Responding to today’s publication by the Home Office of From local to national: a new model for policing, PFEW National Chair Tiff Lynch said:

“Policing is broken and is breaking the officers who give everything to keep their communities safe: our members have copped enough.

"The case is clear for ending the postcode lottery of funding, policy and support for officers but fewer forces alone will not guarantee better policing. Skills, capabilities and equipment all need big investment.

"How this change is achieved will be crucial and the experience of police officers working at the sharp end must be heard and listened to.

"We are particularly concerned about the concept of a “licence to practise”. Everyone wants professional policing delivering more for communities, but that means investment in training, time and support. As things stand, training is routinely cancelled to plug gaps elsewhere in policing. These issues need to be fixed. 

"We have today published five tests that reform must pass if it is to deliver. Any proposals must be driven by evidence, not lowest cost, and must strengthen the front line. We are in favour of reform, but it must serve both the public and our members.”

 

Five tests police reform must meet

Test 1: (Leadership and structure)
Does reform give officers and the public clarity, consistency and confidence in how policing is structured and led?

Test 2: (Funding and resourcing)
Does reform properly resource policing for the demands officers are facing now and will face in the future?

Test 3: (Workplace safety and fairness)
Does reform create a fair, safe and modern workplace that protects officers and supports them under pressure?

Test 4: (Tools and systems)
Does reform give officers the tools, systems and time they need to police effectively rather than firefight bureaucracy?

Test 5: (Confidence and legitimacy)
Does reform rebuild trust and confidence in policing by valuing professionalism, attracting the right people and retaining the right experience?

 

Test 1: Does reform give officers and the public clarity, consistency and confidence in how policing is structured and led?

Policing has clear structures, strong leadership and consistent national standards that officers and the public can rely on.

That means:

• A simplified police structure that ends the postcode lottery in standards, decision-making and treatment of officers
• National standards for what “good” looks like, set at best practice rather than lowest cost
• Leadership that takes responsibility, backs officers’ decisions and learns from failure rather than defaulting to blame

If reform works…

• The public gets the same standards of professionalism, protection and service wherever they live

• Clear leadership means faster decisions, visible accountability and fewer repeat failures
• Officers are backed to make confident decisions, leading to more consistent outcomes for victims and communities

If reform fails…

• Policing remains a postcode lottery, with inconsistent responses to crime and victims
• Confused leadership and overlapping oversight delay action when things go wrong
• Public confidence continues to erode as officers are left exposed and outcomes vary by force

Test 2: Does reform properly resource policing for the demands officers are facing now and will face in the future?

Policing is funded for real demand, with a stable model that supports workforce capability and long-term planning.

That means:

• Funding that reflects demand and the work policing is expected to do
• Less stop-start funding, and no new duties for officers unless they’re properly resourced
• A model that recognises workforce costs, specialist skills and rising complexity

If reform works…

• Forces can plan staffing properly instead of firefighting vacancies
• Training, equipment and wellbeing support improves
• Greater honesty with the public about what policing can realistically deliver

If reform fails…

• Continued crisis: an over-dependence on burned-out officers carrying unsustainable workloads
• Cuts rebadged as “efficiencies” that officers feel immediately
• Promises of reform without the resources to deliver it

Test 3: Does reform create a fair, safe and modern workplace that protects officers and supports them under pressure?

The job is governed by modern rules, manageable workloads and a culture that supports officers when pressure is highest.

That means:

• Officers are governed by conduct regulations that are fit for a modern workplace and do not lag behind the protections other workers have and where misconduct is dealt with swiftly and fairly
• Workloads, shifts and duties that are sustainable over a full career
• A workplace culture that is free from discrimination, supportive and consistent.

If reform works…

• Fewer assaults and injuries, with better access to welfare support
• Reduced sickness absence linked to stress, trauma and burnout
• Earlier intervention when officers are struggling

If reform fails…

• Continued normalisation of risk, fatigue and poor mental health
• Officers leaving the service physically or psychologically damaged
• Preventable crises with lessons learned too late

Test 4: Does reform give officers the tools, systems and time they need to do the job properly?

Officers are properly equipped, supported by modern systems, and given time to police rather than process.

That means:

• Reliable IT and kit that works first time and works together
• Digital processes that reduce admin rather than multiplying it
• National procurement that drives quality, compatibility and value, not false economies

If reform works…

• Less time lost to duplication, workarounds and system failure
• Better evidence quality and swifter and more certain justice for criminals. More time for victims, investigations and prevention

If reform fails…

• Rising frustration and wasted hours
• Technology that adds risk instead of reducing it
• Officers blamed for failures outside their control

Test 5: Does reform restore police and public confidence in policing?

Confidence grows when policing is fair, consistent and accountable, and officers are properly supported to do the job well.

That means:

• Pay, conditions and progression that reflect responsibility, risk and skill
• A professional culture rooted in fairness, integrity and procedural justice where people from all backgrounds feel included and valued
• A service that values experience, consistency and long-term commitment

If reform works…

• Officers stay longer, morale improves and experience is retained
• Recruitment strengthens, with higher-quality applicants and greater public trust
• More confident policing, leading to stronger legitimacy and cooperation

If reform fails…

• Confidence continues to drain from the service and the public
• Recruitment fills vacancies but not capability or credibility
• Policing is seen as unstable, unfair and no longer a profession to commit to