Performance and Measurement

Summary

Cambridgeshire is a medium-sized county occupying a strategically significant location linking the Midlands and East Anglia. The county has a resident population of 716,000, which is seeing substantial growth and this is set to continue over the coming decade. The two major conurbations are Peterborough and Cambridge. While Peterborough is a significant city providing modern regional shopping attractions, it also has some of the most deprived wards in the country. Cambridgeshire has substantial rural areas and numerous market towns, making up approximately 13% of the county’s households. Major roads such as the M11, A1 and A14 cross the county, as does the East Coast Main Line rail route. The three policing divisions are coterminous with the local or unitary authorities.

The 2007 HMIC Phase 1 inspection noted considerable improvement in the provision of services in respect of Protecting Vulnerable People and the delivery of Neighbourhood Policing, both being underpinned by robust and evolving performance management arrangements which are now among the best in the country. Noteworthy practice in Protecting Vulnerable People – for which the force received an overall grade of Fair last year – includes a number of key disciplines working together as a public protection department. The force has undertaken a far-reaching and incisive strategic assessment for protecting the vulnerable, identifying areas on which it should focus its attention over the coming year. This process has attracted significant interest from other regional forces.

The force continues its move to embed Neighbourhood Policing across the county and the implementation of Neighbourhood Policing teams is progressing well, spearheaded by a dedicated team at headquarters. There are now 31 identified neighbourhoods, each comprising a number of beats aligned to ward boundaries. Sergeants head each team, supported by police constables, PCSOs, special constables and volunteers. Inspectors maintain a wider, district-based responsibility. The force-wide determination to improve all aspects of a citizen-focused service has resulted in a large improvement in how the force delivers Neighbourhood Policing. The force believes that everyone who makes contact with the organisation should receive a first-class service. Through a coherent approach to customer relationship management, improvements are being achieved in customer satisfaction from first contact, through initial follow-up, to post-incident customer care.

Volume crime investigation has remained relatively stable, with offences brought to justice improving but the sanction detection rate falling. User Satisfaction has remained stable. Local priorities for 2007/08 aim to improve understanding of, and engagement with, the diverse communities of Cambridgeshire by measuring the percentage of racially aggravated crimes detected with a sanction (with a target of 43.5%) and the number of engagements with community groups that result in an input to the Neighbourhood Policing panel. The target of 744 is based on a requirement for Neighbourhood Policing teams to provide evidence of two engagement activities per identified neighbourhood priority.

In the 2006 HMIC baseline assessment, the force received only one grade of Poor, for managing financial and physical resources. Consequently, it was re-inspected in spring 2007, with HMIC staff working alongside the external auditor. It was evident that the force had made significant progress in this area and now provides an acceptable (Fair) and improved level of service.

Key challenges for the future are to balance resources to support Neighbourhood Policing with increasing operational pressures. The force is actively pursuing collaborative opportunities with its neighbours, especially Suffolk and Norfolk, and a number of potentially significant projects are in the pipeline.