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Derbyshire 2017

Read more about Derbyshire 2017

This is HMICFRS’ fourth PEEL (police effectiveness, efficiency and legitimacy) assessment of Derbyshire Constabulary. 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 constabulary is effective at keeping people safe and reducing crime is not yet graded.

The extent to which the constabulary is efficient at keeping people safe and reducing crime is good.

The extent to which the constabulary is legitimate at keeping people safe and reducing crime is not yet graded.

The efficiency inspection findings are published below.

Zoë Billingham, Her Majesty’s Inspector of Constabulary

Contact Zoë Billingham

HMI's observations

My overall assessment of Derbyshire’s performance will be published in spring 2018, following the publication of the legitimacy and effectiveness inspections in December 2017 and March 2018, respectively.

Effectiveness

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

To be graded
View the five questions for effectiveness

Efficiency

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

Last updated 09/11/2017
Good

Derbyshire Constabulary is judged to be good in the efficiency with which it keeps people safe and reduces crime. Our overall judgment this year is the same as last year. The force has maintained a good understanding of demand, its use of resources to manage demand is judged to be good and its planning for future demand is also judged to be good.

Derbyshire Constabulary has developed a good understanding of the demand for its services after carrying out detailed research and analysis. The force is responding to changes in demand by allocating additional staff to more complex, hidden and new types of demand, such as modern slavery, cyber-crime and child sexual exploitation. Its local and force-level performance management boards will continue to monitor trends in demand and improve the sophistication of its ability to predict future demand.

The force is good at understanding things that affect demand and identifies ways to improve efficiency. For example, it is making changes to further improve its call management scheduled appointment system and has introduced new IT systems such as smart phones for all frontline staff. The force also realises that demand can be reduced or prevented by working closely with other emergency services and public organisations, and has a strong commitment to joint working.

The force is improving its understanding of its workforce’s skills. It is proactive in developing its workforce, for example ensuring their IT skills were upgraded before new systems were introduced. The new leadership framework will expand the information held on leaders beyond their completed role-specific training and operational competence; expectations of leaders are now based on a set of core values rather than competencies. The force aims to open career pathways to all of the workforce, explore new ways of recruiting police officers and specialist staff, and nurture talent.

Derbyshire Constabulary has realistic financial plans for the future that are built on sound assumptions and are subject to informed challenge. Its plans include a further IT upgrade, joint training facilities with the fire and rescue service and wider estate remedial work. Although it has no current plans for savings, the force is confident it can achieve additional savings if needed.

View the three questions for efficiency

Legitimacy

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

To be graded
View the three questions for legitimacy

Other inspections

How well has the force performed in our other inspections?

In addition to the three core PEEL pillars, HMICFRS 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.

Key facts

Force Area

1013 square miles

Population

1.03m people 5% local 10 yr change

Workforce

76% frontline 78% national level
3.1 per 1000 population 3.6 national level
10% change in local workforce since 2010 15% national change since 2010

Victim-based crimes

0.05 per person 0.06 national level
Local 5 year trend National 5 year trend (no change)

Cost

45p per person per day local 55p per person per day national

Points of context provided by the force

  • Derbyshire had over 810,000 calls for service last year; with an average of 10,000 emergency calls a month.
  • Derbyshire embraces diversity and recognises that the proportion of BAME communities varies vastly between the city of Derby and the rural areas; emerging communities also present a range of challenges.

Police and crime plan priorities

In this, the second term of office for PCCs, I have sought to develop the work initiated by PCC Alan Charles – my approach is about evolution not revolution.

The Police & Crime Plan 2016-21 sets out seven key strategic priorities.

These aim to:

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  • protect the vulnerable in our communities and protect victims of crime;
  • facilitate strong and effective partnership working;
  • work to tackle in the impact of drugs & alcohol on communities;
  • support those with mental health issues who come into contact with the criminal justice system;
  • work with young people either as victims of crime or offenders;
  • work to increase diversity within Derbyshire Constabulary in all roles and at all levels;
  • work to maximise the opportunities presented by new technology.

This will be alongside responding to identified threats and risks, the Strategic Policing Requirement and strengthening collaborative work with regional forces and our Fire Service colleagues.