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Norfolk 2017

Read more about Norfolk 2017

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

Norfolk Constabulary is judged to be good in the efficiency with which it keeps people safe and reduces crime. Our overall judgment is consistent with last year. The force is judged to be outstanding in its 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.

Norfolk Constabulary has an outstanding understanding of the current and likely future demand for its services, which is based on research and analysis. The force analyses data from public organisations such as local councils, health services and the fire service. The joint performance and analysis department with Suffolk Constabulary does high-quality, innovative work, supported by robust academic research and scrutiny. The force has a good understanding of more complex and hidden demands (such as modern slavery and so-called honour-based violence) and has analysed demand which can be prevented or responded to by a more appropriate agency.

The force has effective processes to manage, prioritise and filter demand. Its contact and control room has impressive arrangements in place to ensure that structured assessment is used to manage demand. It is trialling a new district triage team to manage calls from the public which do not require an immediate police response, and is proposing two investigation hubs to group its specialist resources to increase its flexibility.

Norfolk Constabulary has an impressive range of working arrangements with other police forces and external organisations to help save money and improve the services it provides. For example, it has collaborated with Suffolk Constabulary on a revised ICT strategy and is sharing a number of premises with Norfolk Fire and Rescue Service. The force has a culture of innovation and continuous improvement, led by the chief constable and supported by senior leaders, and it encourages its workforce to suggest new ideas.

The force has a good understanding of the current skills and leadership capabilities of its police officers, but now needs to develop a similar understanding for its police staff. The force could do more to understand fully what skills it needs in its leaders now and in the future. It uses the annual staff appraisal and continued professional development plans to identify the development needs of both officers and staff, and is seeking new talent from outside the force.

Norfolk Constabulary has a good record of making necessary savings. The force seeks to identify inefficient processes, and has robust quality assurance mechanisms to ensure that its efforts to achieve efficiency do not lead to demand being suppressed. It engaged external consultants to help develop a new approach to allocating money internally, called outcome-based budgeting, which gives it a better understanding of how it uses its resources and what is achieved as a result. Its plans for the future appear to be realistic and achievable, although it realises that making the required savings will be difficult.

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

2077 square miles


0.88m people 7% local 10 yr change


76% frontline 78% national level
3.2 per 1000 population 3.6 national level
9% 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)


50p per person per day local 55p per person per day national

Points of context provided by the force

  • The constabulary shares many functions with Suffolk Constabulary to achieve savings and minimise reductions on frontline local services.
  • The constabulary has an increased focus on threat, harm and risk, reflected in the rise of reported domestic abuse crimes and serious sexual offences.

Police and crime plan priorities

  • Increase visible policing – More volunteers in policing, increasing opportunities for public engagement, leading to increased public confidence and perceptions of safety.
  • Support rural communities – Prioritising rural crime, increase confidence and increase levels of crime reporting for rural communities.
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  • Improve road safety – Tackling reckless driving using; education, enforcement, speed reduction leading to reduced levels of killed and serious injury collisions.
  • Prevent offending – Tackling violence and abuse; reducing domestic abuse incidents, tackling ASB, reducing reoffending and first-time entrants into criminal justice system.
  • Support victims and reduce vulnerability – Improve experiences and outcomes for service users, deliver appropriate response to those in mental health crisis, reduce the impact of drugs and alcohol on communities, support victims to disclose under-reported crimes.
  • Deliver a modern, innovative service – Support the police, giving them the right tools to fight and reduce crime, invest in new technologies and improve information-sharing.
  • Good stewardship of taxpayers’ money – Deliver an efficient policing service, achieving value for money and identifying opportunities for collaboration.