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Hampshire PEEL 2016

Efficiency

How efficient is the force at keeping people safe and reducing crime?

Last updated 03/11/2016
Good

Hampshire Constabulary has been assessed as good in respect of the efficiency with which it keeps people safe and reduces crime. It has a good understanding of current demand for its services and has made progress identifying so-called hidden demand, such as child sexual exploitation. The force is developing its understanding of likely future demand. It uses its resources well to manage current demand and collaborates effectively with other police forces and organisations. The force has sound financial plans and ambitious plans to transform the service in the future. In last year’s efficiency inspection, Hampshire Constabulary was judged to be good.

Since HMIC’s 2015 inspection, Hampshire Constabulary has continued to be efficient in how it keeps people safe and reduces crime. It has a good understanding of its current and likely future demand and has undertaken comprehensive analysis of demand for its operating model, regularly adjusting the model according to new information. The force works with other agencies in order to understand and reduce demand. It is seeking to understand demand that is less likely to be reported and is working with another police force and a university to develop an evidence base for predicting demand. The force recognises how inefficient internal processes create unnecessary demand and takes action to identify and eliminate them. It is also developing a good understanding of future demand and is taking steps to increase the sophistication of its assessments. It has used anticipated future demand to inform the themes of its latest organisational change project. The force is developing its capability to address future demand, including a strong focus on cyber-crime, but needs to do more to ensure that all staff are suitably trained.

Hampshire Constabulary is good in the way it uses resources to manage demand. It uses detailed information about processes and demand to inform the allocation of resources across the force. The force’s strategic priorities are clearly defined and outcomes are rigorously monitored. It continually challenges itself to improve services while reducing costs. Hampshire Constabulary is committed collaboration and sees this as an important way of reducing costs and improving efficiency. For example, it collaborates with Thames Valley Police on ICT and in a joint operating unit for roads policing, dogs, firearms and public order. The two forces are implementing a joint contact management system and a new customer web portal to help manage demand. Tablets and smart phones for frontline staff are already improving efficiency. The force is also working well with other agencies to help manage demand more effectively, including the fire, ambulance and mental health services, and local government agencies. Hampshire Constabulary has some understanding of its current workforce skills and capabilities, but at present information about its staff is held in different databases and so it does not have a force-wide understanding of its workforce. Its performance and development review system for staff does not feed into an overall database. The force recognises this as an area for improvement and work is underway to create a database holding all of the workforce’s current skills and abilities.

Hampshire Constabulary has good plans to address future demand on its services and some elements of its approach are outstanding. It is good at identifying and prioritising areas to invest in the future, based on realistic and prudent assumptions. It continues to deliver savings, mainly through planned staff reductions and the implementation of a new operating model. However, the force shows particular strength in its comprehensive and ambitious plans to transform service delivery through ICT. In developing these plans, it has brought in expertise, worked collaboratively with partners and consulted the public. It has also begun a second organisational change programme (HC2020) through which it plans to create a workforce with the required capabilities to deal with its future demands, although workforce planning is in its early stages. This, together with its investment in IT, represents a forward-looking, sustainable approach to transforming services despite reducing budgets and a relentless approach to identifying further opportunities to reduce costs.

Questions for Efficiency

1

How well does the force understand the current and likely future demand?

Hampshire Constabulary has a good understanding of the current and likely future demand for its services. This encompasses not only the crimes and incidents to which it reacts, but also the demand for preventative, proactive services. It has undertaken comprehensive analysis which has informed the resource levels needed for its operating model and continues to revise these in the light of experience.

The force is also taking a number of steps to challenge itself to understand demand that is less likely to be reported. These include working with another police force and a university to develop an evidence base for predicting demand and developing its collaboration with local partners to understand demand in its widest sense. It also recognises how inefficient internal processes produce demand and has numerous examples of measures it has taken to identify and eliminate them.

The force is also developing a good understanding of future demand and taking steps to make its assessments more sophisticated. It has used anticipated future demand to inform the themes of its latest organisational change project. It is developing its capability to address these, including a strong focus on cyber-crime, although it needs to do more to ensure that all staff are suitably trained.

Good
2

How well does the force use its resources to manage current demand?

Hampshire Constabulary is good overall in the way that it uses resources to manage demand. It is systematic in its approach to allocating resources to match demand and organisational and financial requirements. It is robust in how it sets priorities and monitors performance; plans are ambitious, priorities clearly defined, outcomes rigorously monitored and mitigating action taken swiftly if required.

Hampshire Constabulary has a long-standing commitment to collaboration and sees this as an important part of its cost-reduction strategy and how it manages demand. A wide range and scale of collaborative arrangements are in place and planned.

The force has a good understanding of how changes to improve efficiency have affected its ability to manage demand. It has a number of processes in place to demonstrate efficiencies it has got from its investment and is making progress to enhance these.

Hampshire Constabulary has some understanding of its current workforce skills and capabilities. This could be better if it had access to a more timely and complete picture of the skills and abilities across the workforce. This would enhance its ability to improve systematically the productivity of the workforce. The force recognises this as an area for improvement. Setting this against the other areas of good performance, however, the overall judgment is that the force is good in its resource management.

Good

Areas for improvement

  • Hampshire Constabulary should undertake appropriate activities to understand fully its workforce’s capabilities, in order to identify any gaps and put plans in place to address them. This will enable the force to be confident in its ability to meet current and likely future demand efficiently.
3

How well is the force planning for demand in the future?

Hampshire Constabulary is good overall in the way that it plans for the demand for its services in the future, with some elements of its approach being outstanding.

It is good at identifying and prioritising areas to invest in the future. This is based on realistic and prudent assumptions. However, the force shows particular strength in its comprehensive and ambitious plans to transform service delivery through ICT. In developing these plans, it has brought in expertise, worked collaboratively with partners and consulted the public. It has also begun a second organisational change programme (HC2020) through which it plans to create a workforce with the required capabilities to deal with its future demands, although workforce planning is in its early stages. This, together with its investment in IT, represents a forward-looking, sustainable approach to transforming services, while recognising the need to live within a reducing budget, and a relentless approach to identifying further opportunities to reduce costs.

Good