Hampshire PEEL 2015

The constabulary thoroughly understands demand and can match its resources to meet the demand from the public.

The constabulary implemented an ambitious new policing model, designed to meet demand more efficiently with a reduced level of resources. This is a significant change, affecting almost all the workforce who understood the change and the reasons for it.

The constabulary uses its better understanding of demand ensuring that, as resources continue to reduce, it can focus its efforts on tackling the key risks and concerns facing the community. HMIC will monitor closely Hampshire’s new approach to resolving a number of crime reports over the phone as it is important that the service to the public is maintained.

Hampshire has a good understanding of costs and where it spends its money to meet demand.

The constabulary is willing to innovate and collaborate to provide better services more efficiently. Its new policing structure has been designed to support local partnership working with the creation of fourteen local policing areas.

Hampshire’s plans to extend the collaboration with Thames Valley Police are aimed to further improve how the constabulary will meet demand with less resources. The formation of the H3 partnership (now providing all HR, finance and administration services) has achieved significant cost savings.

Hampshire recognised that given the scale of future budget cuts it was facing, its previous workforce model was neither sustainable nor affordable. It has thoroughly reviewed current and future demand and matched this against its financial plans to design a new model for policing which it has now fully implemented.

The new structure represents a significant change for the constabulary, affecting around 3,000 police officers. The model is planned to be capable of delivering effective policing through to 2017.

Hampshire is closely monitoring the impact of the changes and is prepared to make alterations if necessary to maintain effective service levels.

However, changes to the operating model present the risk of not achieving the full savings anticipated. Careful monitoring will be required to track what savings are being realised through the financial year while the new model takes effect.

The constabulary is confident that it has not yet realised all the savings that its demand analysis suggested could be made. It is confident that this model can be amended to achieve further savings, and that it will understand what impact on service this may have.

The constabulary has a strong record of making savings having successfully achieved £53m of cost reductions between 2011 and 2015.

It has balanced its budget for 2014/15 and 2015/16, including making further considerable savings. Hampshire has detailed plans in place which provide confidence that all but a very small amount of the £25m savings required by 2016/17 will be achieved.

It maximises other funding opportunities including a recent successful large joint bid with Thames Valley police to the Police Innovation Fund and an innovative collaboration with the University of Portsmouth to manage forensic examination of digital devices and the compilation of digital evidence.

The constabulary maintains robust control of expenditure with a comprehensive understanding of where and how the budget is spent.

Hampshire’s plans reflect the priorities set by the PCC who works with the constabulary to identify future savings such as a reduction in the police estate. There is a strong joint understanding of the current and future financial plans with the office of the police and crime commissioner (OPCC).

Plans to deliver further savings from greater collaboration and through its estate plans are well advanced and credible. Hampshire has a comfortable level of reserves to augment its savings plans if required and smooth any further workforce reductions that may be required.