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Where Are All The Police? – An Analysis of Police Resources IMPORTANT NOTE


What must also be born in mind, is that within the 63,845 officers assigned to “Community” there will be a number whose role is classed as Operational Support. So, although they will appear under the “Community” heading, these officers provide operational support from an office base and are not therefore visible to the public. This lends even greater weight to the argument that 63,845 is an overstated number for potential visible officers and that the reduced numbers in Figure 7(b) are more likely to be closer to the truth.


From their first hand knowledge of their force resources, front line officers could undoubtedly identify areas within each function in Figures 6(a) to (e) where departments are significantly overstaffed. Without such intimate knowledge of each force and its use of resources, we will stick to the glaringly obvious areas where staffing appears to have been misallocated.


It would be the responsibility of HMIC and the respective management teams within each force to justify the number or resources allocated to each function. Undoubtedly among the diligent, industrious and committed officers, there will be a number who are what used to be called “Uniform Carriers”. The drive for value for money from forces, alongside the cuts being imposed on the public sector by the Government may force the management teams to look more critically at the way they use their resources.


We will refer to the HMIC and Audit Commission reports in some detail later in the report, where similar observations are made. The shift in 1429 officer numbers away from front line duties, and the surge in “specialist” numbers by 1526 is one example illustrated later.


OPERATIONAL SUPPORT


This global category of support personnel is large, with some 6,075 officers. Among these numbers are ACPO ranks, Crime & Incident Management, Operational Planning, Staff Officers & Departmental Heads. We have argued vociferously in previous reports that forces appear massively top heavy with senior management, with too many rank levels and a poor manager to officer ratio. There are massive savings in the many millions that could be achieved by rationalizing the rank structure, with much of that saving contributing to the Government cuts and preserving the frontline visible numbers.


The Metropolitan Force is an excellent case in point.


Examination of their staffing levels begs the question “Why do they need a managerial structure that in addition to Senior Police Chiefs – A Commissioner, 4 Assistant Commissioners, 7 Deputy Assistant Commissioners and 26 Commanders, they also engage 49 DIRECTOR level managers, each of them being regarded as equivalent to Assistant Commissioner, Deputy Assistant Commissioner or Commander rank?


The list of personnel and their roles is staggering. What is even more concerning, is the value they bring and the cost associated with their employment. Here is the list:


• Director of Information • Director of Resources • Director of Human Resources • Director of Public Affairs • Director of Legal Services • Strategic HR Director • Director of HR Operations • Director of Leadership Development • Director of Logistical Services


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