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The Metropolitan Police are under constant criticism, more than any other police force, for at least as long as I have been a criminologist. Their latest scandal began with the case of Child Q, a 15 year old girl who was strip searched in school while she was menstruating after being suspected of carrying cannabis. No drugs were found and Child Q was extremely traumatised, resulting in self-harm and a suicide attempt. Tré Ventour recently wrote a blog about Child Q, race and policing in education here but following this week’s Children’s Commissioner report, there’s so much more to discuss.
The report focussed on the Metropolitan Police who strip searched 650 children in 2 years, many (23%) of whom were searched without the presence of an appropriate adult and as we criminologists would expect, the children were disproportionately Black boys. These findings were not surprising or shocking to me, and I also know that the Metropolitan Police force are not just one bad apple in this respect. The brutal search of Child Q occurred in 2020 but incidences such as these have been happening for years.
A teenage boy aged 17 was subject to an intimate search in 2019 where the police breached a number of clauses of PACE, ultimately resulting in the boy receiving an apology and £10,000 damages for the distress caused by the unlawful actions. These actions started with basic information being withheld such as the police officer failing to identify himself and informing the boy of his rights and ended with the strip search being undertaken without an appropriate adult present, in the presence of multiple officers, without authorisation from a senior officer and with no justification for the search recorded in the officer’s pocket book. Now I understand that things may be forgotten in the moment when a police officer is dealing with a suspect but the accumulation of breaches indicates a more serious problem and a disregard to the rights of suspects in general but children more specifically.
These two cases are the cases of children who were suspected of carrying cannabis, an offence likely to be dealt with via a warning or on the spot fine. Hardly the crime of the century warranting the traumatising strip searching of children. And besides, we criminologists know that the war on drugs is a failed project. Is it about time we submit and decriminalise cannabis, save police time and suspect trauma?
What happens next is a slightly different story. Strip searching in custody is different because as well as searching for contraband, it can also be justified as a protective measure where there is a risk of self-harm or suicide. Strip searching of children by the police has risen in a climate of fear surrounding deaths in custody, and it has been reported that there could be an overuse of the practice as a result of this. When I read the report, I recalled the many conversations I have had over the years with my friend Rosie Flatman who is a practitioner who specialises in working with victims of Child Sexual Exploitation (CSE) and other forms of abuse. Rosie has worked with many girls who have been subject to strip searches when in custody. She told me how girls would often perceive the search as punishment for being what the police believed was disruptive. That is not to say that the police were using strip searches as punishment, but that is how girls would experience it.
Girls in custody are often particularly vulnerable. Like Rosie’s clients, many are victims and have a number of compounding vulnerabilities such as mental ill health or they may be looked after children. Perhaps then, we need to look at alternatives to strip searching but also custody for children, particularly for those who have suffered trauma. Rosie, who has delivered training to various agencies, suggests only undertaking strip searches where absolutely necessary and even then, using a trauma informed approach. She argues that even the way the procedure and justification is explained can make a big difference to the amount of harm caused to vulnerable children in police custody.
Teamwork is often promoted as a valuable transferable skill both by universities and employers. However, for many the sheer mention of this type of group activity is enough to fill them with dread. This is a shame, and I want to use this blog to explain why.
I’m definitely not one for sports, but even I cannot avoid the discourse around women’s football and Euro 2022. Much has been written about the talents and skill of England’s Lionesses, of which I know very little. Equally there has been disquiet around the overwhelming whiteness of the team, an inequality I am very familiar with throughout my studies of crime, criminality and criminal justice. Nevertheless this blog isn’t about inclusion and exclusion, but about teamwork. Football, like many activities is not a solo enterprise but a group activity. All members need to be able to rely upon their team mates for support, encouragement and ultimately success. If a player doesn’t turn up for training, doesn’t engage in sharing space, passing the ball and so on, the team will fail in their endeavours. Essentially, the team must be on the same page and be willing to sacrifice individuality (at times) for the good of the team. But football isn’t the only activity where teamwork is crucial.
One only has to imagine the police, another overwhelmingly white institution, but with a very different mandate and different measures of success. Here a lack of support from team mates could be a matter of life and death. Even if not so severe, the inability to work closely with other officers in a team can make professional and person life extraordinarily difficult to maintain. It has repercussions for individual offices, the police force itself and indeed, society.
Whilst I’ve the made the case for teamwork, it is not clear what makes a good team, or how it could be maintained. Do all teams work? Personal experience tells me that when members have very different agendas and lose sight of the main objective, team work can be very challenging, if not impossible. There has to be a buy in from all members, not just some. There has to be space for individuals to develop themselves as well as the wider team. However, when the individual aims continue to take priority over the collective, cracks emerge. The same experiences suggest that teamwork cannot be accomplished instantly regardless of intent. Teams take a long time to build rapport, to bond, to gain trust across members and this cannot be hurried. Furthermore, this process requires continuing individual and collective reflection and development. So where can we find an example of such excellence (outside of the wonderful Criminology Team, of course)?
I recently watched the BBC 4-part documentary My Life as a Rolling Stone. Produced to mark 60 years of the band, the documentary explores the lives of Mick Jagger, Keith Richards, Ronnie Wood and the late, Charlie Watts. There were lots of interesting aspects to each part, but the most striking to me was the sense of belonging. That the Rolling Stones are a cohesive team, with each member playing very different parts, but all essential to not only the success of the band, but also to the well-being of the four men. Alongside discussions around creativity, musicality and individual skills, they describe drug taking, alcohol abuse, romantic relationships, fights, falling out and making up. There were periods of silence, of discord and distrust and periods of celebration and sheer personal and collective joy. Working together they provide each other with exactly what they need to thrive individually and collectively.
These men have made more money than most of us can dream of. They have been to parts of the world and seen things that most of us will never see. All of them are heading toward 80 but keep writing and performing. More importantly for this blog, they seem to illustrate what teamwork looks like, one where communication is key, where disputes must be resolved one way or another, regardless of who was right and who was wrong and where the sheer sense of needing one another, belonging remains paramount. I could use a dictionary definition of teamwork, but it seems to me the Rolling Stones say it better than I ever could:
“You can’t always get what you want
But if you try sometime
You get what you need”(Jagger and Richards, 1969).
Once Gypsy Roma and Traveller (GRT) history month commences Gypsy and Traveller histories are largely ignored. This is on par with the the erasure of GRT history and contemporary culture within mainstream Britain. Given this, I was surprised that the very popular Peaky Blinders starred Birmingham based main characters and their families who appear to be Brummies, of Romany, Gypsy and Irish Traveller heritage.
In many ways representation within Peaky Blinders is problematic, it is typical that once GRT people appear as main characters their lifestyles are associated with gangs, sex and violence. But there are a lot of positives, the episodes are filled with fabulous costumes, interesting characters, plots, settings and music. There is certainly a lot of pride that comes with the representation of Birmingham based lives of mixed heritage Gypsy and Traveller families on screen.
Peaky Blinders is set in a time era which is just after WWI and appears to end in the 1930s. Whilst the series is fictional, there are many parallels that can be drawn between the lives of the fictional main character Tommy Shelby and his family and the real-life lived histories of Gypsy and Traveller people.
Peaky Blinders does well to de-mythisise the assumption that Gypsy and Traveller people do not mix with gorgers and do not participate within mainstream society. To illustrate, Tommy and his brother’s fought in WWI and experienced the damaging aftereffects of war participation. In reality, despite previously being subjected to British colonial practices and being treated with distain by the State many British Gypsy and Traveller people would have had no choice but to fight in this war due to conscription. Many would have lost their lives because of this.
Note that Tommy’s family mostly lived within housing and were working within mainstream industrial society. In reality, in industrial cities like Birmimgham many nomadic Gypsy and Traveller lifestyles would have been under threat due to land purchases made by gorgers for the purpose of building factories and housing (Green, 2009). Upon purchase of this land nomadic groups would be evicted from it, this would have left many homeless, with the increased the pressure to assimilate. This would result in work life changes, hence, Gypsy and Traveller people worked alongside gorgers in factories, where the pay and conditions would have been poor (Green, 2009).
Just like prejudice in reality, even when living within housing Tommy and his family experience prejudice from within and outside of their own community. Tommy is referred to as a ‘dirty didicoi’ seemingly due to the perception of his mixed heritage and not being of ‘full-blooded’ Gypsy stock. In response to an anti-gypsy slur Tommy mocks stereotypes by stating that as well as his day job he ‘also sells pegs and tells fortunes’.
Towards the end of Peaky Blinders the promotion of fascism by elite figures is central to the storyline. Just as in reality, there was the development of the British Union of Fascists political party. Prejudice and fascist ideas contributed to categorising Gypsys as an inferior race. Whilst Peaky Blinders ends before WWII it is harrowing to know that these ideas influenced the extermination of Roma and Gypsies during the Nazi regime. Many British Gypsy and Traveller soldiers lives would have also been lost in fighting the Nazi’s in WWII due to this.
It is unfortunate that the women have less screen time in Peaky Blinders, but their personalities did shine. Ada’s character and response to prejudice is ace, whether this is responding to street hecklers, an elite eugenicist women’s ethnic cleansing ideas, or her son’s prejudice towards his sister. When her son refers to his sister as a ‘thing’ and states that she would ‘get them killed’ as she was a Black-mixed race child she responds by stating, ‘where will they send you Karl?’ whilst making him aware that he could also be subjected to persecution due to having a Jewish father and a Gypsy mother.
This year marks the end of Peaky Blinder’s episodes, the last episode is great. Tommy returns to his roots – choosing to end his days with his horse, wagon and photographs of his family. But he then wins against all the odds! Unfortunately, whilst Peaky Blinders has been celebrated there is less celebration of Gypsy and Traveller ethnicities, these were completely ignored within the documentary The Real Peaky Blinders.
Through whitewashing Gypsy and Traveller peoples histories are frequently denied. To adapt David Olusoga’s words, ‘[Gypsy and Traveller] history is British history’. An awareness of Roma Gypsy and Traveller history should not only reside with Gypsies and Travellers alone, or exist at the margins, as these are connected to all of us. As Taylor and Hinks (2021) indicate, if there is increased awareness that past and present themes of percecution this might enable increased support for Gypsy, Roma and Traveller rights – this is vital.
Olusoga, D. (2016) Black and British: A forgotten History, BBC [online].
Taylor, B. and Hinks, J., (2021). What field? Where? Bringing Gypsy, Roma and Traveller History into View. Cultural and social history, 18(5), pp.629–650.
Examine any organisation and you will find a myriad of policy and procedures that are designed to inform its processes and guide employees. On paper, these formalised ideals and directions make absolute sense but frequently they bear no relationship to reality and rather than empowering, they constrain and often demoralise. These idealistic notions of how an organisation should function facilitate the dehumanising effects of managerial diktat and engender an internalisation of failure amongst employees.
By way of an example, in the 1990s police forces began to consider notions of Standard Operating Procedures (SOPs) in respect of crime investigation. These SOPs seemed on the face of it to be a good idea. The police service, driven by government notions of New Public Management, were being measured on crime reduction and crime detection. Performance indicators were propped up by idealistic notions coming out of government supported by HMIC and the now defunct Audit Commission that catching more criminals would engender a virtuous circle resulting in crime reduction. Nothing of course, was further from the truth. But the introduction of SOPs was meant to attempt to address police failings. These, certainly in one force, were at the outset seen as a guide, a minimum standard required in an investigation. They weren’t intended to constrain.
A small department was set up in this force to measure adherence to these SOPs and to report back where there were inherent failures. For example, on attending a house burglary, the attendant officers were required to take a statement from the householder, and they were required to carry out house to house enquiries in the vicinity. At the very least, they needed to knock on doors either side of the house that had been burgled and a couple of houses across the road. Frequently the statement wasn’t taken, or the house-to-house enquiries hadn’t been completed. It became clear that the officers were failing to carry out simple procedures. Measuring adherence to SOPs and providing feedback to promote improvement soon resulted in measuring adherence in order to enforce compliance.
In hindsight, there should have been a realisation that the SOPs, far from being helpful were in fact having a detrimental effect. Where officers could have carried out further investigations based on their professional judgement, they adhered to the minimum required in the SOPs or simply failed to comply with them fully. This was partially resultant of a notion amongst officers that discretion was being curtailed, but more notably it was driven by other processes and organisational priorities. These other processes were to do with attendance at other incidents. Graded as a priority by the control room, officers were being pulled off the burglary investigation and therefore couldn’t comply with the burglary investigation SOPs. Police forces were also being measured on how quickly they responded to and arrived at various calls for service. There was clearly a direct conflict between management ideals and reality with the officers being set up to fail in one aspect or another. There were simply not enough staff to do all the work and to manage the overwhelming demands at certain times.
One way of dealing with the failures was to link these to the performance and development review (PDR) process. The development aspect was a somewhat redundant term as the PDR was all about performance. Of course, each time the PDR came around the officers had failed to achieve their objectives. This provided lots of evidence of people not doing their job properly. In the wider gamut of crime figures officers at various levels began to realise that the only way to avoid accusations of poor performance was to manipulate the crime figures. In the meantime, those driving the behaviours, washed their hands of them whenever someone was found out, often hiding behind the SOPs and policy. The misuse of the PDR process and the consistent scrutiny of performance metrics resulted in the internalising of failure by staff. Whole systems and processes had been set up to measure failure, after all how could success be measured if it could never be achieved. Of course, it could never be achieved because the ambition and driving force behind this, government’s notions of crime control, were based on ideals and rhetoric not science. But the overriding fact was that it could never be achieved because there were never enough resources to achieve it.
The failure of course wasn’t in the officers that didn’t adhere to the SOPs or those that manipulated crime figures to try to avoid overbearing scrutiny, it was the failure of managers to provide adequate resources. It was a failure of managers to try to understand what reality looked like and it was a failure of managers to deal with the dehumanising effects of policy, procedure and processes.
Having left the police, I thought higher education would somehow be different. I don’t think I need to say anymore.
Last week featured my first weekend of rest in a long time and I was desperate to do nothing. In conversation with a friend I mentioned that I had not binge-watched anything in a long time and she suggested The Maid (streaming on Netflix) with a warning that it was brilliant but that I might find it traumatic. I consumed the entire season over the weekend, even after I messaged said friend to inform her after episode two that it was a difficult watch and I would need a break. I did not take a break and powered through. If you have ever been through, witnessed or supported someone through abuse, this will be a difficult watch but I also found it quite therapeutic because it was realistic.
The series is about domestic abuse and focuses on emotional abuse, addressing some of the stigma and contested victimhood of those who suffer non-physical abuse. Although based in the US, it addresses the lack of recognition in the legal system for abusive relationships that do not feature physical violence. The show highlighted that many in society do not recognise non-physical domestic abuse as ‘real’ or ‘enough’, and for a while the female lead (Alex) herself did not perceive herself to be victimised enough to warrant support from a refuge or seek help from the police. She later moves through her denial after getting flashbacks as a symptom of PTSD. She realised that having witnessed her father perpetrate violence towards her mother as a child, her daughter was now impacted in exactly the same way, despite this ‘lesser’ form of abuse.
Much of the series showed the struggles of single mothers leaving abusive relationships, often with nothing but the clothes on their backs. Forcibly displaced, they slowly try to rebuild their lives, applying for state benefits, social housing and childcare. Alex quickly finds a job and still finds it difficult to find a place to live because she needs state support to supplement her rent and deposit. There are few landlords who accept tenants receiving state support, both in the US and the UK. She is repeatedly facing the barriers of an unjust system, stacked against her because of the type of victimisation she suffered.
While facing structural barriers, the maid found help in the most unlikely people: women in the shelter, a social worker helping her to fight the system, a wealthy woman she worked for. Her relationships changed with some people to access support. She was forced to seek help from her father and another male friend when she was left homeless which had difficult gendered dynamics. The father had been abusive to her mother and when she recalled this, it caused conflict in her relationship and she left his home, despite this leaving her homeless once again. Her male friend appeared to be helpful and kind but did so with the expectation she would start a relationship with him and when this did not materialise she was again asked to leave with nowhere to go so she returns to her ex-partner.
The maid does not as much get back into a relationship with him than coexists with him. The relationship he thinks they have is not what her reality is. He thinks she has come home, she is there because she is homeless with nowhere else to go. They live parallel lives. After returning to the ‘family home’, Alex falls into depression and suffers PTSD. Some of the imagery here is intense. In one scene the sofa swallows her up, as if she wished to sink into the cracks of the furniture, not wanting to be seen, wanting to escape but with no means to flee or places to flee to. In other scenes, she tries to go for a walk in the forest, but the trees close in around her, visually representing the isolation her abuser has forced upon her.
My main criticism is in the final episode when Sean tells the maid he will get sober but getting sober will not fix this. Alcohol is not the problem. He was abusive during his sober phases. Quitting alcohol does not transplant men’s attitudes, values and beliefs towards women. Being sober does not remove the need for abusive men to control women. This sends the wrong message to the audience, and it is a dangerous message to send. I would have liked to see the series end with Sean admitting he was a controlling, abusive man and that he would get help for this. Instead he blamed his behaviour on alcohol.
I’m going to play the tape forward and imagine a season 2 because I have witnessed this scenario a few times over the years. He cleans up, gets sober and appears to look like he is doing well. He may have been to rehab or AA where he was taught that he probably should not punch walls or throw objects at people’s heads. He gets in a new relationship and it looks like all is well for a while but he still has not admitted or addressed why he was abusive so his behaviours are there, they are just more subtle. He gaslights, manipulates, controls. But he isn’t outwardly aggressive so he gets away with it for a while. Until he doesn’t.
A little over a week ago our university introduced the compulsory wearing of face masks indoors. This included wearing of masks in classrooms as well as common areas and offices. Some may argue that the new rules were introduced a little too late in the day, whilst I’m sure others will point to the fact that government guidance is that the wearing of face masks is advisory and therefore the introduction of the new rules was unwarranted. Let’s be honest the government and their political party haven’t set much of an example regarding the basic safety ideas, let alone rules, as evidenced by the recent Conservative party conference. The new rules at the university, however, are not enforced, instead there is a reliance that students and staff will comply. This of course creates several dilemmas for students and staff where there is a failure to comply and it makes for some interesting observations about general human behaviour and deviance. To that extent, university life might be viewed as a microcosm of life in the general population and this lends itself quite nicely to the analogy of behaviours whilst driving on a road.
Driving behaviours vary, from those drivers that consistently and diligently stick to the speed limit despite what others may be doing, to those that have complete disregard for limits or indeed others including those that police the roads. Let us be quite clear at this stage, speed limits are nearly always there for a reason. There is ample research that speed kills and that reductions in speed limits injuries and saves life. Whilst those drivers that drive over the speed limit will not always be involved in a collision and that a collision will not always result in serious injury or death, there is a much greater potential for this. The risks of course are spread across the population in the locality, the impact is not just felt by the speeding driver but other drivers and pedestrians as well. To some extent we can make the comparison to the risks associated with catching Covid and the wearing of masks and social distancing, failure to comply increases risks to all. As a quick reminder, the wearing of masks is to protect others more so than it is to protect the individual mask wearer.
Observations of behaviours regarding staff and students wearing masks at the university are interesting. There are those that comply, regardless of what others are doing, some of these will have been wearing masks indoors before the new rules came in. Not dissimilar to the careful driver, sticking to the speed limit but also prepared to drive slower where they perceive there is a greater risk. Then there is the well-intentioned mask wearer, the one that knows the rules and will stick to them but through absent mindedness or through some of life’s many distractions, they fail to wear their masks at various points of the day. As with the well-meaning driver, they are easily reminded and often apologetic, even if it is only to themselves. Of course, there is the ‘follow the flock’ wearer, the person that could quite easily be persuaded to not wear their mask by the rest of the flock as they fail to wear theirs. The driver that joins the rest and drives at 40mph in a 30mph limit because the rest of the traffic is doing so. Next is the deviant that has disregard for the rules as long as no one in authority is looking. The person that keeps their mask handy, probably under their chin and then when challenged in some way, perhaps by a disapproving look from a member of staff or by a direct challenge, puts their mask on but only for the duration they are under observation. Not dissimilar to the speedster that slows down when they see a police vehicle or a static speed camera only to speed up again when the danger of being caught and sanctioned has passed. Finally, there is the person that has complete disregard for any rules, they will blatantly fail to wear a mask and wave away with complete disdain any attempt by student ambassadors positioned at the door to offer them a mask. They like the speeding driver that fails to obey any of the rules of the road have complete disregard for the rules or indeed any rules.
Whilst we may lament the fact that some people forget, are distracted but are generally well meaning, we probably wouldn’t want to impose any sanction for their deviance. But what of those that have complete disregard for the rules? It is worth returning here to the general ethos of wearing masks; to protect others. The disregard for the rules is inter alia a disregard for the safety of others. Whilst we might observe that the deviancy is apparent amongst several students (a problem that might be generalised to society), it is somewhat disconcerting that there are a significant number of staff who clearly do not think the rules apply to them. They seem to neither care about their colleagues nor the students and it would seem consider themselves above the rules. Another comparable trait in general society where those in positions of power seem to have a disregard for rules and others. Finally, we might consider how we could police these new rules as clearly our university society of students and staff are unable to do so. I can hear the cries now, haven’t you got anything better to do, this is a sledgehammer to crack a nut and all the usual rhetoric endured by the police across the land. If you make a rule, you must be prepared to enforce it otherwise there’s no point in having it. Imposing an unenforceable rule is simply playing politics and attempting to appease those that question the conditions in which students and staff work. Imagine speed limits on the road but no enforcement cameras, no police and no sanctions for breaches. It will be interesting to see how long the general population at the university follow the new rules, recent observations are that the flock of sheep mentality is starting to come to the fore. As a parting thought, isn’t it amazing how easy it is to study crime and deviance.
Recently we saw the killer of Sarah Everard receive a whole life sentence for her murder and with the sentence came the usual rhetoric from the politicians and media alike. I could tell you how I feel as a former police officer, but I just don’t think that really matters, others have said it but what they say, undoubtedly with conviction, seems rather hollow. What matters is that another life has been taken as a result of male violence, not just violence, male violence. I don’t disagree with those that want to make the streets safe for women, reclaim the streets, I don’t disagree with the ‘me too movement’, but somehow, I feel that the fundamental issue is being missed. Somehow, I think that all the rhetoric and calls for action concentrate too much on women as victims and looking for someone or some organisation to blame. There seems to be a sense created that this is a problem for women and in doing so concentrates on the symptoms rather than the cause. This is a problem for men and our society. Let’s not dress it up, pretend it could be something else, use terms like ‘not all men’, it is a fact nearly all violence, whether that be against women or men is perpetrated by … you guessed it, men.
I was watching a tv programme the other day about migraines and as it transpires there are millions of migraine sufferers around the world, most are women. It seems as a man I’m in the minority. One of the interviewees, a professor was asked why so little had been done in terms of research and finding a cure. He was frank, if it had been a male problem then there would have been more done. I’m not sure I totally subscribe to that because there are lots of other factors, after all prostate cancer a major cause of male deaths seems to have received comparatively little coverage until recently. But he made me think, if men, particularly those of influence accepted there was a problem would they be inclined to act? We call for more females in policing, we call for more females in the boardroom, predominately because we want to make things look a little fairer, a bit more even. We still have a massive gender pay gap in so many businesses and the public sector, we still have accusations and proven cases of sexual harassment. We still have archaic attitudes to women in so many walks of life, including religion. Words are great, useless but great. If you own the problem, you find solutions, men don’t own the problem and that is a problem.
So, it seems to me, that we are looking in the wrong place. Removing Cressida Dick as the head of the Metropolitan Police service isn’t going to change things. Blaming the police as an organisation isn’t going to change things. Look around you, look at all the scandals, all the sexual offences against women, against children. Look at where the perpetrators are placed in society, in positions of trust, as members of a variety of organisations, organisations that traditionally we thought we could turn to in our need. And look at the gender of those that commit those crimes, almost always men.
The solution to all of this is beyond me. As a criminologist I know of so many theories about why people commit crime or are victims of crime. Some are a little ridiculous but are a product of their time, others fit quite nicely into different circumstances, but none fully explain why. There are no real certainties and predicting who and where is almost impossible. Somehow, we need our leaders, predominately men, to grasp the mettle, to accept this a problem for men. If we owned the problem, we might start to tackle the causes of male violence, whatever they might be. Maybe then we might start to address the symptoms, society will be a safer place, and nobody will need to reclaim the streets.
My colleague @manosdaskalou’s recent blog Do we have to care prompted me to think about how data is used to inform government, its agencies and other organisations. This in turn led me back to the ideas of New Public Management (NPM), later to morph into what some authors called Administrative Management. For some of you that have read about NPM and its various iterations and for those of you that have lived through it, you will know that the success or failure of organisations was seen through a lens of objectives, targets and performance indicators or Key Performance Indicators (KPIs). In the early 1980s and for a decade or so thereafter, Vision statements, Mission statements, objectives, targets, KPI’s and league tables, both formal and informal became the new lingua franca for public sector bodies, alongside terms such as ‘thinking outside the box’ or ‘blue sky thinking’. Added to this was the media frenzy when data was released showing how organisations were somehow failing.
Policing was a little late joining the party, predominately as many an author has suggested, for political reasons which had something to do with neutering the unions; considered a threat to right wing capitalist ideologies. But policing could not avoid the evidence provided by the data. In the late 1980s and beyond, crime was inexorably on the rise and significant increases in police funding didn’t seem to stem the tide. Any self-respecting criminologist will tell you that the link between crime and policing is tenuous at best. But when politicians decide that there is a link and the police state there definitely is, demonstrated by the misleading and at best naïve mantra, give us more resources and we will control crime, then it is little wonder that the police were made to fall in line with every other public sector body, adopting NPM as the nirvana.
Since crime is so vaguely linked to policing, it was little wonder that the police managed to fail to meet targets on almost every level. At one stage there were over 400 KPIs from Her Majesty’s Inspectorate of Constabulary, let alone the rest imposed by government and the now defunct Audit Commission. This resulted in what was described as an audit explosion, a whole industry around collecting, manipulating and publishing data. Chief Constables were held to account for the poor performance and in some cases chief officers started to adopt styles of management akin to COMPSTAT, a tactic born in the New York police department, alongside the much vaunted ‘zero tolerance policing’ style. At first both were seen as progressive. Later, it became clear that COMPSTAT was just another way of bullying in the workplace and zero tolerance policing was totally out of kilter with the ethos of policing in England and Wales, but it certainly left an indelible mark.
As chief officers pushed the responsibility for meeting targets downwards through so called Performance and Development Reviews (PDRs), managers at all levels became somewhat creative with the crime figures and manipulating the rules around how crime is both recorded and detected. This working practice was pushed further down the line so that officers on the front line failed to record crime and became more interested in how to increase their own detection rates by choosing to pick what became known in academic circles as’ low hanging fruit’. Easy detections, usually associated with minor crime such as possession of cannabis, and inevitably to the detriment of young people and minority ethnic groups. How else do you produce what is required when you have so little impact on the real problem? Nobody, perhaps save for some enlightened academics, could see what the problem was. If you aren’t too sure let me spell it out, the police were never going to produce pleasing statistics because there was too much about the crime phenomenon that was outside of their control. The only way to do so was to cheat. To borrow a phrase from a recent Inquiry into policing, this was quite simply ‘institutional corruption’.
In the late 1990s the bubble began to burst to some extent. A series of inquiries and inspections showed that the police were manipulating data; queue another media frenzy. The National Crime Recording Standard came to fruition and with it another audit explosion. The auditing stopped and the manipulation increased, old habits die hard, so the auditing started again. In the meantime, the media and politicians and all those that mattered (at least that’s what they think) used crime data and criminal justice statistics as if they were somehow a spotlight on what was really happening. So, accurate when you want to show that the criminal justice system is failing but grossly inaccurate when you can show the data is being manipulated. For the media, they got their cake and were scoffing on it.
But it isn’t just about the data being accurate, it is also about it being politically acceptable at both the macro and micro level. The data at the macro level is very often somehow divorced from the micro. For example, in order for the police to record and carry out enquiries to detect a crime there needs to be sufficient resources to enable officers to attend a reported crime incident in a timely manner. In one police force, previous work around how many officers were required to respond to incidents in any given 24-hour period was carefully researched, triangulating various sources of data. This resulted in a formula that provided the optimum number of officers required, taking into account officers training, days off, sickness, briefings, paperwork and enquiries. It considered volumes and seriousness of incidents at various periods of time and the number of officers required for each incident. It also considered redundant time, that is time that officers are engaged in activities that are not directly related to attending incidents. For example, time to load up and get the patrol car ready for patrol, time to go to the toilet, time to get a drink, time to answer emails and a myriad of other necessary human activities. The end result was that the formula indicated that nearly double the number of officers were required than were available. It really couldn’t have come as any surprise to senior management as the force struggled to attend incidents in a timely fashion on a daily basis. The dilemma though was there was no funding for those additional officers, so the solution, change the formula and obscure and manipulate the data.
With data, it seems, comes power. It doesn’t matter how good the data is, all that matters is that it can be used pejoratively. Politicians can hold organisations to account through the use of data. Managers in organisations can hold their employees to account through the use of data. And those of us that are being held to account, are either told we are failing or made to feel like we are. I think a colleague of mine would call this ‘institutional violence’. How accurate the data is, or what it tells you, or more to the point doesn’t, is irrelevant, it is the power that is derived from the data that matters. The underlying issues and problems that have a significant contribution to the so called ‘poor performance’ are obscured by manipulation of data and facts. How else would managers hold you to account without that data? And whilst you may point to so many other factors that contribute to the data, it is after all just seen as an excuse. Such is the power of the data that if you are not performing badly, you still feel like you are.
The above account is predominantly about policing because that is my background. I was fortunate that I became far more informed about NPM and the unintended consequences of the performance culture and over reliance on data due to my academic endeavours in the latter part of my policing career. Academia it seemed to me, had seen through this nonsense and academics were writing about it. But it seems, somewhat disappointingly, that the very same managerialist ideals and practices pervade academia. You really would have thought they’d know better.