Merseyside 2016Read more about Merseyside 2016
This is HMIC’s third PEEL (police effectiveness, efficiency and legitimacy) assessment of Merseyside 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 Merseyside’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?
Merseyside Police has been assessed as good in respect of the efficiency with which it keeps people safe and reduces crime. The force has an excellent understanding of the current demand on its services, and a good understanding of potential future demand for services. It uses its resources well to meet demand and to plan for future demand and investment.
Merseyside Police is judged as being good, with elements of outstanding, in its ability to understand demand, use its resources well to meet that demand and plan for future demand and investment.
The force has an excellent understanding of the current demand on its services, bases all its organisational plans on this, and has used it to shape its new operating model. We were also impressed with the force’s business modelling of the demand on its services for investigative work. The force acknowledges that it could have a better understanding of demand that is less likely to be reported. It is continuing to improve the efficiency of its internal processes to reduce demand.
The force has a good understanding of the public’s expectations, and consequently has made a commitment to maintaining a neighbourhood presence. It uses its resources well to manage demand. It collaborates with partner agencies to reduce demand and costs, including by working with them to deal with the most frequent users of their services.
The force resources its digital activity appropriately, with further development planned, but it could understand more fully through which digital channels its communities want contact with the police. It works well with the emergency services in its area and collaborates with two other forces. Effective planning has enabled the force to make savings to meet existing demand, to invest for the future, and build up strong reserves.
The force aims to improve the way it manages demand on its services through its new operating model, which recognises potential demand for services and the impact of possible reductions in partner resources. It has ambitious plans to phase in the new operating model between 2017 and 2020, representing a radical transformation to the structure of Merseyside Police and how it operates.
How legitimate is the force at keeping people safe and reducing crime?
Merseyside Police has been assessed as good in respect of the legitimacy with which it keeps people safe and reduces crime.
Merseyside Police is good in the way it deals with the public, treats its workforce and how it promotes ethical and lawful behaviour among its workforce. It treats the people that it serves and its officers and staff with fairness and respect. The culture of the organisation reflects this through its fair and respectful treatment of people, and ethical, lawful approaches to integrity. The organisation’s fair and respectful treatment of its workforce and its concern for welfare and wellbeing of officers and staff also demonstrate this. Senior leaders actively promote the force’s values.
Merseyside Police continues successfully to reinforce messages to its workforce about how important it is to treat people with fairness and respect. The force regularly seeks feedback about how the public perceives that they are treated by its officers and staff and whether this is fair and respectful treatment. To do this, it has formal and well-established arrangements in place for independent advice and challenge. The force’s governance structure oversees and monitors whether officers and staff treat the public in a fair and respectful way. However, it could do more to understand how the wider public, particularly those of the public who do not come into contact with the police, perceives whether Merseyside Police officers and staff are treating people fairly and respectfully.
The force continues to ensure that its workforce behaves ethically and lawfully.
The workforce understands what serious corruption is and how to report it. The force has effective methods to deal with potential corruption and continues to make sure that its IT systems are secure. The force monitors risks to the integrity of the organisation well through its comprehensive vetting of officers and staff. It identifies the early warning signs of corruption by sharing information appropriately, both internally and with other forces. The force deals robustly with cases of abuse of authority for sexual gain.
Merseyside Police understands well the importance of wellbeing for its workforce. It analyses its management information and has a good understanding of the wellbeing risks to the organisation. It uses this analysis to provide wellbeing services for its workforce and is making further investment in this area.
Merseyside Police is not able to demonstrate whether its individual performance assessment process is effective. Its process is based on the assumption that an officer or member of staff is competent, with the performance development process used mainly in the context of poor performance or when an officer or staff member is applying for promotion. We found some examples of good informal performance assessment, but we also found officers who had not had an assessment of their performance for three to four years.
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.
Merseyside Police has established what it expects from its leaders and communicates this so that the whole workforce is aware of and understands the force’s expectations. The overwhelming consensus in the workforce is that the force is open to challenge and that everyone can speak freely. We found that the force has developed its understanding of overall leadership by looking at and analysing the results of the force’s people survey. However, it still has more work to do to understand leadership capability, particularly below middle management level.
The force supports its leaders through leadership development programmes but it could do more to develop a force-wide talent management scheme, which it can use to identify and develop the skills of the officers and staff who have the highest potential. The force has used recruitment successfully in order to acquire the leadership skills and experience which it needs in the immediate term, and is now concentrating on recruiting and selecting the number of operational officers it needs for its new operating model in 2017. The recruitment and selection is weighted towards an assessment of operational competence and experience, which might limit the scope that the force has to build balanced and effective teams.
Merseyside Police actively looks outside the force for new ideas, learning from ‘what works’, and from other forces. It has created an open and innovative culture that welcomes new ideas from police officers and staff at all levels. It has progressed well with disseminating learning both internally, and to other forces. The force is aware of the need to reflect diversity in its leadership teams and has made some progress towards this. Its development of diverse leadership teams is limited, because it is based primarily on the protected characteristics and on operational skills and experience. The force is potentially missing opportunities to develop truly diverse leadership teams.
This section sets out the reports published by HMIC this year that help to better understand the performance of Merseyside Police.