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Norfolk PEEL 2016

Efficiency

How efficient is the force at keeping people safe and reducing crime?

Last updated 03/11/2016
Good

Norfolk Constabulary has been assessed as good in respect of the efficiency with which it keeps people safe and reduces crime. The force’s understanding of the current and likely future demand for its services is outstanding. It prioritises its activities effectively to manage demand and collaborates widely to achieve savings and improve services. It has sound financial and organisational plans and continues to identify savings and to invest in the future. In last year’s efficiency inspection, Norfolk Constabulary was judged to be outstanding.

Norfolk Constabulary is continuing to provide a cost-effective and efficient service to the public that keeps people safe and reduces crime. The force’s understanding of current and future demand for its services is outstanding and has highly effective processes to continue to develop its understanding. It is involved in the Better Policing Collaborative, a joint venture involving a number of universities as well as the organisation Skills for Justice, which gives it a better understanding of what works and allows it to make future decisions based on strong evidence. It has effective processes to help it understand and lessen the likely effect on its services of reducing resources in other agencies it works with. The force has a clear focus on protecting the vulnerable and identifying those crimes that victims may be reluctant to report, such as domestic abuse and modern-day slavery. Through consultation with the public, the force has a good understanding of the public’s expectations.

The force is good at using its resources to manage current demand. It makes effective decisions about using its resources in line with police and crime commissioner and force priorities. Its collaboration with other police forces, emergency services and public-sector organisations to provide savings and better services to the public is impressive, and includes sharing premises, costs and staff. In a collaboration with Suffolk Constabulary, three large software platforms have been installed across both forces to improve interoperability, reduce costs and increase efficiencies. The force uses software to model demand and staffing levels, but it needs to continue to develop its understanding of its workforce’s capabilities and identify and swiftly address any gaps to ensure it has sufficient capacity and capability to manage demand. It has a good understanding of the costs of its services, and is working with external consultants to help it understand what its spending achieves. The force continues to look for ways to improve its efficiency and save money.

Norfolk Constabulary is good at planning for demand in the future. It has developed financial and organisational plans that are practicable, credible, based on sound planning assumptions and focused on changing the way the force provides and improves services for the public. However, the force needs to ensure that it has identified the future skills required by the workforce to implement these plans.

Norfolk Constabulary has an impressive record of collaborating with other police forces and other public-sector organisations such as Norfolk Fire and Rescue Service, local councils and mental health practitioners to improve the services it delivers. Although it is good at realising the benefits of its investment in most areas, it needs to do more to realise fully the benefits from its investment in ICT. However, its ability to fully utilise mobile technology is hampered by poor 3G and 4G coverage in the region.

Questions for Efficiency

1

How well does the force understand the current and likely future demand?

Norfolk Constabulary has been assessed as outstanding in how it assesses its current and likely future demand. The force has rigorous and highly effective processes in place to challenge itself continually to understand demand and inefficient activities through the Norfolk 2020 Challenge Programme. The force works with others and academic institutions to identify and evaluate what works through the Better Policing Collaborative. It has effective processes in place to identify and lessen the effect of reducing resources in other agencies it works with and has a good understanding of the public’s expectations.

Outstanding
2

How well does the force use its resources to manage current demand?

Norfolk Constabulary is good at using its resources to manage current demand. It makes effective decisions about how it uses its resources in line with the PCC’s and force’s strategic priorities.

The force is continually improving the way it works to improve the service it provides to the public, reduce demand and reduce costs. It has an impressive record of collaborating with other police forces and other public-sector organisations to provide a more joined-up service to the public. The force has effective arrangements in place to understand the consequences of change on its service provision, but could do more to ensure it realises the benefits of its investment in ICT. The force needs to continue to develop its understanding of the current capabilities of its workforce. It should also identify and swiftly address any gaps to ensure it maintains sufficient capacity and capability within its workforce to manage demand.

Good

Areas for improvement

  • Norfolk Constabulary should develop a better understanding of how the benefits of investing and using ICT affect its ability to meet current and likely future demand efficiently, with a view to updating its ICT strategy.
3

How well is the force planning for demand in the future?

Norfolk Constabulary is good at planning for future demand. The force has developed financial and organisational plans that are practicable, credible, based on sound planning assumptions and focused on changing the way the force provides and improves services for the public. However, the force needs to ensure that it has identified the future skills required by the workforce to implement these plans.

The force has a sound approach to implementing new technology with Suffolk Constabulary, but needs to do more to ensure it realises the benefits of its ICT systems so that its staff can become more efficient. The force continues to identify savings by continuously reviewing how it could improve the services it delivers to meet its future savings requirements, and by investing in change to help it to meet future demand and public expectations. It has an impressive track record of working together with other police forces and agencies to improve its current and future efficiency.

Good

Areas for improvement

  • Norfolk Constabulary should undertake appropriate activities to fully understand its workforce’s capabilities, in order to identify any gaps and put plans in place to address them. This will enable the force to be confident in its ability to efficiently meet current and likely future demand.