Dorset PEEL 2017

Dorset Police is good at understanding demand for its services. Its demand assessment methodology is comprehensive, well integrated and evolving. It provides high quality information which the force can rely on to make planning and resourcing decisions. Good demand and change management decision-making arrangements are in place, with established and successful methodologies for risk management and for the realisation of anticipated benefits. Within the force control room, there is a structured approach to demand management, but peak periods of demand for service remain problematic. The force has ambitious future change plans and has processes to engage with the workforce, but needs to review the effectiveness of these processes.

Dorset Police is good in the way it uses its resources. It has a good understanding of the skills it needs to operate effectively and well-developed plans for recruitment and training, although it would benefit from a more comprehensive understanding of skills across the whole workforce. The force has a developing understanding of its future leadership needs with plans in place to broaden the leadership training it provides. As its strategic alliance change programme (PRISM) develops, it needs to conduct a new leadership skills audit that will allow it to understand leadership capacity and capability. The force prioritises its activity well, based on a good understanding of the demand for its services and agile use of resources. The main focus of its investments in future years is aligned to the objectives of the police and crime commissioner and supported by the PRISM programme. In addition to its close relationship with Devon and Cornwall Police, the force has good collaborative links with other police and partner organisations across the region. It has a clear understanding of the benefits of joint working and is open to new ideas and innovation to improve the way that it operates.

Dorset Police has developed good plans for the future. In particular, the work it has done to identify potential future demand for service is impressive. The force has made a good start in developing a transformational approach to its future policing services that incorporates joint working, public feedback and the effect of technology. The understanding of future leadership needs is less defined, but should become clearer as change plans evolve. The force’s plans for the future are ambitious, but realistic when considered against collaboration progress already made. The change programme is well resourced and the force plans for future savings seem achievable so long as momentum is maintained.