Motivation crucial to PCSO discipline

A lack of motivation and engagement are underlying factors linked to discipline cases of police community support officers (PCSOs) in the Metropolitan Police Service (MPS), according to a report by the force’s director of human resources.

“Some PCSOs felt the scope of their roles was severely limited and they were not able to use all of their skills and experience as a result,” said Martin Tiplady in his report.

“This led to feelings of boredom, reduced motivation and increased discipline activity,” he added.

The report also pointed to a “damaging us and them” culture within the force between sworn-in officers and PCSOs.

The total number of police staff currently employed by the MPS is 18,579. PCSOs account for 22 per cent (4,166) of the total police staff workforce. Despite representing a minority of police staff, PCSOs were responsible for most cases of gross misconduct in 2008.

“Out of the 64 recorded cases of gross misconduct for police staff, 35 PCSOs were found to have committed acts that led to being disciplined,” said Mr Tiplady.

Offences included drinking and driving, motoring offences, computer misuse, inappropriate behaviour and misuse of MPS property.

In all, 20 PCSOs were sacked, while there were formal reprimands for the other 15.

Another 20 cases (out of a total of 57) of less serious misconduct were recorded.

Of the 35 gross misconduct cases, 18 (51 per cent) concerned black and minority ethnic (BME) PCSOs. BME PCSOs make up 31 per cent of the total MPS PCSO workforce.

There were 29 cases of gross misconduct against all other police staff – excluding PCSOs. Of these cases, 14 (48 per cent) involved BME staff.

Low female representation was found to feature in discipline cases. Female PCSOs account for 31 per cent of the MPS’ total number of PCSOs, yet represent just 14 per cent of all PCSO discipline cases.

Making recommendations about how the situation could be improved in future, Mr Tiplady said: “Instances of discipline are less likely to be committed where there are mixed teams, strong consistent supervision, a variety of work and, crucially, where individuals and teams understand how they contribute to effective policing.”

A spokesperson for the force said: “The underlying causes of behaviour within the small group of PCSOs highlighted in the report, though problematic, is unrepresentative of our PCSO workforce.

“The vast majority of PCSOs are doing a fantastic job for London, making people safer, addressing anti-social behaviour and reassuring those in need that police are addressing the issues that are important to them.

“It is a relatively new role and we are taking steps to ensure that we understand any risks or difficulties it presents. As such this in depth research into a very small number of cases of discipline was carried out to understand what causes behind it might be.”

The ‘police staff disciplinary report’ focused on PCSO disciplinary cases from April 1, 2007 to March 31, 2008. Additionally, a cold case review was conducted of all PCSOs who were dismissed from the MPS in the period December 2007 to December 2008.

Although Unison – the public service trade union – does not represent PCSOs within the MPS, it said some of the themes explored in the report indicate that there is still a lot of work to do to clarify, enhance and properly define the role of the PCSO.

“Both National Policing Improvement Agency (NPIA) and Home Office reviews of the PCSO role recommend greater standardisation of powers for PCSOs,” said a Unison spokesperson.

“All the statutory powers a PCSO could be designated with should, Unison believes, become a list of standard powers; a chief constable’s discretion in these matters should be withdrawn.

“Like fully warranted officers, PCSOs should have a suite of powers; a toolbox to use at their discretion.”

The issue of a ‘them and us’ culture raised in the MPS’ report points, said the spokesperson, to