Cheshire PEEL 2016

HMIC assesses Cheshire Constabulary to be outstanding in its understanding of current and likely future demand. The constabulary has a comprehensive strategic planning framework centred on the understanding of demand. It conducts an annual strategic assessment which draws on many sources of information such as environmental scanning, national reports and local authority priorities and plans, as well as changes in crime types and patterns.

The constabulary has used a priority-based budgeting (PBB) approach for the last two financial years. Through this assessment, each service area has to assess current demand against available resources, outputs and outcomes. PBB has allowed the constabulary to develop a more sophisticated understanding of traditional demand, such as crime and incidents, as well as to understand secondary demand, such as internal demand and demand from partner agencies. The constabulary’s strategic assessment also identifies areas where it does not have a good enough understanding to make an accurate assessment of demand. Further work is then commissioned to provide more information, such as intelligence gathering, exchanging information with partner agencies or producing joint profiles. The constabulary actively uses horizon scanning and detailed analysis as part of its medium-term strategic planning framework.

Cheshire Constabulary makes good use of its resources to manage current demand. The constabulary has a good understanding of the skills and capabilities of its workforce, but has encountered a number of problems with capacity and capability following the implementation of its new operating model. The constabulary has responded to this; however the changes will take time to have a positive effect on the front line.

Cheshire Constabulary is continually exploring new way of working with partners in order to reduce demand, reduce resources and improve service outcomes. The constabulary has engaged in a number of collaborative ventures, both operational and organisational, including the multi-force shared service model and a joint firearms capability, and is exploring more opportunities to collaborate with neighbouring forces. This includes ICT collaboration and a joint forensic services unit with Merseyside Police and North Wales Police. The constabulary is developing an innovative way to work collaboratively with Cheshire Fire and Rescue Service to provide joint services in areas such as finance, technology and vehicle maintenance, as well as opportunities to share accommodation. Through the change management board, post-implementation reviews and benefit realisation analysis are completed for all change programmes and projects.

Cheshire Constabulary is good at planning for demand in the future. The strategic planning framework ensures that financial resources and the workforce plan are aligned with the constabulary’s understanding of demand. The constabulary has a comprehensive ICT strategy that is aligned with the workforce and service plans.

The priority-based budgeting process includes an analysis of changes in the method of service provision which encourages budget holders to consider how digitisation and ICT could improve service standards or drive efficiencies within their units. Invest-to-save initiatives are encouraged as part of this process. However, Cheshire Constabulary has yet to implement fully the use of mobile devices to assist and drive efficiencies in frontline policing activities.

The constabulary’s medium-term financial strategy (MFTS) sets a budget until 2019/20 and the medium-term financial and workforce plans are based on credible and sensible assumptions. This includes a summary of potential high-level savings, expected funding and use of the reserves. The constabulary plans for the number of officers, staff and PCSOs to remain constant until 2019/20. This is reflected in the MTFS.