Government White Paper: A New Model for Policing
While the long-awaited police reform bill was published on Monday 26th January this year, much of the analysis and commentary had been issued beforehand by well briefed and consulted leaders withing policing and journalism.
Our assessment of the months-long conversation to date is that the overall tone is in favour of the changes proposed, while remaining pragmatic and cautious. It’s clear that there is evidence to support the significant material structural change that is planned (e.g. the abolition of Police and Crime Commissioners, force mergers, creation of a national policing capability in the National Police Service), but commentators are quick to point out that we ought to expect long implementation timelines and the possibility of policy dilution as the paper is debated, revised, voted on and enacted.
The Scale and direction of reform
The reform package is significant and represents a sizeable change from the status quo. The already announced abolition of PCCs, with local accountability likely moving to mayors/councils and the establishment of a national police service are moves that have been foreshadowed for some time. The white paper is clearly inspired and drawn from the topics discussed in the 2024 Police Foundation report “Fit For the Future: The case for a reformed national policing landscape”, of which one of the authors, Rick Muir, is now advisor to the Home Secretary on Police Reform.
We’re encouraged to see that the intent is to place a connected, technology enabled and joined up operational model at the centre of future policing. Modern crime is complex and increasingly digital, which means a digital‑first approach backed by national standards, consistent capabilities and specialist skills is no longer optional; it’s essential. The shift to a national, integrated digital framework puts digital at the heart of intelligence, investigations and frontline decision‑making, enabling faster and more consistent outcomes across forces.
The paper recognises the critical role of industry partnership, supports centralised procurement, which will reduce duplication, standardise tools and reduce the time and cost of procuring technology locally. This creates the foundation for a coherent national approach to capability delivery.
Timelines & realism
Much of the recent output in the press and online points out that the time needed to enact the reforms will be a multiyear journey rather than an imminent overhaul. The scale of the ambition itself is a factor here, but there is also a degree of rationalism that reflects on previous attempts at policing reform at the national, regional and local levels; lessons from around the UK abound, not least the journey that Police Scotland has undergone itself moving from eight regional forces to one national body over the last 13 years.
While some commentators are optimistic about national capabilities in the areas of data, standards and procurement improving consistency, others warn that poorly managed centralisation might repeat past missteps like training cutbacks and workforce impacts.
In the short term at least, we see limited immediate impact on the ways in which police departments and agencies will procure software, professional services and training. In the long term, procurement sign off is likely to shift to entities with regional and national remits, but engagement models and the local requirements may not change significantly. The picture will certainly become clearer over time, and one organisation to watch closely as it evolves under the reform programme is Blue Light Commercial, which has been maturing as a procurement organisation for some years already, and is taking on increased responsibility for procurement of specialised solutions for several police forces and agencies.
Conclusion
Overall, the reform package marks a decisive shift toward a more coherent, nationally coordinated model of policing, underpinned by digital capability, standardisation and modern operational thinking.
While there is broad support for the direction of travel, most observers recognise that translating the ambition into reality will demand sustained political commitment, careful implementation and a clear-eyed understanding of lessons from past restructuring efforts.
The transition will unfold over several years, during which local procurement practices and operating models are likely to evolve gradually rather than abruptly. As the national landscape matures, the sector will need to balance the opportunities of consolidation with the risks inherent in large‑scale system change, ensuring that reform enhances capability without compromising frontline effectiveness.