Durham 2017Read more about Durham 2017
This is HMICFRS’ fourth PEEL (police effectiveness, efficiency and legitimacy) assessment of Durham 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 outstanding.
The extent to which the constabulary is legitimate at keeping people safe and reducing crime is good.
The efficiency and legitimacy inspection findings are published below.
Matt Parr, Her Majesty’s Inspector of Constabulary
My overall assessment of Durham’s performance will be published in spring 2018, following the publication of the effectiveness inspections in March 2018.
How effective is the force at keeping people safe and reducing crime?
How efficient is the force at keeping people safe and reducing crime?
Durham Constabulary is judged to be outstanding 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 is judged to be outstanding in its understanding of demand; its use of resources to manage demand is judged to be outstanding; and its planning for future demand is also assessed to be outstanding.
Durham Constabulary has an up-to-date and comprehensive demand assessment which provides an exceptional level of understanding of demand in its widest context, including in respect of issues that go beyond purely police activity. It has outstanding governance and evaluation processes in place to manage its change and improvement agendas. Evaluation is often conducted with an independent focus and is very detailed, so that the constabulary can assess what actually works in policing and can make improvements to service delivery and ensure its change programmes add real value to what it does. The chief officer team is very accessible and its members regularly go on patrol with officers; this breaks down barriers of rank and provides an opportunity for open dialogue. Opportunities to shadow the chief officer team for a day are often taken up by members of the workforce, and it is also possible for them to attend any meeting they want, regardless of its seniority; this, again, offers opportunity for members of the workforce at every level of the organisation to contribute to all areas of police work.
Durham Constabulary has carried out detailed skills analyses of its workforce and its leadership capability. This process is refreshed annually, and the strategic workforce plan links seamlessly with other strategic plans so that the organisation can plan for training and development requirements taking into account its changing demand profile and budget constraints. The constabulary could nonetheless look to improve its talent management arrangements, and how it makes postings, to ensure that members of the workforce have confidence in the fairness and legitimacy of these processes. The constabulary has extensive arrangements for collaborative working across many areas of policing, and constantly looks to work with partners (providing always that there are real benefits to the public).
The constabulary’s financial plans are detailed, and it has extensive and creative plans for the future to meet a wide range of possible situations, depending on what demands the future brings. The plans have been tested extensively, and examined independently, to ensure that they are fit for purpose.
How legitimate is the force at keeping people safe and reducing crime?
Durham Constabulary is judged to be good at how legitimately it keeps people safe and reduces crime. For the areas of legitimacy we looked at this year, our overall judgment is the same as last year. The force is judged to be good at treating all of the people it serves with fairness and respect and, following improvements, it is now judged to be good at how well it ensures its workforce behaves ethically and lawfully. It is also judged as good at treating its workforce with fairness and respect.
Durham Constabulary has been assessed as good in respect of the legitimacy with which it keeps people safe and reduces crime. The leadership has a strong culture of treating its people fairly and with respect. Officers and staff in Durham Constabulary have a clear understanding of how to treat people with fairness and respect, including acting without bias and communicating effectively, although some officers and supervisors still do not understand what constitutes reasonable grounds for a stop and search. The constabulary has good processes in place for monitoring and reviewing the legal and proportionate use of stop and search, although external scrutiny of stop and search could be improved to involve a broader range of the community, including young people. The constabulary has work in progress to address this.
Durham Constabulary’s senior leaders act as ethical role models and promote a culture in which the ethical implications of policies and day-to-day decisions are considered in an open and non-punitive way. The constabulary has a clear and accessible complaints process that is easy for the public to use, although it needs to do more to raise awareness of the complaints process for those groups who have less trust and confidence in the police. Complainants receive a consistently good service; the constabulary identifies and responds to discrimination appropriately, and investigations into allegations of discrimination are carried out to a high standard.
Durham Constabulary is good at treating its workforce with fairness and respect. Senior leaders actively encourage feedback and challenge from the workforce, and take action to identify and respond to workforce members’ concerns. The constabulary prioritises the wellbeing of its workforce and has excellent wellbeing provision that is valued by members of the workforce. Although supervisors have regular conversations with their officers and staff, individual performance is not always managed consistently across the organisation, and the constabulary needs to do more to ensure its processes for identifying and selecting talent are fair and are perceived to be fair.
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.