Essex 2016Read more about Essex 2016
This is HMIC’s third PEEL (police effectiveness, efficiency and legitimacy) assessment of Essex Police. PEEL is designed to give the public information about how their local police force is performing in several important areas, in a way that is comparable both across England and Wales, and year on year. The assessment is updated throughout the year with our inspection findings and reports.
The extent to which the force is effective at keeping people safe and reducing crime: not yet graded.
The extent to which the force is efficient at keeping people safe and reducing crime is: good.
The extent to which the force is legitimate at keeping people safe and reducing crime is: good.
The efficiency and legitimacy inspection findings are published below. My overall assessment of Essex’s performance will be published in spring 2017.
Zoë Billingham, Her Majesty’s Inspector of Constabulary
How effective is the force at keeping people safe and reducing crime?
PEEL assessments are updated throughout the year, as the results of the different inspections and data collections become available. The graded judgments for effectiveness will be published in March 2017. See last year’s assessment of the force’s effectiveness.
How efficient is the force at keeping people safe and reducing crime?
Essex Police has been assessed as good in respect of the efficiency with which it keeps people safe and reduces crime. The force has a detailed understanding of the demand on its services and is evaluating how demand may change in the future. It has improved how it uses its resources to manage current demand since last year, but the force could still do more. Essex Police has a good track record of delivering savings. It has an ambitious financial plan that should lead to savings and greater efficiency, while also improving services. In last year’s efficiency inspection, Essex Police was judged to be good.
Essex Police has maintained its efficiency in keeping people safe and reducing crime since HMIC’s inspection in 2015. The force is good at understanding current demand through using an extensive range of management information. Its recent comprehensive mapping exercise to identify all current demand allows future demand to be modelled, based on local and national crime trends. The force has also developed a sophisticated understanding of new, emerging and hidden demand, including cybercrime, hate crime and female genital mutilation. It has developed a new strategy for tackling digital crime and is looking into disability hate crime and hate crime in sport.
The force is working with the children’s charity Barnardo’s and local authorities to improve the identification and reporting of female genital mutilation. It is making good progress in evaluating likely future demand and the impact, scale and likelihood of future risk, and is working closely with partner organisations to understand how reducing resources may affect services and what action should be taken.
Essex Police is also good at making sure it has the right number of properly trained officers and staff in the right place to provide an effective service to the public. The force regularly looks for ways to identify inefficient activities and its transformation programme uses demand and process mapping to identify and resolve such inefficiencies. It has mature and effective processes to assess the cost of services in relation to the quality and level of outcomes.
The force has improved its management of demand since HMIC’s 2015 inspection, with good reductions in unresolved open incidents and suspects who have yet to be investigated, but needs to do more. It does have a comprehensive understanding of workforce skills. The force’s detective capacity and capability was found to be low in last year’s inspection and is now improving. Essex Police has an extensive, mature and expanding collaboration with Kent Police and they have ambitious joint plans for mobile devices later in 2016.
Essex Police is also good at planning for future demand. Its plans are ambitious but credible and realistic, and are informed by a good understanding of the force’s future challenges. The medium-term financial plan is based on realistic and prudent assumptions about future income, costs and benefits and it links to the workforce plan and planned increase in digital capabilities. Future investment plans are designed to achieve greater efficiency and service improvement.
The force has a good track record of delivering savings, despite being one of the lowest-funded forces. It has an ambitious plan to 2019/20 to deliver savings of £43.9m across a wide range of budgets, but mainly in the back and middle office functions. It is also aiming to realise major savings through changes to its estate. Essex Police has a strong track record of joint working, primarily with Kent Police but also as part of a seven-force strategic collaboration that seeks to find efficiencies in operational, middle office and support services. The force is also part of the Athena programme, in which nine forces have jointly obtained a new integrated single policing system . If the force successfully implements all of its plans, it will have a solid and sustainable base for the future.
How legitimate is the force at keeping people safe and reducing crime?
Essex Police has been assessed as good in respect of the legitimacy with which it keeps people safe and reduces crime. Our findings this year are consistent with last year’s findings, in which we judged the force to be good in respect of legitimacy.
The force understands the importance of treating the public and its workforce with fairness and respect. It is good at identifying, understanding and responding to issues that might undermine public confidence and satisfaction. The force has a clear focus on the wellbeing of its workforce.
Essex Police is good at treating the people it serves with fairness and respect. It has clear and well-established vision and values, which are in line with the Code of Ethics, and understood across the workforce. The force seeks feedback and challenge, especially from those who have less trust and confidence in the police or who may be less likely to express their views, and works hard to make improvements. It uses a wide variety of methods to communicate with the public, including through its website and meetings with the community, independent advisory groups and the organisation Victim Support, and makes good use of social media.
The force is determined to understand the issues that are important to its communities. Lessons learned are shared widely across the force and are used to inform training. Victim satisfaction with overall treatment by the force is lower than the England and Wales average, but the force is striving to improve. The force’s stop and search process is scrutinised by independent panels, including a youth panel.
Workforce vetting processes are good. Although there is a vetting backlog, the force has a reasonable plan to deal with this, based on minimising risk. The force provides up-to-date details of disapproved officers to the College of Policing. Acceptable and unacceptable behaviours are emphasised and clarified for the workforce regularly, underpinned by training that includes ethical dilemmas. While the force has the ability to review and manage many risks to the integrity of the organisation, it needs to do more work, including updating its control strategy, before it can be satisfied that it can manage all such risks.
Essex Police and its workforce have a good understanding of abuse of authority for sexual gain (taking advantage of a position of power to exploit vulnerable victims of crime) and it is treated as serious corruption. The force ensures that it publicises the outcomes of misconduct and corruption cases.
The force is good at seeking the views of the workforce, including volunteers, using suggestions schemes, face-to-face meetings and staff surveys. However, it is slow to publicise the actions taken in response to surveys. Officers and staff can obtain advice and guidance around issues of unfairness.
With a clear focus on wellbeing, that is perceived to be authentic by the workforce; the force uses a variety of measures to support workforce wellbeing, including both mental and emotional wellbeing, and to prevent problems escalating. For example, wellbeing training aims to develop individual resilience by equipping staff with strategies and tools to deal with the everyday pressures of life and work. The force has effective personal performance arrangements in place, but the use and quality of these is mixed and could be improved. The performance improvement unit, however, provides an excellent support service for performance and attendance issues.
How well has the force performed in our other inspections?
In addition to the three core PEEL pillars, HMIC carries out inspections of a wide range of policing activity throughout the year. Some of these are conducted alongside the PEEL inspections (for instance, our 2016 leadership assessment); others are joint inspections.
Findings from these inspections are published separately to the main PEEL reports, but are taken into account when producing the rounded assessment of each force's performance.
Police leadership is crucial in enabling a force to be effective, efficient and legitimate. This inspection focused on how a force understands, develops and displays leadership through its organisational development.
Essex Police is working closely with its workforce in developing its leadership expectations, alongside effective communication across the workforce, through a variety of methods. The force is developing its approach to enable a more sophisticated appraisal of the individual and team skills and capacity throughout the force. The force has a good understanding of the gaps and areas for improvement in its leadership capability.
The force has demonstrated its ability to respond quickly and effectively when a leadership problem is identified. It has a well-considered and coherent approach to leadership development, which includes employing a ‘talent manager’ to develop talented officers and staff through a range of courses and development opportunities. The force has a very good development programme which is exclusively for members of police staff.
Essex Police is very proactive in seeking out and sharing new opportunities for improvement, both externally and internally. Officers meet regularly with the seven forces in the south east area to discuss new and innovative practices. The workforce is encouraged to put forward suggestions for innovation and improvement.
Although the senior team in Essex Police has a clear understanding of diversity in the context of protected characteristics, such as age, disability, or gender reassignment, there are not enough black, Asian and minority ethnic (BAME) people in the workforce, particularly in middle and senior management roles. The force has adopted a wider definition of diversity, to include background, skills, experience, and personality types, to create more effective leadership teams. Substantial work is taking place to increase the diversity of the force and its leadership, including Direct Entry at the superintendent level.
This section sets out the reports published by HMIC this year that help to better understand the performance of Essex Police.