PEEL Assessment Framework 2021/22 – revised

Introduction

We assess each police force in England and Wales, giving graded judgments across several core questions set out in this framework.

In 2020/21 we changed our approach to graded judgments. We now assess forces against the characteristics of good performance.

The characteristics of good listed beside each core question in this framework indicate the performance a force needs to demonstrate to achieve a grade of good. They help inspectors to make consistent assessments across forces and for forces to see what they are being graded against. As with previous judgment criteria, they are not intended to be prescriptive or exhaustive. They take account of existing national standards and guidance, College of Policing authorised professional practice, and evidence from research. We consider new guidance, standards and research when made available.

We also more clearly link our judgments to causes of concern and areas for improvement, and we have expanded our previous four-tier system of judgments to five tiers. Our categories of graded judgment are: outstanding; good; adequate; requires improvement; and inadequate. As a result, we can state more precisely where we consider improvement is needed and highlight more effectively the best ways of doing things.

However, these changes mean that it isn’t possible to make direct comparisons between the grades awarded in PEEL 2020/21 with those from previous PEEL inspections. A reduction in grade, particularly from good to adequate, does not necessarily mean that there has been a reduction in performance, unless we say so in the force report.

1. How good is the force’s service for victims of crime?

1.1 The force manages incoming calls, assesses risk and prioritises the police response well

1.1.1 Answers 999 and 101 calls within the force’s agreed time frames a substantial proportion of the time, and has a low number of callers disengaging while waiting for the call to be answered.
1.1.2 The call handler correctly records the details of the call; the call handler uses and correctly records a structured initial triage and risk assessment to inform the prioritisation given to the call to provide the most appropriate response.
1.1.3 Call handlers act politely, appropriately and ethically, using clear unambiguous language and give appropriate safeguarding and evidence preservation advice.

1.2 The force deploys its resources to respond to victims and incidents in an appropriate manner.

1.2.1 The force responds to calls for service within its published time frames based on the prioritisation given to the call and does not inappropriately change the prioritisation of a call (i.e. on the basis of managing down demand when short of resources).
1.2.2 The force provides an appropriate response, taking into consideration risk and victim vulnerability, including information obtained subsequent to the initial call (i.e. from the public/officers/systems checks).

1.3 The force’s crime recording can be trusted.

1.3.1 The force is effective at recording reported crime.
1.3.2 The systems and processes within the force support accurate crime recording.
1.3.3. The force demonstrates the necessary leadership and culture to meet the national standards for crime recording.

1.4 The force has effective arrangements for the screening and allocation of crimes for further investigation and these take into account vulnerability.

1.4.1 The force has a suitable crime screening/allocation policy which it adheres to and applies in a consistent way.
1.4.2 The victim is informed promptly if a crime is screened out.

1.5 The force carries out a proportionate, thorough and timely investigation into reported crimes, with senior level governance providing robust scrutiny.

1.5.1 All investigative opportunities are considered and those which are proportionate are carried out in a timely manner.
1.5.2 The Code of Practice for Victims of Crime is adhered to.
1.5.3 Investigations are appropriately supervised and reviewed.
1.5.4 The force has an effective investigations policy.
1.5.5 The force has effective governance arrangements for investigative standards.

1.6 The force makes sure that it follows national guidance/rules for deciding the outcome it gives for each report of crime.

1.6.1 The force has an outcomes policy which aligns with national guidance/rules and which is complied with and applied consistently.
1.6.2 When making an outcome decision, the force’s systems and processes make sure that appropriate consideration is given to the nature of the crime, the offender and the victim.
1.6.3 The force demonstrates the necessary leadership and culture to ensure the use of outcomes is appropriate; standards of compliance with force and national policies are high.

2. How good is the force at engaging with the people it serves and treating them fairly, appropriately and respectfully?

2.1 The force engages with all its diverse communities to understand and respond to what matters to them.

2.1.1 In liaison with third sector organisations, the force actively identifies and includes all of its varied communities.
2.1.2 The force actively seek views from and engages regularly with local communities to identify local problems and gather intelligence.
2.1.3. The force’s short-term and long-term local policing and partnership activity are influenced by information and intelligence gathered from community engagement.
2.1.4. The force empowers local people to get involved in local policing activity.

2.2 The workforce understands why and how to treat the public with fairness and respect.

2.2.1 The workforce has a sound understanding of unfair behaviour and how to combat it; this knowledge is applied during interactions with the public.
2.2.2 Officers are sufficiently trained in effective communication skills; this knowledge is applied during interactions with the public.

2.3 The workforce understands how to use stop and search powers fairly and respectfully.

2.3.1 Officers are sufficiently trained in how to use stop and search fairly and appropriately. This knowledge is applied during their interactions with the public.
2.3.2 The overwhelming majority of recorded grounds for stop and search are reasonable.
2.3.3 Body-worn video is used in all stop and search encounters. Interactions between officers and the public are improved as a result.

2.4 The force understands and improves the way it uses stop and search powers.

2.4.1 The force can demonstrate that its use of stop and search conducted under section 1 PACE and associated legislation is fair and effective.
2.4.2  The force can demonstrate that its use of stop and search under section 60 Criminal Justice and Public Order Act is fair and effective.
2.4.3  The force acts upon scrutiny and challenge received from an external independent forum to improve officers’ use of stop search powers.

2.5 The workforce understands how to use force fairly and appropriately

2.5.1 Officers and staff are trained in how to use force fairly and appropriately. This knowledge is applied during their interactions with the public.

2.6 The force understands and improves the way in which it uses force.

2.6.1 The force understands how, and with what impact, its officers use force and it uses this knowledge to make improvements.
2.6.2 The force acts upon scrutiny and challenge received from an external independent forum to improve how officers use force.

3. How good is the force at preventing and deterring crime, anti-social behaviour and vulnerability?

3.1 The force prioritises the prevention of crime, anti-social behaviour, and vulnerability.

3.1.1 The force tackles crime, incidents and vulnerability through a focus on prevention activity in force/local performance meetings and tactical tasking and co-ordinating group meetings against the priorities it has set.
3.1.2 The force analyses its own and partner data to establish high demand and vulnerable locations, people and suspects, including repeat victims and uses this to support its prevention approach.
3.1.3 The force understands the strengths and needs of local communities and is helping to build resilience and cohesion.
3.1.4 The force acts on results from its use of evidence-based policing methodology.

3.2 The force uses problem solving and works in partnership to prevent crime, anti-social behaviour and vulnerability.

3.2.1 The force achieves sustainable results through the use of a structured problem-solving model focused on understanding the root cause of crime and vulnerability.
3.2.2 The force understands threat and risk through effective and informative analysis that directs activity.
3.2.3 The force effectively evaluates problem-solving activity, and shares it to inform future activity.
3.2.4 The force works in partnership with a wide range of other organisations in problem solving, crime prevention and early intervention activity, which is effective and achieves positive outcomes and reductions in demand.
3.2.5 The force is undertaking early intervention approaches with a focus on positive outcomes.

3.3 The force understands demand facing neighbourhood policing teams and manages resources in line with that demand.

3.3.1 The force has a good understanding of neighbourhood demand and this informs its decision making on resource deployment.
3.3.2 The force is professionalising neighbourhood policing through training, accreditation and CPD, all focusing on prevention.
3.3.3 The force values successful neighbourhood policing and rewards officers, staff and volunteers who make effective contributions.

4. How good is the force at responding to the public?

4.1 The force identifies and understands risk effectively at initial contact.

4.1.1 Call handlers answer calls quickly and use a structured approach for risk assessment; they record this on force systems, allowing effective safeguarding of victims and better deployment decisions to be made.
4.1.2 The force understands and promptly identifies vulnerability at first point of contact.
4.1.3 The force seeks advice from experts to inform and help better decision making and risk assessments.
4.1.4 The public are able to contact the force through a range of channels to report that a crime has occurred.

4.2 The force provides an appropriate response to incidents, including those involving vulnerable people.

4.2.1 The force attends incidents quickly enough to secure scenes, safeguard and protect victims and provide the quality of service expected.
4.2.2 The force thoroughly assesses a victim’s vulnerability and risk at the initial response.
4.2.3 The force is effective at managing crime scenes and making the most of early evidence opportunities.

4.3 The force understands the demand faced by officers responding to calls for service and manages its resources to cope with that demand.

4.3.1 The force has a good understanding of initial emergency response demand; this understanding informs its decision making on resource deployment and the number of officers it needs.
4.3.2 The force can effectively view its demand across all areas allowing it to consider current demand against current resource.
4.3.3 The force supports and develops the supervisors of initial responders; they provide effective leadership at actual incidents, not just observing and directing remotely.

4.4 The force has a good understanding of the wellbeing needs of its contact management staff and officers initially responding to emergency calls.

4.4.1 Workloads and working hours in the control room and for response officers are manageable and fair, as the force achieves the right balance between meeting demands and looking after the individual.
4.4.2  Line managers in both the control room and response teams identify wellbeing problems early, and, as a result, problems are prevented or don’t get any worse.
4.4.3 The force is professionalising initial contact and emergency response policing through training, accreditation and CPD.

5. How good is the force at investigating crime?

5.1 The force understands how to carry out quality investigations on behalf of victims and their families

5.1.1 The force has effective governance in place (strategy, policy and accountability) to make sure that it can address the capacity, capability and standards it needs to achieve quality investigations.

5.2 The force understands the crime demand it faces and what resources it needs to meet it effectively.

5.2.1 The force has a comprehensive picture of its crime demand.
5.2.2 Leaders have a good understanding of skills and capabilities required to meet both current and future demand and feed this into central resourcing and training departments.
5.2.3 Investigations are allocated using effective processes based on a risk assessment of threat, risk, harm that allow the force to meet a wide range of crime demand.
5.2.4 The force understands the capacity and capabilities required to meet digital, cyber and forensic demands (support for investigations).

5.3 The force provides a quality service to victims of crime.

5.3.1 The force consistently conducts thorough investigations, leading to satisfactory results for victims.
5.3.2 The force achieves good results for victims by pursuing evidence-led investigations, when appropriate to do so, and actively pursues prosecution on behalf of the victim.
5.3.3 The force maintains victim and witness confidence through adherence to the Code of Practice for Victims of Crime.
5.3.4 Victims and witnesses are provided with adequate support, which encourages them to see criminal justice proceedings through to completion.
5.3.5 Effective and appropriate supervision and review of investigations has a positive effect.

5.4 The force manages the wellbeing of staff involved in investigations.

5.4.1 Supervisors promote a healthy work-life balance.
5.4.2 Workloads and working hours are manageable and fair as the force achieves the right balance between meeting demands and looking after the individual.

6. How good is the force at protecting vulnerable people?

6.1 The force understands the nature and scale of vulnerability. (This includes all types of vulnerability e.g. older people, hate crime, mental ill health, domestic abuse, children, child sexual exploitation, modern day slavery and human trafficking etc.)

6.1.1 The force has effective governance for vulnerability (strategy, policy and accountability) to make sure it has the capacity and capability to protect vulnerable people.
6.1.2 The force collects victim feedback on a regular basis, including through partner agencies, and use this to improve services both at an organisational and individual level.

6.2 The force provides ongoing safeguarding and support for vulnerable people including those at risk of criminal exploitation.

6.2.1 The force recognises the need for effective and ongoing safeguarding of vulnerable victims.
6.2.2 The force is good at recognising and dealing with harm including hidden harm (evidenced through the number of victims identified and safeguarded by police), sharing information about vulnerable victims/groups with partner agencies and this prompts appropriate action/support.
6.2.3 The force understands how it uses the powers available to best protect and safeguard vulnerable people and victims and makes sure they are used when appropriate.

6.3 The force works effectively and proactively with partners to reduce vulnerability and repeat victimisation.

6.3.1 The force contributes to the effectiveness of multi-agency arrangements (adult and child MASH, MARAC, MATAC, CPC etc).

6.4 The force has a good understanding of demand and resources, including when working with other agencies.

6.4.1 Resourcing and investment in vulnerability is made using a full understanding of current demand.
6.4.2 The force understands its own likely future demand and also understands the future investment and resourcing decisions of partner agencies and how this may affect policing and the community.

6.5 The force maintains and improves the wellbeing of staff involved in protecting vulnerable people and understands the effect of the action it is taking.

6.5.1 The force is clear that many PVP roles pose a high risk to wellbeing and it provides an enhanced wellbeing service to the people in these high-risk roles.

7. How good is the force at managing offenders and suspects?

7.1 The force is effective in apprehending and managing suspects and offenders to protect the public from harm.

7.1.1 Outstanding suspects (not yet apprehended) are prioritised and monitored and force leaders held to account for apprehending them.
7.1.2 Processes in place to promptly circulate wanted persons on the police national computer (PNC) and action taken to locate these persons.
7.1.3 Pre-charge bail is always used when appropriate; this is monitored and there is clear accountability for ensuring this happens.
7.1.4 The force uses released under investigation or subject to voluntary attendance when appropriate; their use is monitored for both risk and timeliness, and there is clear accountability for making sure this happens.
7.1.5 The force works with Immigration Enforcement to identify and manage arrested foreign nationals effectively; it makes referrals to ACRO (criminal records office) to check previous overseas convictions for foreign nationals.

7.2 The force effectively manages the risk posed to the public by the most dangerous offenders

7.2.1 The force uses nationally recognised risk assessment tools e.g. ARMS (active risk management system), OSP in line with APP and these are completed in a timely manner, including reviews.
7.2.2 Management of offenders, including reactive management of offenders, is in line with APP.
7.2.3 The force routinely considers preventive or ancillary orders to protect the public from the most dangerous offenders; breaches are monitored, and action taken.
7.2.4 Neighbourhood and response teams are aware of registered sex offenders in their area; the awareness is sufficient that they recognise opportunities, take enforcement action, submit intelligence and safeguard victims.
7.2.5 The force has systems in place to proactively identify from all sources the sharing of indecent images of children. It understands the benefits of, and how best to use, specialist software to proactively identify people sharing indecent images of children. It takes appropriate action, in a timely manner and based on an assessment of risk. Any risk in any backlogs are then visible to senior leaders.

7.3 The force has an effective Integrated Offender Management (IOM) programme.

7.3.1 The force understands who its repeat offenders are and takes effective measures to reduce re-offending or change behaviour.
7.3.2 The force IOM programme is in line with the latest IOM strategy in terms of evidence based need and is effective in supporting desistance.

7.4 The force understands the demand and has the resources it needs to manage suspects and offenders effectively.

7.4.1 The force understands the benefits and outcomes from managing offenders effectively as well as the impact/costs associated with offenders, not just to policing but to other agencies; it uses this
understanding to inform its allocation of resources in consultation with partner agencies.

8. How good is the force at disrupting serious and organised crime?

8.1 The force makes good use of all available intelligence to identify, understand and prioritise serious and organised crime (SOC) and inform effective decision making.

8.1.1 Strategic analysis directs and prioritises SOC intelligence collection.
8.1.2 The force assesses threat, harm, risk and vulnerability to inform an operational response that reduces the effects of SOC.

8.2 The force has the right systems, processes, people and skills to tackle SOC and keep the public safe.

8.2.1 Effective strategic management and planning meet SOC demand.
8.2.2 The force effectively manages and co-ordinates its response to serious and organised crime threats.
8.2.3 The force aims to continually improve and develop how it responds to SOC threats.

8.3 Disruptive activity reduces the threat from SOC (Pursue).

8.3.1 The force maximises disruption of serious and organised crime by considering a range of overt and covert tactics; this includes using the powers of partner agencies to frustrate organised criminals.

8.4 The force prevents people from engaging or re-engaging in organised crime (Prevent).

8.4.1 The force has a consistent and structured approach to identifying those people at risk of being drawn into SOC or whose offending is likely to intensify and become more serious.
8.4.2 The force works with public and private sector partners to effectively deliver prevent initiatives and diversionary schemes.
8.4.3 SOC offender management prevents those people in the criminal justice system from continuing to offend.

8.5 Communities, organisations and individuals are resistant and resilient to the impact from serious and organised crime (Protect and Prepare).

8.5.1 Police and partner agencies reduce risk and vulnerability in local communities.

9. How good is the force at meeting the requirements of the Strategic Policing Requirement (SPR)? UNGRADED QUESTION

This question is no longer assessed or reported on as part of PEEL.

10. How good is the force at protecting communities against armed threats? UNGRADED QUESTION

This question is no longer assessed or reported on as part of PEEL.

11. How good is the force at building, developing and looking after its workforce and encouraging an ethical, lawful and inclusive workplace?

11.1 The force promotes an ethical and inclusive culture at all levels.

11.1.1 The force has an ethical culture and environment where the workforce understands what is expected of it, the force is reflective, and the public are treated fairly.
11.1.2 The force tries to make sure that the people in its workforce have a sense of belonging and feel included within the organisation; this aims to create a fair, positive and ethical working environment for all.

11.2 The force understands the wellbeing of its workforce and uses this understanding to develop effective plans for improving workforce.

11.2.1 The force has a comprehensive and informed understanding of the wellbeing of the workforce.
11.2.2 The force works with a comprehensive and achievable plan to improve the wellbeing of its workforce.

11.3 The force maintains and improves the wellbeing of its workforce and understands the effect of the action it is taking.

11.3.1 The force improves the wellbeing of the workforce by providing a good range of preventative and supportive measures, with a strong focus on prevention and early intervention.
11.3.2 The force improves the wellbeing of its workforce through supportive leadership at all levels.
11.3.3 The force makes sure members of its workforce are well equipped to maintain their own wellbeing, and gives them the necessary time and space to do so.
11.3.4 The force understands how its wellbeing provision is making a difference.

11.4 The force is building its workforce for the future.

11.4.1 The force understands its recruitment needs and has an effective plan to meet them.
11.4.2 The force is taking effective action so that its workforce better reflects its communities.
11.4.3 The force understands what factors influence retention and is making good progress with its strategy to encourage people to stay.

11.5 The force is developing its workforce to be fit for the future.

11.5.1 The force understands what learning and development is required to match predicted future needs and has a plan to achieve them.
11.5.2 The force is making progress in its plan to achieve the requirements of the policing education qualifications framework (PEQF) initial entry routes.

11.6 Proactive and disruptive action taken by the force and effective vetting management reduce the threat and risk posed by police corruption.

11.6.1 The force manages the vetting of its workforce effectively.
11.6.2 The force has IT monitoring software that operates across all its IT systems.
11.6.3 The force’s counter corruption units understand and act successfully on the threat and risk posed by police corruption.

12. How good is the force at planning and managing its organisation efficiently, making sure it achieves value for money, now and in the future?

12.1 The force has an effective strategic planning and performance framework, making sure it tackles what is important locally and nationally.

12.1.1 The force has a comprehensive understanding of the needs and expectations of its communities; effective governance and performance management systems are in place that make sure it translates its strategic vision into well-run services.
12.1.2 The force’s analysis of information and data helps it to make sure it operates effectively and efficiently.

12.2 The force manages current demand well.

12.2.1 The force has a comprehensive understanding of all sources of demand.
12.2.2 The force has an operating model that supports it to respond to priorities and meet demands.

12.3 The force makes sure it has the capability and capacity it needs to meet and manage current demands in the most efficient manner.

12.3.1 The force has a good understanding of the capability and capacity of its workforce and other assets, across all business areas. Where it has identified gaps, there are plans in place to address them.
12.3.2 The force demonstrates it is making the best use of the allocation of its resources to manage demand and is providing the public with services which represent good value for money.

12.4 The force understands future demand and is planning to make sure it has the right resources in place to meet future needs.

12.4.1 The force has analysed future demand and is proactive in identifying emerging trends and patterns.
12.4.2 The force’s plans make sure that the operating model will meet future demands and provide value for money.
12.4.3 The force can demonstrate a well-evidenced rationale for the priority areas selected for investment of additional officers, recruited as part of the ‘uplift’. It is clear what improved outcomes will be achieved.

12.5 The force makes the best use of the finance it has available and its plans are both ambitious and sustainable.

12.5.1 Resources follow priorities; the medium-term financial plan is comprehensive, realistic and aligns with the organisational change programme and other force plans. The force has a sound understanding of service costs and outcomes.
12.5.2 The force’s financial plans, including its investment programme, are affordable, sustainable and will support it to continue to meet future demands.

12.6 The force actively seeks opportunities to improve services through collaboration and makes the most of the benefits of working collaboratively in line with its statutory obligations.

12.6.1 The force is engaged in ambitious and effective collaborations with partner organisations, demonstrably leading to better value for money, greater resilience or having achieved cost savings. It continues to actively look for more opportunities to share services.
12.6.2 The force can clearly demonstrate why it is or isn’t collaborating. It uses effective programme management techniques throughout the process, from identifying the business case to tracking the benefits realised.

12.7 The force can demonstrate it is continuing to achieve efficiency savings and improve productivity.

12.7.1 The force makes the most of the productivity of its resources and assets.
12.7.2 The force continues to improve productivity through digital, data and technology solutions, including mobile working.