Challenges, issues and change: what's the future for UK policing in the twenty‐first century?
International Journal of Public Sector Management
ISSN: 0951-3558
Article publication date: 1 March 2011
Abstract
Purpose
This paper aims to review calls on the UK police service to respond to the dual challenge of increasing governmental/public demands for improvements in police efficiency and effectiveness in the likely context of decreasing real time increases in financial resources. Specifically it aims to highlight the reform of police organizational structures, a greater focus on performance management and people development initiatives as areas that have the potential to bring about significant benefits for future UK policing.
Design/methodology/approach
Using the results of Government‐sponsored research and other secondary data the approach is to explore the potential for implementation of new approaches to policing.
Findings
There would appear to be a consensus between the Government and the police service of the need for reform. The mechanics of successful implementation, however, face institutional, cultural and financial obstacles.
Research limitations/implications
The complexity of policing and its interaction with government and the public requires significant analysis. The success of future initiatives can only be judged through analysis following implementation.
Practical implications
The paper identifies that there may be tangible areas of policing activity that could benefit from the implementation of new techniques such as the “lean” principles of management as a means of focusing on more cost effective ways of utilising future police resources.
Originality/value
This paper draws together and contextualises specific areas of police practice that could benefit from new ways of working and posits improvements in efficiency for the future.
Keywords
Citation
Barton, L.C. and Barton, H. (2011), "Challenges, issues and change: what's the future for UK policing in the twenty‐first century?", International Journal of Public Sector Management, Vol. 24 No. 2, pp. 146-156. https://doi.org/10.1108/09513551111109044
Publisher
:Emerald Group Publishing Limited
Copyright © 2011, Emerald Group Publishing Limited