Source · Select Committees · Public Accounts Committee
Recommendation 24
24
Accepted
Police forces successfully exploit innovative technologies to enhance productivity and performance.
Conclusion
There are many examples of police forces exploiting innovative technologies, including audio-visual multimedia redaction, live facial recognition and enhanced video response.62 These technologies can help to improve police productivity and performance. For example, the College of Policing estimated that scaling the use of enhanced video response could save up to £25 million and the Metropolitan Police reported that it had made over 1,300 arrests due to live facial recognition since January 2024.63 In its written evidence, the City of London Police highlighted its productivity gains from using an auto-redaction tool in preparing case files for the Crown Prosecution Service.64
Government Response Summary
The government agrees that it is working to accelerate the adoption of new technologies to improve police productivity by providing financial and practical support to the College of Policing and its Centre for Police Productivity and investing in new secure national infrastructure.
Government Response
Accepted
HM Government
Accepted
5.1 The government agrees with the Committee’s recommendation. Target implementation date: July 2027 5.2 As set out in the Police Reform White Paper, the Home Office is already working to accelerate the adoption of new technologies to improve police productivity by increasing policing’s ability to identify what works, prioritise resource and roll out initiatives. 5.3 To achieve this, the Home Office is providing financial and practical support to the College of Policing and its Centre for Police Productivity to strengthen the identification and development of innovations with the greatest potential to improve productivity. This includes leading the assessment of innovations and best practice. Complementary activity funded through the Office of the Police Chief Scientific Adviser is strengthening the science and innovation pipeline and improving links between policing, academia and industry. 5.4 The Home Office is agreeing a set of productivity priorities focused on technologies with the greatest potential to reduce administrative burden. These include data and analytics, artificial intelligence to support decision‑making and investigations, and automation of routine processes. In its first year, the National Centre for AI in Policing will prioritise high‑impact use cases aligned to these priorities, supporting forces to adopt proven tools at pace while avoiding duplication of effort. 5.5 Working with partners, the Home Office is streamlining arrangements for identifying, assuring clearer routes to national adoption and preparation for transition to the National Police Service and scaling new technologies. These include significant investments made in new secure national infrastructure with the Law Enforcement Capability Network, the Law Enforcement Data Service, the Law Enforcement Cloud Platform and the Law Enforcement National Identity and Access Management service. These core services provide the foundations for future secure and scalable modern IT services. To ensure policing can increase adopting and exploitation of new technology a Business Change Centre of Excellence has been established to provide guidance and blueprints on improved use of capabilities such as facial recognition and advanced analytics, as well as supporting the readiness of forces for new transformational capabilities such as the Emergency Services Network. 5.6 The Home Office is also working with the College of Policing to assess outputs from the new productivity diagnostic tool to identify opportunities to streamline processes and support forces to realise benefits.