Conclusion

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Quite simply an overriding conclusion is that a re-direction of policing must be accompanied by an increase in capacity. This can be created in a number of ways but 2% efficiency gains over the past 4 years means there is little head room in the current organisation if other priorities are merely to be added. Growth in policing has not kept up with the increase in demand. Imaginative ways to increase capacity must be found.

A new flexible workforce will need to be trained to work differently within neighbourhoods, new communities, existing serious and organised crime as well as in areas of new crime such as identity theft.

There must be significant reciprocal change to support policing and public protection if it is to be a real success. Partnerships must be rationalised, aligned and accountable. Any increase in priorities must be matched by a growth in capacity and capability. Rationalisation across central government and other support agencies is required to bring coherence and efficiency (e.g. many government departments work on social cohesion or transport or drug programmes).

A national modernisation agency is needed for the police service to support implementation of national standards and to develop a new culture and capability arising out of the major reforms that sit ahead.

Finally the police service must have a structure of support, both centrally and locally, which enables responsive policing, allows continuous change and local accountability and yet meets professional and national standards of ethics and performance.

We believe that we are the guardians of the service we offer, not of the structure we inhabit.

If you would like to contact ACPO on any of the issues raised in this paper, please email info@acpo.police.uk

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