Humberside 2016Read more about Humberside 2016
This is HMIC’s third PEEL (police effectiveness, efficiency and legitimacy) assessment of Humberside 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 requires improvement.
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 Humberside’s performance will be published in spring 2017.
Michael Cunningham, 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?
Humberside Police has been assessed as requires improvement in respect of the efficiency with which it keeps people safe and reduces crime.
Although the force has improved its understanding of demand and the way in which it manages calls from the public since the last inspection, HMIC found that Humberside Police’s approach to managing demand is a cause of concern. It needs to make more effective use of its current resources and do more to improve the way it plans to meet future demand.
Humberside Police has some understanding of reactive demand based on recorded incidents and crime; it also has some understanding of preventative demand based on its analysis of demands from key crime types and its internal review of neighbourhood policing. This is an improvement in the force’s position since our last efficiency inspection in 2015. The force can do more to develop its understanding of current and likely future demand, particularly working with partners.
The force has taken some steps to match better its resources to demand, it now has improved its response to calls from the public and more officers are available to attend incidents because of the changes in the shift pattern and flexible working arrangements. However, the service to the public is inconsistent and can be poor on occasions because the workforce plan is still not properly aligned to the operating model. The rostered number of officers is below the minimum identified as necessary to meet uniform and detective responsibilities. On occasions priority incidents are attended late or unallocated, meaning services to the public are not consistently meeting the standards set by the force.
The force has a medium-term financial plan based on sound assumptions. It has identified workforce gaps that it is starting to fill and its properly funded ICT strategy is designed to deliver increased efficiencies and improved services for the public.
How legitimate is the force at keeping people safe and reducing crime?
Humberside Police has been assessed as good in respect of the legitimacy with which it keeps people safe and reduces crime.
Humberside Police understands the importance of treating the people it serves with fairness and respect, actively seeking feedback and challenge from the community about the extent to which it does so. The force has a good understanding of local and national corruption threats, and has a robust vetting process in place.
Humberside Police understands the importance of treating the people it serves with fairness and respect. This is intrinsic to its vision and values, which are well understood by the workforce. The force actively seeks feedback and challenge about the extent to which it treats members of the public with fairness and respect, including those from new or emerging communities and those groups that have less trust and confidence in the police.
The force listens to and acts on information from communities, the Independent Police Complaints Commission, independent custody visitors and others within discrete business areas. However, the force website does not describe the force’s accumulated activities in response to feedback to improve treatment and fairness.
The force has a good understanding of local and national corruption threats, and these have informed its intelligence requirements and prevention activities. The force has a robust vetting process, including reviews in advance of a role change or promotion. It clarifies and reinforces expected standards of behaviour to those in post using, for example, posters and proactive professional development days to discuss ethical dilemmas.
The force has a good range of approaches to gather timely intelligence, in line with approved practice, but it could do more to identify officers who have abused – or are at risk of abusing – their authority for sexual gain.
The force publicises misconduct hearings for police officers and police staff, and shares the outcomes internally with staff and on the force’s website. It has also acted on all five recommendations from HMIC’s 2014 police integrity and corruption inspection.
The force has a range of methods – including a staff forum – to identify issues that affect the workforce’s perceptions of fair and respectful treatment, but it could do more to show how feedback has been used to make improvements.
The force values the benefits of workforce wellbeing and has established good provision to support it. Supervisors are adequately prepared and supported in their wellbeing responsibilities.
The force’s individual performance assessment process was not effective at the time of the inspection. It launched a new one in June 2016. The force’s processes to tackle poor individual performance were unsatisfactory.
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.
Humberside Police is currently investing considerable effort and resources to develop its leadership strategy and ‘Leading Together’ programme. The force has involved its workforce in developing clear leadership expectations. HMIC found that, despite these efforts, awareness is still inconsistent across the workforce, particularly among operational officers. The force is aware that police staff have yet to be included in the process. In addition, the force does not collect evidence systematically about the individual performance of officers and staff, partly because the current performance appraisal process is ineffective. The force has recognised this, and, at the time of our inspection, was implementing a new system to be launched in June 2016. This aims to identify strengths and development areas, and also to provide information to improve the continuing professional development of the workforce.
The force has introduced a leadership development programme, but has yet to evaluate it. It is positive that the force has started to assess the impact of individual aspects of the programme by using personality type profiling and by providing in-depth feedback so that officers can identify areas for development. Humberside Police has a more limited and less systematic method of identifying future leaders than some other forces. The force has engaged with the national Direct Entry scheme at police inspector level, and the internal Fast Track to inspector programme. However, it does not have a wider talent management system to identify and develop potential future leaders within its existing workforce.
The force is seeking new ideas and ways of working from across the police service, academia and industry, as well as collaborating with local police forces. It searches for, and uses ideas which have been suggested by officers and staff. It has run recruitment exercises and has used other means of attracting new talent to the force, but these do not appear to be linked to a clear sense of what the force needs in the future. In addition, although the force has an understanding of diversity within its leadership teams which extends beyond protected characteristics, we found that at the moment the force is not doing enough to ensure that it is building diverse teams through recruitment or selection processes.
This section sets out the reports published by HMIC this year that help to better understand the performance of Humberside Police.