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Gwent PEEL 2018

Efficiency

How efficiently does the force operate and how sustainable are its services to the public?

Last updated 20/01/2020
Good

Gwent Police is good at planning for the future and has used a wide range of information to understand future demand. It has used software to inform its future predictions. This links to its FMS, which it uses to test its predictions and build a better picture of gaps in future policing.

The force is improving its understanding of what the public expects, which will help it plan for future demand.

The force is good at prioritising resources, and adapting them to meet demand.

The force has predicted future retirements and staff increases. But it needs to consider changing requirements to ensure its workforce has the right skills for the future.

The force has a comprehensive medium-term financial plan (MTFP). This includes the longer-term financial issues facing the police service in Gwent.

The force’s plans for future joint working and collaboration are ambitious and based on a clear understanding of the benefits. Collaborative working has increased efficiency and created savings.

In 2017, we judged that the force’s approach to meeting current demand and using resources was good. We have carried over our judgment from the 2017 efficiency inspection.

Questions for Efficiency

1

How well does the force use its resources to meet the demand it faces?

Good

This question was not subject to detailed inspection in 2018/19, and our judgment from the 2017 efficiency inspection has been carried over.

However, Gwent Police had two areas for improvement in our 2017 efficiency inspection. These were:

  • The force should develop a plan to recover non-emergency abandoned calls.
    This has been addressed.
  • The force should conduct a leadership skills audit that will allow it to understand leadership capacity and capability.
    This is in progress.

2

How well does the force plan for the future?

Good

Gwent Police is good at planning for the future.

The force has used a wide range of information to understand future demand. It has used software to inform its future predictions linked to the FMS. It uses this to test its predictions and build a better picture of gaps in future policing.

The force understands what the public currently wants from it. It is less clear about future public expectations and how it can use them to plan for the future.

The force is good at prioritising its resources. It allocates resources to meet the police and crime commissioner’s vision and objectives. For example, the force’s people plan aims to help the force respond to changing demands and challenges as effectively as possible.

The force has predicted future retirements and staff increases. But it needs to consider changing requirements to ensure the workforce has the right skills for the future.

The force has a comprehensive MTFP, which also includes the longer-term financial issues facing the police service in Gwent.

The force’s plans for future joint working and collaboration are ambitious and based on a clear understanding of the benefits. Collaborative working has increased efficiency and generated savings.

Areas for improvement

  • The force needs to ensure that public expectations form part of future planning.

Detailed findings for question 2