This review began on 1 October 2010 and the reviewer, Tom Winsor, was asked to ensure that police pay and conditions and the structures around them are the best they could be given the challenges currently facing the police service. Budget cuts will see forces being required to achieve more with less, but also need to be fair to officers and staff. The review is to report in two parts, covering short-term and long-term improvements. This is Part one and covers: the deployment of officers and staff (including shift allowances, overtime and assisting other police forces); post and performance related pay (including special priority payments, competence related threshold payments for constables and bonuses at all ranks) and how officers leave the police service. Mr Winsor says his recommendations will produce savings of £485m over three years. The recommendations if implemented will concentrate the highest pay on the front line and more demanding roles in the police service. He says police earn 10 to 15% more than other emergency workers and the armed forces and in some areas they are paid up to 60% more than average local earnings. It also recommends making savings of £60m a year in overtime and he also suggests suspending chief officer and superintendent bonuses. The independent review calls for an end to the £1,212 competence-related threshold payment, the Special Priority Payment of up to £5,000 and says no officers should move up the pay scale for two years. The government is planning to cut its funding for the police by 20% by 2014-15. The 43 forces in England and Wales currently employ about 244,000 people, comprising 143,000 police officers and 101,000 civilians.
This White Paper sets out the Government's plans for a second phase of reforms of the police service in England and Wales. The reforms detailed have three broad objectives: i) the creation of dedicated neighbourhood policing teams across the country, including police constables, community support officers (CSOs) and wardens, designed to make the service more accessible, accountable and visible in the community; ii) further modernisation of the police workforce with more capacity for front-line policing, including 25,000 new community support officers and wardens by 2008, a new improvement agency to ensure policing is driven by intelligence, good practice and performance monitoring, and an enhanced training and career development structure to improve leadership and management skills at all levels; and iii) greater citizen involvement in determining how their local communities are policed, including minimum national service standards for every force by 2006, that can be built on locally. These reforms are designed to embed a strong, responsive customer service culture throughout the police service, and to help build trust and confidence in relations between the police and the public.
This NAO report (HC 1035, session 2007-08, ISBN 9780102954371) focuses on the Independent Police Complaints Commission (IPCC) investigation of complaints against the police. The IPCC has responsibility for the performance of the whole police complaints system and has a remit to investigate complaints and conduct matters involving police officers. It can recommend appropriate action by the police force concerned and forward information to the Crown Prosecution Service. It employs just under 400 staff and has a net expenditure for 2007-08 of £32.2 million, with £30.1 million financed from the Home Office. In 2007-08 nearly 29,000 complaints were made against the police. Most were dealt with locally by the relevant police force, and did not involve the IPCC. The NAO findings include: supervised investigations are not the most effective use of IPCC resources; the IPCC is facing an increasing workload when its funding is being reduced; the IPCC is not yet providing full guidance and training for its staff; there was a number of investigations where there was no auditable record that an IPCC Commissioner had reviewed and approved an investigation report; the review functioning of the IPCC is not operating as intended; there is no formal review of cases after they have been completed; the work carried out by the IPCC is not subject to external scrutiny; there is significant inconsistency across the IPCC regions in the way recommendations arising from investigations are being followed up; no single organisation has responsibility for monitoring the implementation of recommendations by police forces; the IPCC should undertake regular surveys to obtain feedback and identify actions that need to be taken to improve client satisfaction.
Lord Macdonald was asked by the Home Secretary to provide independent oversight of the review of security and counter-terrorism powers. The purpose of the review - carried out by the Office for Security and Counter Terrorism (OSCT) in the Home Office - was to determine whether it might be possible to roll some back some of the measures imposed by counter-terrorism and other legislation over the last decades whilst still providing protection for the UK's citizens. Lord Macdonald outlines the process of the review, noting that the OSCT surveyed a wide range of evidence, engaged with many interested parties and maintained a high degree of impartiality. His report then discusses the process whereby the review reached its conclusions on: pre-charge detention; terrorism stop and search section 44); photography and the use of counter-terrorism powers; the Regulation of Investigatory Powers Act and local authorities; access to communications data; groups that espouse or incite violence or hatred; deportations of foreign nationals engaged in terrorism; control orders. Lord Macdonald believes that the recommended reduction in pre-charge detention to 14 days, the repeal of section 44, the greater regulation of local authority surveillance and the outright removal of those aspects of control orders that most resemble house arrest, are all to be regarded as reforms of real significance. They point to an unmistakable re-balancing of public policy in favour of liberty.
The Ministry of Defence acted quickly once it realized its 2010 decision to procure the carrier variant of the Joint Strike Fighter (JSF) had been based on flawed assumptions by reverting to procuring the short take-off and vertical landing (STOVL) variant of the fighter. By February 2012, the estimated cost of converting the aircraft carrier for the carrier variant of the JSF had increased by 150 per cent: from £800 million to about £2 billion. The STOVL option would be around £1.2 billion cheaper. The carrier variant option could also not be delivered until 2023, three years later than the planned date of 2020. However delayed investment in Crowsnest, the helicopter based radar system making up the third element of Carrier Strike, means that the system is not now scheduled to be fully operational until 2022 in any case. The Department expects to write off £74 million but this cost could have been ten times higher if the reversion decision had been made after May 2012. The carrier variant of the JSF has a greater range and payload than the STOVL variant and would have provided a more effective strike capability. However, STOVL creates the option to operate Carrier Strike from two carriers, providing continuous capability. By contrast, the carrier variant could operate from only the one carrier installed with cats and traps and therefore could provide capability for only 70 per cent of the time. The highest risk phases of carrier construction and integration are yet to come and complicated negotiations with commercial partners yet to be concluded
Cutting crime is the sole objective that the Government has set for the police. Serious and organised crime is a national threat that requires a multi-agency national response. Social and economic costs of drugs, drug-related crime, trafficking of vulnerable young women into prostitution and credit card fraud are estimated at between £20 billion and £40 billion. This paper outlines the intent to create a powerful new body of operational crime fighters. The National Crime Agency (NCA) will set the national operational agenda for fighting serious and organised crime. Headed by a senior chief constable, the Agency will have strong two-way links with local police forces and other law enforcement agencies. It will be home to a multi-agency intelligence capability drawing on existing resources. It will build and maintain a comprehensive picture of the threats, harm and risk to the UK from organised criminals. It will have the authority to co-ordinate police and other agencies to ensure networks of organised criminals are disrupted and prevented from operating. The NCA will have specialist operational capabilities, including a dedicated cyber crime unit. The latest technology will be harnessed to ensure that intelligence gathering and analytical capabilities match the threat from criminals seeking to evade detection. Sharing intelligence, capabilities, expertise and assets, the NCA will comprise distinct commands for Organised Crime, Border Policing, Economic Crime, and the Child Exploitation and Online Protection Centre, each with its own priorities. The NCA will be fully operational in 2013.
As part of a programme of constitutional reform the Government is committed to the reform of the role of the Attorney General. However the complex nature of the Attorney General's responsibilities combined with their importance in maintaining the rule of law, mean that changes should be taken after comprehensive public debate. This consultation document seeks answers to six questions. 1) Should the role of chief legal advisor be split from the role of government minister? 2) What is the reaction to proposals that would instead limit the Attorney General's attendance at Cabinet? 3) Should the legal advise to government be published? 4) Should there be changes in the role in relation to criminal prosecutions? 5) Are any changes needed to the public interest function? 6) Are any other changes needed?
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