Staffordshire PEEL 2018

This question was not subject to detailed inspection in 2018/19, and our judgment from the 2017 efficiency inspection has been carried over. However, there was one area for improvement identified from this inspection.

• The force should ensure it has sufficient resources available in the control room to fulfil its resourcing model, and so meet its demand, while also considering its workforce’s wellbeing.

As part of our fieldwork, we reviewed the progress made by the force in this area.

The force made changes to address this during 2018. Capacity to answer calls during peak times has improved. During our visit to the force control room, calls were answered efficiently. To ensure that the control room maintains call handling performance at times of peak demand, multi-skilled staff move flexibly between different roles.

The force continually reviews future resourcing requirements as part of the change programme. It predicts it will make the savings required in 2019/20 through managing vacancies and reducing the number of Airwave talkgroups, a communication service used by the emergency services, operating across the force’s response and neighbourhood teams.

The force predicts a further 23 percent of contact will move to digital channels through social media and introducing the national single online home platform. This platform will provide ways for the public to contact the force and report non-emergency incidents online.

Staffordshire Police is good at planning for the future. It assesses what skills and tools it needs. It has a good ICT strategy to help address future demands.

The force has a good understanding of public expectations. It works well with local communities and carries out surveys to find out local people’s experiences and opinions. The force uses feedback to improve its services.

Staffordshire Police is good at managing its many priorities, using its understanding of future demand and changing public expectations. Its change plans focus on making sure it can meet the needs of the public.

It has invested in new technology such as a replacement for its records management system to improve the way the organisation operates.

It has worked to improve the diversity of the workforce by recruiting from outside the police service.

The force’s plans are realistic. Its medium-term financial plan balances making savings with investing in priority areas.

Force leaders recognise that workforce development is important to meet future demand. The force has a good plan that focuses on supportive leadership and wellbeing. Leadership training for officers and staff includes a talent management scheme to help people reach their full potential.

Staffordshire Police and Staffordshire Fire and Rescue Service are looking at opportunities for more collaboration to identify efficiencies and improve services provided to the public.

We set out our detailed findings below. These are the basis for our judgment of the force’s performance in this area.

Our last efficiency inspection in 2017 identified the force should ensure it has adequate plans in place to show it can provide services, while also making necessary cost savings.

This year we found that the force had made considerable progress. Its plans are detailed, based on a good understanding of both current and future demand and the savings needed over the next three years. The force’s careful approach to financial and change management should position it well for dealing with future challenges.