West Yorkshire 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.

West Yorkshire Police is outstanding when it comes to planning for the future.

The force has always been good at modelling future demand. Using the FMS this year has made it better.

The force has built the FMS into its planning framework. It also uses assessments, analytical models and analysis to inform decisions about resourcing, workforce planning and finance.

West Yorkshire Police understands public expectations and uses them to help predict demand and prioritise activity. Its plans are also linked to priorities in the police and crime plan, police and crime commissioner (PCC) pledges and precept commitments.

Workforce planning is linked to the demand the force believes it will face and the skills it will need, as well as its continuing change programmes.

Finance plans are based on realistic assumptions about available budget. The force has invested in early intervention in the hope of reducing demand, as well as its training and digital plans. Earmarked reserves are being invested to improve service.

Its deficit is worse than previously forecast due to changes in national funding. However, it has identified savings to balance the budget by 2021. The force has a good reserves position.

The force is good at leadership and workforce development. It has a formal succession plan for senior team leaders. It offers several career pathways and participates in schemes to bring external talent to the force.

West Yorkshire Police is doing well on diversity and simply needs to continue its efforts.

It is an ambitious force that welcomes innovation. Work has started on artificial intelligence, looking at how it could support transactional HR enquiries with a tool called TOBI.