New capabilities for the future

Chapter summary

Once aspirations and priorities are clear, the question is how to build the capabilities that support success. Too often in policing, attention is focused solely on officer numbers and proportions of the workforce assigned to different tasks – ignoring the importance of other factors that affect productivity. What is the right mix of officers, staff and supporting infrastructure? We provide recommendations that will help evolve the police service.

Priority capabilities for policing now and in future

Changing each encounter with victims, witnesses and suspects to data management and analytic capabilities – these are the new realities for policing as they respond to increasingly important long-term societal and technological trends. How can police forces develop and create the right sequence of changes and investments to foster these capabilities?

More sophisticated tools to guide new investments

Deciding where and how to invest in policing is itself an analytic capability that needs to be developed – and this is arguably more relevant now, in a period of investment, than it has been for the past years. To build on the principles and insights we recommend that policing organisations develop ‘digital twin’ techniques – we delve into a case study about how one agency is using these capabilities in the report.

Stronger crime prevention capabilities

Crime prevention is in no way a new policing capability but in the report we highlight it as we believe a significant gap is emerging in UK policing – specifically a gap in the system’s capacity to generate and implement system-wide preventative interventions to reduce high-volume, lower seriousness crimes.

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New capabilities for the future

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