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HMICFRS is consulting on our proposed policing and fire & rescue services inspection programmes

Please give us your views on these programmes by 5pm on Monday 19 February 2018.

Essex 2017

Read more about Essex 2017

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

The efficiency and legitimacy inspection findings are published below.

Zoë Billingham, Her Majesty’s Inspector of Constabulary

Contact Zoë Billingham

HMI's observations

My overall assessment of Essex’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?

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

Essex Police is judged to be good in the efficiency with which it keeps people safe and reduces crime. Our overall judgment is the same as last year. The force has maintained a good 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.

Essex Police has a good understanding of current and likely future demand for its services, and assesses continually its ability to respond effectively. It also has a good understanding of crime that is hidden, such as domestic abuse and female genital mutilation. The force has, over the previous two years, necessarily moved a substantial number of people into the public protection department to help it to provide better support for people who are vulnerable. This movement of staff has put pressure on other areas of the force, despite efforts to reduce and manage demand. The force needs to take action as soon as possible to reduce the high rate of 101 calls being abandoned by the public. In addition, the victim satisfaction rate for the force has been falling steadily since 2011, from 83.1 percent to 73.4 percent. The force is undertaking work to understand the reasons for these problems and to make improvements.

The force understands the skills and capabilities it needs, and how these will change in the future. It has undertaken a meaningful skills and capabilities audit and uses this information to plan recruitment and training. The force is having some success in increasing recruitment from black, Asian and minority ethnic (BAME) communities. It also makes good use of national schemes aimed at bringing people with diverse backgrounds and different experiences into the police service.

Essex Police has a strong commitment to joint working to improve efficiency and make savings. This is particularly so with Kent Police and as part of the seven-force strategic alliance, but also with partners such as the local authority in community safety hubs. The force’s detailed 2020 change plan forecasts and tracks potential savings, costs and investments for the future. Consolidating and rationalising its building stock to meet future operational needs is a crucial element of its plans for the future. The force is considering a number of affordability options and has brought in outside expertise to lead strategic change. It has yet to develop its savings plans fully beyond 2017/18, but this work is in progress. The force’s plans are realistic, innovative and based on prudent financial assumptions, but they may be difficult to achieve.

View the three questions for efficiency


How legitimate is the force at keeping people safe and reducing crime?

Last updated 12/12/2017

Essex Police 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 the people it serves with fairness and respect. It is judged to be good at ensuring its workforce behaves ethically and lawfully and good at treating its workforce with fairness and respect.

Essex Police has clear values that emphasise the importance of treating people with fairness and respect and these values are reflected in the force’s policies. The workforce receives extensive training on unconscious bias, effective communication skills and the use of coercive powers. The force is good at scrutinising its activities and independent advisory groups provide effective external scrutiny. Most officers understand how to use stop and search powers fairly and respectfully, but the force should ensure that all officers and supervisors understand what constitutes reasonable grounds for stop and search and record them correctly.

The force ensures its workforce behaves ethically and lawfully. Leaders understand the importance of an ethical approach and act as good role models. Officers and staff receive continuing training and advice on ethical decision-making. The force’s website provides clear information to the public on how to make a complaint, although we did not find this information in the front counter areas of police stations. The force should ensure it provides all complainants with the required information when they first make a complaint and with informative updates at the correct intervals.

Essex Police encourages feedback from the workforce and highlights what action it is taking in response to concerns raised. It is addressing disproportionality in its workforce by increasing officer recruitment from black, Asian and minority ethnic communities. The force has a well-established wellbeing programme that includes preventative measures that cover mental wellbeing. Leaders have a good understanding of their wellbeing responsibilities. The force has improved how it manages individual performance assessment. It has schemes to develop talent and bring skills into the force. The force’s promotion process is based on competence and is viewed by the workforce as fair.

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

1417 square miles


1.77m people 8% local 10 yr change


75% frontline 78% national level
2.9 per 1000 population 3.6 national level
17% change in local workforce since 2010 15% national change since 2010

Victim-based crimes

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


42p per person per day local 55p per person per day national

Points of context provided by the force

  • With the lowest cost of policing nationally, our ambition to improve service quality by maximising very limited resources is a significant challenge.
  • Increasing volume and complexity of crime is causing a high demand for services which is disproportionate to our low funding levels.

Police and crime plan priorities

The PCC’s vision is:

Safe and secure communities are the bedrock on which we build success and wellbeing for all.

The seven priorities within the Plan are:

Read More
  • More local, visible and accessible policing – ensure that crime prevention is based in the community, victims come first and you know what is happening in your neighbourhood.
  • Crack down on anti-social behaviour – keep communities safe, reducing disruption and distress.
  • Breaking the cycle of domestic abuse – help those who suffer in silence.
  • Reverse the trend in serious violence – catch criminals and support early intervention to improve public safety.
  • Tackle gangs and organised crime – ensure crime does not pay and prevent the exploitation of vulnerable people.
  • Protecting children and vulnerable people – ensure children and vulnerable people are safeguarded and receive the help and support they need.
  • Improve safety on our roads – reduce harm on the roads and promote safer driving.