This paper studies how consolidating organisational boundaries affects public service outcomes when resources do not adjust. We examine the Metropolitan Police Service's 2017-2018 reform that merged 32 Borough Operational Command Units into 12 larger Basic Command Units without mechanically changing budgets or total officer headcount. Using administrative data on police calls, officer staffing, and public-attitudes surveys, we estimate staggered difference-in-differences and event-study models. We find no change in overall officer headcount, but a compositional shift away from senior management toward frontline roles. At the same time, recorded calls related to crime and public safety decline, particularly in more disadvantaged areas, with no evidence of aggregate deterioration in public perceptions. The results show that organisational consolidation can alter recorded service outcomes and internal allocation of officer capacity even when total resources remain unchanged.

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29 January 2026     Paper Number CEPDP2148

Download PDF - Restructuring a police force

This CEP discussion paper is published under the centre's Neighbourhoods programme, Crime programme.

This publication comes under the following theme: Evidence-based policing strategies