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North Yorkshire PEEL 2016

Efficiency

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

Last updated 03/11/2016
Good

North Yorkshire Police has been assessed as good in respect of the efficiency with which it keeps people safe and reduces crime.

HMIC found North Yorkshire Police to have a very good understanding of present demand and a good understanding of potential future demand. The force is developing a systematic approach to understanding demand more fully and managing it more effectively, as well as developing its ability to undertake predictive analysis. The force uses its operating model to allocate available resources to force and national priorities, taking account of known and predicted levels of demand. At the operational level, the force uses an assessment process in the control room that helps officers and staff identify the most appropriate response to each incident. The use of this assessment process is also being extended to officers and staff on the front line.

The force’s medium-term financial and people plans are well aligned with the force’s analysis of demand. Governance arrangements are in place to enable management and monitoring of the finance and people plans. Internal and external audit arrangements are in place and provide a high level of confidence that the force will implement these plans successfully.

Questions for Efficiency

1

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

North Yorkshire Police has used a variety of methods, including consultation with local communities and the analysis of available information, to develop a very good understanding of the present level of the demand it faces. It also has a good understanding of likely potential future demand. The force is working on behalf of the police service nationally to develop the Nexus process, a systematic approach to understanding the complexity and effect of demand, in order that it can be managed more effectively. The process will include the ability to undertake predictive analysis.

The force has well established relationships with other public sector partners. It understands the limitations on its partners and how this might affect demand for its services. For example, the force is working with partners to tackle the root causes of problems to reduce repeat demands on services and it is working collaboratively with mental health professionals to provide more rapid interventions to people in crisis.

Good
2

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

North Yorkshire Police makes good use of its resources to manage current demand.

At the strategic level the force uses its operating model to allocate available resources to force and national priorities, taking account of known and predicted levels of demand for police services. At the operational level, the force has embedded the THRIVE assessment process (threat, harm, risk, investigation, vulnerability and engagement) in its control room and is extending its use to the front line.

The force has a scheduled programme of internal audit to evaluate change initiatives and uses its links with local universities to provide external academic rigour to the evaluations.
The force has a good understanding of the current skills and capabilities of its workforce and has mechanisms in place to manage the deployment of resources across the force; however, we found evidence that existing gaps in capability and capacity were having a negative effect on staff.

The force has a number of established arrangements for collaborative working and actively considers new opportunities for collaborating with others. It understands and can demonstrate the effectiveness or otherwise of joint working and collaboration and formally evaluates the effect of change projects to assess whether the expected benefits have been realised.

Good
3

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

The force’s medium-term financial and people plans are well aligned with the analysis of demand undertaken to inform its operational policing model.

Governance arrangements are in place to enable management and monitoring of the finance and people plans. Internal and external audit is in place and both have a high level of confidence in the implementation of the force’s plans. The auditors found that the medium-term financial plan was based on reasonable, credible and evidenced assumptions.

The force has an affordability group which is chaired by the chief constable and oversees resourcing and investment decisions. By continuing to implement some savings identified in order to meet reduced budgets, the force has been able to maintain investment in priority areas.

Good