Northamptonshire PEEL 2017

Northamptonshire Police requires improvement in some aspects of the way in which it treats all the people it serves with fairness and respect. Senior leaders promote the force’s values, for example at leadership events and through the force intranet, and these values are understood by most of the workforce. Knowledge and understanding of unconscious bias is generally good and the workforce understands how to use coercive powers fairly and respectfully. All officers we spoke with told us training on the use of force had been provided during their annual officer safety training days. However, the force cannot produce data on how many of its workforce have received training on important aspects such as understanding unconscious bias and effective communication skills and therefore identify potential gaps in understanding.

The workforce understands how to use stop and search powers fairly and respectfully. The force complies with the national recording standard on use of force and has started to scrutinise data (including body-worn video footage) on all types of use of force, including stop and search. Wider monitoring of stop and search data and scrutiny of coercive powers more generally is inconsistent, which means that the force may not be identifying unfairness. The force makes good use of external scrutiny for reviewing reasonable grounds for stop and search. However, its work with independent advisory groups needs improvement.

Northamptonshire Police is good at ensuring its workforce behaves ethically and lawfully. Chief officers are ethical role models and officers and staff understand the importance of ethical behaviour. The force has internal and external ethics committees that discuss ethical dilemmas raised by the workforce. However, it could improve the workforce’s awareness of these committees and of the outcome of discussions. Officers and staff we spoke with were familiar with the National Decision Model and the Code of Ethics and understood how these frameworks support ethical decision making.

The complaints system is easy for the public to access, for example on the force website, through the control room and in front offices. However, the force needs to make it easier for those who may have less confidence in the police to make a complaint. Complainants receive updates on the progress of their case, although not consistently. The force is not always providing complainants with appropriate information, in line with legal requirements, and could improve its service to complainants.

The force generally identifies discrimination well, but should ensure that it refers all cases to the Independent Police Complaints Commission (IPCC) that meet the mandatory referral criteria. The force does not always apply the IPCC discrimination guidelines to these cases, resulting in inconsistent investigations.

Northamptonshire Police requires improvement in some aspects of the way in which it treats its workforce with fairness and respect. The force seeks feedback from its workforce, but some of the workforce do not feel it takes action in response. Officers and staff we spoke with have concerns about how the new service delivery model will affect them and do not feel they have had the opportunity to provide feedback and challenge. The force’s consultation with the workforce and staff associations has not been detailed enough.

While the workforce has confidence in raising concerns with chief officers, they have less confidence in support from middle management. The force’s grievance procedure is under-used and some do not trust it. Although the force has some understanding of the importance of addressing potential disproportionality in recruitment, retention and progression, it could do more to address this.

The force is currently operating with a significant number of police officer vacancies which is having a negative impact on its existing workforce. The force does not take early action to improve workforce wellbeing. We found a lack of consistent or meaningful first-line management in some departments, leading to inadequate welfare support and individual performance management. The force does not have a coordinated talent management programme to develop officers or police staff and some of the workforce do not see role-selection and promotion processes as fair.