Performance and Measurement

Summary

Durham Constabulary polices County Durham and Darlington Borough, a predominantly rural area. More than half of the population of 595,000 live in small towns and villages, many of which are former colliery villages. Minority ethnic groups, which account for 1.2% of the total population, are not evenly distributed; there are significantly higher proportions in some wards in the south of the force area. Recent years have seen an outward migration of young, economically active people, which means that the proportion of residents aged over 60 is likely to increase.

Durham Constabulary continues to be a communityfocused organisation and the area remains one of the safest places to live. The force culture is encompassed in its vision and values and the ‘Aiming for Excellence’ philosophy. These values translate into five strategic goals as outlined in the police authority three-year strategy for 2005–08. The risk of being a victim of crime is low, while the fear of crime and perceptions of anti-social behaviour are below or in line with those of similar forces. Domestic violence continues to be a priority for the force, with increasing awareness and positive intervention by officers. Volume crime investigation has improved; the rates for both offences brought to justice and sanction detections have risen. Volume crime reduction has remained stable, with little change in the rates of life-threatening and gun crime and acquisitive crime, although there has been a reduction in the violent crime rate. User satisfaction has remained stable, and partnership working has delivered reductions in road casualties.

Over recent years, Durham has fully embraced police reform and workforce modernisation. This has included creating a more visible and accessible community-based policing service, combined with an extensive civilianisation programme and increased multi-agency working with local business and community partners. Significant progress has been made in Neighbourhood Policing and, despite uncertainty over the proposed force mergers and the force’s financial situation, Durham has maintained a good level of performance.

The force had no Poor or Fair/Deteriorated grades in the 2006 HMIC baseline assessment. Areas for improvement identified in the report have been actioned as part of the business planning process, with the majority having being completed.

Key achievements have included two elements of the force’s remodelling programme being accepted as demonstration sites: offender management and demand management. In addition, the force has had its bid with Cleveland Police for the creation of a joint firearms unit accepted as part of the national protective services collaboration programme.

The most challenging strategic priority remains the remodelling programme, which focuses on response policing, Neighbourhood Policing, protective services and releasing savings for reinvestment. The programme has identified a number of areas where changes can be made without a reduction in quality of service, and the force has embarked on an ambitious three-year strategy to implement these changes. The priorities for investment in year one are protective services, intelligence, offender management and custody assistance.

Strategic development for both the force and its partners should also be achieved through a review of the headquarters departments, resulting in a dedicated partnerships function headed by a superintendent and the inception of an information department. This will ensure that the Neighbourhood Policing agenda progresses, that the force is represented at a strategic level alongside partners and that MOPI (Management of Police Information) compliance is driven corporately.