation to mobile rather than foot patrol, may have caused damage to police-community relations through distancing themselves from the community.  He argued that the reactive style of policing was causing the police to lose the ‘art’ of preventative policing and some three decades later my colleague Captain Bill Bongle from Green Bay Police Department Wisconsin eloquently wrote of his experiences along the same lines, albeit he referred to it as his ‘out of care experience.’

Alderson also sought for the police to consult with communities and draw them into preventative schemes, ideas that came to fruition through the Reassurance Policing programme and the institution of Home Watch areas.  And who would disagree with him when he accused police chiefs of being more powerful and less accountable then ever?

But it is as a vehement supporter and advocate of community policing that John Alderson will be remembered for.  His legacy now lives within each of the 43 police forces in England and Wales who now have a neighbourhood policing function.  Many of these forces are still seeking to develop their style and create closer relationships with communities and other agencies.  Alderson’s concept of community policing revolved around the police officer being a social diagnostician and mobile community resource, which required a proactive rather than reactive approach. Over time the proposition of Alderson has gained support with the Home Office (2004) stating that constables are taking on increasingly skilled roles within neighbourhood policing teams, managing a diverse range of staff and acting as community leaders. 

A number of the ideals that Alderson related were published in the works of another visionary,  OW Wilson from USA, and I recently tried to contact John Alderson to ascertain whether the books of Wilson were in his library.  Alas that contact was never made; however, I for one cannot recall a police leader who has had a greater impact on policing.  The fact that the values that Alderson had have impacted around the globe is testament to the fact that his stance against the disbelievers in community policing, community engagement or ethics within policing was proved right.

I for one am grateful for his insight, his knowledge and his vision.

I am grateful to Stuart Lister of Leeds University for sending me the Times obituary of John Alderson dated 11.10.11

The skills of a senior police officer

My doctoral studies have recently introduced me to interesting concept of Leadership Skills.  The piece that I have been reading is from Katz (1955) whom suggested that in order for leaders to be effective they need three skills.  They are technical, skills, human skill and conceptual skills.  The work of Katz has been supported by Mumford et al (2002), but it is worth exploring the skills further to see whether they apply within policing.

The first skill area is technical skill.  This relates to the depth of knowledge that each leader has about the business being conducted by the organisation.

The second area is human skill.  This relates to inclusion, empowerment and motivation of offenders

The third area is conceptual skill.  This relates to creativity and innovation.

This blog will focus on the Technical Kills and the relevance to policing in postmodern times.

The interesting point is that Katz suggests that Executive Leaders do not require technical skills as they should be looking at the organisation from a strategic perspective and the technical aspect should be understood by those lower down the hierarchy with tactical responsibility.  To some extent there is merit in this argument and it certainly resonates with policing from 20 or 30 years ago.  However, I would argue that senior police officers of today need technical skills for two reasons. 

The first relates to the pressure on senior officers as part of a recognised performance regime.  This has meant that they cannot rely on those with tactical responsibility and need to have technical knowledge of the systems and processes of the organisation. The second is that my research points to the fact that those senior police officers who do have technical skills develop what I refer to as 'organisational confidence.'

Let me break these themes down a bit further.  Since the introduction of New Public Management in the 1990s the UK police have been set crime reduction and detection rates.  As a result most UK forces have some sort of performance management a meeting where heads of profession are held to account.  The chair of the meeting, often a Chief Officer asks senior leaders, including Divisional Commanders, a series of challenging questions in order to ascertain why performance is below target or get an understanding of what is happening in the event that the performance is over target.  There are two key points here.  Senior officers who do not have technical skills, or a detailed knowledge of the issues surrounding performance, often called 'knowing your business' will be found wanting and cannot defend his or her position.  The result, again from my research has been likened to a middle age punishment. The senior officer is exposed and often subject to ridicule or even worse a verbal flogging.

However, in the event that the ‘Chief Officer’ does not have technical skills, or does not know  their business, there is confusion as the Chief Officer, not knowing what he or she is talking about is seen in a derogatory light and can  result in subordinates feeling less valued and losing confidence in the leader - organisational confidence.

But why is this point important?  Throughout the interviews for my doctoral thesis respondents differentiated between those chief officers who knew their business and those who did not.  The former was seen as having a positive impact as people, having confidence in the leader, wanted to work for the chief officer and felt as though they were being supported in their role to implement organisational change.  When the leader changed to one who did not display technical skills it was felt that momentum was lost due to the lack of emphasis on attention to crucial detail.  In fact the emphasis changed from one of transformational change to one that focused on transactional management issues such as sickness and budgetary factors.  Without the required level of support the transformational change programme faltered and lost impetus.

So contrary to the idea posited by Katz, technical knowledge, especially when implementing a transformational change programme is essential if those involved in the transformation or  are subjected to it are to have confidence in the person who is leading it.  My research indicates that high levels of technical skills allow Chief Officers to challenge subordinates who in turn increase their own technical skills which, once they gain a greater understanding of what is required, leads to increased performance as people gain an in-depth knowledge of the drivers and nuances of their business.  This is due to the fact that there is great pressure on senior officers within the police not to be seen as 'failing.' It is often the case that careers are made or broken on levels of performance and levels of knowledge. 

Next time I will assess the requirement of a leader to have Human Skills

Policing in the States of Jersey

Over the last four days I have been working with the police in the States of Jersey (that is the island of the coast of France and not the State in USA) looking at how their communications and leadership skills can be enhanced.  Working with a leading edge company, Future Vision, I have been working with the police on the streets during one of their biggest events, the Battle of Flowers.

First it has to be said that the policing system of Jersey is not like any that I have witnessed before.  Having said that, the professionalism and dedication of those involved is unquestionable and impressive. 

The police in Jersey are supplemented by the Honorary Police that can best be described as a mix of the UK special constabulary/Police Community Suppport Officers and Crown Prosection Service.  Whereas the are about 240 regular officers and 90 civilian support staff, there are 300 Honorary Police Officers.  They are split amongst 12 parishes and they have their own hierarchy led by a Centinier supported by a Vintinier.  The Centinier has the CPS role of agreeing a charge in the event of an arrest.  In other words, when a regular or Honrary Police officer make an arrest they have to present the case to the Centinier who decides whether the offender should be charged.  Once charged the offender can appear before. parish court or a higher court if the offence warrants.  If the offender is not from the island they can be sent to the mainland and banned from returning for up to three years.

It is quite common for the Centinier, who was originally responsible for the welfare of 100 families, to be called directly to attend an incident or a sudden, death.  There is no coroner on the island and the Centiniers have a weekly 'on call' system.  Within each parish the Vintinier is able to decide what projects the Honorary Police will undertake.  He or she may decide to have a week running speed traps.  They have the requisite equipment including marked vehicles and they are able to hand out fixed penalty notices in the event they catch an offender.  In terms of uniform, they provide most of their own resulting in something of a hotch potch but there will be something that signifies that they are the police.  They have the same radios as the regular officers and are deployable to incidents if necessary.

The Honorary Police have a mutual aid system, so if there is a large event in one parish, the officers from the next will assist if required.  But it is at large events such as the Battle of Flowers that Honorary Police come into their own.  The event is attended by thousands of people, many who come to the island for the weekend and the regular police would not have enough staff to cope with policing road closures and managing the movement of the crowd.  Many of the regular officers that I spoke to stated that they could simply not manage without the assistance of the Honorary Police.

The calls for service for the regular police would match a small division in a rural police force. They receive an average of 5,000 emergency calls per year and major crime is a rarity.  They provide a 'golden' service in that they currently attend every call for service.  This is something that is under review.  There are virtually no complaints for incivility, something most mainland forces would envy, and levels of satisfaction are high.  The structure of the organisation is flatter that most forces with a Chief Constable, Deputy, two Superintendents and four Chief Inspectors forming the senior management team.  There is no neighbourhood policing.  Instead as each shift parades for duty, two officers are assigned to foot patrol, one officer assigned as the Traffic Officer, another to the control room and finally one officer will be assigned to the custody suite to assit with prisoner management, the remainder undertaking a reactive policing role.    Although this seems to be illogical by mainland standards, the officers are multi-skilled and able to perform any of the above duties as and when required.

The States of Jersey police has it's own detective capability including financial crime investigation, drugs squad, covert policing and firearms team.  Much of the above was put to good use recently resulting in the arrest and conviction of high profile offender Curtis Warren.

In short, the policing of Jersey can be considered as somewhat antiquated, but the systems and processes that they have work.  They are well aware that in terms of modern policing philosophies they have some areas to improve upon, but all in all it is an efficient police force that has the support of the community and through the relationship with the Honorary Police they are able to provide a safe environment fro people who live in or visit the island.  

POST SCRIPT

On the afternoon that I flew home news was breaking of six people stabbed to death on the island.  Murder on this scale is unprecedented and will stretch the States of Jersey police in many ways.  Fortunately the force recently appointed a new Superintendent, Stewart Gull, who successfully led the investigation into the killing of six prostitutes in Ipswich UK a few years ago. So the investigation is in good hands.  I wish the staff of States of Jersey Police and the Honorary Police the best of luck.