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Kent 2017

Read more about Kent 2017

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

The efficiency and legitimacy inspection findings are published below.

Zoë Billingham, Her Majesty’s Inspector of Constabulary

Contact Zoë Billingham

HMI's observations

My overall assessment of Kent’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

Kent 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 is judged to be outstanding in its understanding of demand; its use of resources to manage demand is assessed to be good; and its planning for future demand is judged to be good.

Kent Police is outstanding in how it ensures it understands demand for its services. The force is continuing to improve its already comprehensive understanding of current and likely future demand, including complex demand such as that from communities less likely to report crime. It makes impressive use of data from partner agencies, ensuring that its analytical products are very informative. The force has used its detailed understanding of demand in its substantial work on a new operating model. It has also established processes to identify and improve internal inefficiencies that create avoidable demand.

The force continually assesses its ability to respond to demand for its services, but there are areas for improvement. The rate that the public are abandoning 101 calls directed to the control room is too high, and sometimes demand is greater than the force’s capacity to manage it, which means its frontline resources are under pressure. Chief officers recognise the significance of these problems and are taking action to manage demand better; they expect that the force’s new operating model will bring further improvements. This model moves a considerable number of the workforce into public protection to help the force tackle the increase in crimes affecting people who are vulnerable.

The force has a good understanding of the skills and capabilities it needs, including in its leaders, and how these will change in the future. The force’s profiling tool helps it to plan its recruitment and training. In its most recent recruitment campaign, the force had some success in increasing the number of black, Asian, and minority ethnic (BAME) candidates. Excellent opportunities are available to both officers and staff for lateral development.

Kent Police has demonstrated a strong commitment to joint working, in particular with Essex Police, and as an active member of the seven-force strategic alliance. The force seeks ideas for improvement from its workforce and encourages its leaders to seek examples of good practice from outside the force.

The force has a good track record of achieving financial savings ahead of schedule. The force’s plans are realistic and they are based on prudent financial assumptions. Despite this, the successful implementation of the new operating model will be challenging for the force.

View the three questions for efficiency


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

Last updated 12/12/2017

Kent Police is judged to be outstanding 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 outstanding at treating the people it serves with fairness and respect. It is judged to be good at ensuring its workforce behaves ethically and lawfully and outstanding at treating its workforce with fairness and respect.

Kent Police has clear values that emphasise the importance of treating people with fairness and respect and it is outstanding at keeping people safe and reducing crime. The workforce receives extensive training on ethical decision-making that covers unconscious bias, effective communication skills and the use of coercive powers such as stop and search. The force monitors the use of stop and search and has carried out research to understand any identified disproportionate use. Independent advisory groups provide effective external scrutiny and feedback. Governance of the use of force is clear and lessons learned are communicated with the workforce. However, the force should ensure that all officers and supervisors understand what constitutes reasonable grounds for stop and search and record them correctly.

Force leaders continue to demonstrate an extremely positive and ethical approach to policing. Officers and staff receive continuing advice and extensive training on ethical decision-making and have an excellent understanding of ethical policing. The force’s website and police front counters provide the public with information on how to make a complaint. However, the force could improve the information it provides complainants when they first make a complaint and ensures it provides informative updates at the required intervals.

In 2016, we found that the force was outstanding at treating its workforce with fairness and respect, and this remains the case. The force has had some success in addressing the disproportionality in its workforce by increasing officer recruitment from black, Asian and minority ethnic communities. The force maintains a comprehensive range of effective and sometimes innovative preventative measures to improve workforce wellbeing, including initiatives to reduce the stigma attached to mental health issues and has applied for an excellence award under the Workforce Wellbeing Charter. It has schemes to develop talent and bring skills into the force. The workforce sees the police officer promotion process as fair and candidates report receiving objective feedback.

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

1443 square miles


1.78m people 11% local 10 yr change


73% frontline 78% national level
3.1 per 1000 population 3.6 national level
18% 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 National 5 year trend (no change)


42p per person per day local 55p per person per day national

Points of context provided by the force

  • The area has a complex transport infrastructure with millions of passengers and freight movements each year.
  • The force is changing its policing model to strengthen our response to vulnerable members of our communities and further align services to the Strategic Policing Requirement.

Police and crime plan priorities

Strong ethics, transparency and integrity at all times

Guiding principles:
People suffering mental ill health need the right care from the right person

Crime is important no matter where it takes place

Vulnerable people must be protected from harm

Read More

The Chief Constable’s priorities for the next four years are to:

  1. Put victims first
  2. Fight crime and antisocial behaviour
  3. Tackle abuse, exploitation and violence
  4. Combat organised crime and gangs
  5. Provide visible neighbourhood policing and effective roads policing
  6. Deliver an efficient service

As the Police and Crime Commissioner, I will:

  1. Hold the Chief Constable to account for the delivery of Kent Police’s priorities
  2. Support all victims of crime and abuse
  3. Commission services that reduce pressure on policing due to mental health
  4. Invest in schemes that make people safer and reduce re-offending
  5. Make offenders pay for the harm that they have caused
  6. Actively engage with residents in Kent and Medway

Opportunities for the future:

  1. Calling for more criminal justice powers for PCCs
  2. Lobbying for a fairer funding settlement for Kent
  3. Further collaboration with other organisations
  4. Oversight of the Police complaints process
  5. Ideas tested during the consultation
  6. Backing volunteering