Automatic Number Plate Recognition (ANPR) is an established technology that allows vehicle registration plates to be recorded using pattern recognition software, in conjunction with sophisticated camera equipment. In June 2003, 23 police forces across England and Wales had established dedicated teams of intercept officers using ANPR systems to detect and target vehicle documentation offences and crime in general. Under the Laser 2 pilot scheme, the ANPR teams were part-funded through cost recovery based on receipts from fixed penalty notices issued. This report sets out the findings of an evaluation study of the Laser 2 pilot carried out during the period June 2003 to June 2004, commissioned by the Home Office Police Standards Unit, in association with the Association of Chief Police Officers. The ANPR intercept teams were found to be an extremely effective policing tool, in terms of average arrest rates, policing visibility and the effective redeployment of existing resources, as well as in helping to deliver Government targets for tackling volume crime, counter-terrorism work and intelligence gathering. The report concludes that there is a strong case for the national rollout of the Laser 2 pilot, and a number of areas are identified where cost recovery operations could be improved, particularly regarding data accuracy.
The culture of a regulated monopoly must change to a culture of an efficient business. Everyone involved must contribute to the success of this business. A water utility must commit to a systematic approach and a sustained, continuous improvement effort. Failure to do this makes the public utility less competitive and opens the door to private alternatives. Improved Human Resources business services generate two kinds of returns. The first is higher quality and/or lower cost service delivery to internal customers. Second, because the utility workforce supports or enables core services to be delivered efficiently, as utility personnel improve their skills, so does delivery of core services to external customers, i.e., utility ratepayers. Based on our research, 11 categories of best practices for successful organization change were identified and each one is described in detail: Establish and Maintain a Sense of Urgency Provide and Build Leadership Create and Maintain Organization Alignment Create Commitment by Continuous Participation Delegate Decision-Making and Create Accountability Effectively Communicate Continuously (Internal and External) Establish and Track Meaningful Measures Develop Workforce Flexibility Provide Appropriate Compensation and Rewards Use Supporting Tools and Techniques Build and Maintain Effective Relations (with governance, labor, regulators)
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