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Wiltshire 2017

Read more about Wiltshire 2017

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

Wendy Williams, Her Majesty’s Inspector of Constabulary

Contact Wendy Williams

HMI's observations

My overall assessment of Wiltshire’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

Wiltshire Police 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 continues to have a good understanding of demand; how it uses its resources to manage demand is judged to be good and how the force plans for future demand is also judged to be good.

Wiltshire Police is good in the efficiency with which it keeps people safe and reduces crime. The force regularly assesses a wide range of information to understand the demand for its services. It then uses this information as the basis for how the force conducts its day-to-day business. A culture of continuous improvement is in place throughout the force, resulting in better services for the public.

Wiltshire Police uses and allocates its resources well. It has implemented a new way of working that redirects its resources to deal with potential problems. However, in times of high demand, there are sometimes delays in answering non-emergency calls to the force control room. The force invests well, working with other organisations to manage demand for services. The force has a good understanding of its workforce’s current operational skills and capabilities, and future requirements are understood and resourced appropriately.

Wiltshire Police is good at planning to ensure that the right people are recruited, trained and in place to meet the changing needs for how it operates. Leadership development continues to be an area of strength. Comprehensive development programmes are provided for officers and staff to meet the current and future leadership requirements of the force. The force has a good record in achieving cost savings; strong governance procedures have served it well in ensuring that project managers are held to account for savings and other service improvements.

View the three questions for efficiency


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

Last updated 12/12/2017

Wiltshire Police is judged to be good at how legitimately it keeps people safe and reduces crime. For the areas of legitimacy we assessed 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. It is judged to be good at ensuring its workforce behaves ethically and lawfully and good at treating its workforce with fairness and respect.

Wiltshire Police is committed to the principle that the behaviour of its workforce has a profound effect on community perceptions of fairness and respect. Improving communication skills forms an important part of training courses and it is clear that that this is having a positive effect on interactions with the public. However, the force needs to do more to ensure frontline officers and staff have an understanding of unconscious bias. The force has hate crime and stop and search scrutiny panels which provide external scrutiny and challenge for its decision making, and additional external bodies give advice on the policing of significant operations. However, as we also found in our 2016 legitimacy inspection, the force does not work with independent advisory groups (IAGs). We found significant progress was being made to introduce local and force level independent advisory groups from September 2017, but they were not in place at the time of our inspection.

Ethical standards are a high priority in the force and the members of the chief officer team provide good role models of these standards. The force has a number of programmes to build on the progress it has made, including the involvement of over 100 frontline officers and staff in developing an ethics and culture board chaired by a leading academic. The force is good at keeping complainants updated and it generally identifies, responds to and investigates allegations of discrimination well, in line with Independent Police Complaints Commission (IPCC) guidelines.

The force has new initiatives to support workforce wellbeing and resolve workforce concerns, including a strong commitment to address workforce disproportionality. The force has effective ways for senior leaders to seek feedback and challenge from the workforce, and it has effective methods for identifying and resolving workforce concerns. The force has established a comprehensive programme of leadership training and development, although it has more work to do to improve how it manages the individual performance of its workforce.

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

1346 square miles


0.70m people 11% local 10 yr change


74% frontline 78% national level
2.9 per 1000 population 3.6 national level
13% 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

  • Wiltshire covers a varied but mainly rural geographic area, including flourishing market villages, and strong industrial towns.
  • Wiltshire Police is proud to be a values based organisation, which it uses to provide the best possible service.

Police and crime plan priorities

Wiltshire PCC has set the following priorities for Wiltshire in the Police and Crime plan 2017-21:

  1. Prevent crime and keep people safe
  2. Protect the most vulnerable people in society
  3. Put victims, witnesses and communities at the heart of everything we do
  4. Secure a quality service that is trusted and efficient
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These priorities meet Wiltshire’s threats and challenges and deliver improvements for local communities. The PCC will seek to collaborate and integrate services with public sector partners to keep our communities safe and manage demand.

This will include how we protect the most vulnerable people, how we prevent crime and support those with complex needs. Central to this is Community Policing where police officers, staff, special constables and other volunteers, taking responsibility for all incidents in their communities.

Wiltshire will collaborate with other forces to provide specialist services and work to identify other areas of collaboration across the county. Wiltshire Police will continue to innovate and modernise its workforce, making further investment in ICT.