Dorset PEEL 2016

Dorset Police has a good understanding of current and likely future demand. It understands and prioritises demands for its services well. It uses a wide range of information to obtain a comprehensive understanding of different types of demand and public expectations of its service. Importantly, this analysis is informing the force’s assessment of its capability, which in turn is influencing workforce planning and investments in priority areas such as tackling domestic abuse. Across Dorset, different methods are used to identify changes in public expectations and to gauge opinions. Overall, HMIC found that Dorset Police’s evaluation of likely future demand is extensive and means that the force is well-prepared to respond to future demands, but it could do more to assess the extra demand for police services that is likely to be presented as a consequence of partner agencies reducing their resources and the current level of services they provide.

Dorset Police prioritises resources to meet demands for service well and it has structured plans in place. However, pressures are being experienced in some areas by frontline officers and staff. The force’s future workforce plan is aligned to its current and likely future demand, and it has a real opportunity to develop its operating model to reflect priorities that include risk to vulnerable people. In setting service levels, the force considers the value services may bring to victims and communities.

We found evidence of the force working with partner agencies to manage demand more efficiently. A positive example is the reduction of people detained under section 136 of the Mental Health Act. The force has made investments in ICT and it is reacting to feedback by helping users become more conversant with its records management system. The force’s performance management system is also changing so that it increasingly looks at qualitative outcomes. Its collaboration with Devon and Cornwall Police is an emerging strength. However, Dorset Police may wish to review how consistently it assesses the impact of change across its workforce in business areas that fall outside the alliance’s scope.

Dorset Police has clear plans, based on sound analysis, allowing it to determine changes to how it operates and provides services in the future. It demonstrates an understanding of how likely future environmental changes will affect demand and how those changes will influence its target operating model. HMIC found evidence of the force working with other organisations to improve future efficiency. Its principal arrangements are with its strategic alliance partner, Devon and Cornwall Police. We were reassured by the degree of governance in place for alliance projects.

It has actively considered developments in ICT or digital working in its multi-year plans. The two alliance forces have a joint strategy to converge ICT and it is proving mostly effective. However, mobile technology has not been introduced in an efficient way by Dorset Police and the situation is reducing the confidence of some of the workforce in future ICT developments.

The force has projected the savings it expects to achieve from the alliance on a conservative basis. Dorset Police adheres to the Chartered Institute of Public Finance and Accountancy (CIPFA)’s best-practice guidelines for the maintenance of its reserves. The force experiences a low central grant but high council tax contributions. It is reliant on realising its alliance savings and is currently exceeding its predictions.