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Hertfordshire 2017

Read more about Hertfordshire 2017

This is HMICFRS’ fourth PEEL (police effectiveness, efficiency and legitimacy) assessment of Hertfordshire 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 Hertfordshire’s performance will be published in spring 2018, following the publication of the legitimacy and effectiveness inspections in December 2017 and March 2018, respectively.


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

To be graded
View the five questions for effectiveness


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

Last updated 09/11/2017

Hertfordshire 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 is judged to be good in its understanding of demand; its use of resources to manage demand is assessed to be good; and its planning for future demand is also judged to be good.

Hertfordshire Constabulary’s understanding of the demand for its services is developing well. Since 2016, the force has commissioned external expertise and purchased analytical systems to improve its assessment of current, complex and future demand, which will inform options for a new policing model. The force demonstrates a good commitment to managing and prioritising its response to changes in demand. It filters demand using a risk-based approach and has improved this since 2016 through better management and quality assurance processes. The force needs to make sure that it uses this improved approach consistently.

The force uses and allocates resources well. It is developing a new local policing model to improve its flexibility and how it matches resources to demand. The force has a good understanding of its current workforce’s operational skills and capabilities. It is identifying future requirements and has plans to resource them appropriately. The force invests well, and works with others to manage demand for its services. Leaders are being trained for the future. Opportunities to improve diversity by working with under-represented groups and identifying and nurturing talent should increase as a result of the force’s collaborative working in its strategic alliance with Bedfordshire Police and Cambridgeshire Constabulary.

The force faces financial challenges and has a detailed plan of how it intends to implement change. It has contingencies in place, and is developing an updated local policing model. The new chief constable (who was appointed in October 2016) and the police and crime commissioner are working closely within the established strategic alliance, as well as with local partner organisations – the Hertfordshire Community NHS Trust and the Hertfordshire Fire and Rescue Service – to achieve greater efficiencies.

View the three questions for efficiency


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

634 square miles


1.15m people 11% local 10 yr change


76% frontline 78% national level
2.9 per 1000 population 3.6 national level
17% change in local workforce since 2010 15% national change since 2010

Victim-based crimes

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


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

Points of context provided by the force

  • The 1.17 million population continues to increase, making it the most densely populated non metropolitan area in England. 19.2 percent of residents are from ethnic minority groups.
  • The force collaborates strongly with Bedfordshire and Cambridgeshire to provide protective services and other functions that increase effectiveness and efficiency.

Police and crime plan priorities

My Community Safety and Criminal Justice Plan: Everybody’s Business (2017-2022) sets out my ambitions and vision for the county to 2022.

It reflects on the challenges and opportunities ahead and speaks to everybody – the police, local authorities, the private sector and citizens – to take action and play their part in preventing and reducing crime and protecting the most vulnerable.

Read More

I remain committed to building on success, focusing on the public, making sure offenders pay, and bringing business sense to bear.

Four strategic themes underpin this:

  • Public Focus –Ensuring that services are better meet the needs of the public
  • Offender Pays – Making those responsible for crime bear the cost, not law abiding citizens
  • Victims at the Centre- Putting victims at the heart of the criminal justice system
  • Business Sense – Ensuring that the ‘business’ of policing is as efficient as it can be, taking the best from other