Police Reform and Social Responsibility Bill

Debate between Lord Carlile of Berriew and Lord Dear

Tuesday 24th May 2011 Lords Chamber

[Lord Carlile of Berriew]

I am always prepared to defer to the noble Lord, Lord Harris of Haringey, because he is a much greater expert than I am on how police forces are run. I see the potential for constructive tension, if it has to be tension, between two finance officers carrying out different roles. I see them as providing a check and balance on one another and their roles as being markedly different in any event. That is something we can learn from the current situation in which, as I said, the chief finance officer of a police force carries out a major managerial role and the accounting officer of the police authority a very different function.

Can the Minister confirm that the Government feel satisfied that we will not have a high degree of duplication and that the role of the finance officer in the force will be related to operational matters and that of the other finance officer to the rather different strategic matters? There, perhaps, we have the answer to the question of the noble Lord, Lord Harris, about Tasers. Tasers are the sort of thing which may well be strategic and one would expect to be discussed by the commissioner and those to whom he is accountable, whatever structure we end up with at the end of the Bill. The deployment of such Tasers as are purchased at any incident is plainly an operational matter, which must be left in the hands of the chief officer. That is an example of how different functions will deal with different aspects of police activity.

[Lord Dear]

I was going to speak at length about the points that have been very adequately covered by the noble Lord, Lord Carlile of Berriew, and, not for the first time, I find myself in complete agreement with what he said. I will just pick up one or two of the points in an effort to be brief. Let us get a sense of reality back to this. I have heard phrases such as chief officers getting their own way and blue-eyed boys—by which I assume we mean blue-eyed girls as well. As has been said, no chief officer today or in the past 15 to 20 years could get away with that sort of piratical approach to policing. They have to prefer discussion and challenge. Of course, they like winning but I think that if one gets used to winning all the time, there is an in-built problem with the management style.

As for blue-eyed boys and girls, I suppose that loosely you could say the same thing about generals, captains of industry or the judiciary. The whole point is that if, as I think will be demanded under the new regime, you have a system with independent assessment and/or a proper board structure but, above all, transparency which in the final analysis is defensible in the courts, there is nothing to lose. I, for one, would not want to see the legislation being overprescriptive on this. You have to leave some room for balance and common sense, appreciating that, if you go past a certain line, particularly in the area of appointments, you are going to be challenged, so you do not tread over that line in the first place.

I want to say a brief word about the finance officers. There are of course two in place at the moment—one in the police authority and one within the force itself. I am not sure whether I was the first but I was certainly one of the early chief constables who civilianised the old police role of assistant chief constable, admin and finance, bringing in a very well-qualified civilian. I put them on ACPO rates of pay and ranked them equal with ACPO. You would certainly find that model in many police forces up and down the country today. There is some risk of duplication but I think one has to avoid that risk. One has to recognise the two roles, as has already been said, and expect a constructive tension between them.

I close by saying once again that I agree with the noble Lord, Lord Carlile, and I am sure that this will not be the last time that I do so.