Sussex 2016Read more about Sussex 2016
This is HMIC’s third PEEL (police effectiveness, efficiency and legitimacy) assessment of Sussex 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 Sussex’s performance will be published in spring 2017.
Zoë Billingham, 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?
HMIC found that Sussex Police is good at working efficiently to keep people safe and reduce crime. The force has a good understanding of demand, which has been clearly reflected in the way it has designed its current and future operating model.
The force recognises that it needs to continue to improve its ability to seek out demand in relation to crimes that are less likely to be reported. HMIC is pleased to note that collaborative arrangements are planned which will enable the force to continue to direct resources towards reducing crime and to develop a greater understanding of this ‘hidden’ demand.
The force has reduced the numbers of officers and police community support officers (PCSOs) in its local policing programme over the last year, which has had a negative effect on the service the force provides.
While the overall assessment remains broadly consistent with last year’s finding of good, HMIC has identified some areas for improvement this year which the force will need to address.
Sussex Police has a robust and sophisticated operating model, supported by an understanding of demand. Collaborative arrangements are planned which will continue to direct resources towards reducing crime and developing a greater understanding of crime that is less likely to be reported.
The force has a detailed savings plan which predates the most recent spending review settlement. It still plans to make these savings, which are above those now required from 2016 to 2020. Although the level of savings may not change, the force still needs to revise the plan fully following the actual settlement. The force was able to demonstrate that it has some plans to invest these savings to improve its efficiency, but these had not yet been finalised at the time of inspection and will need significant further development over the next year.
HMIC’s PEEL inspection 2015 reported that Sussex had a current operating model that met the existing demands made of it, but that the force had embarked on an ambitious programme to reform how it would deliver local policing services. A fundamental aspect of this was the introduction of a ‘demand reduction’ programme and the roll-out of new mobile technology. The force recognised that future financial reductions would have an inevitable impact on workforce numbers. It carefully worked out numbers based on projected demand and using more efficient ways of working as part of the local policing programme.
Despite its detailed plans, the force has reduced the numbers of officers and PCSOs in its local policing programme over the last year to make savings. The inspection found evidence that the reduction of resources has had a negative effect on the service the force provides.
The effect of the reductions has been more severe than initial projections, as the force has high levels of vacancies compared with England and Wales averages. In addition, the force’s reduction in PCSOs (from 347 to 196 budgeted posts) led to more staff leaving the organisation on voluntary redundancy than was required and meant that the force now needs to recruit PCSOs to replace some of those who left. The force thus does not appear to have had sufficiently robust processes to control the level of resources in the local policing model or to enable it to understand fully the consequences of the changes to the local policing programme, in particular for effective crime prevention and problem-solving. The force has now realised that the resources for its local policing programme should be increased and is taking positive steps to do so.
The force has improved its understanding of internal inefficiencies and unnecessary demands on police time, such as officers responding to all calls for service when this was not necessary. This has led to the introduction of a resolution centre to reduce the times police officers are sent to incidents which do not require their attendance. The force has also introduced an investigation framework to ensure that decisions over whether investigations should continue or be concluded are consistent. The force has conducted initial surveys of members of the public who have had contact with the resolution centre and early indications are very positive.
The force has well-established arrangements to collaborate with other forces and agencies to maximise purchasing power, increase the ability to use each other’s technology and share systems and infrastructure.
Greater access to technology, including the use of online crime reporting, social media, track-my-crime, community messaging systems and police mobile devices, has increased efficiency, supported the force’s way of working and made improvements in the investigation of crime. The mobile devices currently used by frontline officers do not, however, have some functions, such as the ability to access all of the force’s investigative systems. This may be limiting increases in productivity.
How legitimate is the force at keeping people safe and reducing crime?
Sussex 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 respect of legitimacy.
The force treats the people it serves, and its workforce, with fairness and respect. Effective scrutiny and governance arrangements manage risks to its integrity and ensure that its workforce behaves ethically and lawfully. The force supports the workforce’s physical and emotional wellbeing by providing effective wellbeing services.
Sussex Police is good at treating the people it serves with fairness and respect. The force’s vision emphasises the importance of fairness and respect, in line with the Code of Ethics, and its importance is understood across the workforce. The force seeks feedback from the public about the service it provides; for example, in community meetings, through its website and by undertaking surveys. It understands the importance of working with groups whose trust in the police is limited and works well with a range of external groups. The force responds to feedback by generating action plans, training and development, and ensures the workforce are made aware of any lessons to be learnt.
The force has a robust vetting process, which helps ensure that it recruits people with high standards of ethical behaviour. It gives clear guidance to the workforce on the standards of behaviour it expects, and reinforces this by publishing the outcomes of disciplinary procedures.
A control strategy and plan covers disclosure of information, computer misuse, associations with criminals and sexual misconduct. The force recognises abuse of authority for sexual gain (taking advantage of a position of power to exploit vulnerable victims of crime) as serious corruption. It ensures that all intelligence on risks to the integrity of the organisation is collated, evaluated and analysed. Details of any officers or staff who are dismissed from the force, or who resign while under investigation, are entered onto a national database through the College of Policing.
Sussex Police is good at treating its workforce with fairness and respect. It uses staff surveys to help identify and understand the areas that have the greatest impact on workforce perceptions of fair and respectful treatment.
The force understands the impact work may have on the health of its workforce. It has identified specific issues and instigated preventative work to protect and support its workforce. The force’s wellbeing services are well understood by staff and held in very high regard.
The annual individual performance assessment process (known as the PDR) applies to both officers and staff. Although it is regarded as effective by the force, it is not obvious whether PDR appraisals are completed and valued at all levels of the organisation.
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.
Sussex Police has a good understanding of leadership. The chief constable is involved and listens to officers and staff. Its work with staff to develop leadership skills appears to be good at a senior level. Although, despite the availability of management and leadership training opportunities for all levels of management, there is a perception among staff that opportunities for leadership development below chief inspector and police staff equivalent are limited. Officers expressed confidence in being able to challenge the chief officer team, but officers working from remote sites report that there is very little contact with senior officers. Where it lacks experience, the force is recruiting externally and it responds appropriately where it identifies gaps in leadership capability.
The force seeks new ideas internally and externally. It has created a knowledge exchange hub which looks ahead, works with academic partnerships, and enables the force to consider and adopt new and innovative ways of working. The force encourages staff to submit new ideas via an online system, but this is a new initiative and we were told that officers and staff were given little feedback about their suggestions. There is little collation, nor is there a central repository of learning and ‘what works’ to disseminate wider lessons.
The force displays strong leadership in terms of diversity. A ‘positive action delivery plan’ has been produced to address under-representation, following a review of the force’s annual equality data in 2014.
This section sets out the reports published by HMIC this year that help to better understand the performance of Sussex Police.