Where Are All The Police? – An Analysis of Police Resources
• Requiring specialist officers to spend regular periods on operational duties, e.g. through a requirement to assist with exceptional operational demands. This would not only provide operational relief, it would reduce the personal pressures on officers – reducing the need to drag them away from scheduled weekends off, for example. This is a factor affecting morale. At the same time, a case could be
• made that returning specialist police officers to operational policing would help break down the cultural rift between ‘uniformed’ and ‘plain clothes’ police.
• Undertaking reviews of staff allocation to ensure that officer numbers on specialist squads are justified by work volumes.
Use officers’ time effectively Police officers’ time allocation should maximise time spent outside the station in operational policing. Suggested initiatives to achieve better time allocation are: • A study of shift patterns to identify which ones allow for maximal public presence at key times for reassurance policing.
• Greater use of appointments in the police station in dealing with the public. For example, Lancaster run an ‘arrest by appointment’ policy for some crimes where suspects attend at an appointed time. This allows better planning in the use of the custody suite and facilities.
• Time management training for officers where needed and active provision of in station support to ensure time management is effective.
Rationalise the administrative requirements on officers • Current police documentation systems do not ensure that reporting is effective and minimalised. • Internal police reporting should be subject to a Narey-style approach to reduce, rationalise and standardise requirements.
• Existing reporting should be subject to review. • Requirements to support specialist initiatives should be kept to a minimum – with a limit to the number of initiatives running at any one time and clear communication about the reasons for the information requirements being imposed and when they are no longer required.
24/7 Response Policing in the Modern Police Organisation – Views from the Frontline - December 2006
Joint Central Committee (JCC) of the Police Federation of England and Wales Follow up research to Diary of A Police Officer.
Major Factors Determining the Nature of 24/7 Response Work
Abstractions
We found in our research that the ‘abstractions’ as defined by PA Consulting (including sickness and training) were still affecting the strength of
reliefs, frequently reducing them to well below the number of officers required to deal properly with calls for service and below what some regarded as a minimum safety level. Officers offered reasons for long- term and short-term abstractions which led to depletions in the strength of the 24/7 response reliefs Group discussions also revealed ‘within-shift’ abstractions which take officers away from the response function for varying periods of time.
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