Police Management Performance Management: Comparison Term Paper

Excerpt from Term Paper :

(NCPP 2004)

II. Performance Management in England and Wales:

In Wales and England the National Policing Plan 2004-2007 was published in November 2003 with the stated aim of the plan being to: "Deliver policing to high national standards and for communities to be increasing engaged in the policing of their area." The stated plan is inclusive of a "framework for local police planning in England and Wales over the next three years." Within the scope of the plan are 'five key priorities' for the police service' which are: Provision of a 'citizen focused service to the public'

Tackling anti-social behavior and disorder as well as continuing to bring a reduction to 'burglary, vehicle crime, robbery and drug related crime' are said to be in line with the Government's Public Service Agreement targets Stated as the Performance Police Authority Role is the holding together of the police force on behalf of accountancy for the community stating that "effective performance management is central to the role of police authorities given their statutory duties to: secure the maintenance of an efficient and effective police force; and achieve continuous improvements in police performance (best value) Secondly, "police and local government legislation set out a clear performance management framework for the police service based on: National and local planning and priority setting; and securing continuous improvements in local policing services (best value); and the police performance assessment framework (PPAF) comprising national statutory performance measures and associated mechanism for comparing performance, including through most similar force, BCU and CDRP groupings; and robust target-setting and performance measurement; and reporting performance to all people. Authorities of police in England and Wales is listed as being clear responsibilities for performance management and monitoring within this statutory framework including: "consulting local people to find out what they think are the most important things police should be doing; and setting local policing priorities in the light of that consultation; and establishing performance measures and setting targets for both national and local priorities; and holding the police budget and determining the allocation
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of police resources to meet priorities; and producing and publishing three-year strategy and annual local policing plans which bring together priorities, targets and resources and tell people what they can expect. Inclusive is monitoring and managing performance, ensuring that all police functions undergo 'rigorous best value reviews', holding the police for accountable, and reporting back to the local citizens on the performance of the law enforcement. (NCPP 2004)

Conclusion:

Based on reports released over the last decade 'outcome' based performance management is taking hold throughout the U.S. And in other countries such as Australia and as was demonstrated by this work, 'outcome' based performance management is being utilized in England and Wales. The concept of 'best value' and of the community knowing what it is that they are paying for as to the service rendered by local law enforcement is the choice in performance management that is growing in popularity on a world-wide basis due to its effectiveness and efficiency.

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Sources Used in Documents:

Bibliography

Eigerman, M.R. 1988, "Who should be responsible for business strategy?" Journal of Business Strategy, vol. 9, no. 6, p. 40.

Gummer, B. 1992, "Ready, fire, aim! Current perspectives on strategic planning,"

Administration in Social Work, vol. 16, no. 1, p. 89.

Cross, K.F. & Lynch, R.L. 1992, "For good measure," CMA Magazine, vol. 66, no. 3,

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