Kent PEEL 2015

Kent Police has an extensive understanding of current, changing and future levels of demand for its services. It is using this understanding to ensure that it matches resources to demand. Additionally, it also uses its information to manage, redirect and reduce unnecessary demand.

Performance is managed well with a keen commitment to improving both efficiency and service quality.

In the future, Kent wants to use its website as the primary way it engages with the public. It is working to improve the accessibility and interactivity of its site to achieve this.

Kent Police has recognised that its IT infrastructure requires significant investment to improve efficiency and effectiveness. The force has embarked on an ambitious programme of IT transformation in collaboration with Essex Police although this is still in the early stages of development.

Kent Police has developed a workforce model that focuses frontline resources into community policing and is well aligned to current financial and organisational requirements.

It enables resources to be directed at meeting the main priorities in the police and crime plan and responds well to the demands made by the public.

HMIC found that the force has a good understanding of the skills and competencies in the workforce. However in some areas of new and emerging crime types, such as high-tech internet crime it has been slow to build up the necessary skills and capabilities. However, the force contributes fully to the South East Regional Organised Crime Unit (SEROCU), cyber-crime unit and officers from Serious Economic Crime Unit have undertaken nationally-approved training.

In the long term as the workforce continues to reduce in size, the model will be reliant on the success of the force’s ambitious approach to reducing and managing demand in order that it can continue to police effectively with fewer officers and staff.

Kent Police is well-placed to face its future financial challenges. Through robust financial management and a commitment to continuous improvement, it has successfully reduced its spending by £49.4m over the last spending review period, balanced its budgets and maintained its services.

There are rigorous financial controls in place and the force is effective at managing and lessening financial risks. It works well with the office of the police and crime commissioner (OPCC) and financial plans reflect the objectives set out in the police and crime plan.

Kent has an excellent understanding of, and is planning for, further financial challenges. It is estimating that it needs to cut its spending by a further £47m between 2015/16 and end of 2017/18. While it has plans in place that can achieve this, success will rely on the force’s ability to transform the way it works, in particular how it manages demand and uses a significant investment in IT to enable it to work more efficiently.