Suffolk 2017Read more about Suffolk 2017
This is HMICFRS’ fourth PEEL (police effectiveness, efficiency and legitimacy) assessment of Suffolk 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 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 is good.
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.
Zoë Billingham, Her Majesty’s Inspector of Constabulary
My overall assessment of Suffolk’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?
How efficient is the force at keeping people safe and reducing crime?
Suffolk 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.
Suffolk Constabulary has a good understanding of the current and likely future demand for its services that is based on research and analysis. The force analyses data from other public organisations, such as local councils, health services and the fire service. The joint performance and analysis department with Norfolk 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 that can be prevented or responded to by a more appropriate agency.
The force is largely effective in how it manages demand, using an assessment known as THRIVE to determine its response to incidents or calls for service. It recognises the implementation of several new systems over the last two years has increased internal demand and so it is recruiting extra staff into its incident crime management hub. It is also engaging a consultant to ensure the HR system is used to best effect. In addition the force has recognised that the way officers and staff record and allocate crimes is causing delays in investigation, so it is using officers on overtime to help ensure investigations progress more quickly while it recruits additional staff to resolve the problem.
Suffolk Constabulary has impressive joint working practices with other police forces and external organisations to help save money and improve the services it provides. For example, it has collaborated with Norfolk Constabulary on a revised ICT strategy and is sharing a number of premises with Suffolk Fire and Rescue Service. The force has a culture of innovation and continuous improvement and encourages its workforce to suggest new ideas.
The force has developed its understanding of the current skills possessed by the workforce and has collated the operational skills of its officers, which are now stored and monitored centrally. However, it needs to do more to understand fully the range of skills that it will require for the future and its current and future leadership capabilities.
Suffolk Constabulary has a good record of making necessary savings through innovation and evidence-based decisions. 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.
How legitimate is the force at keeping people safe and reducing crime?
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.