Nottinghamshire 2017Read more about Nottinghamshire 2017
This is HMICFRS’ fourth PEEL (police effectiveness, efficiency and legitimacy) assessment of Nottinghamshire 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 requires improvement.
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
My overall assessment of Nottinghamshire’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?
Nottinghamshire Police is judged to require improvement 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 for its understanding of demand; it is assessed to require improvement for its use of resources to manage demand; and its planning for future demand is judged to require improvement.
Nottinghamshire Police’s understanding of the demand for its services is improving. The force’s good understanding of current demand is based mostly on analysis of police data and could be broadened by regular analysis of data from other organisations. It is developing its understanding of those crimes which are less likely to be reported. The force only partially understands the factors that can affect demand and is developing an approach to assessing external factors that are likely to affect future demand, such as technological, economic and social changes. It could improve how it manages, prioritises and filters demand. Sometimes it may be inadvertently suppressing demand and there are times when demand exceeds available resources, placing pressure on frontline officers.
The force has improved its understanding of the skills and capabilities of its workforce. It does not yet have a good understanding of the skills and capabilities of its leaders, but has well-developed plans to achieve this. Until it completes its leadership skills audit and subsequent skills needs analysis, it cannot tailor its development opportunities effectively and it would benefit from a formal talent management programme. Leaders continue to seek out new ideas, approaches and working practices. The force encourages its workforce to make suggestions and put forward ideas, and leaders listen to them.
The force would benefit from a wider programme to identify and analyse trends to understand future demand and improve its ability to plan. It does not always identify benefits achieved through change programmes or eliminate inefficiency effectively. However, it plans to conduct annual departmental assessments using priority-based budgeting which will help identify inefficiency. The force works well with others to manage local demand for its services and continues to consider other options for collaboration that will reduce costs and increase resilience and capacity.
Nottinghamshire Police has made good progress in improving the quality and robustness of its financial planning and management. The force is investing to increase its capacity and capability, and has good ICT infrastructure and estates projects. Although its current limited funds in reserve could restrict its ability to invest, the force has committed to making additional one-off savings to replenish these reserves and provide greater financial resilience for the future.
How legitimate is the force at keeping people safe and reducing crime?
Nottinghamshire 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 also judged to be good at how well it ensures its workforce behaves ethically and lawfully. The force is judged to require improvement still in some aspects of treating its workforce with fairness and respect.
Nottinghamshire Police ensures that all members of its workforce have the understanding they need to treat people fairly and with respect. Ethics and values are well established in the force and guide leaders in the decisions they take. Officers and staff receive regular training on the use of coercive powers, such as stop and search and the use of force. In addition to the force’s internal scrutiny of its activities, the force seeks external scrutiny from independent advisory groups, which provide effective challenge and advice.
Leaders in the force are good role models and ensure that members of the workforce behave ethically and lawfully. The force is taking steps to ensure that the whole workforce has appropriate vetting clearance but a considerable backlog remains in vetting for less sensitive posts.
The force makes it easy for people to make a complaint. Overall, it investigates complaints well, including those that involve potential discrimination. However, not all complainants are updated on the progress of an investigation in a timely way.
Nottinghamshire Police requires improvement in some aspects of the way in which it treats its workforce fairly and with respect. Leaders have a good understanding of the workforce’s perceptions. However, officers and staff do not always feel able to challenge and offer feedback to senior managers. The force is proactive in identifying and resolving workforce concerns and its grievance procedure is perceived as fair. It is working to improve the diversity of its workforce, but recognises it could do more to improve diversity within its senior ranks.
The force has a comprehensive and accessible wellbeing programme and takes a preventative approach to improving workforce wellbeing. It has a wellbeing action plan to address the risks to the wellbeing of its workforce, such as the ability to take agreed leave. However, its individual performance assessment process is only partially effective. The force has no formal method for identifying and developing talented individuals, although the workforce views leadership selection and promotion processes as 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.