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Gwent 2017

Read more about Gwent 2017

This is HMICFRS’ fourth PEEL (police effectiveness, efficiency and legitimacy) assessment of Gwent 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 good.

The efficiency and legitimacy inspection findings are published below.

Wendy Williams, Her Majesty’s Inspector of Constabulary

Contact Wendy Williams

HMI's observations

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


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

Gwent 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 assessed to be good; but its planning for future demand is judged to require improvement.

Gwent Police demonstrates a good understanding of the demand for its services and makes good use of technology to achieve this. The force understands how demand may be affected and demonstrates a good commitment to managing and prioritising its response to that demand. However, it does not have in place a plan to recover non-emergency abandoned calls and needs to do more to ensure it has a clear understanding of potential future demand for its services. The force encourages innovation and makes good use of technology to improve its services.

The force has a good understanding of the skills and capabilities it needs in its workforce now and in the future; however, this could be improved further with a better understanding of wider or ‘softer’ skills. The force manages its finances effectively and has the flexibility to meet any unforeseen demands for its services; however, it needs to do more to develop sustainable financial plans to guide future savings.

View the three questions for efficiency


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

Last updated 12/12/2017

Gwent Police is judged to be good 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 is judged to be requiring improvement at treating all of the people it serves with fairness and respect but judged as good at ensuring its workforce behaves ethically and lawfully and treating its workforce with fairness and respect.

The force prioritises the ethical behaviour of the workforce and supervisors play an active role in ensuring that standards are maintained. To reinforce this, the force has put a programme in place to simulate incidents that test the principals of ethical decision making. Known as ‘ethical dilemmas’, front line staff talk through hypothetical scenarios with supervisors to discuss how best to ensure that the force’s reputation is not undermined.

Leaders in Gwent Police have a limited understanding of the importance of treating all the people they serve with fairness and respect. This is reflected in a lack of understanding of skills of Gwent Police’s workforce and shortcomings in arrangements for external scrutiny. Its monitoring of the use of coercive powers is

too limited in scope to identify and respond effectively to individual and organisational concerns. These include uncertainty regarding the legal grounds necessary to stop and search members of the public.

The force provides information to the public about how to make a complaint, and is good at keeping complainants updated on the progress of their complaints. The force has effective knowledge and processes in place to identify, respond to and investigate allegations of discrimination.

Force leaders provide a range of channels to seek feedback and challenge from its workforce. The force takes action in response to issues raised, and informs the workforce accordingly. The force has a well-established and effective health and wellbeing strategy that is supported by a range of practical measures to promote physical and psychological wellbeing, and to take preventative and early action to address wellbeing concerns. The force has provided training for supervisors and has a well-understood policy for providing wellbeing support. It has seen reductions in short and medium-term sickness as a result. The force is beginning to improve how it manages and develops the individual performance of its officers and staff, but the process does not yet have credibility among much of the workforce. The force has an established process for identifying high-potential candidates, based on line manager support, application forms and interviews, and is in the early stages of identifying high-potential members of 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

599 square miles


0.58m people 4% local 10 yr change


78% frontline 78% national level
3.6 per 1000 population 3.6 national level
14% change in local workforce since 2010 15% national change since 2010

Victim-based crimes

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


59p per person per day local 55p per person per day national

Points of context provided by the force

  • An ambitious Change Programme continues and work has been undertaken to streamline services and put resources where most necessary to meet present and future demand.
  • Gwent is culturally and economically diverse, comprises rural and urban areas, has a growing population and 11 percent of its communities are most deprived.

Police and crime plan priorities

1. Crime Prevention

Taking action to prevent crime by working with partner organisations and communities to tackle crimes that present the greatest threat, harm and risk and especially those crimes committed against the most vulnerable.

2. Supporting Victims

Provide excellent support for all victims of crime with a particular focus on preventing further serious harm.

Read More

3. Community Cohesion

Ensure that the Police, partners and the Office of the Police and Crime Commissioner engage with communities to encourage, help and support them to work together to keep themselves safe.

4. Tackling Anti-Social Behaviour

Ensuring the Police work closely with partner organisations to tackle anti-social behaviour effectively.

5. Effective Service Delivery

Ensuring that Gwent Police and the Office of the Police and Crime Commissioner are high performing organisations which value and invest in their staff to achieve value for money in delivering impressive services that meet the needs of all our communities.