HMICFRS outlines good practice and risks in 2024 police force management statements

How HMICFRS reviewed force planning across England and Wales

His Majesty’s Inspectorate of Constabulary and Fire & Rescue Services (HMICFRS) has published findings from its assessment of force management statements (FMSs) submitted by police forces in 2024.

According to HMICFRS, the analysis covered around 60 percent of FMSs submitted by forces across England and Wales.

The force management statement is a self-assessment document produced annually by chief constables to support strategic, financial and workforce planning.

HMICFRS uses these statements to inform its inspection programme, including the PEEL assessments, and to support the annual State of Policing report.

The 2024 report highlights 12 key areas of learning and offers examples of good practice drawn from multiple forces to support improved consistency and risk understanding in future statements.

HMICFRS calls for consistent coverage of all demand areas

HMICFRS reported that some forces are not fully addressing all required demand areas outlined in its guidance and template.

The inspectorate advised that while some forces use alternative headings or formats, consistency across demand categories is necessary for comparison and analysis.

Bedfordshire Police was noted as a good practice example for including all demand areas but focusing only on those assessed as higher risk.

HMICFRS recommended that even low-risk areas should undergo assessment and be recorded to show comprehensive coverage.

It added that following the four-step FMS structure is essential for ensuring clarity in how forces assess demand, assets, planning, and risk.

Data and evidence are lacking in many statements

The inspectorate stated that many forces are omitting detailed evidence in Steps 1 and 2 of their FMSs, especially when documents are presented in abbreviated formats.

Cleveland Police and Bedfordshire Police were cited as examples where supplementary documents were used to support the main FMS with detailed data analysis.

HMICFRS advised that demand projection charts, appendices, and visual aids such as tables can improve clarity and make assessments more transparent.

It also encouraged forces to balance brevity with evidence by placing supporting data in appendices where necessary.

Use of risk assessment models such as MoRILE, demand and asset 5×5, or thematic MoRILE was also recommended to enhance rigour.

Linking strategic planning with resource allocation

According to HMICFRS, several forces are using the FMS to inform wider strategic planning including budget setting, workforce development and change programmes.

West Mercia Police, Cheshire Constabulary and Greater Manchester Police were among those identified as aligning their FMS with budget processes and strategic priorities.

Forces were encouraged to use the FMS proactively in ongoing planning cycles rather than treating it as a static reporting requirement.

Examples included the use of quarterly updates by South Wales Police and structured updates by West Yorkshire Police which feed into governance and planning forums.

HMICFRS emphasised that the FMS can support long-term planning by identifying future risks and performance needs.

Prioritisation and risk remain underdeveloped in step 3 and 4

Step 3 of the FMS, which deals with planning and prioritisation, was identified by HMICFRS as an area where few forces outline the cost, impact, and timescale of proposed changes.

The inspectorate noted that most forces do not fully explain how risks identified earlier in the FMS are being addressed or what outcomes are expected.

Bedfordshire Police, Hertfordshire Constabulary and Hampshire and Isle of Wight Constabulary were highlighted for using tables to clearly present step 3 actions.

HMICFRS also stated that Step 4 – risk management – has improved following changes to guidance but still lacks consistency in how unmet demand and residual risks are presented.

West Yorkshire Police and Gloucestershire Constabulary were commended for using the FMS to inform risk registers and investment decisions.

Variability in FMS quality across thematic sections

HMICFRS identified multiple thematic areas where FMSs vary in detail, structure and completeness.

For example, most FMSs include well-developed finance sections but do not consistently explain how financial gaps will be closed.

In areas such as protecting vulnerable people and serious and organised crime, HMICFRS reported that many forces omit relevant assessments or fail to reference existing strategic policing requirements.

Public confidence data, performance measures, and outcome analysis were often lacking in sections relating to prevention, investigations and managing offenders.

Few forces were found to include civil emergencies or counter-terrorism planning in their major events sections, despite national guidance requiring this.

HMICFRS concluded that greater use of available internal assessments and partner data would improve the quality and consistency of these sections.

HMICFRS outlines good practice and risks in 2024 police force management statements: Summary

HMICFRS assessed around 60 percent of 2024 force management statements in England and Wales.

The assessment identified areas where statements did not fully meet national guidance.

Forces were advised to use all demand categories in the official FMS template.

Some forces, such as Bedfordshire Police, were noted for including comprehensive risk assessments.

Data and supporting evidence were found to be limited in several FMSs.

HMICFRS recommended using appendices and supplementary documents to include more analysis.

Visual tools and consistent risk assessment models were encouraged.

Forces were advised to link FMSs to strategic and financial planning processes.

The inspectorate highlighted that Step 3 and Step 4 remain weak across many submissions.

Good practice examples included use of planning tables and documented governance links.

FMSs often lacked outcome data and detail in thematic sections.

Greater use of existing assessments and partner data was recommended.

Finance, well-being and response planning were among the better-covered topics.

HMICFRS uses FMSs to inform PEEL inspections and the State of Policing report.