Gwent PEEL 2016
Efficiency
How efficient is the force at keeping people safe and reducing crime?
How well does the force understand the current and likely future demand?
Gwent Police has a strong understanding of its demand through regular reviews of all the demand it faces, and use of data on internal, hidden and proactive demand. Demand is at the heart of the force’s understanding of how it operates, how it plans and how it deploys.
Senior officers understand their demand data and the impact that the different types of demand (e.g. internal, hidden, proactive) have on the force, its partners and the public.
The force has improved its understanding of internal unnecessary demand ‘and has implemented a change programme to identify and change processes that create unnecessary additional demand. It works well with external partners at a senior level to secure collective responsibility for demand and ensure that misdirected demand is dealt with appropriately.
Gwent Police has good processes in place to help understand how demand is likely to change in the future.
How well does the force use its resources to manage current demand?
Gwent Police uses its resources effectively to manage current demand and has a good understanding of demand which it uses to allocate resources. The force has systems in place to understand its workforce gaps and capabilities, and to match operational skills to demand in real time and for longer-term planning and deployment of resources.
The force has developed good collaborations with partners including other forces, the ambulance service, academic institutions and private industry, to deal with demand more efficiently, and has processes in place to ensure that it reviews the impact of change on service provision. The force has been good in realising benefits from its investments, and outstanding in the way it selects, manages and reviews the impact of its current change programme.
How well is the force planning for demand in the future?
Gwent Police is planning actively for demand in the future. It has prioritised areas to invest in and, in the case of ICT, has investment and change programme plans that should achieve greater efficiency and service improvement. Its plans for investment in ICT are comprehensive and it has an outstanding strategy that takes account of digitisation to improve the efficiency of its service.
The force has a clearly laid-out resourcing model, matched against current finances and the expectations of monies available under future government settlements. Its medium-term financial strategy for the period to 2020 is aligned with the Police and Crime Reduction Plan and the Strategic Policing Requirement. The force can clearly demonstrate that it has a credible financial plan which is built on sound assumptions for the medium-term future of the force. We are satisfied that the force has robust financial plans in place to secure a balanced position over the four-year period to 2020/21.