Dorset PEEL 2015

Dorset Police has a good understanding of incident and call demand. It uses a variety of methods for assessing demand and aligning resources to threat, harm and risk. Dorset has seen consistent reductions in crime and anti-social behaviour over recent years.

The force has recognised that, as resources continue to reduce, changes to its direction and priorities may be required in order to meet future demand from the public.

Dorset Police has demonstrated a keen commitment to working collaboratively with neighbouring Devon and Cornwall Police in order to make efficient use of joint resources. The force also works well with local partners to provide a joint response to preventing and tackling local crime and anti-social behaviour.

The force has recognised the value and importance of making use of new technology to improve efficiency, and has invested in a range of technological solutions.

The force has a clear process to manage performance, which is aligned to the force’s control strategy and delivery plans.

The force has a good understanding of costs. Every year, it uses HMIC’s value for money profiles to compare the force against others to assess where efficiencies might be made. This analysis is then used to inform change plans and identify further savings.

The current workforce model has allowed the force to achieve the savings required to date, and is affordable and sustainable for the remainder of this financial year. However, further financial savings are needed over the next three years, which may require more reductions in police officer and staff numbers. HMIC is concerned that Dorset Police does not yet have clear plans in place to make these staffing cuts. Nor is it clear what impact this level of cuts will have on the force’s ability to continue to provide effective policing.

Plans for the workforce model beyond 2015/16 are heavily dependent on the prompt and effective implementation of the strategic alliance with Devon and Cornwall Police. HMIC has found little evidence of detailed combined workforce planning taking place between the two forces. Dorset Police has very limited financial contingency in place to cushion against any shortfall in savings achieved. There is clear risk that, should there be any delays in the strategic alliance plan, the savings needed by Dorset Police will not be achieved in the timescale needed.

The force has cut its spending by the required amount over the last spending review period. It has set a balanced budget, but has faced significant pressures for this financial year to make the further savings needed.

There are good governance systems and financial controls in place, and the force’s financial plans reflect and are based on the objectives set out in the Police and Crime Plan. The force chief finance officer works closely and constructively with the police and crime commissioner’s (PCC’s) finance officers.

HMIC is concerned that there are some key risks around Dorset Police’s future financial position. The force plans do not clearly show how a significant proportion of required savings over the next three years will be achieved.

Future savings are heavily dependent upon the successful implementation of the alliance with Devon and Cornwall Police. After making all the planned savings, the force is still facing an anticipated funding gap of £4.6m by 2018/19. There is a high degree of uncertainty in relation to future income and expenditure, with particular risks associated with the timing of savings from implementation of the strategic alliance.