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HMICFRS is consulting on our proposed policing and fire & rescue services inspection programmes

Please give us your views on these programmes by 5pm on Monday 19 February 2018.

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 requires improvement.

The efficiency and legitimacy inspection findings are published below.

Matt Parr, Her Majesty’s Inspector of Constabulary

Contact Matt Parr

HMI's observations

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

Effectiveness

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

To be graded
View the five questions for effectiveness

Efficiency

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

Last updated 09/11/2017
Good

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

Legitimacy

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

Last updated 12/12/2017
Requires improvement

Cleveland Police is judged as requiring improvement at how legitimately it keeps people safe and reduces crime. For the areas of legitimacy we looked at this year, our overall judgment is the same as last year. The force requires improvement in aspects of how it treats the people it serves with fairness and respect. It requires improvement at ensuring its workforce behaves ethically and lawfully and it requires improvement in aspects of how it treats its workforce with fairness and respect.

Cleveland Police continues to improve some aspects of the way in which it treats the people it serves with fairness and respect. The force ensures that its officers and staff understand the importance of treating people with fairness and respect and it communicates this importance clearly through its Everyone Matters programme. Members of the workforce have a good understanding of how to use coercive powers fairly, although the way these powers are actually used, recorded and monitored requires improvement. The force encourages ethical leadership and decision-making, and has made considerable progress in these areas, although there are still some problems due to internal processes, including vetting backlogs.

We were pleased to find that the force identifies, responds to and investigates allegations of discrimination adequately. Although we found that the force needs to improve the way it communicates generally with all potential and existing complainants. The force is consistently good at seeking feedback and challenge from its workforce. In general, the force deals with grievances thoroughly and professionally, although the time it takes can affect the wellbeing of those involved, and officers and staff we spoke to had little confidence in the process. Cleveland Police prioritises workforce wellbeing and has a good understanding of the relevant threats and risks. An effective range of wellbeing support is available to officers and staff, although this is not recognised and accessed in all local areas. We were pleased to find that the force has improved the fairness of its promotion processes, although more work needs to be done to improve the management and development of individual performance, and to identify and develop talent from across the workforce.

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

Population

0.56m people 1% local 10 yr change

Workforce

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)

Cost

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