By Stuart Kirby (auth.)
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Extra info for Effective Policing?: Implementation in Theory and Practice
Berry’s position as the government’s ‘independent reducing bureaucracy advocate’ came to an end in October 2010 with her fourth and final report. Berry (2010:1) stated that, ‘listening to hundreds of frontline officers, you can count on one hand those who report an overall reduction in bureaucratic demand, with old bureaucracy quickly replaced by new demands for data and information’. :2), a level of bureaucracy which is unaffordable in the present financial climate. Unfortunately, it was also revealed that Berry, although critical of the bureaucracy like O’Dowd, had made little impact in changing it.
The time spent in the police station was explained as designation to paper work and processing offenders (PA Consulting, 2001). This level of bureaucracy horrified politicians, and consistent with the times, a working group was formed to review and respond to the crisis. As such a policing bureaucracy task force was initiated under the control of Sir David O’Dowd (the Chief HMIC), which later made 52 recommendations to reduce bureaucracy. Between 2002 and 2007 a flurry of activity ensued, aided by bureaucracy champions from each British police force.
E. Freedom of Information Act, Health and Safety Act and Human Rights Act), which all created significant resource issues. In fact, my own Constabulary collated a database of these demands, of which 663 discrete elements were included in the annual policing plans. Shortly after these plans were accepted, 36 additional demands were added from further national reports (Death of Victoria Climbié, Training Matters and Diversity Matters). In fact some of these demands, such as those highlighted in the Criminal Justice System Reform plan, contained over 200 lower level recommendations.