Crime and Policing

Aidan Burley Excerpts

Wednesday 8th September 2010 Commons Chamber

[Mr Aidan Burley (Cannock Chase) (Con)]

I should start with a declaration of interest in that not a single word of my speech has come from the Chief Whip’s crib sheet, despite the fact that my right hon. Friend was born and bred in my constituency.

We have heard a lot of speculation about the possible effect of cuts. As it happens, that was pure speculation, given that we do not know what the settlement will be following the comprehensive spending review, and Labour Members have not had the good grace to tell us where they would make cuts. However, I want to try to nail one issue by moving the debate away from the stale analysis of inputs of the past 10 years and towards an assessment of outputs. During its 13 years in government, the Labour party was incredibly successful at one thing in particular: persuading the country that only by putting more in could we possibly get more out. That is why the debate about effective policing is always focused on numbers of police rather than what they actually do, as we have heard.

Labour Members have always followed a simple equation: more money equals better public services. They therefore believe that simply having more police and PCSOs automatically means that there will be better policing, irrespective of what those people do all day—whether they are in cars, on patrol, filling in forms or responding to jobs. The Opposition seem incapable of acknowledging that simply having more police officers doing more administrative and bureaucratic tasks leads to lower morale and, ultimately, less effective policing.

Labour Members have extended the argument of looking at inputs rather than outputs to the public sector as a whole, but if their argument is true—if more public spending genuinely equals better public services—this country should have some of the best public services in the entire world. Given the amount that we have spent, borrowed and spent again during the past 13 years, we should surely have the best public services in Europe, but the sad reality is that we are at the bottom of many league tables because we have the worst services.

Labour Members will remind us that we have more police than ever, with 140,000 full-time equivalent officers in England and Wales, but let us not make their mistake of thinking that having record numbers of police means that we have record effectiveness of policing, because almost the opposite is true. Despite the record numbers of police, there is huge public dissatisfaction with the service. Significantly, the public’s attitudes towards the police are negatively related to personal experiences of the police service. The shadow Home Secretary likes to cite the British crime survey, but according to its 2005 public satisfaction report, although 89% of people were satisfied with their initial contact with the police, only 58% were satisfied with their follow-up contact. Only 50% of all respondents thought that the police in their area did a good or excellent job, and that was down from 67% in 1994. According to the BCS, therefore, such satisfaction decreased massively under the previous Government from 67% to 50%. A 50% satisfaction rating is a very poor performance by any institution; similar surveys rate doctors, teachers, judges and the NHS higher—unsurprisingly, only politicians score worse.

At the same time as we have record spending on the police, we have declining public satisfaction with the service they receive. That leads me to my key point: if more money does not equal better public services, it cannot be the case that less money will mean worse services. Why, when there is a record number of police officers, do the public still routinely say when asked that they feel less safe? Is it something that only Members on this side of the House understand? Only in the public sector is Labour’s absurd notion that better results can be achieved only with more money propagated. In the private sector, if better outcomes or more efficient production are needed to sell more work or deliver better results faster, spending more money is pretty much the last thing that those in that sector think about. If the customer is not happy, they do not put up the price; they look to take costs out of the business and seek ways to make efficiencies, improve processes, reduce overheads and stop spending time on administrative and bureaucratic tasks. If they conclude that efficiencies are needed to lower the price and stay competitive, then, by God, that is what they do.

[Siobhain McDonagh]

I am trying to follow the hon. Gentleman’s argument closely. We all accept that the service is not perfect. Does that mean that he believes that better outputs will be achieved with fewer police officers on the street?

[Mr Burley]

I think better outputs are possible with fewer officers if they are better directed and not spending their time doing administrative, bureaucratic and ultimately futile tasks that do not benefit the public in any way.

To continue the comparison with the private sector, Sainsbury’s employs 150,000 people in this country and is creating 5,000 new jobs through store openings this year because of—not despite—saving £4 million this year in administration costs by moving its entire staff recruitment process online. Tesco’s has just taken £3 million out of its cost base, simply by rationalising how meeting rooms are booked. Those successful businesses are competitive because they are fit and lean, constantly seeking ways to reduce costs and inefficiencies while giving the best service to the public.

[Caroline Flint]

When police forces were inspected for outcomes, often, in terms of reducing crime, they were doing well in those categories, but one area where they did not do quite so well was communicating with the public. Does the hon. Gentleman think that the police should spend more resources on communicating, or should they spend their resources on police officers fighting crime?

[Mr Burley]

I think the police should spend their resources on fighting crime. Communication will follow if they are doing a good job and the public are happy.

My question is this: if the private sector can make those efficiencies while giving better services and products, why can the police not do the same? What exactly are all the extra police we are constantly told about spending their time doing? As we have heard, Home Office figures have revealed that police officers spend more time on paperwork than on patrol—just 14% of police officers’ time is spent on patrol, compared with 20% on paperwork. Of the 81,000 officers who patrol our country, including detectives, traffic police and neighbourhood watch teams, just 17,000 will be on duty for an average eight-hour shift. With 14% of their time spent on patrol, only 2,400 officers are out and about at a given time—just one in 58 of a record number of police officers is patrolling the streets at any one time. No wonder Jan Berry, former chairman of the Police Federation, commented:

“People hear about a record 143,000 officers and it sounds a lot, but the reality, as these new figures show, is quite different. The Government obsession with targets and data collection, as well as the failure to provide an effective system to share information, has resulted in officers spending less time on the beat and this can only be at the expense of the public.”

Even way back in 2001, a study by PA Consulting for the Home Office found that police officers were spending as much time in the police station as they were on the streets. For five hours a day—more than 50% of the time that the officers were on a shift—they were sat in the station. The study also found that most of the time spent in the police station was spent dealing with incidents and making inquiries; only 17% of police officer time was spent on reassurance patrol; and only 1% of police time was spent proactively reducing crime. The study also unearthed a startling statistic: if the amount of time a police officer spends on the beat could be increased from one fifth to two fifths, the police presence on the streets of England and Wales would effectively be doubled, without a single extra officer being recruited. Clearly, there is considerable scope to free officers to spend more time out on the beat, and a massive dividend to be gained from doing so.

[Hazel Blears]

The hon. Gentleman is making some interesting points about efficiency and productivity, but does he accept that much of the bureaucracy is not in the police station, but in the courts system, which ties our police officers into giving evidence, preparing case files and having a huge amount of paperwork? I recommend to him the argument that more effective liaison with the criminal justice system is essential if we are to get more productivity.

--- Later in debate ---

[Mr Burley]

That is an entirely fair point, and I agree, but the focus of this debate and of my speech is on police bureaucracy.

That leads me on to a pledge, which I am sure Labour Members recall, made in 2002 by the then Home Secretary, the right hon. Member for Sheffield, Brightside and Hillsborough (Mr Blunkett). He promised a “bonfire of the paperwork” to free up more police time, which he said would save 90,000 hours a year. The Home Office then set up a policing bureaucracy taskforce, which published a report with 52 change proposals, which it claimed would

“enable patrol officers to invest the time equivalent of 22,500…in improved quality of service on the streets.”

The taskforce said that that would be achievable within three to five years, but today—nearly 10 years later—not a single update has been published nor follow-up audit made available on how many of those recommendations were implemented and whether that was successful.

The reality is that the recruitment of additional police officers and a public commitment to develop neighbourhood policing will have little impact unless the major bureaucratic obstacles facing the police in this country are removed. The annual cost of non-incident-related police paperwork in England and Wales has been estimated to be about £625 million. Police have to produce planning and review team performance improvement reports, more than 100 pages long, every month. Paradoxically, under Labour, while the Home Office increasingly attempted to micro-manage the police from the centre, it showed weak leadership in other areas of policing, where I think the centre has a role to play in driving through reforms and improving collaboration. Huge savings could be made from, for example, ensuring IT compatibility, joint procurement and sharing of back-office functions such as fleet management, uniforms and administration.

That is why I am delighted that the coalition Government are no longer focusing on police numbers—we are not playing the numbers game. Instead, we are focusing on police outcomes, improved by clearing away bureaucracy and inefficient, wasteful practices. Yes—referring to the shadow Home Secretary’s remarks—we need a big society, because the alternative to a big society is a big state, and not only is a big state unaffordable, but it infantilises people and discourages them from taking responsibility. It is Labour’s big state that leads directly to the sort of horrendous incident that occurred in Manchester in 2007, when two police community support officers stood by as a 10-year-old boy drowned in a local pond, because the health and safety rulebook said they could not intervene. If the coalition is to leave the police forces of the United Kingdom one major legacy, let it be this: it is time once again to allow the police to serve the public, rather than the statistical whims of Ministers in Whitehall.