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Cleveland 2017

Read more about Cleveland 2017

This is HMICFRS’ fourth PEEL (police effectiveness, efficiency and legitimacy) assessment of Cleveland Police. PEEL is designed to give the public information about how their local police force is performing in several important areas, in a way that is comparable both across England and Wales, and year on year. The assessment is updated throughout the year with our inspection findings and reports.

The extent to which the force is effective at keeping people safe and reducing crime is not yet graded.

The extent to which the force is efficient at keeping people safe and reducing crime is good.

The extent to which the force is legitimate at keeping people safe and reducing crime is not yet graded.

The efficiency inspection findings are published below.

Michael Cunningham, Her Majesty’s Inspector of Constabulary

Contact Michael Cunningham

HMI's observations

My overall assessment of Cleveland’s performance will be published in spring 2018, following the publication of the legitimacy and effectiveness inspections in December 2017 and March 2018, respectively.


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

To be graded
View the five questions for effectiveness


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

Last updated 09/11/2017

Cleveland Police is judged to be good in the efficiency with which it keeps people safe and reduces crime. Our overall judgment this year is the same as last year. The force has maintained a good understanding of demand; its use of resources to manage demand is judged to be good; and its planning for future demand is also assessed to be good.

Cleveland Police has a good understanding of demand for its services and continues to develop its understanding of demand that is less likely to be reported. The force is good at identifying and removing from its processes and systems inefficiencies that create demand. It has basic arrangements in place for ensuring that the benefits from its change programmes are realised. The force is good at listening to and receiving feedback from its workforce and involves them when implementing changes.

The force uses its resources well. It has a good understanding of the skills and capabilities it needs now and in the future, although it could do more to understand its current broader workforce skills and leadership skills. The force has some flexibility in how it prioritises and redistributes its workforce resources. Cleveland Police continues to collaborate well with other forces, partner agencies such as other blue light services and local authorities, and its private sector providers. It actively seeks other opportunities for collaboration and for examples of best practice from other forces, academics and independent reviews.

Cleveland Police is good at planning for the future and is further developing its understanding of future demand. The force’s future plans are built on sound planning assumptions. It has a good record of making savings and it is implementing a plan for further savings. However, it would be difficult for the force to make rapid additional savings or to respond to further increases in demand without stopping a service. The force uses succession planning well and makes good use of external recruitment and young people’s apprenticeships. Although it does not have a formal talent management programme, the force is doing some work to identify and nurture the talent of its existing workforce.

View the three questions for efficiency


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

To be graded
View the three questions for legitimacy

Other inspections

How well has the force performed in our other inspections?

In addition to the three core PEEL pillars, HMICFRS carries out inspections of a wide range of policing activity throughout the year. Some of these are conducted alongside the PEEL inspections (for instance, our 2016 leadership assessment); others are joint inspections.

Findings from these inspections are published separately to the main PEEL reports, but are taken into account when producing the rounded assessment of each force's performance.

Key facts

Force Area

230 square miles


0.56m people 1% local 10 yr change


84% frontline 78% national level
2.9 per 1000 population 3.6 national level
37% change in local workforce since 2010 15% national change since 2010

Victim-based crimes

0.07 per person 0.06 national level
Local 5 year trend (no change) National 5 year trend (no change)


63p per person per day local 55p per person per day national

Points of context provided by the force

  • Cleveland is a geographically small force with a mix of densely populated areas with high levels of deprivation and some more affluent or rural areas.
  • The force has a robust approach to understand the threat and risk to its communities. This is used to define local policing and resource allocation.

Police and crime plan priorities

Barry Coppinger recently launched his new Police and Crime Plan setting out five key objectives for 2016 – 2021

  • Investing in our Police
  • A Better Deal for Victims and Witnesses
  • Tackling Re-offending
  • Working Together to Make Cleveland Safer
  • Securing the Future of our Communities