Performance and Measurement

Summary

Gloucestershire Constabulary serves the county of Gloucestershire, which comprises six local authorities. The county covers an area of 1,041 square miles, with large tracts of unspoilt landscape, including the Cotswolds and the Royal Forest of Dean. The population of 575,000 includes only a small proportion of people from black and minority ethnic groups. Gloucestershire has relatively low levels of unemployment, but significant pockets of deprivation do exist: 13 wards are in the top quartile nationally for deprivation. The force is made up of three basic command units, known as divisions, which are relatively coterminous with two local authority areas. Each division is divided into Inspector Neighbourhood Areas (INAs). There are, in total, 17 INAs.

The force’s new three-year strategic plan, Vision2010, was launched in April 2007. It will ensure that the force is able to meet the challenges of the future and the expectations of the people of Gloucestershire. Vision2010 applies to all areas of business and complements the police authority’s three-year strategy and local policing plan. Lead officers are accountable for the delivery of various parts of the plan.

HMIC has recently conducted the first phase of a programme of inspection activity, assessing how the force is delivering Neighbourhood Policing, Performance Management and Protecting Vulnerable People. HMIC found that, across all three areas, the force has either maintained or improved on a satisfactory level of service to the public. There are some 55 Safer Neighbourhoods, each with a fully staffed team. Progress continues to be made in managing performance, and there has been a sustained period of improvement during the last year. In all key areas of Protecting Vulnerable People, progress has been made since the 2005/06 assessment, most notably in domestic violence and missing person investigations.

Throughout 2006/07, the focus has been on implementing Neighbourhood Policing, reducing crime and increasing sanction detections, while improving protective services and professional standards. Sanction detection rates have increased for some crimes, in particular vehicle crime, with more modest increases for domestic burglary and violent crime. While there has been a small decrease in overall crime, with reductions in vehicle crime and robbery, there has been a rise in domestic burglaries and violent crimes.

There was one locally identified priority – tackling major, serious and organised crime – within which the force exceeded its target of achieving 150 detections for Class A drug supply and was graded Excellent for this achievement.

The HMIC baseline assessment for 2005/06 graded Neighbourhood Policing as Poor, but significant efforts have been made by the force to improve performance. The assessment for 2006/07 found evidence of this in the introduction of Neighbourhood Policing through Safer Community Teams across Gloucestershire. Other key areas for improvement have also been addressed. The force has established a comprehensive management regime to progress these areas and has closely monitored action through the Performance Improvement Conference, led by the Chief Constable, who receives regular updates on overall progress.

The force recently led and co-ordinated the joint operational response to the Gloucestershire water emergency in July and August 2007, after widespread flooding occurred within the county, which threatened key utilities’ sites. This event was the largest peacetime event this country has seen in terms of complexity, duration and those affected. The force received praise from numerous sources for its handling of the emergency and demonstrated its strategic capability in dealing with an unprecedented event. Other achievements have included the introduction of an SMS messaging service for people who are deaf or speech impaired. This has been extended to other areas of the force, such as the witness care unit.

The force is currently conducting a major review of Protecting Vulnerable People. It is also attempting to identify the most efficient and effective operating structure in order to match current and future demands by managing risk, delivering consistent standards and improving opportunities for partnership working.