
This is "PC David Copperfield's" book from his
blog. A few things leave - ahem - a nasty taste in the mouth (would a university graduate contemplate peeing in a defence solicitor's tea?). The author has a lot to say about filing, so the proof reader should have told him that paperwork is filed in drawers, not draws; and should certainly have checked the repeated use of "peoples'", as opposed to "people's". And a book of this importance deserves an index. But overall it's a revealing read.
So who is "wasting police time"? Partly it is Copperfield's "underclass", calling in police as part of continuing low level squabbles. But mainly it is the police forces' own hierarchies, and the politicians above them.
His message is that things can be changed - in principle. Ray Mallon cut crime by 20% in his areas before the culture forced him out. The author is clear that it is not a question of police numbers, but a matter of using them with a little bit of effectiveness. Looking at US practice, he suggests some reforms.
- Meaningful sentences. Prison first time around should aim to repair educational and emotional deficiencies. But for subsequent sentences, prison should be rather nasty (and, one might add, cost the public a lot less). And he quotes a US sheriff: "If you don't like it here, don't come back".
- Focus on local commanders. Judge them by their success in cutting crime (in other words, judge on performance, just as the private sector would judge its managers). "This contrasts with the UK, where the main thing is to stay out of trouble. Our police service is just a vast bureaucracy created with the sole aim of covering backs, having everything in writing, avoiding complaints and blaming other people. Officers join the bureaucracy as soon as possible to avoid the twin dangers of making mistakes and getting complained about".
- Police control behaviour. This means being out on the streets, not behind desks.
- Give beat bobbies discretion. Then they won't be driven by bureaucratic demands for more work on cases which are clearly going nowhere. (And the bureaucrats should be out on the streets - see above.) "A once trusted and popular police force that actively patrolled Britain's streets on foot is now driven to investigate the petty personal lives of the underclass" - while "vicious criminals run our council estates".
He quotes a US professor of police studies -
The traditional British approach considers New York's techniques too in-your-face, too aggressive in managerial style. I told them that it works, and that is the difference between our police and yours. But the British police are all planning and no doing: they get bogged down in procedures. What they need is ruthless command and accountability all down the line. They haven't got it.
Copperfield views the underclass in a similar way to
Jeff Randall. "Pay people to be ill, and they will be ill. Pay people to get pregnant, and they will have a baby. Give them a flat, and they'll be at it like rabbits."
He quotes from Norman Brennan of the
Victims of Crime Trust (sadly, their website has a neglected look).
When I joined the police in 1978, there were only 13,150 recorded robberies in England and Wales.... Last year this figure had risen to a massive 101,195 recorded robberies.... Murder is at its highest rate since the second world war.... There are parts of our cities which are, in effect, no-go areas.
He too thinks the police are hemmed in by targets and red tape.
So the core problem
isn't sexy, and probably to most people isn't very interesting. It's about the truly plodding, ponderous way police forces are run, with masses and masses of administrative form filling. And the author explains "administrative detections". Trivial incidents become crimes, people admit to them, and that boosts the detection rate. Valueless. Which goes some way to explain incidents like
this or
this.
At least the police defeated the ludicrous proposal for
large scale police force mergers. It will probably be impossible to change the culture of civil servants in the unfit for purpose Home Office. What we need is
more, not less local accountability, so that local electorates can hold chief constables to account for performance and for efficiency.
(The Taxpayers' Alliance have picked this up in Northumbria, as I blogged
here and
here.)
For instance, are our local police good value? Our own rural Parish Council Area apparently contributes through council tax no less than £520k to the county police budget - and council tax provides 33% of the police authority's income. We have the lion's share of one community police officer (who has changed every few years). If we wanted an additional CSO, we would have to pay half the cost. Now, the authority has its overheads, and we are not their most lawless area, and we do get extra police to investigate the occasional mugging or shop burglary, but what we receive is tiny compared to what we spend. For our own community, this is certainly not value for money.
The book gives the views of one constable on the inside who offers a clear view of the changes needed. Police authorities and operational autonomy certainly seem to have failed. A lot of change is needed. The book suggests just how deeply and widely the running of the police needs to be changed. But it's not at all ponderous. A good, thought provoking read.