Staffordshire PEEL 2015

The force has a clear understanding of the current demand it faces. It has conducted research into over 1,000 calls to gain a better understanding of what is required by the caller. The force has developed, and continues to develop, systems and processes throughout the organisation which allows the most appropriate response for immediate calls to service.

The force has a positive culture of working with local public sector organisations and in some cases has been able to demonstrate clear value for money in doing so. It has learnt lessons from previous change programmes and increased workforce engagement and ownership of change, though it has yet to seek the views of the most significant local public sector partners on the proposed transformation.

Despite good short-term trend analysis around demand, the force is still in the process of assessing future demand, organisational and financial requirements through the transformational programme. It has identified that a more comprehensive IT system is required to improve efficiency and is currently developing this, engaging a strategic partner to help deliver change. The force is using a range of new working practices, including using new social media methods to target hard to reach communities.

There is a strong connection between the force’s workforce planning and its financial planning. Use of demand profiling in some areas means that the force has confidence that the establishment or allocation of its workforce to those business areas is appropriate.

Staffordshire police is changing the way it works to meet short and medium-term emerging demands and areas of risk to the force and communities. They are committed to neighbourhood policing and the future policing operating model which it is anticipated will see improved integration of existing policing teams and better working arrangements with partners, such as the local council authorities.

Since 2010, Staffordshire police has seen a reduction of 447 police officers, 189 staff and 29 PCSOs. In planning for further reductions for the next spending review period, the force has recognised that its current workforce model is not sustainable. It is developing plans to modify this workforce model to ensure it is sustainable in the future. However, it is not currently able to demonstrate how future demand will impact on its plans for workforce development, which will hamper its ability to plan effectively. The force intends to recruit 80 officers and is increasing the number of PCSOs, special constables and cadets to balance anticipated high levels of officer retirement.

The force has achieved its savings requirements and balanced the budget for the current spending review. It has maintained a tight control on expenditure, made savings and maximised other funding opportunities ensuring that the force’s financial plans reflect the objectives set out in the PCC’s police and crime plan. There are strong working practices between the force finance officer and the OPCC with clear oversight of expenditure.

The force demonstrates robust financial management and has balanced the budget for 2014/15 and 2015/16. It has detailed financial plans up to 2020 including efficiency savings, providing a strong understanding of the scale of its future financial challenge. In 2016/17 it plans to save £8.7m; in 2017/18 £13.7m; and in 2018/19 £16.7m.

The force recognises its dependence on the transformation programme achieving substantial changes. While the force has sufficient reserves to cover spending gaps in the short term, if the programme does not provide savings by 2017/18, or the level of savings requirement changes substantially, the force plans to make reductions in workforce numbers to maintain its sustainability and affordability. However the force does not have detailed plans for this and cannot yet show how it would affect their service to the public.