Thames Valley PEEL 2016

Since HMIC’s 2015 inspection, Thames Valley Police has continued to be good in the efficiency with which it keeps people safe and reduces crime. It has a good understanding of current demand. By reviewing and analysing response demand, protective demand and investigative demand, the force aims to determine the source of demand, the time taken to deal with it and the average cost it involves. The force has taken action to uncover hidden demand such as child sexual exploitation, honour-based violence and hate crime by raising staff awareness, and recording of incidents has increased as a result. It is refining its understanding of both current and hidden demand by making better use of data held by partner organisations such as the fire service and local authority. The force has a strategic threat assessment that considers how demand may change over the next few years and it is looking at the potential impact on demand of reducing resources in its partner organisations.

The force is good at using its resources to manage current demand. It prioritises resources based on its assessment of threat, harm and risk and uses priority-based budgeting to align resources to the areas of greatest need. The force has a very good understanding of its workforce’s skills, which are logged in a database so that skills profiles can be monitored and gaps can be identified and addressed. It has increased specialist detectives to address a substantial increase in reported cases of domestic abuse and serious sexual offences, and is addressing the changes in skills needed to deal with cyber-crime and the threat of terrorism. The force has a good track record of joint working with other police forces to improve efficiency and reduce costs, for example in a shared contact centre, ICT and vehicle fleet management. It also works with other emergency services to agree the most appropriate service to respond to particular demand, and has a well-regarded mental health triage scheme.

Thames Valley Police is good at planning for demand in the future. The force has ambitious and transformational plans to use ICT more effectively in collaboration with Hampshire Constabulary. It is already making use of body-worn video cameras, smartphones and tablets. The force uses external expertise when necessary, for example to improve financial planning and to assure ICT plans for technical viability and value. Its projected workforce model and planned use of assets match its organisational priorities and financial requirements. It has a strong track record in meeting its savings requirements and it plans to increase its collaboration with other forces in its drive for efficiency and saving money. The force’s financial plans are practical and credible and should achieve comprehensive change and savings.