Suffolk PEEL 2016

Suffolk Constabulary has continued to be good in the efficiency with which it keeps people safe and reduces crime since HMIC’s inspection in 2015. The force now has a good understanding of its current and future demand, and is improving its understanding of demand that is less likely to be reported. It has worked with a wide range of partners to uncover hidden harm within Suffolk communities, such as modern-day slavery within the traveller community and gang masters exploiting migrant workers. The force is involved in the Better Policing Collaborative, a joint venture involving a number of universities as well as the organisation Skills for Justice, which gives it a better understanding of what works and allows it to make future decisions based on strong evidence. The joint performance and analysis department with Norfolk Constabulary is undertaking research into specific areas of new and emerging demand. The force is working closely with partner organisations to understand and respond to any likely reduction in their resources that may affect demand for police services.

The force is good at using its resources to manage current demand. It has implemented a new policing model to help make sure it matches its resources to demand, its finances and the priorities of the police and crime commissioner’s police and crime plan. However, it needs to ensure that it identifies and swiftly addresses skills and capability gaps in its workforce so that it can meet future demands and changes in crime trends such as cyber-crime. The force has an impressive record of collaborating with other police forces, emergency services and public-sector organisations such as local councils to improve efficiency and save money. The force, together with Norfolk Constabulary, has installed three large software platforms across both forces to improve interoperability, reduce costs and increase efficiencies. It shares some premises with Suffolk’s fire service and is working closely with them to provide more co-ordinated fire and crime prevention services. It recently extended its pilot scheme of mental health professionals working alongside officers in Ipswich to having additional practitioners within its force contact and control room.

Suffolk Constabulary is good at planning for demand in the future. It has developed financial and organisational plans that are practicable, credible, based on sound planning assumptions and focused on transforming the way it provides and improves services for the public. The force continues to identify savings to invest for the future and has effective governance processes to manage change through the organisational change board. It collaborates with Norfolk Constabulary in operational policing services such as major crime investigation, armed policing and roads policing, as well as business support functions, such as human resources, finance and ICT. Its joint digital strategy with Norfolk Constabulary outlines how the force plans to use ICT to increase efficiency and change how it provides service to the public. It has piloted the use of body-worn video and mobile data and is seeking to address the issues the pilot raised, including the poor mobile reception across the county. Although it is good at realising the benefits of its investment in most areas, it needs to do more to realise fully the benefits from its investment in ICT. It will need to ensure the workforce has the skills it needs to carry out the force’s plans.