Staffordshire 2016Read more about Staffordshire 2016
This is HMIC’s third PEEL (police effectiveness, efficiency and legitimacy) assessment of Staffordshire 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 Staffordshire’s performance will be published in spring 2017.
Wendy Williams, 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?
Staffordshire Police has been assessed as good in respect of the efficiency with which it keeps people safe and reduces crime.
The force generally has a good understanding of its current and future demand.
The force is developing its understanding of the less obvious areas of demand, including hidden demand. However, under recording of some offences may be undermining the forces efforts to develop a more detailed understanding of the full scale and extent of the totality of demand. The force is aware of shrinking partner resources and capacity and is actively engaged with partners to develop a shared understanding of the potential impact on joint working arrangements. The force understands the importance of directing resources towards the highest risks and reviews this systematically. The force is very focused on benefits realisation and has in place effective systems and processes to conduct benefits realisation monitoring across a broad range of business areas to drive efficiency. The force shows a strong commitment to working collaboratively with public and private sector partners, but has less focus on collaborative arrangements with other police forces.
Although the force is planning well for demand in the future, its plans are not yet fully developed. The next phase of the force’s transformation programme is ambitious and it has identified a number of significant work streams for development. Detailed work is necessary to enable the force to assess the extent to which its change programme will transform the way it manages demand and secures efficiencies. The force’s future financial plans are being drawn up in close collaboration with the office of the police and crime commissioner. In devising these plans, the force is making realistic and prudent assumptions about future income and costs.
How legitimate is the force at keeping people safe and reducing crime?
Staffordshire 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 this respect.
The communities of Staffordshire are treated with fairness and respect, and the force acts on public feedback to improve how it treats people. Good structures and processes are in place to make sure that the workforce behaves lawfully and ethically, but more needs to be done to improve post-employment vetting arrangements. There is a strong focus on workforce wellbeing and the force responds effectively to issues and concerns raised. Improvements are needed to its performance review processes.
Staffordshire Police treats the people it serves with fairness and respect. The force is responsive to the make-up of its community and adjusts its approach to engage with and seek feedback from groups who are difficult to reach.
The force would benefit from a more structured approach to analysing feedback. This would enable it to prioritise those issues that have the greatest impact on public perceptions, and to understand whether its efforts to improve the way it treats people are making a difference.
The force ensures that its workforce behaves lawfully and ethically. It is effective at identifying threats to integrity and has the necessary processes in place to intervene early. The force should develop a robust process for post-employment vetting arrangements. The force frequently uses a range of effective methods to identify the areas which affect its workforce’s perceptions of fair and respectful treatment. The force undertakes effective and timely action in response to issues raised, such as the need for increased transparency of promotion processes.
Staffordshire Police has a clear and authentic focus on wellbeing and was the first force in England and Wales to achieve Workforce Wellbeing Charter accreditation.
A substantial number of the workforce have not completed a performance review and the force needs to develop its governance and scrutiny arrangements to ensure the performance review process is consistently and fairly applied.
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.
Staffordshire Police has a clear understanding of its leadership expectations. The force’s leadership principles were developed in consultation with the workforce and are both clearly defined and well understood.
The force’s approach to leadership development is inconsistent. It provides a range of development opportunities, but relies on individuals and line managers to identify leadership training needs. Inconsistent use of performance reviews means the force does not fully understand its leadership capabilities and gaps, although it has introduced two new schemes to help address this. The force could make more use of recruitment methods such as Direct Entry.
The force displays leadership by encouraging innovation, with new ideas and new approaches shared via knowledge exchange groups and practitioners’ panels. It also works with academic institutions, professional bodies and other forces to review its practices. The force understands the importance of being representative of its communities and continues in its efforts to recruit more individuals with protected characteristics (such as age, race, sex, disability), as well as employing external candidates with skills that the force currently lacks. It is also making progress towards building diverse leadership teams.
This section sets out the reports published by HMIC this year that help to better understand the performance of Staffordshire Police.