Performance and Measurement

Summary

Durham Constabulary covers County Durham and Darlington, a predominantly rural area. Minority ethnic groups, accounting for 1.2% of the total population, are not evenly distributed. There continues to be an outward migration of young economically active people, resulting in the proportion of residents aged over 60 continuing to rise.

No significant areas for improvement were reported in HMIC’s 2007 inspections. Minor areas for improvement identified have been addressed. The constabulary has been assessed as ‘Meets the Standard’ in recent HMIC inspections for major crime, neighbourhood policing and citizen focus and Durham is seen to be continually improving. The constabulary’s policing style was positively praised for being “a readily visible, accessible and responsive service, anchored in the communities it serves, informed by intelligence, working with, and for local people”. Major crime investigation in Durham is strong.

Durham Constabulary continues to be a citizen focused organisation. Fear of crime has fallen and remains below that of similar forces. Public perceptions that the police are doing a good or excellent job have improved significantly, and user satisfaction has increased in all areas. Levels of violent and acquisitive crime have decreased, whilst sanctioned detections remain stable and the numbers of offences brought to justice have increased.

Local priorities have been focused on four key areas. In respect of neighbourhood policing and community engagement there are 133 neighbourhoods across the constabulary area, each with their own designated neighbourhood officer. Independent advisory groups have been established for different the community groups. In respect of serious crime, the constabulary has produced a revised crime, drug and alcohol strategy, directing action towards improvements for protecting vulnerable people. In relation to anti-social behaviour, the constabulary and partner agencies have confronted nuisance behaviour through a range of initiatives and activities. The constabulary has developed offender management units, a pilot for work force modernisation, with a dedicated ‘partnership team’ assisted by other support agencies to target prolific priority offender activity.

Durham Constabulary was graded poor in relation to Local Priorities in 2007, largely due to ‘time taken to answer 999 calls’. Durham now answers calls in line with national standards, continues to improve, and delivers an acceptable level of service.

Key achievements include embedding neighbourhood policing and developing strategic partnerships to tackle crime and disorder issues. The introduction of NightSafe has seen partnerships working together successfully to tackle violent crime in the night time economy. Work on developing independent advisory groups and neighbourhood forums has allowed for more effective engagement with all community groups. The quality of service provided to victims and witnesses of crime has improved through victim and witness charters. A regional collaboration project between Durham Constabulary and Cleveland Police is ongoing in respect of provision of firearms support, with proposals being developed to collaborate regionally for public order training. Durham has been nationally recognised as one of the best performing forces for rape investigation.

There are a number of significant challenges ahead with increased expectations to provide locally tailored, visible responsive policing services, with the capability to protect local communities from harm and threats. In addition, there is a need to create the necessary infrastructure and technology to make processes and the workforce more effective and productive. Strategic developments to prepare for this include a revised corporate vision and a new blueprint to develop policing services for the future. Local services will continue to be built around neighbourhood management.