Copyright 2010, The World Bank Group. All Rights Reserved. Uses of Statistics on Crime, Justice & Security Part 1 Crime, Justice & Security Statistics

Copyright 2010, The World Bank Group. All Rights Reserved.

Uses of Statistics on Crime, Justice & Security

Part 1

Crime, Justice & Security Statistics

Produced in Collaboration between World Bank Institute and the Development Data Group (DECDG)


Summary of Module

Collecting Statistics is expensive. This money will be wasted unless the figures are used properly.

There are three main uses of Statistics on crime, justice and security:

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1. Statistics to manage agencies effectively

The following is needed to manage each agency effectively:

1. Measures of workload and resources, especially personnel2. Indicators of work carried out by agency3. Indicators of work not carried out: eg crime not solved: cases

delayed.4. Statistics for each area of the country to show that each area gets

its fair share of service.5. Mechanism for getting figures to managers in a routine fashion6. Statistical training for managers

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Workload and Resource Statistics

Statistics needed each geographic area

Workload Resources

Police 1. Crimes recorded, by type

2. Traffic incidents

1. No of police

2. Cost of police

Prosecution 1. Cases from police

2. Cases sent to the court

1. No. of prosecutors

2. Cost of prosecutors

Courts 1. Cases received

2. Cases disposed of

1. No. magistrates, staff

2. Cost of courts

Probation 1. Probation cases from the courts, by offence

2. Community service orders

1. No. probation officers

2. Cost probation

Prisons 1. Prisoners in prison, by type

2. Prisoners on remand

1. No. prison officers

2. Cost of prisons

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Indicators needed by managersFor each geographical area Indicator

Police 1. Crime recorded per policeman

2. Crime solved per policeman

3. Crimes not solved per policeman

Prosecution 1. Cases processed per staff member

2. Cases returned to police per staff member

3. Cases successful in court per staff member

Courts 1. Case load per staff member

2. Fines collected by the court

3. Average waiting time in prison

Probation 1. Case load per officer

2. Cases successfully completed per officer

Prisons 1. Prisoners per police officer

2. Overcrowding of prisons

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Getting statistics to managers

1. A mechanism is necessary to do this such as a statistical bulletin, briefing note or routine meeting

2. This will need to be at least monthly3. It should be short and include only a brief selection of figures4. It also needs a commentary and charts to make the figures easier

to read5. Managers will need to be trained in the use of figures. They also

need to feedback their needs for new figures and different ways of presentation.

6. Getting statistics to managers is entirely different from publishing the figures to the Parliament and the public which need not be done so frequently .

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2. Using Statistics for public accountability

1. The main customers for statistics are the Parliament, the media, the general public and International bodies

2. Members of Parliament should have summary figures presented to them in an annual report.

3. The media need to have summary figures presented to them, probably annually, in easily read form, often at a press conference where questions can be asked.

4. The general public will generally get their figures via the media. 5. International bodies such as the UN usually ask for data in their

own questionnaires and this is covered in Module 10.

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Types of statistics required for public accountability

Simple summary statistics, in the form of indicators of performance, should be published to show the effectiveness of the justice system: eg:

1. Police, Prosecutors, Courts1. Clear up/complete at least X% of cases reported to them2. Complete cases within a particular time3. Maintain public confidence

2. Prisons: 1. reduce overcrowding: 2. improve health: 3. retrain prisoners

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Setting targets and producing action plans

1. Public accountability often includes setting an action plan for improvement

2. Statistics are an essential part of this3. Targets can be set for future years based on the indicators of

performance set in the previous slide4. Regular publication would show whether the targets had been met 5. It would also be an essential starting point for discussion on the

need for resources in different parts of the justice system.

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Action plan for using Performance measures

1. Agree in advance which indicators to use2. Publish this list, together with a base line of current values of the

indicators.3. Measure work load of staff on a regular basis4. Record measures of success: eg clear-ups: cases finished5. Record the main time delays for courts.6. Conduct surveys to obtain public confidence measures in current

situation and how the situation is developing.

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3. Using Statistics for policy development

There are several reasons for wanting to change policy:

1. To save money for the government2. To react to social changes (population change, tourism, drugs,

terrorism, organised crime.)3. To use technical developments more efficiently (fingerprints, DNA,

electronic monitoring)4. Because police, courts, prisons are getting overwhelmed by

burden, with resulting inefficiencies.5. To get more control over the CJ process

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Who starts off case for change

Policy change can be started off by many different areas of thejustice system: eg.

1. The finance ministry may seek for savings2. Politicians and senior officials may wish to pursue legal reform3. Operational agencies (police, prosecutor, judiciary, probation,

prison) may wish to be more efficient4. Public commentators may exert pressure for change5. Other countries may seem to be coping better with similar

problems

However, Statisticians are central to all this as they have accessto the figures and can see where things are not as efficient as theymight be and can forecast what will happen in the future

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Documents

Copyright 2010, The World Bank Group. All Rights Reserved. Uses of Statistics on Crime, Justice & Security Part 1 Crime, Justice & Security Statistics