Select Committee on Home Affairs Written Evidence


10.  Memorandum submitted by the Home Office

  Further to your call for written evidence for the above inquiry, I attach a memorandum outlining the Government's position on the specific issues the Committee has set out in its terms of reference together with some more general points on the police reform process as a whole. The Committee will also want to consider the section on policing contained in the Home Office Strategic Plan we published on 19 July (Confident Communities in a Secure Britain—Cm 6287) which sets out proposals for the development of our reform agenda.

  I should also flag up now that we intend to publish, probably during early September, the results of the Policing: Building Safer Communities Together consultation exercise. And we want to publish a further consultation document on police reform this autumn. I will keep you in touch with developments on this and, of course, ensure that the Committee has early sight of the relevant material.

Hazel Blears MP, Minister of State

29 July 2004

OVERVIEW

  1.  The Government welcomes the opportunity to set out progress on the specific items of the police reform agenda the Committee has highlighted. The overall programme is showing real results, building on the proposals set out in the White Paper of December 2001[9] and the subsequent Police Reform Act 2002. The chance of being a victim of crime is historically low and we are making inroads into people's fear of crime. The resources available for policing are historically high—we have nearly 140,000 officers as at the end of May 2004 and record numbers of police civilian staff. There are over 3,500 Community Support Officers on our streets now providing a visible, reassuring presence. We have increased Government police funding by 21% in real terms since March 1997. Forces are being helped by technological and scientific advancements such as DNA and better communications systems. The complementary work of Her Majesty's Inspectorate of Constabulary and the Police Standards Unit is bearing fruit—as is the partnership work being undertaken by the police and others within Crime and Disorder Reduction Partnerships. Crucially, we see a performance culture really embedding itself within the police service.

  2.  The Government is not complacent about any of this. And as we signalled in last year's Building Safer Communities consultation paper and the Home Office Strategic Plan we have just published, we want to go further with reform. As the Government made clear at the time, we did not see the proposals contained in the December 2001 White Paper as representing a one off change for policing in England and Wales. In taking forward the reform process, we want to build on the bedrock of success that has been achieved to date—through the hard work of the police service, police authorities and their partners from the community and voluntary sector, local and central government. The work which these partners are doing to tackle anti social behaviour is a good example of this (the Government notes that the Committee has announced a separate inquiry into anti social behaviour and will separately respond in full on this issue to that inquiry).

  3.  A strong focus on performance will remain at the heart of the Government's forward reform agenda. But as we have made clear, it also means addressing some fundamental issues such as the service which the police provide to communities; how policing is structured; how community engagement in policing can be increased and how accountability mechanisms can be clarified and strengthened. We see these elements as being very much inter-linked. We must also look at things in the round—from policing at the neighbourhood level to improving the effectiveness of tackling crime at the national and increasingly international level.

  4.  The Government is clear that reform is not an end in itself—and that it must lead to demonstrable, practical improvements on the ground for communities and the police service itself. Building on the thoughts set out in last year's consultation paper and the Home Office Strategic Plan, we intend to publish further proposals on the whole of the reform agenda this autumn.

  5.  In the meantime, the Government sets out below comments on the specific reform elements highlighted as being of interest to the Committee. At Annex A to this memorandum is a short note on the governance of the police reform programme.

NATIONAL POLICING PLAN

  6.  The Police Reform Act 2002 amended the Police Act 1996 to require the Government to lay before Parliament by the end of November each year a National Policing Plan (NPP) for the following three years.

  7.  The first NPP (for 2003-06), issued in November 2002, built on the proposals in the December 2001 White Paper, establishing a single place where the Government's priorities for policing; initiatives in place or under development for delivery of those priorities; and the performance indicators for measuring progress against those priorities all came together. The Plan acknowledged the achievements of the police over recent years, especially in crime reduction and the early stages of implementation of the police reform programme. It placed this work in the context of the delivery of Public Service Agreements and rested on the Policing Performance Assessment Framework (PPAF) as the means by which police performance would be measured.

  8.  The second NPP (for 2004-07), published in November 2003, represented an incremental change in Home Office expectations for police planning. It was broadly welcomed by the police service as coherent and focused Plan which supported their local planning activities. The Plan set a national framework of minimum standards against which policing should be delivered locally. It also signalled the direction of travel for the ongoing police reform agenda. Once again, it set out the Home Secretary's key priorities and reflected the considerable progress that had been made over the previous year as well as relevant changes in the policing environment. It described the significant PPAF developments and how it would be used to account for performance.

  9.  The Home Office intention for the third NPP (for 2005-08) is to make it a strategic and succinct document which will provide genuine flexibility for the identification of local policing priorities within a national framework. The 2005-08 Plan will be developed with the new set of Home Office Public Service Agreements from the Spending Review 2004 and the contents of the Home Office Strategic Plan firmly in mind. The intention to put the law-abiding citizen at the heart of policing will be central to the Plan's message. It will also be closely allied to the embryonic National Community Safety Strategy.

RELATIONSHIP BETWEEN NATIONAL PRIORITIES AND LOCAL DECISION MAKING

  10.  The NPP seeks to strike a balance between national and local priorities by setting a clear framework of national minimum standards and performance assessment while leaving sufficient flexibility for locally identified priorities to be addressed. An overall national reduction in crime and anti-social behaviour and improved feelings of public safety can be achieved by the police service engaging with their communities and partners to identify priorities and the best means of tackling them. The Policing Performance Assessment Framework then measures how effective and efficient forces have been in tackling both local and national issues.

  11.  The Home Office Public Service Agreements set out the performance delivery target which have implications for police authorities and forces. The current Public Service Agreements set targets for domestic burglary and robbery in 10 street crime initiative areas from the Spending Review 2002. These were set out in the first two National Policing Plans for 2003-06 and 2004-07.

  12.  The new set of Public Service Agreements from the Spending Review 2004 is less prescriptive. For example, PSA 1 simply sets a target of a reduction in crime of 15% by 2007-08 and does not single out particular crime types for reductions by so many per cent. This leaves room for chiefs and authorities to identify those crime types that are the biggest problem in their areas and to take appropriate action to tackle them. Force performance will then be measured through the Policing Performance Assessment Framework. Assessments of performance will consider both force and BCU performance against local as well as national priorities, to ensure a fair view of performance.

ACCOUNTABILITY MECHANISMS

  13.  Strengthening the accountability of policing in England and Wales formed a key element of the Building Safer Communities Together consultation paper. Further details are set out in paragraphs 109-113 of this memorandum. One of the factors which influenced the thinking behind the proposals in last November's consultation paper was Home Office research, undertaken with the Association of Police Authorities[10], which indicated a general consensus that the public does not have a say in decisions about policing and that people want better communication, information and involvement. The vast majority of people involved in the research had not heard of police authorities.

  14.  We intend to bring forward detailed proposals about police accountability in the autumn. But the Home Office Strategic Plan set out some broad principles which we want to develop:

    —  a new system at the neighbourhood level—which will build on existing good work being done by a variety of neighbourhood bodies;

    —  at the district level—strengthened links with local authorities and with Crime and Disorder Reduction Partnerships playing a central role;

    —  at the police force level—strengthened police authority arrangements so that they have a clearer enhanced role in terms of holding chief constables to account; have greater democratic accountability themselves but also have clearer responsibilities in terms of the delivery of efficient and successful policing that meets the needs of their communities.

  15.  The Government is clear that these changes will not damage the principle of the tripartite approach.

EMBEDDING POLICE PERFORMANCE

  16.  A stronger focus on performance is now firmly embedding itself in the police service and will continue to drive forward the delivery of policing. The requirements for improving overall policing performance and for closing the gap between the best performing forces and others—as set out in the Public Service Agreement targets set at the time of the Spending Review 2002—are key to ensuring high standards of policing and consistent professionalism across the country. This is central to the Government's sustained programme of police reform.

  17.  The embedding of a performance-focused approach to policing are encompassed in both the national arrangements for assessing effective performance and in the steps to enhance the capability of the police service to deliver performance improvements. Key components of the approach to shaping this performance drive have been:

    —  arriving at a more comprehensive and informed view of what comprises effective police performance;

    —  a greater emphasis on assessments of force performance which are objective, independent and data driven;

    —  more use of comparative performance information which highlights variations in achievement between forces, Basic Command Units and their peer groups; and

    —  an increase in the capability to access up-to-date performance data at both the national and local level.

  18.  The inception of the Police Standards Unit (PSU) was a strong feature of December 2001 White Paper. PSU has been key to the development of this change in approach to police performance:

    —  through the Policing Performance Assessment Framework (PPAF), a broader, more comprehensive assessment of policing performance has been developed;

    —  through the development of iQuanta, the Home Office, police forces, police authorities and Crime and Disorder Reduction Partnerships have access, for the first time, to real time, monthly data on how well local areas are performing; and

    —  PSU's engagements with a number of police forces with a "performance gap" has provided both a new capacity and a new method for driving up police performance

The Policing Performance Assessment Framework (PPAF)

  19.  The National Policing Plan in 2002 explained that the Home Office, in partnership with ACPO, APA and the other key stakeholders, would be developing a balanced performance assessment framework for policing—the "Policing Performance Assessment Framework" (PPAF). PPAF will facilitate the monitoring of policing performance across six performance areas (domains): citizen focus; reducing crime; investigating crime; promoting public safety; providing assistance and resource usage.

  20.  PPAF is intended to be an effective and fair way of measuring and comparing strategic performance in policing across the full range of policing responsibilities. Finance and resource management are both seen as key aspects of performance so PPAF is also introducing a consistent approach to activity-based costing.

  21.  The Government's reform agenda places an emphasis on ensuring public services meet the needs of users. PPAF reflects this aim by focusing on outcomes (end results) rather than focusing on who is responsible for delivery. This focus should ensure that PPAF data and analysis leads to improvements in policing such as:

    —  less crime and disorder;

    —  improved response time;

    —  better investigation;

    —  more offenders brought to justice;

    —  greater reassurance;

    —  less fear of crime;

    —  increased efficiency.

  22.  Improving these areas of policing will also help deliver critical improvements: greater satisfaction, trust and confidence in policing across all communities. The focus on outcomes also allows forces to be innovative in developing better ways of delivery.

  23.  An interim set of measures linked to PPAF domains was agreed, based on performance indicators in the National Policing Plan 2003-06. The Home Office published 2001-02 force data relating to these measures in the form of "performance monitors" in February 2003. It published an update using 2002-03 data in October 2003. The monitors describe force data and compare it to the average for that force's group of "most similar forces".

  24.  A new suite of "statutory performance indicators" was established on 1 April 2004. These included an improved focus on "user satisfaction" and measures have also been introduced to monitor any disproportionality in operational performance (eg detection rates for violent crime by ethnicity of victim). A measure on front-line policing has also been introduced. Work continues to develop new and revised measures for statutory introduction on 1 April 2005. The intention this year is to undertake consultation as part of the process to prepare the National Policing Plan 2005-08. This should enable us to advise police authorities and forces on 2005-06 measures on publication of the National Policing Plan in November 2004.

www.homeoffice.gov.uk/rds/

iQuanta

  25.  Another key development which PSU have driven over the past 12 months has been the development of "iQuanta". Rather than having to rely on old crime statistics, iQuanta provides real-time data on the performance of all forces and BCUs across the major crime types. iQuanta is an internet based police performance analysis tool. It is available on-line (but with password protection) to the Home Office, forces, BCUs, police authorities and to CDRPs. It currently has more than 2,000 registered users.

  26.  The iQuanta software produces a range of charts to illustrate current performance at force, BCU and CDRP level. The analysis gives an impression of how particular units compare with their peers, shows up significant change in performance, and tracks progress towards targets. The charts are accessed via a simple drop down menu. iQuanta is intended to show performance against the indicators that contribute to the performance monitors. It has been a crucial development as it has provided the whole of the police service, and associated stakeholders, with a consistent language for considering police performance. It has also enabled forces and BCUs to look outside of their own local area to compare themselves with their peers and to assess both where they are strong and where they need to improve.

Baseline Assessments

  27.  Baseline Assessments are Her Majesty's Inspectorate of Constabulary's new inspection methodology. HMIC have introduced the risk assessment approach to focus its inspection. This approach is entitled "baseline assessment" because it seeks to monitor change in each force (improvement or deterioration) against a baseline of performance identified. The baseline assessments draw upon the quantitative data of the Policing Performance Assessment Framework, to which they add a standards-based policing judgement of the quality of the processes that underpin performance. It involves producing a tailored, three-year inspection programme for each force, with areas of under-performance being subjected to more detailed inspection. Other types of inspection activity will be integrated into each programme, reflecting the three-year planning process based on National Policing Plans. The main elements include:

    —  a traffic light assessment of police functions and activities;

    —  a framework of questions and the standards expected;

    —  more use of self-assessment and the views of other regulators and partners;

    —  assessment of strengths and areas for improvement that are high level, comprehensive and annual; and

    —  a tailored programme of inspection activity for each force, based on the assessment and the force's own strategic development programme.

  28.  The first baseline assessments were published on 14 June 2004. Performance Management was one of the stronger areas of positive performance, across the service, which emerged. The grading they contained is based upon quantitative information wherever this exists, supplemented by qualitative judgements and knowledge of the context within which each force is working.

  29.  Following the first baseline assessment, a three-year inspection programme is planned, tailored to the inspection needs of the force and taking account of the force's own strategic development programme. It includes: focused inspections on activities/areas of special concern; BCU and Best Value Review inspections; and quarterly visits by HMIC staff officers.

  30.  The quarterly visits will be used to check progress in areas highlighted during the initial assessment and will incorporate other routine HMIC monitoring in areas such as overtime monitoring and efficiency plans. Following all significant inspection activity, the baseline assessments will be updated. The results will build towards a formal annual presentation by Regional HMIs to forces and police authorities and publication of the updated assessment.

  31.  It is planned, later this year, to republish the baseline assessments, following realignment of the framework with the PPAF domains. Thereafter, they will be published annually every autumn.

Police Performance Steering Group

  32.  These quantitative and qualitative assessments of police performance are brought together in the Police Performance Steering Group which meets fortnightly, is chaired by the Home Office and contains representatives from PSU, HMIC, the Association of Chief Police Officers and the Association of Police Authorities. It considers the performance assessments of forces and BCUs and takes receipt of progress reports on key areas of performance improvement activity. It forms a crucial link in the accountability chain for delivery priorities from the top of government, through the Home Office and down to forces and BCUs.

  33.  PPSG is key to the delivery of the principal policing performance improvement target. This target seeks to improve the performance of all police forces, and significantly reduce the performance gap between the best and worst performing area.

  34.  This performance gap has been quantified. Based on the data published in the October 2003 Performance Monitoring Report, a number of forces showed "gaps" of more than 10% in performance at the end of 2002-03 when compared with their Most Similar Forces, either in Domain 1 (Reducing Crime) or Domain 2 (Investigating Crime), or both. The Home Office and Treasury have agreed that in the other domains there are no gaps to be filled. In other words, a number of forces showed performance more than 10% worse than the average performance of the forces they were being compared with for the financial year 2002-03. "Significantly reducing the performance gap" will require forces to get within 10% of the fixed 2002-03 baseline levels of their most similar force comparators by the end of the financial year 2005-06. In other words, by April 2006 levels of target crimes in all forces will be within 10% of each forces 2002-03 MSF average. The Domain 2 score for each force will be within 10% of the average Domain 2 score for its MSF comparators for 2002-03.

Police Performance—current state of play

  35.  Based upon the most recent data available, improvements have been made in all PPAF domains for which there is data available. Domain 1 (reducing crime) shows particular improvement with a reduction in target crimes per 1,000 population of 12.7%. Forty of the 43 in England and Wales have reduced the levels of target crime in the most recent 12 months compared to the baseline year. Improvements have also been seen in Domain 2 (investigating crime), although a lower proportion (around a half) of forces have seen improvements.

  36.  There has been a fall in the fear of crime and the level of perceived disorder of 3.5% in 2003 compared with the previous year, while the percentage of BCS respondents believing that the police do a good or excellent job has been roughly constant (a 0.3% rise). Significant progress has been made towards achieving the Domain 1 gap target with five of the 11 gap forces now within 10% of their fixed MSF average. A further five are on trajectory to achieve their targets. In Domain 2, one of the seven gap forces is now within 10% of its MSF average with a further two on trajectory to meet their targets.

Further front-line improvements

  37.  Considerable effort has been made to ensure that all stakeholders are familiar with the performance-focused agenda of police reform. PPAF and baseline assessments have been communicated to the service at every level. The widespread usage of iQuanta throughout the service demonstrates that all police stakeholders are highly aware of the performance agenda, of the need to raise performance levels to those of the best and of the relentless drive to seek further improvements.

  38.  Other key developments in this process include specific performance modules in the training for chief officers and BCU commanders as well as extensive PSU, HMIC, ACPO and APA briefings throughout the service.

  39.  It should also be noted that the introduction of the National Intelligence Model (NIM) has played a crucial role in refocusing policing activity towards a process for risk assessing and prioritising policing needs, mapping progress and responding accordingly.

  40.  A further key step for the further development of this agenda is the performance management good practice guide which PSU—in conjunction with ACPO, HMIC, APA and the Superintendents' Association—are developing and which is intended to provide police managers at every level of the service with an understanding of the key components for driving policing performance improvement.

THE ROLE OF THE POLICE STANDARDS UNIT

  41.  The Police Standards Unit (PSU) was set up by the Home Secretary in June 2001 to help deliver the Government's commitment to raise standards and improve the operational performance of the police. The focus of PSU's activities is to:

    —  Measure and assess police forces performance.

    —  Understand the underlying causes of performance variations.

    —  Provide support and focused assistance to forces where a problem with performance has been identified.

    —  Sponsor and disseminate proven good practice.

Performance Management

  42.  PSU has driven the development of "iQuanta", an on-line analysis tool for police performance data (details above). Through iQuanta timely data is now available on the performance of all forces and BCUs across all the major crime types. This is a step change in the Government's engagement with forces. This data is also available to forces themselves and police authorities. Police authorities now have a timely means of holding forces to account. PSUs work on the audit of performance data has helped ensure accuracy and consistency in recording practices across forces.

  43.  The development of a National Incident Recording Standard (NSIR) should help measure and handle the police response to the weight of non-crime incidents more effectively.

  44.  The development of the Policing Performance Assessment Framework (PPAF) is helping to understand police performance in the round. PPAF has been accepted by ACPO and the APA as a fair means of assessing the complexities of police duties.

Performance Support

  45.  PSU is engaged with eight under-performing or "target" forces: Avon & Somerset, Cambridgeshire, Cleveland, GMP, Humberside, Nottinghamshire, Northants, and West Yorkshire. This proactive role has changed the dynamic of the Department's relationship with the police service—underpinned by a sound analytical and evidence-based footing—demonstrating a new and effective way of doing business.

  46.  Each engagement has been different. In some, PSU has helped a force's own improvement regime to go further and faster. In others, the Unit has been a catalyst for change. In the third category, PSU's involvement has a more fundamental process of attempting to put the force on a path towards recovery.

  47.  Over 2003-04, the forces with whom PSU was engaged reduced volume crime by 13.3%, which is twice the rate of the other forces in England and Wales. Three of the five largest reductions in crime across the 43 forces were in PSU's target forces. PSU's funding amounts to only around 0.33% of the total force resource budgets suggesting PSU's interventions are cost-effective. PSU's budget has allowed the provision of prompt funding and evaluation for cutting-edge projects, particularly around how forces drive performance improvements.

  48.  In liaison with the Association of Chief Police Officers (ACPO), PSU has launched the high profile, national Alcohol Misuse Enforcement Campaign. This links in to the Government's Alcohol Harm Reduction Strategy and aims to crack down on alcohol-fuelled disorder, through the use of tough enforcement measures taking action against irresponsible drinkers and vendors who are fuelling anti-social behaviour. To date, 39 police forces are involved, as well as other related partners including Trading Standards and the Department of Health. This campaign has been positively received and early data has provided a baseline to measure the impact and success that this campaign will have throughout the summer.

  49.  PSU's work on national projects, such as Automatic Number-Plate Recognition (ANPR), National Video Identification (NVIS) and the Policing Priority Areas (PPAs) have been widely recognised as a success. In the period June 2003-May 2004, during the ANPR project, 173,000 vehicles were stopped, 13,000 arrests made, 51,000 FPNs issued and £8 million property recovered. £1 million in hypothecated income has been generated and the rate of 100 arrests per full time officer is 10 times the national average.

  50.  PSU's role in police use of forensic science has been successful, in particular on DNA and NAFIS (Fingerprint Automation) and through reviewing and changing force-level forensic processes. This has helped the 62% increase in the number of DNA matches achieved and the 34% increase in the number of "DNA detections" delivered. PSU have led development of a computer simulation model for forces to identify blockages in their forensic processes. A work-package of good practice is to be disseminated to all forces in August 2004.

  51.  Launched in March 2002 the Policing Priority Programme was aligned to the Government's Strategy for Neighbourhood Renewal and sites were first piloted in Bradford, Bristol, Camberwell, Rhyl and Stoke. Each demonstrated how working with small communities suffering from crime, the fear of crime and anti-social behaviour can bring about significant improvements in police and partnership working. This police-led programme has now been extended and is in its fourth phase where Forces were invited to submit expressions of interest. Neighbourhood Renewal funding was no longer part of the selection criteria although Forces needed to make a business case as to how similar their areas were to Neighbourhood Renewal funding criteria. There are now 29 identified sites. There has been significant success in reducing crime and providing public reassurance in the existing PPAs and the programme continues to build on the progress made so far.

Knowledge Management for the policing community

  52.  PSU have established a Knowledge Management Board to bring together the main stakeholders: ACPO, HMIC, NCPE, PITO, as well as the Home Office Partnership and Regions Drugs Unit (PRDU), and Research, Development and Statistics (RDS). This will provide a forum for co-ordinating and driving forward PSU's knowledge needs.

  53.  With ODT Consulting, PSU have mapped out a clear process of how knowledge should be handled in policing, including evaluation and accreditation of potential good practice. This has identified gaps in previous arrangements that the Knowledge Management Board might fill. PSU have also mapped out the roles of the key stakeholders to ensure that these fit together most effectively.

NATIONAL CENTRE FOR POLICING EXCELLENCE

  54.  The vision for a National Centre for Policing Excellence (NCPE) was set out in the December 2001 White Paper, which recommended its establishment as a centre of excellence for all aspects of operational policing, promoting evidence-based practices that have been professionally validated.

  55.  The NCPE was established in April 2003 as a national training and development resource for crime and operations, which also provides facilities in relation to high-tech crime, scientific support and specialist work involving other agencies. It also serves as the central repository of good practice for the police service, collating, developing and disseminating good practice on successful professional approaches to investigation and incident management.

  56.  To this end, the NCPE produces codes of practice under legislation, guidance and practice advice. Its first code, on the Police use of firearms and less lethal weaponry, was issued last year. Further codes on the Police National Computer, the National Intelligence Model and the Serious Crime Analysis Section have also been submitted to the Home Office in draft, and will be issued later this year.

  57.  Following the publication of the Bichard Inquiry, the NCPE are now also working on a new code of practice on information management.

POLICE SCIENCE AND TECHNOLOGY

DNA

  58.  The UK is currently the world leader in the law enforcement use of DNA, having a database which not only holds the largest number of DNA profiles in absolute numbers, but which also represents by far the largest proportion of the population. This success is a direct result of the investment in the National DNA Database through the DNA Expansion Programme. One example of the impact of DNA is the detection rate for burglary, which when DNA is available rises from the national average of 15% to 46%.

  59.  An international conference involving law enforcement and government officials was held in May to identify how we can build on this success both within the UK and internationally. Work is underway to develop the Forensic Integration Strategy (FIS) to deliver real investigative efficiency and performance gains through partnership with the police and CJS stakeholders. The FIS will build on the success of the DNA Expansion Programme to ensure that the UK is at the leading edge in all forms of forensic science, not just DNA.

Beyond the White Paper: DNA and the Forensic Integration Strategy

  60.  The aim of the Forensic Integration Strategy is to fully integrate—by March 2008—all forensic intelligence to provide maximum value, quality and impact in the investigative process. At present DNA, fingerprints and other scientific processes are used independently. FIS will ensure the integration of forensic intelligence to enhance its value to investigators and so present more focussed evidence to the CJS. Such integration will raise the level of detections in a highly cost-effective manner. The FIS will support the Bichard Inquiry recommendation calling for the delivery of a National Intelligence Framework supporting the needs of the whole CJS. It will deliver a step-change in the management and use of forensic science through effective partnership with ACPO, PITO, police reform and other CJS stakeholders.

National Automated Fingerprint Identification System (NAFIS)

  61.  The IDENT1 project will take forward the existing National Automated Fingerprint Identification System (NAFIS) capability and provide a strategic platform for future biometric capabilities and a wider range of identification services, including palm print searching. This project is closely aligned to PALM1, its counterpart project in Scotland.

  62.  IDENT1, continuing from NAFIS and AFR (Automated Fingerprint Recognition), will be an essential tool for the wider criminal justice community. It will help with the identification, bringing to justice and successful conviction of offenders.

  63.  The legislative changes in the Criminal Justice Act 2003 enable fingerprints to be taken on arrest. This with the use of technology to digitally scan and check prints in custody suites means that there is less chance that the police will arrest and then release a suspect only to find that they gave a false identity and were wanted for a much more serious charge.

Airwave

  64.  Airwave is the new radio communication system for the police service in England, Wales and Scotland. Airwave is based on terrestrial trunked radio technology (TETRA), a European standard that was agreed in the 1990s by the European Telecommunications Standards Institute.

  65.  Airwave is not simply a replacement for existing systems. Airwave uses digital technology, and so offers very clear quality signals. Airwave will enable more of the country to be covered: far fewer "holes" in coverage that can endanger police officers. Thanks to its sophisticated encryption techniques, TETRA technology is secure. Criminals can no longer eavesdrop on police communications. Airwave also provides high capacity. TETRA can cope with major incidents, when many users will want to use their radios at the same time, without overloading the network. TETRA can transmit voice and data communications at the same time so that police officers can use their radios to connect with facilities such as the Police National Computer.

  66.  Airwave is now available in 38 forces and has more than 60,000 users. Airwave is expected to be available to all forces by mid-2005, with all forces being fully operational by mid-2006.

  67.  Feedback from officers and senior staff is that they are very much impressed with the clarity of the signal and the improvement in coverage. Some officers already have access to the PNC Vehicles database through their Airwave handset, more will get such access and officers will access to the PNC Names database over the summer.

Other Key developments

PITO Central Customer

  68.  On 21 August 2002 Home Office Ministers approved the initiation of the Central Customer, with responsibility for the identification and prioritisation of operational and organisational information management requirements for the Police Service, to secure service-wide commitment for the take-up of national solutions, and to provide a single voice with vested authority to agree trade-offs in time, cost and quality on behalf of ACPO.

  69.  An effective methodology to enable the construction of the first "Information Management Capability Plan for the police service was developed in year. That methodology was then used to deliver an initial prioritised list of police capability requirements. The methodology used has attracted interest from other organisations seeking an objective means of prioritising requirements.

  70.  Development of a business benefits realisation strategy to provide guidance to forces regarding what forces need to do to ensure that the business benefit of national solutions are realised was delivered in year.

PITO End to End Review

  71.  In January 2004. Home Office Ministers announced a Review of PITO (the Police Information Technology Organisation). The review was to include an end to end business process review of PITO's role in the provision of IT and Communications Services to the Police Service. A Steering group has been set up and a Scoping Study completed and approved by Ministers.

  72.  The Review has three objectives; it is currently focussed on the first two. They are:

    1.  To determine the most appropriate structure to deliver the best possible provision of ICT to the police service and the criminal justice system.

    2.  To determine how PITO meets current and future stakeholder business needs in the delivery of ICT capabilities and services.

  73.  The Review has a current target to provide a final report to Ministers on these objectives by November 2004.

Bichard

  74.  The Bichard Inquiry published its report in late June. In particular its recommendations include eleven directly about the provision of a National Intelligence System, the PNC and a Code of Practice on information management. The Home Office Strategic plan indicates the Government's commitment to ensuring maximum progress towards implementing the recommendations of the Bichard Report before Sir Michael Bichard reconvenes his Inquiry in five months time.

Single Non-Emergency Number

  75.  The 2001 White Paper proposed the establishment of a Single Non-Emergency Number for access to the police, subject to feasibility and cost. It purpose was to make telephone access to the police easier and to reduce the number of inappropriate and unnecessary 999 calls. A Feasibility Study was completed in March 2002 and we planned to operate a small pilot to prove that the concept was workable and would provide business benefit. Identifying suitable, and willing, forces took some time and before we had implemented the Concept Demonstrator, we decided to go to consultation of a proposal, set out in the Green paper of November 2003, to extend the service beyond the police to encompass other local services. An analogy was drawn with the 311 system in parts of the United States.

  76.  The consultation demonstrated overwhelming support with the principle and we are now embarking on further scoping to establish what services the new expanded system might access. The Home Office Strategic Plan indicates the Government's commitment to the early introduction of a three digit single non-emergency number.

ViSOR

  77.  ViSOR is a software application that stores information about offenders with convictions for violent and sex offences. It is also a management system that enables police and probation services to manage these offenders. The data is stored in encrypted form and access to the system is only permitted to named individuals who meet the stringent tests for access to this sensitive material. It has been developed at a cost of about £10 million and will be rolled out to Police forces by the end of 2004.

Police Science and Technology Strategy

  78.  Key developments, including those above are brought together within the Police Science and Technology Strategy. The aim of the strategy is to "to ensure the police service is equipped to exploit the opportunities in science and technology to deliver effective policing as part of a modern and respected criminal justice system".

  79.  The strategy identifies where science and technology can have the greatest impact on policing over a five-year period. It builds on the National Policing Plan to provide a framework for forces, police authorities, and key providers like the Forensic Science Service (FSS), Police Scientific Development Branch (PSDB) and Police Information Technology Organisation (PITO), to draw up their individual plans for the use of science and technology. The first strategy (2003-08) was launched the strategy on 16 January 2003 and a revision for 2004-09 was published in May this year.

  80.  The Strategy Group, chaired by the director of policing policy, includes senior representatives from the key stakeholders. The strategy brings together the three main areas of police science and technology: forensic science, information and communications technology (ICT) and technical equipment. Its three main aims are to prioritise, co-ordinate and anticipate, hence it sets out:

    —  the priorities in the police requirements for science and technology;

    —  the mechanisms for co-ordination of the work of the police and main service providers to ensure the requirements are met;

    —  the need for a systematic future scanning process to ensure scientific developments are foreseen and their benefits maximised and the potential for misuse minimised.

RESPONSE TO THE O'DOWD REPORT ON BUREAUCRACY

  81.  The O'Dowd report was published in September 2002 and contained 52 recommendations. A steering group, co-chaired by ACPO and the Home Office and with representatives from all key police stakeholders, was set up to take forward the action plan arising from the report. To date, 27 recommendations have been delivered, 21 are underway and it has been agreed collectively that four should not be taken forward nationally. Those still underway mostly require legislation, developments in IT or wide-ranging changes to the criminal justice system. The steering group has since widened its remit to address issues relating to bureaucracy as they arise, in addition to the recommendations contained in the O'Dowd report.

  82.  Effective communication to front line officers of the good progress being made nationally remains central to the success of the drive against bureaucracy. Each force has a named officer to oversee the delivery of the implementation of the Taskforce recommendations, ensuring that the progress being made nationally is assimilated into the lives of officers on the beat and that the necessary cultural changes take place. The Home Office is also continuing to take every opportunity to raise the profile of the work that is being done. For example, articles on reducing bureaucracy are included in each Police Briefing and regular updates are added to the e-bulletin to all forces. We have also appointed a National Bureaucracy Advisor at Acting Assistant Chief Constable level to enhance our capacity in this area. He is visiting forces to provide practical assistance in their work to reduce bureaucracy, raise awareness of the whole agenda and, where necessary, challenge existing practices and assumptions.

  83.  In terms of evaluating progress, HMIC's baseline assessment provides a summary of progress made by forces in terms of reducing bureaucracy, the outcome of forces' work in this area is being quantified in force efficiency plans and we will be able to assess the overall impact of the range of reducing bureaucracy initiatives in increasing the amount of time spent on front line duties through the frontline policing measure.

  84.  There have been a number of achievements to date:

    —  Over 6,700 forms have been made obsolete across all 43 forces.

    —  All 43 forces have the capacity to undertake video identity parades to speed up the identification of suspects.

    —  Over 50,000 police officers and staff now use Airwave radios in 38 forces and 31 forces are using mobile information. These facilities allow forces to cut down on the amount of time spent returning to the station.

    —  The national roll out of the penalty notice for disorder scheme was completed in April 2004. Around 20,000 tickets had been issued at the end of June, each representing a file for court not having to be prepared.

    —  The number of performance indicators is now 13, compared with 51 in 1997.

    —  198 Livescan Units, which enable electronic fingerprint images to be taken from people instantly, in 37 forces.

    —  We are investing £13 million over two years into 10 pilot projects which test out new ways of using police staff, thereby freeing up officers' time to go back on the beat.

    —  HMIC's assessment of force 2003-04 Efficiency Plans noted that 25 forces had between them identified efficiency gains of £25.2 million attributed to implementing Bureaucracy Taskforce recommendations.

    —  We have set up a Reducing Bureaucracy Awards Scheme with the Police Federation which encourages frontline officers to come up with suggestions for reducing bureaucracy. The first awards ceremony took place at the Police Federation Conference in May.

    —  Good progress is being made to address the concerns around the Regulation of Investigatory Powers Act 2000 (RIPA) including new forms and codes of practice.

    —  On 1 September, the Policing Bureaucracy Gateway will begin to operate. This will identify, challenge and influence the demands made by new policies, legislation and procedures that affect the police service.

POLICE TRAINING

  85.  The overarching aim of the Home Office's work on police training is to improve police performance through developing, implementing and maintaining effective training, development, appraisal and promotion procedures. We are aiming to ensure that the available resources are used in the most efficient way.

  86.  Key principles underpinning our current workplan include:

    —  to develop and maintain a curriculum for learning for officers and staff at all levels of service;

    —  to embrace and embed the principles of continuous professional development;

    —  to enhance professionalisation by establishing a qualifications framework for training and development;

    —  to help individuals to develop skills and expertise in specialist areas;

    —  to help all officers and staff meet national occupational standards;

    —  to use training and development to help modernise the culture of the service and help officers and staff work better with diverse and changing communities; and

    —  to involve members of local communities in the design and delivery of training.

  87.  Among current specific projects are:

    —  Initial Police Learning and Development Programme: Under this major programme of reform, new police officers will be trained within their local communities, helping to increase their awareness of local diversity issues and needs.

    —  Police Race and Diversity Learning and Development Programme: The primary aim of this programme is to ensure the implementation of effective race and diversity training and development for everyone in the service, staff as well as officers. This should help drive up standards of police engagement with all sections of local communities.

    —  Leadership Development Programmes: We have worked with CENTREX to develop two new programmes to ensure that officers and staff at all levels of the service have access to high quality leadership training. The Core Leadership Development programme, which focuses on post-probationer constables, sergeants, inspectors and equivalent police staff. The Senior Leadership Development Programme is for chief inspectors, superintendents, chief superintendents and equivalent police staff. These are modular, optional programmes, so that individuals' development can be tailored to meet their years. They are all being implemented.

    —  Performance and Development Reviews: These are at the heart of almost all of our work on training and development. We are currently working with HMIC to ensure that they are used, and used effectively, throughout the service.

    —  Promotions Review: Following a review of the way in which the service identifies, develops and selects officers for promotion to the rank of sergeant and inspector, we are now trialling a work based alternative to the current examinations, which will be based on National Occupational Standards.

    —  Career pathways: We are currently embarking on this major project, under which we will consider how officers and staff can develop specialisms, so that all officers and staff can be develop areas of particular expertise.

    —  Qualifications Framework: As part of our wider work on professionalising the service, we are seeking to develop a qualifications framework for the accreditation of all police training and development.

WORKFORCE MODERNISATION

Pay

Achievements

  88.  The greater pay flexibilities introduced in the 2002 PNB deal have been implemented. Slightly over 75% of eligible officers are receiving competency related threshold payments. All forces are operating Special Priority payment schemes. Following a review of the first year's operation, the proportion of officers who could receive the payments has been increased to 40% (from 30% in the initial agreement). HMIC has completed an initial review of the operation of the scheme to reduce overtime by 15% by the end of 2005-06. New pay arrangements were agreed in PNB in 2003 for Superintendents and Chief Officers which introduced elements of performance related progression and bonuses. The pay scales for Chief officers have been revised to give the biggest rewards for the most heavily loaded posts.

Evaluation/benefits

  89.  It is too early to evaluate the impact of SPPs on retention in front line posts. The schemes have been received as divisive by the staff associations and as inflexible by ACPO. Nevertheless, there is evidence that some forces have used them imaginatively to reward officers in posts with additional responsibility and community leadership roles. CRTP is believed to have had a significant impact on sickness absence (see below). 62.7% of forces reporting to HMIC achieved their first year overtime reduction target. We are working with HMIC to identify reasons why not all believe they will do so, and to estimate the extent of the shortfall.

Next steps/plans

  90.  We have begun informal discussion with interested parties on the basis of a social partnership approach to identify priorities for the next round of pay and workforce reform. The initiative will need to consider structural reform of police staff pay and conditions of service, linking incentives to professionalisation and skills acquisition and equal pay issues.

Pensions

Achievements

  91.  Proposals for a new police pensions scheme, with accrual of benefits at a constant rate over 35 years and a minimum retirement age of 55 are now with PNB and are on track for introduction from April 2006. 30+ was rolled out across the country from April 2004.

Evaluation/benefits

  92.  The new pensions scheme will reduce the cost of police pensions in the long term by about 20%. The removal of dual accrual should make for greater movement into and out of the police service by officers at different stages of their career. About 140 officers have opted for 30+ so far.

Next steps/plans

  93.  We are considering the scope for further relaxation of the rules on pension abatement in order to make 30+ attractive to a greater number of officers. Work is underway to reform the funding of police pensions so that forces bear the cost of employer contributions instead of the cost of pensions in payment and so alleviate the effect short term local fluctuations in retirement rates on force financial planning.

National recruitment standards

Achievements

  94.  All forces are committed to implementing the national recruitment standards, a common application form and a standard assessment centre. All but one has now done so. Each element of the recruitment process has been designed with a view to minimise adverse impact on women and ethnic minority applicants.

Evaluation/benefits

  95.  Applications to join the police service are at a very high level. The national, standardised system allows the service to monitor the impact of recruitment procedures on diversity and to implement national priorities—for example in implementing common tests for respect for diversity. Evaluation of the early implementation of the tests shows a positive impact on the recruitment of women into the service but there is concern over the impact on members of ethnic minorities. The implementation of the NRS has provided a strong evidence base from which to address the issues raised by `The Secret Policeman' and these will be examined in the context of the CRE's inquiry into race equality in the police service.

Next steps/plans

  96.  We plan to review the operation of the NRS on the basis of the first year's experience of its operation. We will consider developing similar standards, based on the Integrated Competency Framework and National Occupational Standards supplied by the JSSC, for CSOs.

Attendance management

Achievements

  97.  £19m has been committed since 2002-03 for the strategy for a healthy police service in order to develop the occupational health capacity of forces. Changes have been made to strengthen the ability of managers to address sickness absence, and guidance issued to occupational health units to enable consistent application of good practice. CRTPs have been used to incentivise good attendance.

Evaluation/benefits

  98.  Sicknees absence has fallen from 12 days per officer and 12.6 days per support staff member in 2000-01 (the year before the Strategy was launched) to 10.4 and 11.7 days respectively in 2002-03. 38 forces have met or exceeded the NPP target for 2006 of 11.5 days sickness per police officer per year, and 25 have met or exceeded the NPP target of 12 days per support staff member per year.

Next steps/plans

  99.  New more challenging targets will be proposed in this year's NPP. Remaining Strategy for a Healthy Police Service funding will be allocated, in part, based on how forces evaluate their spending of previous funds.

COMMUNITY SUPPORT OFFICERS

  100.  The Government's commitment to the introduction of Community Support Officers (CSOs) was explicitly spelt out in the December 2001 White Paper. We have made swift progress since then.

  101.  The Police Reform Act 2002 put the necessary legislation in place—the relevant sections of which were commenced in December 2002. As signalled in the House during the Act's passage, the power of detention for CSOs was commenced, in December 2002, in six pilot forces—the Metropolitan Police Service, West Yorkshire, Lancashire, Devon and Cornwall, Northamptonshire and Gwent. Powers to enable CSOs to issue Fixed Penalty Notices (FPNs) were commenced in November 2003 with further powers to issue FPNs for anti social behaviour coming into force in January 2004.

  102.  We set an initial target of having 4000 CSOs by December 2005. There are now already over 3,800 CSOs on the streets across 38 forces and we hope to reach the target of 4000 CSOs by this autumn. Cumbria will be recruiting its first tranche of six CSOs this year bringing coverage up to 39 forces. They are providing a visible, reassuring presence in communities—typically spending around 70% of their time on patrol. Local evaluations, carried out by individual forces, have shown that CSOs have been well received by communities and are having a positive effect on perceptions of public safety. They are seen by many within the police service as a valuable new resource in supporting police officers in their day to day duties.

Forward look

  103.  As indicated in the Home Office Strategic Plan published on 19 July, we will recruit a further 20,000 CSOs by 2008. We are kick-starting recruitment this year with £50m of new money. As the Strategic Plan also indicates, we will explore ways of empowering local communities to enable, for example, some co-funding of CSOs, if this is what local people or local businesses want. We will manage funding for CSOs as part of the wider development of the Neighbourhood Policing Fund. Is it too early to present the details of how the increase in CSO numbers and the Neighbourhood Policing Fund will be managed, but we are clear that CSOs will play an increasingly important role within the extended police family. The Government is also clear that growth in CSO numbers will not be at the expense of police officer numbers.

  104.  We will consider carefully the findings of the joint evaluation work which has been carried out by HMIC and the Home Office's Research, Development and Statistics Department on the use of the CSO detention power in the six pilot forces. In addition, Ministers are considering the recommendations contained in the HMIC thematic report on workforce modernisation published on 20 July (Modernising the Police Service). We are also developing a national evaluation of CSOs and expect an interim report to be completed by December 2004.

ISSUES RAISED IN POLICING: BUILDING SAFER COMMUNITIES TOGETHER

  105.  The Government sets out below a summary of proposals and questions raised in the four main sections of Policing: Building Safer Communities Together (the full consultation paper published in November 2003 and the shorter questionnaire version published in February 2004), the responses to them and how our thinking on these issues is developing.

  105.  Responses to the consultation papers were constructive and encouraging. We received around 400 responses to the full paper, many of which were the result of wider consultation with local communities, and around 5,000 to the questionnaire which was aimed at the general public. The majority of responses were supportive of the vision behind the police reform programme. We intend to publish a full summary of the responses in early September which will be available to the Committee.

Increasing community engagement

  106.  Increasing community engagement is at the heart of the forward police reform agenda. We asked a series of questions about how we could achieve this and ensure that the police are made more visible and accessible to the public. As a starting point we asked what kind of information on policing communities would find most useful and how it could be distributed. We also asked about how better use could be made of Specials, members of the local community, and community groups such as Neighbourhood Watch; and how the police and business can work more closely together.

  107.  The vast majority of responses to this section were supportive of the desire to increase community engagement and a range of suggestions were put forward in response to the questions asked—some of the main themes are summarised below:

    —  People were less interested in general statistics on force performance and more interested in information on what is happening in their local area such as who their local beat officer is, how to contact them and what the local police are doing to tackle crime. A huge range of suggestions were put forward for how this information could be distributed including newsletters/leaflets through the door, public meetings, internet and through personal contact with local beat officers.

    —  There was felt to be a need for dedicated neighbourhood officers who would not be abstracted to other duties. Greater use of CSOs to increase visibility was welcomed. Public meetings and beat surgeries were welcomed to a point but many wanted contact with the police through everyday interaction in the community.

    —  The use of Specials and other volunteers were broadly welcomed although many in the police service noted that adequate resources were needed to support and maintain volunteer programmes. Suggestions on how to increase numbers of Specials tended to focus on offering incentives and rewards such as payment or time off work in lieu although some went as far as to propose a paid reserve police force.

    —  Suggestions on how to enhance the role of community groups focused principally on improving communications between groups and the police. A similar response was also received to the question on how to ensure that business and the police work more closely together to improve community safety.

  108.  The Home Office strategic plan states that we are aiming to put the law abiding citizen first and includes various commitments aimed at increasing community engagement including:

    —  A fundamental shift to a customer service culture within the service.

    —  Supporting the expansion of neighbourhood policing to ensure better communication with the public, a more proactive way of working, greater responsiveness to citizen's concerns and needs and ensuring local people become part of the solution to local problems.

    —  Freeing up 12,000 officers for front line duties, maintaining record police numbers and supporting the recruitment of 20,000 new CSOs.

    —  Setting minimum standards of information provision on policing for all households eg the name and contact number of the local neighbourhood officer, information on local police performance and crime trends.

    —  Enhancing the role played by community groups and members of the local community eg through the modernisation of Neighbourhood Watch.

    —  Increasing the number and effectiveness of police service volunteers including Specials.

Accountability of policing

  109.  In this section we stated our intention to clarify and strengthen the current accountability arrangements, taking a more "bottom up" approach, and invited views on how this could be achieved. We also invited views on strengthening partnership arrangements and several new proposals including local service level agreements, community advocates, a single non-emergency number and neighbourhood panels.

  110.  There was broad support from the public and from other stakeholders including ACPO, APA, the Police Federation for pursuing a more "bottom up" approach to police accountability and the development of neighbourhood panels. However, it was noted that a one size fits all approach to neighbourhood panels would not be appropriate and that existing bodies such as neighbourhood management schemes should be built on rather than replaced. Most thought that focus should on community safety rather than solely policing. On the issue of direct elections to police authorities there was no groundswell of support.

  111.  Responses indicated widespread support for Crime and Disorder Reduction Partnerships and Local Strategic Partnerships although there was some concern that not all partners currently pulled their weight, that partnerships were not accountable for their performance and the public knew little about their work.

  112.  The concepts of local service level agreements, community advocates and the single non-emergency numbers were broadly welcomed, particularly by the general public. 73% of respondents to the questionnaire welcomed service level agreements, 68% welcomed community advocates and 78% welcomed the single non-emergency number. Community advocates did receive some opposition particularly from police authorities and local authorities who felt that they already performed this function.

  113.  The Home Office Strategic Plan reiterates out intention to develop a more bottom up "neighbourhood accountability system" building on good work by existing panels, forums and other neighbourhood organisations. It outlines various measures being explored including:

    —  enabling neighbourhood bodies who can demonstrate that they represent people in their area to hold police and other services to account;

    —  the development of mechanisms to enable communities to trigger immediate action in response to local concerns;

    —  building stronger accountability mechanisms at district level, strengthening links with local authorities and with CDRPs playing a central role;

    —  strengthening police authority arrangements;

    —  developing minimum standards of service that the public can expect from their police—a broad national framework to be built on at local level;

    —  the development of community advocates to actively help people resolve problems with the police, monitor community concerns and the quality and accessibility of policing services; and

    —  the early introduction of a three digit single non-emergency number.

Operational effectiveness

  114.  In this section we opened a debate on whether the 43 force structure is the right one for today's and tomorrow's policing needs and invited views. We also asked what more could be done to enhance central support to the police service. Common themes in the responses on this section included:

    —  On structures the responses were mixed with some strongly in favour of restructuring, some strongly opposed and many offering a cautious welcome to the debate but noting that a lot more work was needed to gather evidence and look at issues such as greater collaboration. A clear message was that form should follow function. The majority of those who welcomed the debate, including ACPO, acknowledged that that restructuring should not be rushed into and that work was needed to define what capability and capacity a force needed and to assess whether existing forces meet the definition.

    —  The question on central support did not spark a huge number of responses although significantly ACPO did raise the prospect of developing a modernisation agency to drive through change within the service.

  115.  The Government has not yet come to any firm conclusions on the question of force structures. The gap in tackling level 2 crime raised in the consultation paper has been highlighted by the recent HMIC baseline assessment and HMIC are taking forward further work to assess the full scale of the problem and potential solutions to it. HMIC have also been commissioned specifically to look at the issue of force structures and to report their findings by early 2005.

  116.  The Home Office Strategic Plan indicates our wish to establish a National Policing Improvement Agency to drive a culture of self improvement within the service.

Modernising the Police Service

  117.  In this section we set out the Government's approach to workforce modernisation and invited views on building a more unified workforce, achieving a truly representative workforce, improving the leadership and management of the service and also on the concept on earned autonomy. Common themes which emerged in the responses include:

    —  Most respondents welcomed greater use of staff and changes to terms and conditions and regulations to allow forces greater flexibility in the deployment of personnel. A small number opposed changes to terms and conditions notably the Federation.

    —  Career pathways, multiple entry points and changes to the pension system were all identified as important to reform by a number of respondents.

    —  The concept of earned autonomy was favoured by most respondents although ACPO, APA and some police authorities felt that autonomy should be the norm unless performance was poor. Those in favour noted that a strong, transparent and objective measurement base would be needed.

    —  Responses on building a more representative service covered a range of proposals including taking decisive action to tackle racist attitudes and behaviour, effective leadership and training and the need for more flexible working practices to allow people to move in and out of the service. Broad support was also expressed for the new selection process testing race and diversity and for the use of community assessors.

    —  On leadership many in the service noted that leadership success is currently only rewarded with promotion which can lead to a high turnover of leaders and a lack of continuity in communities. There was broad support for the need to encourage leadership development at all levels of the service.

  118.  The Home Office Strategic Plan reiterates our commitment to further modernise the police workforce:

    —  Develop a service which is truly representative of the communities it serves.

    —  Ensure a more flexible workforce with a better richer mix of skills.

    —  Ensure there is good leadership and management at all levels underpinned by proper training and support.

Additional issues

  119.  In addition to the questions and proposals we put forward in the consultation papers many of the respondents also raised other issues which they felt needed to be addressed. These included:

    —  Data sharing: a call for clear guidance on removing barriers to data sharing between forces and crime reduction agencies/partners.

    —  Vulnerable sections of society: the importance of positive engagement with vulnerable groups in particular children and young people.

    —  Professional integrity: ACPO and the Met raised the potential development of a code of ethics for all police officers and staff.

    —  Customer service: several members of the public commented services in police stations and police call handling could be improved.

    —  Financial and internet crime: the need for a greater focus on tackling fraud, corruption and internet based crime.

    —  Road safety: Some responses noted that roads policing was not a central theme of the consultation and should be a priority. Others took an opposing view and thought motorists were unfairly targeted.

  120.  As we have indicated elsewhere in this memorandum, the Government intends to publish further proposals on the overall police reform programme during the autumn.

29 July 2004



9   Policing a New Century-A Blueprint for ReformBack

10   The Role of Police Authorities in Public Engagement-published on 4 November 2003; available at: Back


 
previous page contents next page

House of Commons home page Parliament home page House of Lords home page search page enquiries index

© Parliamentary copyright 2005
Prepared 10 March 2005