Académique Documents
Professionnel Documents
Culture Documents
Introduction
Each force is assessed in seven key performance areas: Reducing
Crime, Investigating Crime, Promoting Safety, Providing Assistance,
Citizen Focus, Resource Use and Local Policing (see Annex B for
details). This section provides an overview of performance nationally
in these seven areas.
Reducing Crime
The main crimes covered in this performance area are burglary, vehicle
crime, robbery and violence. In the majority of police forces the risk of
being a victim has decreased. Police forces have achieved very
creditable results in reducing crime year on year, and this is reflected in
the fact that well over half of the forces have improved, while no force’s
performance has deteriorated.
For the first time, the incidence of more serious (life-threatening) violent
crime and use of guns is shown separately. This shows a small increase.
Forces have made mixed progress in reducing repeat victimisation in the
area of domestic violence.
Investigating Crime
Police forces prioritise crime reduction but it is obviously important that,
when offences are committed, those responsible are brought to justice.
This performance area covers the investigation of volume crimes such
as burglary, plus major crimes such as murder, as well police forces’
efforts to tackle organised crime – notably people trafficking and
criminal markets in drugs, alcohol and tobacco.
Promoting Safety
For many people, perceptions of crime or the level of disorder matter
more than recorded statistics. It is therefore vital that police forces
provide reassurance through tactics such as high visibility patrols, as
well as taking effective action against anti-social behaviour. Around
two-thirds of forces were rated highly by HMIC in these areas but it must
be recognised that police action, especially in respect of anti-social
behaviour, needs to be supported by local councils, schools and parents.
Providing Assistance
This performance area covers HMIC assessments in three key areas
of police activity: dealing with calls from the public (999 and non-
emergency); undertaking specialised operational duties (particularly
where armed officers are deployed); and policing motorways and major
trunk roads. There is also a performance indicator showing the
proportion of police officers deployed to front-line duties.
Call management is often the first contact between police and members
of the public and is a vital component of a customer-focused service.
Unfortunately, it is not well performed by many forces. Roads policing
performance has improved, however, with five forces graded as
‘excellent’; this reflects an intelligence-led strategy to deny criminals the
use of the roads.
The police use of firearms is relatively rare but it is essential that all
forces comply with the national code of practice; no force is failing in
this area but work is needed to increase the number of officers able to
take command of firearms incidents.
Citizen Focus
As well as achieving high standards in the technical aspects of
operational policing, forces need to ensure they engage with their often
diverse communities and tailor services accordingly. Two key activities
are assessed here – the extent to which forces ensure equality and
equity in the way they police different communities, and their success in
providing policing services that meet the needs of users. Performance
in both areas is generally good: across the country, 78% of those who
contact the police services are satisfied with the service provided. Black
and minority ethnic service users are slightly less satisfied but the
national average of 71% satisfaction is creditable.
Resource Use
This performance area focuses on how well forces manage their resources
– human, physical, financial and technical – to ensure that the organisation
as a whole meets its objectives. It also addresses the critical areas of
leadership, strategic management and performance management.
Forces are assessed on the extent to which the staff profile reflects the
local minority ethnic population and secures a gender balance. Other key
personnel assessments consider sickness and the quality of staff training.
In 2004/05, there was a major focus on race and diversity matters and
recommendations from three major inquiries are now being considered.
The service continues to progress the findings of the Bichard Inquiry
report on sharing intelligence and information. Given the range and
complexity of issues covered in this domain, it is not surprising that the
assessment reveals a picture of mixed performance.
Local Policing
This performance area is designed to reflect local priorities for
improvement which sit outside the national framework. A new method
of assessing local performance is being introduced, based on setting
stretching but realistic local targets, so for 2004/05 and 2005/06 an
interim approach is used which focuses on confidence in, and the
quality of, local policing.
The key performance indicator used in this area is a BCS measure on the
number of people who think that their local police do a good job. Results for
2004/05 indicate that this is 49% (up from 47% the previous year).