Memorandum submitted by Hertfordshire
Police Authority
The figures on current police officer numbers
and staff compared to the last five years are as follows: The
figures on current police officer numbers and staff compared to
the last five years are as follows:
| |
| | | |
| 2005-06 | 2006-07
| 2007-08 | 2008-09
| 2009-10 |
| |
| | | |
| Police Officers | 2,167 | 2,171
| 2,166 | 2,148 | 2,120
|
| Police Staff | 1,697 | 1,825
| 1,899 | 1,959 | 1,973
|
| Total Staff | 3,864 | 3,996
| 4,065 | 4,107 | 4,093
|
| |
| | | |
| |
| | | |
There was a significant increase in the overall staffing
establishment in the first half of this period, followed by a
plateauing of staff numbers and then a reduction in the last year.
This reduction is set to accelerate in the next few years.
The Authority believes that the committee should focus on
operational staff numbers not simply police officer numbers. In
this period our PCSO numbers have increased four-fold to a current
strength of around 260. PCSOs are an essential part of effective
neighbourhood policing without them visibility of and confidence
in the police would be significantly reduced. There is also a
role for continuing to explore civilianisation. We do not believe
that police officer numbers are the only measure of a force's
capability. In Hertfordshire, many roles previously undertaken
by officers are now filled by specialist civilian staff, that
are not only cheaper to employ but also, in some cases, offer
a level of skill above that of a generalist police officer.
Whilst our resources have increased over the last five years,
we have made significant cashable efficiencies, approximately
10% of our budget, of which half has been reinvested in driving
forward performance in key areas such as our Major Crime Task
Force, Investigative capacity and Neighbourhood Policing teams.
The other half of these savings were used to balance our budget,
thereby minimising the impact on the council tax.
Hertfordshire has continually exceeded government efficiency
targets over the last few years and have been awarded the highest
rating for value for money by the Audit Commission over the last
three years.
Besides the pressures likely to be faced by the policing
service in general over the next few years, stemming from the
impact of recession, a number of factors further adversely impact
on Hertfordshire.
1. We currently have £3.7 million of our government
grant withheld because of the "floors and ceilings"
mechanism. (7th highest in the country)
2. We have the eighth lowest band D council tax level for
non-metropolitan forces. 12% or £7.5 million below the
average.
3. As a medium size force with limited economies of scale,
we face higher back-office cost in comparison to the larger forces
in our Most Similar Family, who have a budget some 47% greater
than ours. The Constabulary estimate that forces of this size
can allocate some £15 million or 5% more resources into
frontline policing, by virtue of greater economies of scale.
4. We face high labour and supply costs as a force than borders
London and operates in the most competitive labour market in the
country. This translates into higher salary, allowance, recruitment
and training costs.
Our projections for the period beyond the current Comprehensive
Spending Review period are that overall funding may drop by 8%
to 13% over the next four years. This will mean the loss of 350-650 posts,
including a significant number of police officers. Based on these
figures by 2011-12 Hertfordshire police officer strength
will have fall below 2000, for the first time since the boundary
change in April 2000.
The Authority and the Constabulary continue to strive for
further efficiencies. Our 2010 programme will reduce our
three basic command unit structure to a single territorial policing
command. This will make savings of between £4 million-£5 million.
The Authority and Constabulary have driven collaboration
more than any other force in the country, and by 2010-11 will
have achieved annual cashable efficiencies of £2.0 million
per annum for Hertfordshire (and a further £1 million
per year for Bedfordshire). Bedfordshire Police is our preferred
partner and we already operate joint units for major crime, scientific
services, professional standards, dogs, firearms and civil contingency.
Beyond Bedfordshire we collaborate on fleet, air support and are
currently leading the effort within Eastern Region for better
collaboration to address serious and organised crime.
In the next financial year, the Chief Constable will be bringing
a business case for the merger of Hertfordshire Constabulary with
Bedfordshire Police. The early work suggests that such a merger
could produce annual savings of £15 million per annum,
across the two forces. The Chief believes that merger will allow
most of these savings to be made in corporate infrastructure and
back office, allowing a rise in the percentage of resources spent
on frontline, operational staffing. He argues that savings of
this level would allow Hertfordshire to maintain operational policing
resources in the face of the very challenging financial environment.
The Authority has not yet come to a view on the merits of
merger and will await the business case and expect to undertake
a full public consultation but we under no illusion that choices
that face us are stark. Our options are to:
— undertake a significant change such as a voluntary
merger;
— allow significant reductions in operational staff,
including Police Officer numbers with the obvious impact on police
performance; and
— significantly increase the police precept, taking
into account withheld funding due to the operation of grant funding
floors and ceilings mechanism.
The Authority would be happy to come and explain the pressures
that we face. We feel that this could be instructive to the committee
as we are an average size force delivering good performance. Please
do let us know if you would like us to present further evidence
in writing or in person.
November 2009
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