Why a blank cheque won't solve Britain's policing woes

Telegraph

a day ago

In 2023, a productivity review led by two former chief constables identified 26 ways of freeing-up 38 million hours of police time. That would equate to 20,000 extra police officers. The recommendations included cutting red tape, reducing sickness absence and using computer technology for clerical tasks. A second report from the productivity panel, in 2024, said a further 23 million hours could be saved – including through the expansion of AI. 'Modern technology is the golden key to police efficiency and effectiveness,' says Winsor.
Yet, progress on technology has been painfully slow – and not helped by a failure to manage large-scale projects, such as ESN (Emergency Services Network), an upgrade on the ageing emergency services communications network Airwave, which is a decade behind schedule and £3.1 billion over budget.
'You have to lay much of it at the door of the Home Office,' says Trotter. 'The replacement of Airwave has gone on for years – it's an area that has not been a success, it's wasted a lot of money and is still not resolved. It needs an inquiry,' he adds.
Failing to see 'beyond force boundaries'
There are glaring inefficiencies in other areas, too. Across England and Wales, each of the 43 forces, no matter how large or small, has its own leadership team, civilian support set-up and administrative functions, such as payroll, legal affairs and human resources. Pooling some of that work would make financial sense, says Winsor.
'The back office stuff could and should be done either regionally or nationally, in the way it's done in the NHS or the military,' he says.
In 2022, a report from the independent think-tank, the Police Foundation, estimated that forces in England and Wales could save 'hundreds of millions' of pounds annually by combining support teams – as well as purchasing police uniform, equipment, vehicles, forensic services and computers centrally, rather than negotiating individual contracts with suppliers, as many constabularies do. But it seems the introduction of police and crime commissioners, a decade earlier, cemented a 'localist' approach, hindering prospects for developing a more cohesive and less fragmented system of policing, with the economies of scale that would result.
'The police and crime commissioner model has some strengths but it can hold things back, because in my time there were far too many who could not see beyond their force boundaries – and crime doesn't stop at force boundaries,' says Winsor, who left the watchdog three years ago.
The author of the Police Foundation report, its former director Rick Muir, is now working as a Home Office adviser, developing plans for a white paper, based around the establishment of a new National Centre of Policing.
It is long overdue. Rowley and other police leaders support the case for a reorganisation. Although their immediate concern is whether they'll have enough resources over the next three years, they are aware that it is not just about the money – radical structural reform is needed to put forces on a long-term sustainable financial footing and ensure the public get the police service they deserve. As Peter Kyle, the Science and Technology Secretary, put it at the weekend, the police must 'do their bit' and 'embrace change'.