PSA President Nick Smart has commented ahead of the publication of the government's white paper on policing, and following a series of announcements on police reform:
PSA President Nick Smart: "We welcome any efforts to strengthen and modernise UK policing.
"We have long called for radical change to ensure our Service is equipped with the people, resources, skills and funding to respond to modern day demand, and that the right operational governance and accountability is in place to ensure the best standards.
“Our members deal with the highest levels of threat, risk and harm facing policing and operate with the highest levels of responsibility. Any changes agreed will be delegated to superintendents to deliver.
“Despite this, we have not been consulted with on any of the announcements made so far. Nor has the wider workforce. We represent experts in policing – the most senior operational leaders in our service, and it is essential our views are taken into account alongside those of chief constables and external advisors. We want to support these efforts for change. We want to share the unique insight and expertise of our members to enable this to work.
"We have spoken out time and time again on the outdated structure on which policing is based and the severe lack of centralised strategy, long-term funding and workforce support that is so clearly needed. UK policing is exceptional, delivered by brilliant people who are committed to serving the public, but so often they are let down by the complex and underfunded criminal justice system around them. This is an exciting time for positive change.
"It is right therefore, that we look at how every part of our service is set up, so that we can identify the huge potential to do things better.
"However, we continue to stress that it is essential we define the police mission before we progress systemic change. Until we do this and are very clear about the role of the police alongside partner agencies - we remain concerned that reform efforts could fail.
“There is no true picture of police demand - but we know without doubt that it is overwhelmingly high, and that the majority of it does not relate to crime. The home secretary has spoken about ‘local’ issues compared with ‘more serious crime’ – we must be very clear about what this means, as there is a huge amount that sits between these areas, from missing people to complex safeguarding issues. This isn't just about a restructure of policing - something we are staunch supporters of - it's about a resetting of our service - drawing a line in the sand and being confident in defining what work should sit with the police. Then, redesign can truly work.
“We also need to understand how these reform efforts will be funded. Policing is working in a huge financial deficit with no sign of added investment. The changes described will require significant funding over a sustained period – where will this come from? Will forces need to fund these changes from their already over-stretched budgets, or will additional central funding be provided?
"It will take time for us to understand the full detail in this long-awaited White Paper. The priority for our association will be to feed back the insight and experience of superintendents who are responsible for both operational and strategic services, to help build a future service that is set up to succeed. We know from the results of the National Wellbeing Service survey that many of our members do not feel confident in how change is currently led and managed from the top. Let’s explore this and understand why superintendents feel this way, so that change is implemented with an engaged and supportive workforce."
PSA President Nick Smart: "We welcome any efforts to strengthen and modernise UK policing.
"We have long called for radical change to ensure our Service is equipped with the people, resources, skills and funding to respond to modern day demand, and that the right operational governance and accountability is in place to ensure the best standards.
“Our members deal with the highest levels of threat, risk and harm facing policing and operate with the highest levels of responsibility. Any changes agreed will be delegated to superintendents to deliver.
“Despite this, we have not been consulted with on any of the announcements made so far. Nor has the wider workforce. We represent experts in policing – the most senior operational leaders in our service, and it is essential our views are taken into account alongside those of chief constables and external advisors. We want to support these efforts for change. We want to share the unique insight and expertise of our members to enable this to work.
"We have spoken out time and time again on the outdated structure on which policing is based and the severe lack of centralised strategy, long-term funding and workforce support that is so clearly needed. UK policing is exceptional, delivered by brilliant people who are committed to serving the public, but so often they are let down by the complex and underfunded criminal justice system around them. This is an exciting time for positive change.
"It is right therefore, that we look at how every part of our service is set up, so that we can identify the huge potential to do things better.
"However, we continue to stress that it is essential we define the police mission before we progress systemic change. Until we do this and are very clear about the role of the police alongside partner agencies - we remain concerned that reform efforts could fail.
“There is no true picture of police demand - but we know without doubt that it is overwhelmingly high, and that the majority of it does not relate to crime. The home secretary has spoken about ‘local’ issues compared with ‘more serious crime’ – we must be very clear about what this means, as there is a huge amount that sits between these areas, from missing people to complex safeguarding issues. This isn't just about a restructure of policing - something we are staunch supporters of - it's about a resetting of our service - drawing a line in the sand and being confident in defining what work should sit with the police. Then, redesign can truly work.
“We also need to understand how these reform efforts will be funded. Policing is working in a huge financial deficit with no sign of added investment. The changes described will require significant funding over a sustained period – where will this come from? Will forces need to fund these changes from their already over-stretched budgets, or will additional central funding be provided?
"It will take time for us to understand the full detail in this long-awaited White Paper. The priority for our association will be to feed back the insight and experience of superintendents who are responsible for both operational and strategic services, to help build a future service that is set up to succeed. We know from the results of the National Wellbeing Service survey that many of our members do not feel confident in how change is currently led and managed from the top. Let’s explore this and understand why superintendents feel this way, so that change is implemented with an engaged and supportive workforce."