Getting the balance right for our communities
Few would disagree that policing in England and Wales needs to improve.
The Government’s proposed reforms are ambitious and far-reaching. While the demise of police and crime commissioners (PCCs) leads to questions about democratic oversight, the enhanced role of mayors and council leaders offers an opportunity to strengthen performance, rebuild public confidence and restore the visible neighbourhood policing that communities value so highly.
As with any major reform, however, success will depend on getting the balance right.
From a local government perspective, policing does not operate in a vacuum. Councils are at the heart of community safety – working with police, probation, health partners and the voluntary sector to prevent crime, support victims and tackle the root causes of offending.
So, it is essential that any new system of police governance strengthens local democratic accountability and partnership working, rather than weakens them.
A clearer national framework, stronger performance management and a renewed focus on neighbourhood policing are all welcome. However, these ambitions must be matched by governance arrangements that are rooted in place and responsive to local needs.
In areas with directly elected mayors, it is right that they take on responsibility for policing where boundaries align. But where new police and crime boards are proposed, they must not become a second-tier model. We must ensure we don’t return to the governance arrangements that led to the creation of PCCs at the start of the last decade.
Police and crime boards need equivalent powers, clear leadership and robust scrutiny if they are to command public confidence. Accountability should be consistent, transparent and meaningful, regardless of geography.
Strong governance can help build trust in the police. This matters not just for governance, but for outcomes.
Clear local accountability helps ensure that policing priorities reflect the concerns of residents – whether that is tackling antisocial behaviour, addressing serious violence or supporting vulnerable victims. It also underpins the partnerships that are critical to prevention.
We must also be realistic about the practical implications of change. Transitioning to a new system will carry costs – financial, organisational and operational. It is vital that these are fully funded by government.
Local authorities are already under significant pressure and there should be no expectation that councils will absorb additional burdens or liabilities.
Equally important is the question of scrutiny. The current proposals raise legitimate concerns about how key decisions – such as police budgets and leadership appointments – will be challenged and overseen.
Strong governance depends on strong scrutiny, and new arrangements must provide the checks and balances the public rightly expects.
These reforms are taking place alongside devolution and local government reorganisation. That makes it even more important that the new system is coherent, flexible and designed with local government, not simply for it.
As Chair of the LGA’s Safer and Stronger Communities Committee, I am overseeing our work with government to help get these reforms right.
Our guiding principle is simple: reform must deliver safer communities by strengthening local accountability, supporting partnership working and ensuring that resources are focused where they make the greatest difference – on the ground and in our neighbourhoods.
- Find out more about the LGA’s work on stronger and safer communities.