Policing and Crime Bill

Lord Dear Excerpts

Committee: 2nd sitting (Hansard - part two): House of Lords
Wednesday 26th October 2016 Lords Chamber

[Earl Attlee (Con)]

My Lords, in moving Amendment 176 I will speak also to our Amendments 177 and 178. These amendments all concern the quality and experience of senior officers.

Amendment 176 seeks to ensure that it would be unusual for a senior police officer not to have some international policing experience. There are two drivers for this. The main one is that the UK has done some great work with international policing missions. I recall visiting policing missions in the Balkans, where UK secondees were doing first-class work, although a lot of them were from the Royal Ulster Constabulary, for reasons that the Committee will understand. The rapid establishment of justice and the rule of law, JROL, in a post-conflict situation is extremely important—initially, I suggest, much more important than democracy and elections. I hope the Minister can show that we are still doing some useful international policing work somewhere in the world.

A difficulty with my amendment is that there are not always vacancies in international policing operations, for a variety of reasons, which is why I have broadened the qualifying roles. However, there are problems. In the past, particularly when we were carrying out policing operations in the Balkans, I detected reluctance on the part of policing authorities to authorise secondments to international policing operations, for parochial reasons. In other words, they saw no direct benefit to their policing operations—the Committee will understand that. In addition, our high-flying police officers know what they need to have on their CVs in order to secure a post at chief officer rank, and I do not believe it includes international policing operations. Although a relatively junior rank-and-file police officer can do a very good job in an international policing operation, we do not necessarily send out our very best people to those operations.

The other driver is that it is desirable that very senior police officers have broad policing experience, and not just in the UK. I am convinced that a senior police officer with some international experience would be a much better one, rather like politicians who have done something other than the standard route to Westminster: school, university, research assistant, local government. I have realistic aspirations for this amendment and the others, and there may be practical difficulties. But if the principle was implemented in some way, I would envisage high-flying police officers gaining their international experience at an early point in their careers. Police authorities and the College of Policing would know that it would have to be offered as part of the offer to recruits. It may be that they take on a big international policing job later on in their career.

My next amendment seeks to put quite tough limits on internal promotion or appointment to very senior positions within a force. I am more than content with the principle of PCCs, but at Second Reading we heard that there might be an unintended consequence of less promotion from outside a particular police force. The inherent risks of this are an unwillingness of the senior officers in a force to grasp unpleasant issues, sycophancy in order to gain promotion and, possibly, corruption. It would also tend to make it much more difficult to get wider experience, because positions in other forces would tend to go to internal candidates. An extremely unfortunate end result could be that the best-quality high-flyers might decide not to pursue a career in the police service at all, because they would realise that they would be unfairly competing with weaker, internal candidates. Can my noble friend say whether she has detected any change in recent years in the number of applications for very senior police posts?

My final amendment, Amendment 178, deals with leadership. First, I make it clear to the Committee that I do not regard myself as an expert on the matter of leadership or even an expert on measuring it. I regard leadership as the capability to get others to do things that they would rather not do or, perhaps sometimes, to desist from doing things that they want to do. It is not to be confused with management. For instance, a superior who relocates his or her centre of operations to an office rather more central for the majority of the team is exercising good management. If this relocation is to the superior’s personal disadvantage, there is an element of good leadership.

However, it is largely an acquired skill—that of being selfless. Leadership is not charisma, although the two often come together. There is innate leadership, and there may well be genetic factors at play, but I have no doubt at all that environmental and economic factors from the moment of birth are very significant. The good news is that there are methods of objectively measuring leadership, both acquired and innate.

Since at least the last war, our Armed Forces have had objective tests of leadership for selection for a commission. Several well-developed tools are used, but the command task is interesting. Candidates are tasked with the practical task of crossing an obstacle course with a range of 45-gallon oil drums, scaffolding planks and ropes. The directing staff know all the possible plans for achieving the objective, but only a few will work. What is being carefully measured is not the ability to select the correct plan but the ability to effectively lead the team even though the directing staff know that the plan selected will not actually work. How long will members of the team follow the task leader with such a plan? Most importantly, how willing are other members of the team to make a helpful suggestion, and how skilful is the task leader at taking up good suggestions while still maintaining command and control?

I am not suggesting that the Armed Forces have perfect selection procedures. They do not; sadly, I have come across several pretty poor officers. As I understand it, though, the UK police do not select for promotion to any rank taking into consideration an objective measurement of leadership. I am also led to believe that the pool of talent is no longer being properly managed, and I hope that other more experienced members of the Committee will cover that point. I am therefore never surprised at the things that go wrong with UK policing. Your Lordships have only to think of the aftermath of Hillsborough or Operation Midland.

All the amendments in this group seek to head off problems that will only get worse if not addressed. I look forward to the noble Lord, Lord Blair, moving his amendment. In the meantime, I beg to move.

[Lord Dear (CB)]

My Lords, I shall speak to Amendments 176, 177, 178 and, tangentially, 178A. I am pleased to support the noble Earl, Lord Attlee, in his amendments. I want to underpin much of what he has said and, to use his words again, to identify what I think is a growing law of unintended consequences that has flowed over the last five or six years in policing. To many of our minds, there is a growing shortage of leaders as opposed to managers, which the noble Earl has already alluded to. I might take that a little further and say that in my view there is some sign that the quality is diminishing among the senior ranks, and those who are putting themselves forward for senior ranks, within the British police.

It might be helpful if I go very quickly through the history of selection for the British police service, without taking too much of your Lordships’ time at this hour of the evening. Prior to 1948—there was a Police Act around that time—there was a superabundance of police forces in this country, many of them very small and most of them not talking to each other. The powers that they could exercise in neighbouring forces were severely limited or indeed non-existent. The words “parish pump” come to mind. This did not matter too much in those days because society was largely static; the great mobility of motorways, railways and that sort of thing had not yet come, so it was more or less okay for the time.

However, by the middle of the 1960s, following the royal commission of 1962, things had begun to change. There was a huge wave of amalgamations, which helped to fashion police forces in such a way that the parish pump largely disappeared, forces were largely aware of what was happening alongside them, co-operation began to grow and the whole policing scene changed for the better.

Underpinning all that was the establishment in 1948 of the Police Staff College. It started off originally in temporary accommodation at Ryton-on-Dunsmore in Coventry but moved fairly quickly in 1960 or thereabouts to Bramshill House in Hampshire. I venture to suggest, having been there as a student and on the staff, that it was probably the Bramshill staff college experience that helped to co-ordinate and make a cohesive whole of the police service in a way that nothing had done before. It brought together officers of various ranks on various courses, opened their eyes and broadened their horizons. It broke down, if you like, the old fetter of local training that was still going on in those days.