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Durham 2017

Read more about Durham 2017

This is HMICFRS’ fourth PEEL (police effectiveness, efficiency and legitimacy) assessment of Durham 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 outstanding.

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.

Michael Cunningham, Her Majesty’s Inspector of Constabulary

Contact Michael Cunningham

HMI's observations

My overall assessment of Durham’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
Outstanding

Durham Constabulary is judged to be outstanding in the efficiency with which it keeps people safe and reduces crime. Our overall judgment this year is the same as last year. The constabulary is judged to be outstanding in its understanding of demand; its use of resources to manage demand is judged to be outstanding; and its planning for future demand is also assessed to be outstanding.

Durham Constabulary has an up-to-date and comprehensive demand assessment which provides an exceptional level of understanding of demand in its widest context, including in respect of issues that go beyond purely police activity. It has outstanding governance and evaluation processes in place to manage its change and improvement agendas. Evaluation is often conducted with an independent focus and is very detailed, so that the constabulary can assess what actually works in policing and can make improvements to service delivery and ensure its change programmes add real value to what it does. The chief officer team is very accessible and its members regularly go on patrol with officers; this breaks down barriers of rank and provides an opportunity for open dialogue. Opportunities to shadow the chief officer team for a day are often taken up by members of the workforce, and it is also possible for them to attend any meeting they want, regardless of its seniority; this, again, offers opportunity for members of the workforce at every level of the organisation to contribute to all areas of police work.

Durham Constabulary has carried out detailed skills analyses of its workforce and its leadership capability. This process is refreshed annually, and the strategic workforce plan links seamlessly with other strategic plans so that the organisation can plan for training and development requirements taking into account its changing demand profile and budget constraints. The constabulary could nonetheless look to improve its talent management arrangements, and how it makes postings, to ensure that members of the workforce have confidence in the fairness and legitimacy of these processes. The constabulary has extensive arrangements for collaborative working across many areas of policing, and constantly looks to work with partners (providing always that there are real benefits to the public).

The constabulary’s financial plans are detailed, and it has extensive and creative plans for the future to meet a wide range of possible situations, depending on what demands the future brings. The plans have been tested extensively, and examined independently, to ensure that they are fit for purpose.

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

936 square miles

Population

0.62m people 5% local 10 yr change

Workforce

73% frontline 78% national level
3.4 per 1000 population 3.6 national level
18% 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 (no change) National 5 year trend (no change)

Cost

51p per person per day local 55p per person per day national

Points of context provided by the force

  • The force varies greatly, with larger industrial and commercial towns, some with significant deprivation issues; and rural, sparsely populated areas.
  • Durham leads on several initiatives including work with Gloucestershire and Essex to develop the response to digital crime; Checkpoint; Mutual Gain; Staff Survey; Intervene to Protect a Child and the Mini Police Scheme.

Police and crime plan priorities

The police and crime commissioner was unable to supply a summary of his priorities for the force area. Please refer to the police and crime commissioner’s website for more details.