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Lancashire 2017

Read more about Lancashire 2017

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

Michael Cunningham, Her Majesty’s Inspector of Constabulary

Contact Michael Cunningham

HMI's observations

My overall assessment of Lancashire’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

Lancashire 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 constabulary 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.

Lancashire Constabulary has a good understanding of the current and future demand for its services. As part of a comprehensive change programme, well-established teams consider demand across a broad range of services with the objective of developing a force that can meet the future needs of the public. Since HMICFRS’ 2016 efficiency inspection, the constabulary has improved its understanding of more complex demand. It has a detailed understanding of the demand that comes into the control room. The processes that are in place to manage that demand have been explored in detail to identify inefficiencies and duplication of effort. Changes are being made to improve the call handling service, increasing capacity and capability while reducing cost. A similarly detailed understanding of the complex partnership processes that provide support to vulnerable people allows the constabulary to be more specific in matching its resources to priorities and improve the timeliness of decision making in the services it provides.

Good arrangements are in place to ensure the change programmes are properly co-ordinated and any unintended consequences are identified and avoided. The constabulary is committed to a programme of reducing demand by early intervention. It works with local partner organisations to provide coordinated support to those communities and individuals most in need. Strong relationships exist with public service partners to manage demand collectively. The constabulary is ensuring that it is recruiting and developing the right skills and capabilities within the workforce and among its leaders to support this different approach to managing demand. Lancashire Constabulary has prudent financial plans in place to meet future funding challenges. It also has a well-considered programme of investment to ensure that it can adapt how it operates to provide services in the future that meet the needs and expectations of the public.

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

1187 square miles

Population

1.47m people 2% local 10 yr change

Workforce

76% frontline 78% national level
3.3 per 1000 population 3.6 national level
20% change in local workforce since 2010 15% national change since 2010

Victim-based crimes

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

Cost

49p per person per day local 55p per person per day national

Points of context provided by the force

  • Developing a ‘place’ based policing model is a priority for the force to achieve the strategic aims of Early Action in the next 12 months.
  • The financial challenge remains for the force; changes to the Police Funding Formula may present inherent risks in tactical planning.

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.