They worked with our staff. This is where I think we've had to make significant improvements, around the very point you make: measuring productivity. It is simply not good enough, I think, when we are working with such significant financial challenges, to say that we cannot capture productivity and efficiency.
What the private sector was able to assist us with was that we able to look at our deployment practices, the workload of officers, the number of incidents they dealt with, and the number of crimes they dealt with, and to look at where we could be much more efficient around how we deployed staff.
They were also able to design and map out our core business processes—for example, from the arrest of an individual through their detention and subsequent interviewing. When that process was mapped out, we were able to capture where the inefficiencies were, such as where the officers were wasting time waiting around in custody blocks for solicitors or for access to detained persons, and to see if we could squeeze that time so that we could make officers think about their time far more productively.