This Review was established to ‘identify ways in which forces across England and Wales can be more productive, improving outcomes’^[1]. In the three financial years to March 2023, Government funded the recruitment of an additional 20,000 police officers. This – together with additional resources provided by precept - is a considerable investment into policing. As new recruits build up experience and capabilities, we would expect to see its impact in terms of public safety.

Compared to 2007, officer numbers have increased seven per cent whilst the population has increased by about 12 per cent (and with it, demand). However, like-for-like comparisons are not necessarily helpful: technology for example should have made police forces more productive since then. But to a large extent we have found that if the uplift has helped fill the most urgent capacity gaps (and improve performance), it has not taken away the need to prioritise and task resources effectively. A productivity drive is as necessary now as it was in the years of officer reduction.

An environment of budget pressures suggests difficult choices ahead for public sector investment. Public agencies will need to evidence, more than ever, that they are providing value for money and becoming more productive.

Pouring additional resources into a service might create more outputs but it does not per se increase productivity if these resources are not used wisely. Neither do officer numbers guarantee reduced crime^[2]. Effective resource allocation is essential to deliver the greatest gains. Coordinated planning and multi-agency collaboration are vital to maximise the chances of better public outcomes. In this context, as a pre- requisite to further investment demands and to strengthening public legitimacy, it is imperative that the policing sector is able to demonstrate how it is making best use of its resources and what direct benefits its activity delivers to the public.

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