Crime and Policing

I should start with a declaration of interest in that not a single word of my speech has come from the Chief Whip's crib sheet, despite the fact that my right hon. Friend was born and bred in my constituency. We have heard a lot of speculation about the possible effect of cuts. As it happens, that was pure speculation, given that we do not know what the settlement will be following the comprehensive spending review, and Labour Members have not had the good grace to tell us where they would make cuts. However, I want to try to nail one issue by moving the debate away from the stale analysis of inputs of the past 10 years and towards an assessment of outputs. During its 13 years in government, the Labour party was incredibly successful at one thing in particular: persuading the country that only by putting more in could we possibly get more out. That is why the debate about effective policing is always focused on numbers of police rather than what they actually do, as we have heard. Labour Members have always followed a simple equation: more money equals better public services. They therefore believe that simply having more police and PCSOs automatically means that there will be better policing, irrespective of what those people do all day—whether they are in cars, on patrol, filling in forms or responding to jobs. The Opposition seem incapable of acknowledging that simply having more police officers doing more administrative and bureaucratic tasks leads to lower morale and, ultimately, less effective policing. Labour Members have extended the argument of looking at inputs rather than outputs to the public sector as a whole, but if their argument is true—if more public spending genuinely equals better public services—this country should have some of the best public services in the entire world. Given the amount that we have spent, borrowed and spent again during the past 13 years, we should surely have the best public services in Europe, but the sad reality is that we are at the bottom of many league tables because we have the worst services. Labour Members will remind us that we have more police than ever, with 140,000 full-time equivalent officers in England and Wales, but let us not make their mistake of thinking that having record numbers of police means that we have record effectiveness of policing, because almost the opposite is true. Despite the record numbers of police, there is huge public dissatisfaction with the service. Significantly, the public's attitudes towards the police are negatively related to personal experiences of the police service. The shadow Home Secretary likes to cite the British crime survey, but according to its 2005 public satisfaction report, although 89% of people were satisfied with their initial contact with the police, only 58% were satisfied with their follow-up contact. Only 50% of all respondents thought that the police in their area did a good or excellent job, and that was down from 67% in 1994. According to the BCS, therefore, such satisfaction decreased massively under the previous Government from 67% to 50%. A 50% satisfaction rating is a very poor performance by any institution; similar surveys rate doctors, teachers, judges and the NHS higher—unsurprisingly, only politicians score worse. At the same time as we have record spending on the police, we have declining public satisfaction with the service they receive. That leads me to my key point: if more money does not equal better public services, it cannot be the case that less money will mean worse services. Why, when there is a record number of police officers, do the public still routinely say when asked that they feel less safe? Is it something that only Members on this side of the House understand? Only in the public sector is Labour's absurd notion that better results can be achieved only with more money propagated. In the private sector, if better outcomes or more efficient production are needed to sell more work or deliver better results faster, spending more money is pretty much the last thing that those in that sector think about. If the customer is not happy, they do not put up the price; they look to take costs out of the business and seek ways to make efficiencies, improve processes, reduce overheads and stop spending time on administrative and bureaucratic tasks. If they conclude that efficiencies are needed to lower the price and stay competitive, then, by God, that is what they do.