DOCSLIB.ORG

Policing: the Most and Least Efficient Forces Peter Cuthbertson

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

Research Note 123 | 30 December 2012 “Visible and available” policing: The most and least efficient forces Peter Cuthbertson With spending restraint needed across the board, it is vital that police forces improve their efficiency. Crime prevention does not have to suffer. This report reveals figures for each police force – gathered using data from Her Majesty’s Inspectorate of Constabulary – and compares how many police officers and Police Community Support Officers (PCSOs) are “visible and available”. That is the best measure of the extent to which a police force can get officers out on the beat. This new research shows that forces can do more to focus resources on frontline, visible policing. It provides a benchmark for the new Police and Crime Commissioners, who control police budgets and set the forces’ priorities. While much of the work done by forces that isn't visible has value, the amount of the amount of frontline visible policing for a given amount of spending is still a good proxy for value for money. Communities value officers on the streets and their ability to respond quickly in the event of a crime. The key findings of this research are: . On average, only 11.8 per cent of officers and PCSOs are “visible and available” to the public at any one time. This works out as £792,851 per year for every visible and available police officer and PCSO. £10 million buys an average of 13.7 visible and available police and PCSOs at any one time. By comparison, the total police budget for England and Wales is £13.2 billion, supporting the work of 149,000 police officers and Police and Community Support Officers. This works out as £88,615 for each police officer and PCSO. The forces with the highest share of police visible and available are West Yorkshire Police (16.3 per cent), Cleveland Police (15.8 per cent), Norfolk Constabulary (15 per cent) and Nottinghamshire Police (15 per cent). The forces with the lowest share of police visible and available are City of London (7.2 per cent), Warwickshire Police Force (8.7 per cent), West Midlands (10.0 per cent), Derbyshire Constabulary (10.2 per cent) and the Metropolitan Police (10.2 per cent). 55 Tufton Street, London, SW1P 3QL . www.taxpayersalliance.com . 0845 330 9554 (office hours) . 07795 084 113 (24 hours) 1 . The City of London Police and Metropolitan Police have among the highest average costs per officer. For every £10 million spent, the City provides 86 officers and PCSOs (5.5 “visible and available” on average) and the Met provides 98 (8.9 “visible and available”). The City of London Police spends £1,813,871 for every officer or PCSO visible and available while the Met spends £1,120,342. It is worth noting that the City of London police and the Met have specific responsibilities for financial crime and anti- terrorism respectively. This reduces the amount of time that officers are able to be visible and available. Outside London, the police forces with the highest cost per visible and available officer/PCSO are: - Warwickshire: £1,224,102 (8.2 visible and available for every £10 million spent on policing) - Northamptonshire: £955,968 (10.5 visible and available for every £10 million spent on policing) - Wiltshire: £931,846 (10.7 visible and available for every £10 million spent on policing) - Derbyshire: £931,826 (10.7 visible and available for every £10 million spent on policing) - Surrey: £842,711 (11.9 visible and available for every £10 million spent on policing) . The police forces with the lowest cost per visible and available officer/PCSO are: - Northumbria: £475,459 (21 visible and available for every £10 million spent on policing) - West Yorkshire: £521,971 (19.2 visible and available for every £10 million spent on policing) - Cleveland: £539,186 (18.5 visible and available for every £10 million spent on policing) - Nottinghamshire: £607,041 (16.5 visible and available for every £10 million spent on policing) - Norfolk: £616,242 (16.2 visible and available for every £10 million spent on policing) To arrange broadcast interviews, please contact: Robert Oxley Campaign Manager, TaxPayers' Alliance [email protected] 07544 933 215 To discuss the research, please contact: John O’Connell Research Director, TaxPayers' Alliance [email protected] 07708 506 643 55 Tufton Street, London, SW1P 3QL . www.taxpayersalliance.com . 0845 330 9554 (office hours) . 07795 084 113 (24 hours) 2 Police Force budgets compared to officer & PCSO strength, visibility and availability Police Force Total Total Number Expenditure Average Expenditure Total Number Total Number Expenditure of Officers and Per Total Proportion of Per Average of Officers and of Officers and (Gross, £) PCSOs Officer and Officers and Total Officer PCSOs Per PCSOs Visible (February PCSO (£) PCSOs Visible and PCSO £10m Spent and Available, 2012) and Available Visible and per £10m (%) Available spent London, City of 101,789,000 876 116,197 7.2 1,813,871 86 5.5 Warwickshire 100,218,000 958 104,612 8.7 1,224,102 96 8.2 Metropolitan Police 3,602,845,000 35,163 102,461 10.2 1,120,342 98 8.9 Surrey 223,090,000 2,214 100,763 12.3 842,711 99 11.9 Northamptonshire 138,116,000 1,398 98,795 10.5 955,968 101 10.5 Wiltshire 116,437,000 1,226 94,973 10.5 931,846 105 10.7 Suffolk 126,788,000 1,355 93,570 12.8 760,568 107 13.1 North Wales 154,493,000 1,660 93,068 13.0 719,733 107 13.9 Derbyshire 185,900,000 2,008 92,580 10.2 931,826 108 10.7 Lincolnshire 117,149,000 1,284 91,238 11.5 814,311 110 12.3 Hertfordshire 203,305,000 2,230 91,168 12.4 773,156 110 12.9 Norfolk 163,055,000 1,800 90,586 15.0 616,242 110 16.2 North Yorkshire 143,978,000 1,593 90,382 13.6 667,988 111 15.0 Nottinghamshire 215,863,000 2,399 89,980 15.0 607,041 111 16.5 Cheshire 197,666,000 2,217 89,159 13.6 687,145 112 14.6 Cumbria 109,242,000 1,228 88,959 13.6 665,275 112 15.0 Dorset 134,942,000 1,519 88,836 13.0 684,961 113 14.6 Dyfed-Powys 107,376,000 1,209 88,814 14.0 657,761 113 15.2 Staffordshire 192,222,000 2,166 88,745 12.8 704,922 113 14.2 Cambridgeshire 135,453,000 1,529 88,589 12.1 765,759 113 13.1 Hampshire 336,487,000 3,819 88,109 10.7 827,240 113 12.1 Sussex 292,822,000 3,338 87,724 13.0 733,321 114 13.6 South Yorkshire 268,637,000 3,064 87,675 11.9 753,233 114 13.3 West Mercia 215,774,000 2,462 87,642 12.6 722,569 114 13.8 Avon & Somerset 295,605,000 3,392 87,148 10.6 826,654 115 12.1 55 Tufton Street, London, SW1P 3QL . www.taxpayersalliance.com . 0845 330 9554 (office hours) . 07795 084 113 (24 hours) 3 Police Force Total Total Number Expenditure Average Expenditure Total Number Total Number Expenditure of Officers and Per Total Proportion of Per Average of Officers and of Officers and (Gross, £) PCSOs Officer and Officers and Total Officer PCSOs Per PCSOs Visible (February PCSO (£) PCSOs Visible and PCSO £10m Spent and Available, 2012) and Available Visible and per £10m (%) Available spent Thames Valley 423,599,000 4,861 87,142 13.1 678,098 115 14.7 South Wales 278,586,000 3,217 86,598 11.7 763,036 115 13.1 Humberside 181,845,000 2,109 86,223 11.4 772,229 116 12.9 Bedfordshire 110,071,000 1,279 86,060 12.6 694,421 116 14.4 Leicestershire 200,116,000 2,370 84,437 12.8 694,621 118 14.4 Gloucestershire 116,110,000 1,403 82,758 12.7 675,318 121 14.8 Durham 124,750,000 1,509 82,672 10.7 781,322 121 12.8 Kent 315,320,000 3,843 82,050 11.6 721,721 122 13.9 Devon & Cornwall 294,699,000 3,599 81,884 Not available Not available 122 Not available West Yorkshire 485,600,000 5,996 80,987 16.3 521,971 123 19.2 Cleveland 138,046,000 1,713 80,587 15.8 539,186 124 18.5 Essex 301,908,000 3,802 79,408 12.3 654,638 126 15.3 Gwent 129,573,000 1,633 79,347 13.1 666,613 126 15.0 Greater Manchester 650,594,000 8,343 77,981 10.7 754,651 128 13.3 Lancashire 286,648,000 3,708 77,305 11.6 696,550 129 14.4 Merseyside 349,061,000 4,630 75,391 12.3 643,494 133 15.5 West Midlands 627,069,000 8,559 73,264 10.0 752,570 136 13.3 Northumbria 311,576,000 4,328 71,991 15.2 475,459 139 21.0 55 Tufton Street, London, SW1P 3QL . www.taxpayersalliance.com . 0845 330 9554 (office hours) . 07795 084 113 (24 hours) 4 .
Recommended publications
  • Strategic Policing Requirement – Hertfordshire Constabulary

    Strategic Policing Requirement – Hertfordshire Constabulary

    Strategic Policing Requirement Hertfordshire Constabulary November 2014 © HMIC 2014 ISBN: 978-1-78246-527-0 www.justiceinspectorates.gov.uk/hmic Contents Introduction .............................................................................................................. 3 Capacity and contribution ....................................................................................... 5 Terrorism ................................................................................................................ 5 Civil emergencies ................................................................................................... 5 Serious organised crime ......................................................................................... 6 Public order ............................................................................................................ 7 Capability .................................................................................................................. 9 Terrorism ................................................................................................................ 9 Civil emergencies ................................................................................................... 9 Serious organised crime ....................................................................................... 10 Public order .......................................................................................................... 10 Large-scale cyber incident ...................................................................................
  • FOI 004171/20 I Write in Connection with Your Request for Informa

    FOI 004171/20 I Write in Connection with Your Request for Informa

    15th January 2021 Freedom of Information Request Reference No: FOI 004171/20 I write in connection with your request for information received by the Norfolk and Suffolk Constabularies on the 15th December 2020 in which you sought access to the following information: I write to request information and records under the FOIA, regarding your police force’s response to protest organising during the COVID-19 pandemic. Specifically, I am asking the following: 1 How many protest organisers have contacted your force stating their plans to organise a protest between 23rd March 2020 and 15th December 2020? a. Of these, how many protests were approved? b. How many were rejected on the grounds of coronavirus legislation? c. How many were cancelled or postponed by the organisers of their own accord? 2 When dealing with protest requests, does your force provide routine guidance, questionnaires or templates to those seeking to organise? If yes, please attach these. Given changes in Regulations, please provide for each period: a. Between 23rd March 2020 and 3rd July 2020 (Health Protection (Coronavirus, Restrictions) (England) Regulations 2020) b. Between 3rd July 2020 and 14th October 2020 (Health Protection (Coronavirus, Restrictions) (England) (No. 2) Regulations 2020) c. Between 14th October 2020 and 5th November 2020 (Health Protection (Coronavirus, Local Alert Level) (England) Regulations 2020) d. Between 5th November 2020 and 2nd December 2020 (Health Protection (Coronavirus, Restrictions) (England) (No. 4) Regulations 2020) e. From 2nd December 2020 to 15th December 2020(Health Protection (Coronavirus, Restrictions) (England) (All Tiers) Regulations 2020) 3 What is your force’s procedure for assessing risk assessments provided by protest organisers? Response to your Request The response provided below is correct as of 22nd December 2020.
  • Article the Surveillance Dimensions of the Use of Social Media by UK Police Forces

    Article the Surveillance Dimensions of the Use of Social Media by UK Police Forces

    The Surveillance Dimensions of the Use of Article Social Media by UK Police Forces Elena M. Egawhary Columbia University, USA [email protected] Abstract This paper explores the various surveillance practices involved in the use of social media for communication and investigation purposes by UK police forces. In doing so, it analyses internal policy documents and official guidance obtained through freedom of information (FOI) requests sent to 46 police forces in the United Kingdom. This analysis finds that UK police forces advise their staff to simultaneously engage in both surveillance and counter-surveillance strategies in their use of social media as a policing tool. Introduction The use of social media by UK police forces falls into two broad categories: communication (or engagement) and investigation (or operational use). UK police forces began registering corporate accounts on Twitter and Facebook for communication purposes for the first time in 2008. However, UK police forces’ use of the internet for investigative purposes dates back to April 2001 with the creation of the National Hi-Tech Crime Unit (NHTCU) to “investigate attacks on the Critical National Infrastructure; major internet based offences of paedophilia, fraud or extortion; information from seized electronic media and gather intelligence on cybercrime and cybercriminals” (Corbitt 2001: 29). Prior to 2001, most of the responsibility for using social networking sites to investigate crime fell to a small number of digital evidence recovery officers who were “swamped and learning on the job” (Thomas 2005) resulting in a reportedly “huge workload” (Goodwin 2005). This suggests that the use of social media in UK policing began in an unstructured way and “on the basis of initiatives by individual officers and subsequently with varying degrees of official support” (Crump 2011: 1).
  • CONNECT a Powerful Software Platform That Supports High-Performance Case Management

    CONNECT a Powerful Software Platform That Supports High-Performance Case Management

    CONNECT A powerful software platform that supports high-performance Case Management In this digital age, the demands on modern Agencies are ever increasing. Ensuring users have relevant contextual information to support their decision making whether they are looking to Prevent harm, working in Partnerships or needing knowledge to support Real-time Operational response is critical. Case Management into the future must be Our proven Case Management Platform prepared to respond to existing and emerging CONNECT is based on a single, shared POLE challenges such as Child Exploitation and store that underpins key Case Management cybercrime, protecting communities and the functions including Investigation, Intelligence, most vulnerable in society all whilst delivering Brief Preparation, Custody, Partnership, Public value for money. Multi-agency working is key Engagement, Risk Assessment, and Digital Asset to the successful delivery of that vision and Management. Core CONNECT capability is requires a truly joined-up, holistic environment available COTS with deployment and configuration where information is shared to support effective to an agency’s specific business model supported dynamic decision making as a matter of course. by an expert, experienced team who understand Transformation to support that model is important how these solutions are used operationally. and having an established platform to support CONNECT is an ideal platform for visionary that change is critical. agencies that want to transform the effectiveness of their service. northgateps.com/connect Proven Platform Benefits CONNECT Ecosystem - Key components • Core case management services deployed to • Enables Digital Working Our CONNECT case management meet the specific operational processes of - Golden nominal removes the need to platform delivers data that’s vital CONNECT Office your agency through an ‘Agile Configuration’ enter same information multiple times to reduce harm and prevent CONNECT Go (Mobile) programme - Tasking and workflow managed without crime.
  • Norfolk & Suffolk Constabularies Joint

    Norfolk & Suffolk Constabularies Joint

    Appendix C NORFOLK & SUFFOLK CONSTABULARIES JOINT ENVIRONMENTAL STRATEGY Version 0.7 dated April 2014 ACO6192/25.03.14 1 Appendix C CONTENTS Record of Amendments 1. Introduction 2. Environmental Strategy Vision and Mission Statement 3. Energy Management 4. Water Management 5. Air Management 6. Waste Management 7. Transport 8. Estates Modernisation 9. Carbon Management Projects Annexes: A. Norfolk and Suffolk Baseline and Consumption Data to end 2012/13. B. Example Display Energy Certificate. C. Terms of Reference for the Carbon Management Programme Board. ACO6192/25.03.14 2 Appendix C Record of Amendments Version Date Page Action (amended/added) 0.1 August 2013 Doc Updated 0.2 October 2013 Doc Updated 0.3 November 2013 Doc Updated 0.4 December 2013 Doc Updated 0.5 February 2014 Doc Updated 0.6 March 2014 Doc Updated 0.7 April 2014 Doc Updated ACO6192/25.03.14 3 Appendix C 1. INTRODUCTION 1.1 This Norfolk and Suffolk Constabularies Joint Environmental Strategy document details our approach to environmental management. It sets out our commitment to continuously review overall management performance in support of sustainable improvement in service delivery and minimising any adverse impact that we have on the environment. 1.2 On Norfolk Constabulary’s entry into the Local Authority Carbon Management Programme (LACMP), in conjunction with the Carbon Trust, Norfolk Constabulary assessed the baseline of energy consumption and carbon emissions from 2009/10, and a target of a 30% reduction over the five year period from 2011/12 – 2015/16 was set. This 30% figure was subsequently adopted for Suffolk. Our intention remains to meet this undertaking through proper management of all our buildings and facilities.
  • Successful Bids to the Police Innovation Fund 2016 to 2017

    Successful Bids to the Police Innovation Fund 2016 to 2017

    SUCCESSFUL BIDS TO THE POLICE INNOVATION FUND 2016/17 Bid 2016/17 Lead Force Other partners Bid Name / Details No. Award National Centre for Cyberstalking Research (NCCR) – University of Bedfordshire Cyberharassment: University of Liverpool Bedfordshire Platform for Evidence Nottingham Trent University £461,684.00 47 Gathering, Assessing Police Victim Support Risk & Managing Hampshire Stalking Policing Consultancy Clinic Paladin Greater Manchester Police Dyfed-Powys PCC Cambridgeshire Constabulary University of Cambridge BeNCH Community Rehabilitation Company Crown Prosecution Service Evidence-based Local authorities Cambridgeshire approach to deferred Health system £250,000.00 36 prosecution linked to Constabulary Criminal Justice Board devolution in West Midlands Police Cambridgeshire. Hampshire Constabulary Hertfordshire Constabulary Leicestershire Police Staffordshire Police West Yorkshire Police Ministry of Justice/NOMS Warwickshire Police Cheshire Integrated Force West Mercia Police £303,000.00 122 Communications Constabulary West Mercia Fire and Rescue Solution Cheshire Fire and Rescue Fire and Rescue Services Cheshire (FRS) through the Chief Fire National Air Service for 140 £120,100.00 Constabulary Officers’ Association (CFOA) emergency services Association of Ambulance (Category 1 and 2) Chief Executives (AACE) City of London Metropolitan Police Service False identity data £525,000.00 62 Warwickshire Police Police capture and sharing Barclays Bank Metropolitan Police Service Serious Fraud Office Public/private Crown Prosecution
  • 21St January 2021 Freedom of Information Request Reference No

    21St January 2021 Freedom of Information Request Reference No

    21st January 2021 Freedom of Information Request Reference No: FOI 004246/20 I write in connection with your request for information received by the Norfolk and Suffolk Constabularies on the 23rd December 2020 in which you sought access to the following information: 1 Who has a full time rural crime team 2 How large is your rural crime team 3 How long has your rural crime team been established. Response to your Request The response provided below is correct as of 31st December 2020. Norfolk and Suffolk Constabularies have considered your request and our response is below. Norfolk Constabulary does not have a dedicated team, but does have a dedicated Rural Officer. There are also Rural Beat Managers plus officers who have the skill of Wildlife Crime Officer. Suffolk Constabulary has a team of 4 Officers. This team was created in 2015 as part of the Suffolk Local Policing Review. Further information regarding tackling rural crime in both Norfolk and Suffolk can be accessed via the links below: https://www.suffolk.police.uk/sites/suffolk/files/page/downloads/rural_policing_strategy_final.pdf https://www.suffolk.police.uk/news/latest-news/rural-wildlife-team-bolstered-new-officer https://www.norfolk-pcc.gov.uk/document/141/RuralPolicingStrategy-FINAL.pdf https://www.norfolk.police.uk/advice/rural-crime This response will be published on the Constabularies web-site under the Freedom of Information pages:- https://www.norfolk.police.uk/about-us/our-data/disclosure-log https://www.suffolk.police.uk/services/freedom-information/disclosure-logs Should you have any further queries concerning this request, please contact Amanda Gibson, FOI Decision Maker, quoting the reference number shown above.
  • Response to the College of Policing Consultation on the Guidelines for Recognising and Responding to Vulnerability Related Risks, 23 October 2020

    Response to the College of Policing Consultation on the Guidelines for Recognising and Responding to Vulnerability Related Risks, 23 October 2020

    1 Ardleigh Road London N1 4HS Tel: 020 7249 7373 Fax: 020 7249 7788 Email: [email protected] Web: www.howardleague.org Response to the College of Policing consultation on the guidelines for recognising and responding to vulnerability related risks, 23 October 2020 Key points 1. We welcome the focus of the guidelines on supporting officers and staff to recognise and understand the vulnerabilities of those with whom they come into contact. Police are the gatekeepers to the criminal justice system and are also frequently responding to people who have been let down by other services 2. The focus on strategic change as well as practical steps for first responders will be helpful in ensuring that understanding and responses are embedded across forces 3. The focus on encouraging and enabling police officers to use professional judgement is welcome and we support developing a police culture that evaluates and learns from its decision- making 4. People who come into contact with the police for allegedly committing an offence can be vulnerable and this should be made clearer in the guidelines. In this regard, the language of ‘victim’ and ‘perpetrator’ in the guidelines is unhelpful. 5. The guidelines should be clearer in addressing vulnerability and race. Chair: Professor Fergus McNeill Chief Executive: Frances Crook OBE Charity No. 251926 Company limited by guarantee No. 898514 The Howard League for Penal Reform works for less crime, safer communities, fewer people in prison 1. About the Howard League for Penal Reform 1.1 Founded in 1866, the Howard League is the oldest penal reform charity in the world.
  • Police Response to Youth Offending Around the Generation and Distribution of Indecent Images of Children and Its Implications

    Police Response to Youth Offending Around the Generation and Distribution of Indecent Images of Children and Its Implications

    Police Response to Youth Offending Around the Generation and Distribution of Indecent Images of Children and its Implications By Professor Emma Bond and Professor Andy Phippen Research conducted for the Marie Collins Foundation Spring 2019 This work is licensed under a Creative Commons Attribution-Sharealike- NonCommerical 4.0 International license Police Response to Youth Offending Around the Generation and Distribution of Indecent Images of Children and its Implications This report presents the findings of research (see below) such a practice is illegal under s1 PCA, exploring arrest and crime recording of minors for given the year that the law reached assent, it could the generation or distribution of indecent images of not have been in the minds of the legislators that children, under the 1978 Protection of Children Act1. the subject of the image, the taker of the image, and the distributor of the image, could all be the same The research was conducted using Freedom of person. Information requests to police forces to collect data that would give an indication of the volume of Concern has grown around the criminalisation of arrests of minors made between December 2016 and minors, with a criminal record that would follow them March 2019. This date relates to the introduction of into adulthood, as a result of a practice that was Outcome 21 practices which allows the recording being broadly adopted with the advent of mobile of a crime that is not considered worth pursuing technologies and camera phones, and the application because it is not in the public interest to do so.
  • Suffolk Police and Crime Panel Annual Report 2020

    Suffolk Police and Crime Panel Annual Report 2020

    Suffolk Police and Crime Panel Annual Report 2020 CONTENTS Page 1. Foreword from the Chairman ………………………………….…………....... 3 2. Introduction and Background …………………………………………...….... 5 3. The Police and Crime Commissioner (PCC) and Other Public Scrutiny…. 6 4. Panel Membership ………….…………………………………………………. 7 5. Panel’s Activities and Achievements in 2020………………….………...…. 8 6. Panel Learning & Development …………………………………………...…. 12 7. Panel’s Finances & Value For Money ………………………….………….… 14 8. Panel’s Forward Work Programme ……………………………….……….… 18 9. Panel’s Forward View …………………………………..………..….……...… 19 10. Contacts and Further Information …………………………….…………...… 20 Page | 2 Suffolk Police and Crime Panel Annual Report 2020 1. FOREWORD FROM THE CHAIRMAN 1.1 I am pleased to present the 8th Annual Report of the Suffolk Police and Crime Panel (PCP), which covers its activities during the 2020 calendar year. 1.2 The Panel was established in 2012 in compliance with the Police Reform & Social Responsibility Act 2011 and the maintains a ‘check and balance’ on the performance of the Police and Crime Commissioner (PCC) regarding his strategic actions and decisions made. 1.3 The Panel plays a vital role in holding the PCC to account and supporting him in the effective exercise of his duties. I would like to thank all Panel Members for the dedication and commitment in carrying out the Panel’s statutory functions which, in turn, help to deliver an effective and efficient policing service for local people. 1.4 The Panel continues to benefit from a constructive and positive working relationship with the PCC and I am grateful to the PCC and his Office for their engagement at Panel meetings, and for the providing information and updates in a timely and transparent manner.
  • Police Procurement Our Vision Is to Help the Nation Spend Wisely

    Police Procurement Our Vision Is to Help the Nation Spend Wisely

    REPORT BY THE COMPTROLLER AND AUDITOR GENERAL HC 1046 SESSION 2012-13 26 MArcH 2013 Home Office Police procurement Our vision is to help the nation spend wisely. We apply the unique perspective of public audit to help Parliament and government drive lasting improvement in public services. The National Audit Office scrutinises public spending for Parliament and is independent of government. The Comptroller and Auditor General (C&AG), Amyas Morse, is an Officer of the House of Commons and leads the NAO, which employs some 860 staff. The C&AG certifies the accounts of all government departments and many other public sector bodies. He has statutory authority to examine and report to Parliament on whether departments and the bodies they fund have used their resources efficiently, effectively, and with economy. Our studies evaluate the value for money of public spending, nationally and locally. Our recommendations and reports on good practice help government improve public services, and our work led to audited savings of more than £1 billion in 2011. Home Office Police procurement Report by the Comptroller and Auditor General Ordered by the House of Commons to be printed on 25 March 2013 This report has been prepared under Section 6 of the National Audit Act 1983 for presentation to the House of Commons in accordance with Section 9 of the Act Amyas Morse Comptroller and Auditor General National Audit Office 21 March 2013 HC 1046 London: The Stationery Office £16.00 This report examines how procurement is currently undertaken and whether the Department is effective in discharging its procurement responsibilities to the police service.
  • Her Majesty's Chief Inspector of Constabulary, Sir Thomas Winsor's

    Her Majesty's Chief Inspector of Constabulary, Sir Thomas Winsor's

    Her Majesty’s Chief Inspector of Constabulary, Sir Thomas Winsor’s assessment of policing in England and Wales – transcript Hello, I am Sir Thomas Winsor, and I am Her Majesty’s Chief Inspector of Constabulary. Since I last gave my annual assessment of policing in England and Wales, HMIC has identified two principal constants in the course of its inspections: the developing nature of crime; and the integrity and bravery of the men and women who serve in our police forces. Every officer who is called to an incident runs the risk that it may be far more serious than was first thought. That they carry out their work in such circumstances on a daily basis demands our gratitude and support – and I give both whole-heartedly to the men and women who serve in our police forces. Crime is ever-changing at local, national and international levels. In particular, crimes associated with terrorism are becoming more complex and more difficult to predict. Criminals have adapted to and embraced the technological advances of the 20th and 21st centuries, and our inspection programme in this reporting period has revealed the extent to which the police service needs to improve its performance in combating such crimes, and maintaining public safety. This is the first year in which HMIC has specifically inspected individual forces on the way in which they understand, develop and display leadership at a local level. The ability to exercise professional discretion is essential if leaders are to respond to local priorities. But local leaders have national responsibilities too. And these require them to act together, as members of the same professional body, to meet national requirements.