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Humberside 2017

Read more about Humberside 2017

This is HMICFRS’ fourth PEEL (police effectiveness, efficiency and legitimacy) assessment of Humberside 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 is not yet graded.

The extent to which the force is efficient at keeping people safe and reducing crime requires improvement.

The extent to which the force 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 Humberside’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
Requires improvement

Humberside Police is judged to require improvement in the efficiency with which it keeps people safe and reduces crime. This is consistent with last year’s assessment. The force’s understanding of demand is judged to require improvement; it is assessed to require improvement for its use of resources to manage demand; and its planning for future demand is judged to be good.

Overall, Humberside Police has been assessed as requiring improvement in the efficiency with which it keeps people safe and reduces crime. However, we have observed some level of improvement since HMICFRS’ 2016 efficiency inspection. This is positive, but the force must improve in several areas to be assessed as good overall. This year’s inspection was carried out at a time when the force had a temporary chief constable, and since then a new chief constable has been appointed.

Humberside Police has improved in the way that it understands demand for its services. It now has resources in place to identify and analyse data, working with both police and non-police partner organisations to understand its current and predicted future demand better. Nonetheless, inefficient processes and unintended consequences of force activities are affecting how it can manage and reduce its demand.

HMICFRS is pleased to find that the force has started to address the cause for concern found last year, namely the absence of a comprehensive workforce plan, and to see that a five-year workforce plan is in development. The force still needs a better understanding of the skills in its workforce to help identify gaps, support succession planning and recruit new officers and staff for the future. It has a good understanding of its priorities and has plans to meet them. Humberside Police works well with its partners and collaborates with others, such as local authorities and the fire and rescue service. Collaborative working has helped the force make the savings it needs and improve efficiency in the policing services it provides to the public.

Humberside Police plans for the future well. It has produced a change programme based on realistic and sound assumptions. This is aimed at making the financial savings required as well as the efficiencies necessary to provide the workforce and infrastructure needed for the force to provide the policing service it expects.

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

1357 square miles

Population

0.92m people 3% local 10 yr change

Workforce

75% frontline 78% national level
3.4 per 1000 population 3.6 national level
21% change in local workforce since 2010 15% national change since 2010

Victim-based crimes

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

Cost

53p per person per day local 55p per person per day national

Points of context provided by the force

  • The force covers four local authorities (both urban and rural), has a large port infrastructure and an international tourist, transport and trade network.
  • Among the population of 918,000, there are high levels of deprivation in urban areas and historically high levels of crime in comparison to peers.

Police and crime plan priorities

Aim 1 – To deliver increasingly self-sustaining and safe communities in the Humber Area

Deliverables/Outputs:

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  1. Fewer victims of crime and anti-social behaviour
  2. Provision of services capable of identifying and responding to existing and emerging threats and causes of harm
  3. Improved community cohesion
  4. Enhanced community capability
  5. Engaged and empowered communities and public
  6. Effective service delivery partnerships

Aim 2 – To build public confidence in the agencies involved in creating safer communities

Deliverables/Outputs:

  1. Effective communication and engagement with communities and the public
  2. Increased feeling of safety/security
  3. Services delivered in a style and manner that meets community needs and desires
  4. Identified and understood routes for the public to access services
  5. Power passed to communities
  6. Agencies evidencing Value for Money in services
  7. Transparent accountability mechanisms

Aim 3 – To provide services to victims and the most vulnerable that meet their needs.

Deliverables/Outputs:

  1. Identification of victims
  2. Analysis of vulnerability and victims needs
  3. Effective and accessible range of interventions to protect and signpost the vulnerable and support victims