What is PEEL?

In 2014, HMICFRS introduced our police efficiency, effectiveness and legitimacy (PEEL) inspections, which assess the performance of all 43 police forces in England and Wales. PEEL is HMICFRS’s regular assessment of police forces in England and Wales. They use inspection findings, analysis and their professional judgment to assess how good forces are in several areas of policing.

The PEEL assessment framework has been updated to reflect current priorities in policing and what we learned during the previous PEEL cycle. In this cycle, HMICFRS will:

• inspect more aspects of leadership in forces at all levels;
• increase our focus on whether forces are achieving outcomes for the public that make communities safer; and
• inspect how forces are ensuring those newly recruited into the organisation are retained and how they develop its front-line leaders.

PEEL assessment framework

HMICFRS set core questions for each PEEL assessment. These form the PEEL assessment framework. They gather evidence about each force so that they can answer these core questions. Police forces are given a grade for each core question, unless stated otherwise.

The grades are:

• Outstanding – The force has substantially exceeded the characteristics of good performance
• Good – The force has demonstrated substantially all the characteristics of good performance
• Adequate – The force has demonstrated some of the characteristics of good performance, but we have identified areas where the force should make improvements
• Requires improvement – The force has demonstrated few, if any, of the characteristics of good performance and we have identified a substantial number of areas where the force needs to make improvements
• Inadequate – We have causes for concern and have made recommendations to the force to address them

The inspectors consider performance in nine areas of policing and their report will provide us with a professional assessment of the police service, its leadership and its impact. The Chief Constable will then use the findings and recommendations to drive further improvement across the police service.

Published on: 18 December 2024

On Monday 29 July 2024, three young girls, Bebe King, Elsie Dot Stancombe and Alice Da Silva Aguiar, were killed in a knife attack in Southport. Following these tragic events, widespread unrest and violent disorder broke out in many towns and cities across the UK.

On 6 September 2024, the Home Secretary commissioned HMICFRS to carry out a rapid review into the policing response to the disorder, to identify lessons for the future. The commission divided the work into two tranches (parts). The terms of reference for Tranche 1 required HMICFRS to examine:

• the police service’s public order public safety (POPS) capacity and capabilities;
• the police service’s ability to mobilise officers across police force areas to respond to the disorder; and
• how the well-being and resilience of officers might be affected by repeated exposure to incidents of disorder.

In HMICFRS second report, which we will publish in 2025, we will set out our findings on:

• intelligence relating to violent disorder;
• social media misinformation and disinformation that inflamed, incited or brought about more widespread disorder; and
• investigations into offences.

In this report, HMICFRS set out our findings on the first part of the review.

View Report 

PCC Response 

Published on: 20 November 2024

This report sets out findings from six joint targeted area inspections (JTAIs) carried out between September 2023 and May 2024.  JTAIs are carried out by Ofsted, HM Inspectorate of Constabulary, Fire and Rescue Services, the Care Quality Commission, and HM Inspectorate of Probation.

Together, HMICFRS looked at how local partnerships and services respond to children and their families when children are affected by serious youth violence. 

The HMICFRS inspections focused on three themes:  

• strategic responses to serious youth violence;
• work with children, both individuals and groups, affected by serious youth violence and child criminal exploitation; and
• intervention in specific places to improve safety for children and communities.

The report shares the most significant findings from these inspections. It aims to help improve practice, knowledge and understanding. 

View Report

PCC Response 

The Suzy Lamplugh Trust submitted a super-complaint regarding the police response to stalking on behalf of the National Stalking Consortium (the Consortium) in November 2022.

A super-complaint is a complaint that “a feature, or combination of features, of policing in England and Wales by one, or more than one, police force is, or appears to be, significantly harming the interests of the public” (Section 29A, Polie Reform Act 2002).

In November 2022, His Majesty’s Chief Inspector of Constabulary and senior representatives from the Independent Office of Police Conduct (IOPC), and the College of Policing received a super-complaint submitted by the Suzy Lamplugh Trust (SLT), on behalf of the National Stalking Consortium.

HMICFRS, the College of Policing, and the IOPC have published a report in response to this super-complaint.

Following a joint investigation, HMICFRS have made recommendations to the Home Office, National Police Chiefs’ Council, chief constables, police and crime commissioners (or equivalents), the Association of Police and Crime Commissioners, the Ministry of Justice, and the Crown Prosecution Service.

View Report

PCC Response

APCC statement on recommendations to improve police response to stalking

Published on: 22 August 2024

Operation Soteria is an unprecedented programme to transform how the Crown Prosecution Service and police forces across England and Wales respond to rape and other serious sexual offences (RASSO).

Soteria aims to create effective suspect-focused RASSO investigations, where the police support victims and understand their needs. It also aims to make sure intelligence, analysis and digital forensics are used effectively to support cases.

Since 2021, 19 early adopter forces have been putting Soteria in place via the National Operating Model.

In May 2023, the then Home Secretary commissioned HMICFRS to carry out this inspection using the powers under section 54(2B) of the Police Act 1996. HMICFRS inspected 9 early adopter forces to evaluate their progress so far.

This report sets out our findings.

View Report

PCC Response 

Published on: 10 October 2024

This report focuses on the police response to antisocial behaviour. It also highlights examples of positive practice and joint working between the police and other organisations to address antisocial behaviour.

HMICFRS drew on evidence from academic research, national guidance and findings from:

• HMICFRS police effectiveness, efficiency and legitimacy (PEEL) programme;
• force management statements (self-assessments that chief constables and their London equivalents prepare and give to us each year);
• a request for promising practice to all forces by the College of Policing; and
• publicly available data.

View Report 

PCC Response

Published on: 10 September 2024

In September 2023, the then Home Secretary commissioned HMICFRS to inspect the extent to which police involvement in politically contested matters may be having an impact on operational policing, by influencing policing policy, priorities and practice.

HMICFRS explored how the police deal with politicised and contested matters. HMICFRS examined whether the police allow politics or activism to unduly influence them.

The HMICFRS inspection took place between October 2023 and December 2023. We carried out fieldwork in 12 police forces in England and Wales.

View Report

PCC Response

This is His Majesty’s Chief Inspector of Constabulary’s report to the Secretary of State, under section 54(4A) of the Police Act 1996. It contains his independent assessment of the efficiency and effectiveness of policing in England and Wales. It is based on the inspections we carried out between 1 April 2023 and 31 March 2024.

This report draws on findings from inspections of police forces in England and Wales, to provide an overall view of the state of policing.

View Report

PCC Response

The National Crime Agency (NCA) is the UK’s lead agency in the fight against serious and organised crime. It manages intelligence and information that requires the highest levels of security. It provides sensitive intelligence and covert tactics to UK law enforcement.

This is the second part of the inspection of the NCA’s ability to deal with corruption.

This report considers the NCA’s effectiveness and efficiency in helping and working with police forces and other law enforcement agencies to identify and tackle corruption involving police officers and staff.

Read the Report 

PCC Response 

2021/2022

The 2021/22 PEEL report for Bedfordshire Police.

The inspection assessed how good Bedfordshire Police is in nine areas of policing and made graded judgments in eight of these nine as follows. HMICFRS also inspected how effective a service Bedfordshire Police gives to victims of crime. HMICFRS  do not make a graded judgment in this overall area.

Published on: 13 April 2022

PEEL is HMICFRS’s assessment of police forces in England and Wales. PEEL stands for police effectiveness, efficiency, and legitimacy.

This report sets out the findings for Bedfordshire Police.

View the report

PCC Response: PEEL 2023–2025: An inspection of Bedfordshire Police

19 March 2025

Dear Home Secretary

I have received and welcome the report of the Inspection that has been completed by  His Majesty’s Inspectorate of Constabulary and Fire & Rescue Services (HMICFRS) - PEEL 2023–2025: An inspection of Bedfordshire Police

Bedfordshire Police was assessed as ‘good’ in recording crime, adequate across seven areas and requiring improvement in investigating crime.  It was assessed as ‘good’ for disrupting serious organised crime in a separate inspection.

There is positive practise identified, which can be built upon, but also areas I require Bedfordshire Police to focus on in particular. I am expecting and will be requiring improvement in all the areas (AFIs) identified as requiring improvement.

I note that investigating crime is something that a number of forces have scored low on nationally, but I would require Bedfordshire Police to put a particular focus on improving this area. Increasing the number of qualified detectives and those in supervisory roles is core to this and must be a priority. This investment should lead to improved solved rates and case file quality.

There has been some improvement in response time, but I am holding the Chief Constable to account for improving response times, the quality of initial response, and effective handover to specialist teams

Community policing is core to my police and crime plan. A local policing strategy is being developed to take full advantage of the government’s Neighbour Police Guarantee. This strategy will ensure that prevention and problem solving are embedded into community policing.

The ’use of force’ in Bedfordshire is inconsistent in both its application and administration thereafter. I am expecting the same levels of improvement in these areas as have been achieved in the use of “stop and search” There needs to be more robust scrutiny from supervisors and the use of both internal and external scrutiny panels will help identify themes and trends so the service can make improvement. As PCC I am strengthening the external public scrutiny of both “use of force” and “stop and search”.

I have committed to putting victims at the heart of the system and will bring together criminal justice partners to support the victim journey, which starts with policing and the requirement to do more to fully understand and respond to victims’ needs.

I was pleased with the process of the inspection, in as much as I was able to be involved in strategic briefings, the HMICFRS hot debrief, and I also met with the inspectors. I am aware this doesn’t happen in other police services; however, it provided me with both a deeper understanding and the reassurance I was seeking that Bedfordshire Police were working collaboratively with HMICFRS. I have met the HMICFRS lead force liaison officer to discuss the report and also spoken with the Chief HMI.

HMICFRS has found nothing that is a surprise to either me or the Chief Constable. The issues where there is a need for improvement had been identified and action is underway to address them.

The relationship built up between the Chief Constable and I since my election in May 2024 has set a strong foundation upon which to drive forward improvements against the report. I receive regular updates in my one to ones with the Chief Constable, in which honest conversation and debate is had, and I receive briefings through the monthly Performance and Governance Boards.

I concur with the HMICFRS report that Bedfordshire Police is well led, and senior leaders have the support of officers and staff. These conditions are central for the improvements which are now required.

I have agreed governance arrangements for improvements against the specified areas within the report with the Chief Constable, and the format for an improvement plan that sets out a strategy for making the required improvements with key days, milestones and resourcing plans. I am keen to see risk sensitivity analysis and some opportunity costs in terms of impact on other areas of business.

The HMICFRS PEEL Assessment 2023 - 2025 areas for improvement have been assigned lead action owners within Bedfordshire Police.

With the Chief Constable, I have agreed the internal police governance and leadership arrangements for the above without getting into operational detail.

I am introducing governance arrangements to ensure that I can hold the Chief Constable to account for delivering an improvement plan to address all the findings in the HMICFRS report

I will expect to receive at Performance and Governance Board a quarterly report which:

• addresses all the pillars of within the inspection regime
• identifies the order in which AFIs will be addressed and some rationale for this
• reports on process against the improvement plan with a RAG assessment including
  • targets with dates, milestones and metrics
  • risk sensitivity analysis
  • opportunity costs in terms of impact on other areas of business
• identifies action required from public sector partners and others to address AFIs where appropriate
• identifies where the PCC can support and intervene with partners and the use of his grant and commissioning funds, OPCC staff such as VERU and his Office team

At Performance and Governance Board there will be deep dives into those action assessed as red and some dip sampling of those which are amber.

We have identified action required from public sector partners and others to address AFIs, where appropriate, and have offered support through the use of grant and commissioning funds, OPCC and VERU staff and partnership engagement.

 The HMICFRS report is reflected in the Strategic Direction I have set for 2025 – 2028. I will discuss progress with key stakeholders, including HMICFRS as appropriate, whilst always being transparent about such discussions with the Chief Constable.

Since publication of the report, I have had conversations with the inspectorate on the expectations set on the role of PCC.

Yours Sincerely

 

 

John Tizard

Police and Crime Commissioner

 

22 May 2025

Dear Home Secretary

I have received the report of the Inspection that has been completed by His Majesty’s

Inspectorate of Constabulary and Fire & Rescue Services (HMICFRS) - Crime Investigations – An inspection into how effectively the police investigate crime.

I recognise that ‘investigating crime’ is something that a number of forces have scored low on nationally in PEEL inspection reports and is a problem universally. In my national role as joint APCC portfolio holder for Performance, I am aware of the generic problems across forces and am also aware of the work being done by the College of Policing and National Police Chiefs Council. I am in dialogue with both on this subject.

When I responded to the Bedfordshire Police PEEL report inspection, I identified investigating crime as a key area, and this is addressed in the improvement plan for the police service to respond to the PEEL report. I have required Bedfordshire Police to put a particular focus on increasing the number of qualified detectives and those in supervisory roles. This investment should lead to improved solved rates and case file quality. I have also recognised this in my Police and Crime Plan.

I am pleased that Bedfordshire has made significant improvement in detective numbers over the past six months, with 70% of the full Bedfordshire establishment now qualified, and 73% of the full collaborated establishment including arrangements with other regional forces. I am requiring the Chief Constable to develop a plan that will deliver continuous improvement in detection both by investigation teams and by local policing teams. Both I and the Chief Constable recognise the need to recruit and train more detectives, both with PIP2 qualifications and those requiring training courses to work effectively in specialist investigation units.

Progress is being reviewed at my accountability, performance and governance board on a quarterly basis. I have received the following update from the Head of Crime Command and Public Protection Unit on actions being taken to respond to the requirements to improve investigations. There is a new crime allocation policy in place with clear timeframes of investigation review periods There has been a review of the training strategy in order to ensure a skills uplift is delivered with the correct oversight and identification of gaps.

Caseloads are also being monitored and overseen by management to ensure timeframes are met. Finally, monthly reviews are seeking to evidence compliance with the Victims Code of Practice, and this is fed back to management.

 

Yours Sincerely

 

John Tizard

  

30 June 2025

Dear Home Secretary

Improving the Response to Organised Immigration Crime

I have received and read the report of the Inspection that has been completed by His Majesty’s Inspectorate of Constabulary and Fire and Rescue Services (HMICFRS) - Improving the response to Organised Immigration Crime.

As PCC, I am committed to holding the Chief Constable to account for ensuring that Bedfordshire Police work with other regional forces within the Regional Organised Crime Unit to tackle organised immigration crime.

Bedfordshire Police are monitoring the implementation of the recommendations following their inspection in January 2024. Working at a local, regional and partnership level, this includes regular review of governance, intelligence gathering, enforcement and officer training.

The Eastern Regional Special Operations Unit (ERSOU) have created the first OIC-focused Dedicated Source Unit and a dedicated OIC coordinator. It makes an essential contribution to the regional and national efforts to develop intelligence opportunities to tackle OIC.

In Bedfordshire Police, improvements are certainly needed in the OIC area, as there is currently a low completion rate of the e-learning packages required in the HMICFRS recommendations. Refreshed governance arrangements are now in place to deliver improvements against this and the other recommendations within the HMICFRS report.

Bedfordshire Police have reported a current barrier around the gathering of intelligence surrounding small airfields of which there are some in Bedfordshire. National funding has previously been allocated to assist in this, and the force are reviewing the re-tasking of this as awareness must be raised amongst these small airfields of the threat and the signs to recognise.

I will be closely monitoring any developments through performance and governance board meetings with the Chief Constable to hold Bedfordshire Police to account, as well as in the quarterly meeting of the Eastern Region Special Operations Unit Board which holds responsibility.

Yours Sincerely

John Tizard

Police and Crime Commissioner for Bedfordshire

30 June 2025

Dear Home Secretary

Police response to public disorder – Tranche 2

I have received and read the report of the Inspection that has been completed by His Majesty’s Inspectorate of Constabulary and Fire and Rescue Services (HMICFRS) - An inspection of the police response to the public disorder in July and August 2024 - Tranche 2: use of an intelligence-led approach, tackling online content and social media, and crime investigations.

As is stated within the HMICFRS report, the police service doesn’t have a national investigation plan for widespread Disorder. The police POPS national mobilisation plan lacks a specific investigation strategy or framework.
I have been informed that Bedfordshire Police Operational Support and Crime department have devised a "Public Disorder Investigation Plan" outlining a comprehensive strategy for investigating incidents of public disorder.

It includes the objectives, scope, and methodology of the investigation, detailing the steps to be taken to gather evidence, interview witnesses, and analyse data. The plan also addresses the roles and responsibilities of the investigation team, the resources required, and the timeline for completing the investigation.

Additionally, it highlights the importance of maintaining public safety and order throughout the process and provides guidelines for reporting findings and recommendations.

This strategy is in the absence of a national strategy and would be developed to align once one is published.
However, I believe that during last summer’s public disorder across the country, the current arrangements for mutual aid were effective. Although Bedfordshire did not require mutual aid support, it deployed officers elsewhere. Officers on mutual aid from other forces were on standby ready to respond to areas where it was believed there might have been some unrest, such as in Queens Park, Bedford.

The Eastern Region Special Operation Unit was able to use artificial intelligence tools to scan multiple databases to monitor intelligence during Operation Navette.

I agree that neighbourhood policing team has a core role to play. This is particularly the case in Bedfordshire and is augmented by a specialist social cohesion team. The police worked very closely with the local authorities to put in place social cohesion plans which brought together police, local authorities, faith and community groups as well as other public sector partners.

This led to strong support from the communities that had feared that they may have been victims of the riots.
I note that many of the recommendations within the report are specifically directed to the NPCC, chief constables, the Home Office and the College of Policing. However, I would contend that PCCs and mayors should be included as they have the responsibility to seek reassurance that their police services have adequate resources, the capacity as well as the commitment to undertake and fulfil these recommendations.

HMICFRS refer in the report to the Online Safety Act 2023. I believe that the government should strengthen this Act in respect of hate crime and the dissemination of misinformation which contributed both to encouraging criminality and anxiety amongst potential victims.

I will be closely monitoring any developments in Bedfordshire and holding the Chief Constable account, both for Bedfordshire Police and for the Eastern Region Special Operations Unit.

Yours Sincerely

John Tizard

Police and Crime Commissioner for Bedfordshire

01 September 2025

Dear Home Secretary

I have received the report of the Inspection that has been completed by His Majesty’s Inspectorate of Constabulary and Fire & Rescue Services (HMICFRS) – Joint case building by the police and Crown Prosecution Service

As Police and Crime Commissioner and Chair of the Local Criminal Justice Board in Bedfordshire, I have committed to driving improvements in the criminal justice system, ensuring that victims at put at the heart of the process and their rights are secured. My Police and Crime Plan aims at achieving a whole system change, which is the only way to address the ways that victims, offenders, prison leavers and communities are being failed by the criminal justice system. In order to drive this change, all local agencies must contribute, through joint working, to sharing information, agreeing actions and sharing resources.

Over the past year, I have been working to reinvigorate the Bedfordshire Criminal Justice Board, focusing on identifying and overcoming barriers to improve the delivery of justice. It is a shame that despite recommendations made in previous inspection reports and by various national bodies, these fundamental issues remain. In Bedfordshire, I have observed a clear commitment at the Board by both the police and CPS to make necessary improvements to communication and data sharing, as well as to drive cultural, behavioural and procedural change to ensure that victims are treated fairly. These commitments have been made at meetings of the Board, but also at meetings of the PCC’s Mission Board for criminal justice, attended by all partner agencies, and by senior leaders directly to me.

The agreed areas of focus for the Board align with those recommended in the report. Members are focussed on data sharing, reducing reoffending and placing victims at the heart of the system. Partner agencies are exploring employment for prison leavers and reducing court delays. At the latest meeting of the Board, I asked each member organisation to consider the recommendations from the HMICFRS report and to report back ahead of the next meeting with thoughts and recommendations for agenda items relating to the report.

Upon receipt of the report, I consulted Bedfordshire Police on the recommendations made within it. They provided the following response:

‘The report rightly identifies that the effectiveness of the CJS depends on strong, collaborative relationships between the police and the CPS. We acknowledge the report’s findings that, despite previous efforts, long standing issues persist—particularly in relation to communication, digital infrastructure, file quality, and performance management. We are encouraged by the recognition of the efforts made by senior leaders in both policing and the CPS to reset relationships and drive improvement. We also note the report’s emphasis on the need for cultural change, shared accountability, and a renewed focus on outcomes for victims and the public.

‘We are broadly supportive of the 18 recommendations set out in the report. In particular, we endorse:

• The call for a national digital case file (DCF) system and a coherent IT strategy for the CJS, which we believe is essential to reducing inefficiencies and improving case progression.
• The recommendation to review and clarify the Director’s Guidance on Charging (DG6), especially in relation to redaction and the burden of ‘front-loading’ case files.
• The emphasis on joint training, shared performance metrics, and improved communication channels between police and prosecutors.
• The need for a national criminal justice strategy, led by the National Criminal Justice Board (NCJB), with clear priorities, responsibilities, and oversight mechanisms.

‘While we support the direction of travel, we must also highlight areas which cause concern:

• Redaction Burden: The current redaction requirements are resource-intensive and, in many cases, disproportionate—particularly where cases result in no further action. We support the report’s call for legislative clarity and a review of the Attorney General’s Guidelines on Disclosure. Bedfordshire Police’s redaction tool has been a huge benefit in this area.
• IT Fragmentation: The lack of interoperability between police and CPS systems continues to undermine efficiency. We urge the NCJB to prioritise investment in a unified or fully compatible digital infrastructure.
• Workforce Pressures: The report rightly notes the impact of inexperience and high workloads on case quality. We echo the call for national training standards and support for frontline supervisors and gatekeepers.’

I will discuss these areas further with the Chief Constable and Chief Crown Prosecutor who I meet often and will hold the police service to account at meetings of the Performance and Governance Board for progress made against the recommendations for the police.

As I have informed the Criminal Justice Board, I will soon be commissioning a consultant to review the partnership and collaboration governance arrangements for safeguarding, community safety and the wider criminal justice system with a view to eliminate duplication and improve efficiency and effectiveness as well as strengthening governance. This work will start in September 2025 and all members of the Board as well as other agencies will be asked to participate in the process. I envisage that this will have a positive impact on improving the joint working between the police, CPS and other partners within the criminal justice system.

Having received commitments from all partner agencies including the police and CPS to make improvements for victims and offenders when joint working on cases, I feel that changes can be made. I will continue to use my role as convener of partners within the criminal justice system to drive these changes with the ultimate aim of whole system change, to arrive in a position where victims are placed at the heart of the system and their rights are fully protected.

Yours Sincerely

John Tizard

13 October 2025

Dear Home Secretary

Ref: How effectively do the police record crime? PEEL spotlight report.

I have received and read the report of the Inspection that has been completed by His Majesty’s Inspectorate of Constabulary and Fire and Rescue Services (HMICFRS) - How effectively do the police record crime?

As PCC, I am committed to holding the Chief Constable to account for ensuring that Bedfordshire Police meet the three recommendations set out in the report:

• Forces need to improve their recording of all violent crime, in particular conduct crimes such as harassment, stalking and controlling or coercive behaviour and less serious assaults.
• Forces should make sure they quickly and correctly record crimes related to domestic abuse.
• Forces need to make sure all officers and staff involved in crime recording are appropriately trained and understand their role in recording crime. They should also make sure there is effective oversight and scrutiny of crime-recording decisions and accuracy.

In the recent PEEL report for 24/25, Bedfordshire Police is assessed as good for recording data about crime, and I am holding the Chief Constable to account for sustaining and improving on current performance.

The police reform programme includes reform of police data. I am fortunate to sit on the Home Office data reform board and am encouraged by the shared commitment of Home Office officials, the NPCC and the APCC to streamlining data management and adopting consistent approaches to recording crimes in such a way that enables easy comparisons between police services.

I have asked Bedfordshire Police for its comments on the HMICFRS report and recommendations. These are set out below.
Bedfordshire Police are monitoring the implementation of the recommendations following this report, I have sought reassurance from the Chief constable regarding this activity and can confirm Bedfordshire Police has implemented a range of measures to improve the recording of violent crimes, particularly conduct-related offences such as harassment, stalking, and coercive control:

Audit and Oversight:

Monthly audits by the Crime Registrar and Audit Team focus on Violence Against the Person, including dip samples of closed ASB Personal incidents to identify missed conduct crimes. Classification audits help detect over/under recording, with findings discussed at the Crime Management Standards and Data Quality meeting.

Training and Guidance:

Conduct crime recording is embedded in Crime Registrar training. Officers receive updates on Home Office Counting Rules (HOCR) through multiple channels. Force Control Room and Investigation Management Unit staff have received targeted training on stalking.

Operational Practice:

Officers are expected to review crime classifications throughout investigations. A stalking checklist is available on TuServ, and all stalking offences are reviewed by a dedicated officer to ensure accuracy.

Patrol Hub Impact:

The Patrol Hub provides enhanced supervision and early crime identification through remote handling of incidents. It now manages all crime types and includes champions for Domestic Abuse (DA), Honour-Based Abuse (HBA), and stalking. In the last six months, the Hub handled 3,392 incidents, improving responsiveness and recording quality. These were broken down into 2221 RVR, VR or appointments, and 1083 key enquires.

Bedfordshire Police has taken several steps to ensure domestic abuse (DA) crimes are recorded promptly and correctly:

Investigation Oversight:

Officers are expected to review crime reports throughout the investigation to ensure all relevant classifications are added as the offending picture evolves. While compliance may vary, this process supports accurate recording.

Patrol Hub Response:

The Patrol Hub provides a rapid response capability, improving the timeliness of DA incident handling. In the last month, it managed 353 incidents, with DA-related cases making up:

• 31.5% of appointments
• 56.8% of RVR calls
• 78.4% of VR calls

These figures are consistent with expected performance levels.

Prioritisation via Athena:

DA reports are prioritised using keyword searches within Athena, ensuring they are flagged and dealt with promptly. This prioritisation process also applies to Stalking or Harassment (SOH) cases.

The Force has established comprehensive training, oversight, and quality assurance processes to ensure accurate crime recording:

Training and Awareness:

The Crime Registrar and team deliver regular training on Home Office Counting Rules (HOCR) and National Crime Recording Standards (NCRS) across multiple staff groups, including new recruits, operational officers, and public contact staff. Bespoke sessions are provided based on audit findings or team requests. Reference materials are available via the Knowledge Gateway.

Oversight and Scrutiny:

An annual audit plan guides the Crime Registrar and Audit Team’s work, covering crime recording decisions, classifications, outcomes, and data quality. Findings are discussed at force-level meetings, with actions assigned. The Crime Registrar has direct access to the Deputy Chief Constable and attends key governance boards.

Accreditation and Expertise:

The Bedfordshire Crime Registrar has been accredited since 2016, with two additional team members also holding accreditation.

Patrol Hub Contribution:

The Patrol Hub has piloted a DA specialist under Raneem’s Law, enhancing safeguarding and staff awareness. The Hub Inspector contributes to scrutiny panels (e.g., stalking, MVAWG) and deputises at the Crime Management Standards and Data Quality board.

Contact Management Training:

Public Contact Staff receive structured training aligned with the College of Policing curriculum, including HOCR and NSIR. Crime recording principles are embedded in induction and refresher training for roles such as Radio Agents and Crime Bureau Operators.

Quality Assurance:

The centralised Crime Bureau conducts classification and HOCR checks on all recorded crimes, alongside other data quality reviews. Monthly reporting identifies gaps, with targeted communications issued. The Bureau also applies final crime outcomes to improve consistency and data quality.

As Police and Crime Commissioner, I recognise the critical importance of accurate crime recording across police systems. It underpins transparency in how the police respond to and manage crime and enables me to hold the Chief Constable and the Force to account. It is essential that victims feel heard and that their experiences are properly recorded, not overlooked or misclassified.

Accurate recording plays a vital role in identifying vulnerable individuals, particularly in cases involving domestic abuse, stalking, and coercive control. It ensures that safeguarding measures are activated promptly and that victims receive the appropriate support.

Reliable data is also fundamental to strategic decision-making. It informs how resources are allocated, where officers are deployed, and which community safety initiatives are prioritised and ensures that funding is targeted where it is most needed.

In addition, robust recording practices allow me to monitor Bedfordshire Police performance against both national standards and local priorities. They support scrutiny of crime trends, detection rates, and compliance with Home Office Counting Rules (HOCR) and National Crime Recording Standards (NCRS).

Accurate data also strengthens multi-agency working, particularly in areas such as domestic abuse, mental health, and youth offending. It ensures that all partners have a shared understanding of the issues and can coordinate their responses effectively.

Finally, it is my responsibility to ensure the Force meets expectations set by oversight bodies such as HMICFRS and the Home Office. Inaccurate or inconsistent recording can lead to adverse inspection outcomes, reputational harm, and a loss of public trust.

As PCC, I will be requesting regular updates from the Chief Constable on progress and compliance rates to ensure continued improvement and accountability in this area.

Yours Sincerely

John Tizard

14 October 2025

Dear Home Secretary,

Re: The State of Policing: The Annual Assessment of Policing in England and Wales 2024-5

I welcome the HMICFRS Chief Inspector’s – State of Policing: The Annual Assessment of Policing in England and Wales 2024–25 report.

It provides a comprehensive and evidence-based overview of the challenges and opportunities facing policing today.
The Chief Inspector’s emphasis on improving public trust, strengthening leadership, and ensuring consistency in service delivery aligns closely with my own missions. I welcome his focus on data quality, victim care, and operational effectiveness, which are essential to delivering a policing service that is both accountable and responsive to the needs of our communities.

HMICFRS inspections are very important, and I see them as an important source of information and comparison of performance. Inspections are valuable tools for PCCs to use to hold Chief Constables to account.
The Inspectorate’s independence is vital and must be preserved.

In my national APCC joint portfolio role for performance and relations with HMICFRS I have the opportunity to work closely with the Chief Inspector. I attend PPOG, sit on several Home Office boards and working groups and am a member of the HMICFRS External Advisory Board.

I value this relationship.

I have been instrumental together with my fellow APCC joint portfolio holder in securing the groundbreaking Memorandum of Understanding between the APCC and HMICFRS. This has strengthened the national relationship and will improve local relationships too.

Police Reform

I agree with the HMICFRS Chief Inspector that the reform agenda is much needed. There is a broad consensus across the policing system which is very welcome. I am supportive of the thrust of the government’s policy agenda.
However, local accountability through Police and Crime Commissioners and Mayors must not be diluted but strengthened by national requirements and systems.

HMICFRS can offer much support to PCCs to enable them to fulfil their responsibilities.

Public confidence in policing will be enhanced through the introduction of the new performance framework. It is important that this framework takes into local context and avoids unnecessary reporting burdens on local police services.

Leadership is essential to drive performance improvement. This has to be a core element of sustainable performance enhancement. I welcome the Chief Inspector’s comments on leadership.

Funding

Although the government has increased funding for police for the current financial year and will do so for the next three years, as the Chief Inspector notes the comprehensive spending review (CSR) has been less than generous for policing and given increases in demand and costs, it will be extremely difficult to maintain current levels of activity.
Improvements in productivity and procurement will play a role in closing the gap, but this will take time and will be insufficient to close the gap completely. As the report notes there are likely to be severe constraints especially on police services such as Bedfordshire.

Key elements of the police reform agenda such as the establishment of the national policing body will require additional resources, and it would be disastrous if these initiatives were to be funded by either top slicing police service budgets or by over optimistic reliance on improvements in productivity and procurement.

The State of Policing in Bedfordshire

One of my immediate duties is to hold the Chief Constable to account for addressing the AFIs in the HMICFRS report published earlier this year. This has to be balanced against resource availability, but challenging budgets are no excuse for poor performance.

The government is rightly focused on reinvigorating local policing as are we in Bedfordshire.

The Neighbourhood Policing Guarantee and Safer Streets Summer Initiative are important, and we are currently looking to achieve these in Bedfordshire, however they require resourcing. I understand that there are to be no additional finances for police services for this initiative. The government needs to meet its ambition with funding.

In Bedfordshire, the Safer Streets Summer Initiative has enabled enhanced patrols, targeted engagement, and joint problem-solving in areas identified as ASB hotspots. Across Bedfordshire, officers and staff have worked closely with local councils, enforcement teams, public health, immigration services, and community partners to deliver visible policing and proactive interventions.

As is emphasised in my Police and Crime Plan and Strategic Direction 2024 – 2028, I believe the most effective way to tackle crime is to tackle the causes of and prevent crime. Bedfordshire Police share this view and have placed prevention high on their agenda with many activities focusing on problem solving across policing teams and senior members of staff. Prevention requires effective system collaboration and cannot be a police responsibility alone.

Over the past five years, the Bedfordshire Police workforce has been growing to full establishment and has found itself to be particularly inexperienced. Through my performance and accountability mechanisms I have focused on understanding how this has impacted the delivery of the service and how training and development of both officers and staff is being prioritised.

Collaboration is core to both cross-border working and cost efficiency. Working closely with Cambridgeshire, Hertfordshire police services, and wider regional partners. This joint approach enhances resilience and enables efficient delivery of key services particularly in terms of tackling serious organised crime, financial crime and counter terrorism through the Eastern Regional Special Operations Unit (ERSOU).

We were pleased to share with the previous Policing Minister, Diana Johnson our innovative use of AI and technology within Bedfordshire Police and ERSOU. These initiatives have already led to notable improvements in productivity and policing outcomes. Our programmes have been shared with officials and advisors at the Home Office, No.10, and NPCC colleagues. We believe there is substantial value in broader adoption of these approaches, systems, and processes across the English and Welsh police services. This would fit neatly into the government’s ambition for police reform.

This state of policing report will enable PCCs to fulfil their local responsibilities and if the government takes it into account it can contribute to driving public confidence and performance across policing in England Wales.

Yours Sincerely

John Tizard
Police and Crime Commissioner

09 December 2025 

Dear Home Secretary 

Response to report on the effectiveness of police and law enforcement response to group-based child sexual exploitation  

I have received the report on the Inspection completed by His Majesty’s Inspectorate of Constabulary and Fire & Rescue Services (HMICFRS) into the effectiveness of the police and law enforcement response to group-based child sexual exploitation progress.  

I regard all group-based child sexual exploitation to be a very serious issue that must be dealt with appropriately. Preventing sexual abuse and exploitation through the correct safeguarding mechanisms is vital and requires a whole system partnership approach. This is a core priority for me during my term as PCC and plays a role in how I agree policy and make decisions on setting expectations for policing as well as commissioning services. 

As PCC, I am satisfied that all historic group-based child sexual exploitation has been investigated thoroughly in Bedfordshire and that any previous cases have been scrutinised properly to ensure that they have been dealt with effectively. This is something that I have sought reassurance form the Chief Constable on many occasions since the Casey Review. 

I understand that this follows on from the 2023 inspection report and reviews progress against the recommendations made. In Bedfordshire, significant progress has been made, particularly around Operation Makesafe. 

Having consulted with the Chief Constable on what progress has been made, I received a report detailing the following.  

Adopting a common definition of group-based child sexual exploitation 

The revised policy reflects the definition which is also included within the 4P plan to ensure ownership and accountability of review. 

Police forces who use the Hydrant Programme template develop better strategic assessments of child sexual exploitation 

Strategy and strategic intent now in place, with a supported 4 P plan devised by tactical lead. Further problem profile has been requested to enable a more detailed assessment compiling recommendations. This is being tracked through the plan for completion.  

Improving how the force identifies and flags cases of child sexual exploitation  

A new system for flagging cases is now in place. Further education is required to uplift the use and guidance provided, so communications have been circulated to assist with this. 

Implementing Operation Makesafe consistently  

Bedfordshire Police has had an Operation Makesafe strategy and Trigger Response Plan in place since early 2018 when the first Makesafe conference and training was delivered to Beds Hoteliers, over 60 people attended the first conference. In Bedfordshire it is overseen by a CSE Coordinator. Whilst it is Police led; it requires multi-agency support.  

Due to the volume of work, as it has been established for a number of years and its awareness, within Beds, is known to the majority of hotels, much of the ongoing response is intelligence led, with the Coordinator also conducting unannounced visits on hotels, to check their systems and also introduce themselves to the current management team as the hotel industry is notably transient and employees do not remain in post usually more than a year. These visits are used to refresh managers and staff on Op Makesafe or to identify where a training need is required. 

Through the former Pan-Beds Missing and Exploitation Comms group, funding commenced in 2018 of the promotional and instructional signage required to implement Op Makesafe. Many hotels still have these posters in their offices and domestic staff cleaning rooms and reception desks. This seeks to garner the support of guests in fighting CSE but also acts as a deterrent to perpetrators when they attempt to book a room face to face or they attend after an online booking. The independent non corporate hotels who do not get access to wider online safeguarding training programmes, provided by larger hotels, utilise these signs as do smaller B & Bs. 

Bedfordshire Police’s strategy of utilising a Force Trigger Plan operational response to any Makesafe concerns was recognised by the group and has now been adopted as part of the national policy as has some of the wording from the Bedfordshire guidance and instructional posters shared with hotels and which are used to by staff in contact with the FCR, to trigger the Response Plan. 

Op Makesafe has been being delivered in Bedfordshire for several years and has thus far provided for the recovery of, as of the end of 2024, over twenty young persons since its establishment. All statistics and results are shared by our analysts to the Eastern Region Special Operations Unit CSE Coordinator who collates the region’s figures and then shares with the Hydrant programme.  

The six new recommendations made in the report to police forces, law enforcement agencies, government bodies and all of those that have a crucial role in making sure that children are protected from the devastating crimes of sexual abuse and exploitation will be taken on board by Bedfordshire Police and as PCC I will continue to monitor progress made against these in addition to the work outlined above. 

Yours Sincerely  

John Tizard

 

09 December 2025

Dear Home Secretary

I have received the report on the Inspection completed by His Majesty’s Inspectorate of Constabulary and Fire & Rescue Services (HMICFRS) – The effectiveness of diverting children from the criminal justice system: meeting needs, ensuring safety, and preventing reoffending.

As Police and Crime Commissioner and Chair of the Local Criminal Justice Board in Bedfordshire, I have committed to driving improvements in the criminal justice system, seeking improvements in the way both offenders and victims are treated and how the causes of crime can be tackled in order to prevent harm, protect children and adults, and reduce reoffending.

My Police and Crime Plan aims at achieving a whole system change, which is the only way to address the ways that children and young people are being failed by the criminal justice system. To drive this change, all local agencies must contribute, through joint working, to sharing information, agreeing actions and sharing resources. I have commissioned both a review of the governance architecture across the Bedfordshire strategic partnership and criminal justice system to identify any failures, as well as several support and early intervention services for young people.

Upon receipt of the report, I consulted Bedfordshire Police on the recommendations made within it. On improving out of court disposals, they reported that the effective management of out-of-court disposals (OOCR) is critical to ensuring fair outcomes, safeguarding vulnerable individuals, and maintaining compliance with national guidance. Current processes involve collaboration between police and Youth Justice Services (YJS) to deliver timely interventions that prioritise diversion over criminalisation. However, operational challenges and gaps in compliance monitoring have been identified.

Formal data-sharing arrangements with YJS are in place but hindered by delays in submitting PENY forms within the required 24-hour window. Forms are often sent post-interview, contrary to best practice. While a new process has been introduced—using YOS police officers as intermediaries—compliance monitoring remains limited. The absence of real-time visibility on PENY completion creates risks for timely decision-making and early intervention.

A structured process exists for joint decisions with YJS, with all PENY forms reviewed at panel. YOS leads on diversion decisions, aiming to keep children out of the criminal justice system. In cases requiring court outcomes, YOS is informed but not consulted. While this approach is workable, documentation of rationale and seniority needs strengthening.

Safeguards such as appropriate adult presence and solicitor access during interviews are embedded in current practice, with details recorded on PENY forms and Athena. Safeguarding referrals are often overlooked in OOCR cases, with focus placed on behaviour rather than underlying causes. While YOS provides wraparound care post-referral, intervention can be delayed, leaving children without timely support. Current processes lack proactive identification of risk factors such as gang involvement or exploitation.

Work is currently in progress to digitise an automated service in respect of PENY reporting. Work undertaken will allow for reporting officers to have access to online services via Microsoft Forms, accessible whilst mobile or desktop based. The automation will populate systems within YOS to ensure that all children are being identified at an early stage for triage by YOS panel.

To drive improvement in out-of-court disposal processes, monitoring needs to be embedded by automating PENY form tracking through data dashboards and introducing routine dip sampling. Decision oversight will be strengthened by formalising inspector reviews of gatekeeping decisions and ensuring that all rationales are consistently recorded within decision logs.

Safeguarding will be prioritised by incorporating safeguarding triggers into OOCR workflows and delivering targeted training for sergeants to recognise when a child may be both a suspect and a victim.

I will be closely monitoring any developments through performance and governance meetings to hold Chief Constable to account, as well as discussing with members of the Criminal Justice Board to ensure joint decisions and partnership working is as effective as possible.

Yours Sincerely

John Tizard

6th March 2026

To: Secretary of State for the Home Department, His Majesty’s Inspectorate of Constabulary and Fire & Rescue Service

Dear Colleagues

Response to the HMICFRS Accelerated cause of concern: Firearms and Explosives Licensing - Bedfordshire Police, Cambridgeshire Constabulary and Hertfordshire Constabulary

The accelerated cause of concern report published on 9th January 2026 set out HMICFRS’s findings on firearms licensing across Bedfordshire, Cambridgeshire, and Hertfordshire.

As Police and Crime Commissioners we recognise that firearms licensing remains one of the most significant public safety responsibilities held by our forces. Our role is to provide clear, consistent, and evidence-based oversight so that the public can be assured that the licensing system is safe, lawful, efficient, and well governed.

This response sets out the position reported by the Chief Constables and the arrangements the three PCCs have in place to monitor progress, ensure transparency, and maintain accountability as improvements are delivered.

1. Delegated authority for signing licensing certificates

The forces have now aligned delegated authorities for certificate sign off with national statutory guidance. Earlier alignment would have reduced some of the risks identified in the inspection, and as a result, the forces have now strengthened their quality assurance arrangements.

These arrangements feed into the weekly governance structure so that senior leaders have oversight of decision making and any areas that require attention. The three PCCs receive assurance through their established performance and accountability mechanisms, which provide updates on progress, oversight activity, and any emerging issues.

2. Updating policy and standard operating procedures

A substantial programme of policy revision has taken place. Nearly twenty policies have now been updated to align with statutory guidance and reflect the improved processes introduced since the inspection. This represents significant work completed at pace. A small number are in the final stages of review, and the three forces have confirmed these will be completed shortly. The PCCs expect clear visibility of the finalised policies and can access them directly once they are published, with progress reviewed through routine oversight meetings.

3. Backlog, risk, and prioritisation

Force reporting now provides a clear view of all renewals and grants. Renewals are being prioritised to support public safety. Backlogs from 2020 to 2022 have been addressed and the department is working through 2023 applications. While progress is evident, the historical backlog means the overall risk has not yet been fully mitigated. The PCCs receive regular reporting on backlog movement and emerging pressures so that risks are understood and monitored collectively across the three forces.

4. Desk-based shotgun renewal assurance

The three forces have strengthened controls for desk-based shotgun renewals, including rationalising and recording contact with referees in every case. The PCCs have requested ongoing assurance on how this revised process is operating in practice. This will be reviewed through routine performance meetings and quarterly assurance boards to maintain proportionality and effectiveness.

5. Governance and senior oversight

A strengthened governance structure is in place.

• A weekly Silver Group chaired at Chief Superintendent level
• A weekly Gold Group chaired by the Hertfordshire DCC, supported by the Cambridgeshire DCC as deputy chair, with the Bedfordshire ACC attending
• Activity mapped directly to HMICFRS recommendations and Authorised Professional Practice

The three PCCs have a clear line of sight into this governance structure and receive summary assurance reporting to support oversight of performance, risk, and compliance.

6. Resourcing and sustainability

The department expects to increase to around 90 staff, in line with the commitments set out in the action plan. The original resourcing model of 39.5 staff was not sustainable for the volume of work. The three forces have confirmed that future budget planning reflects the need for a stable and safe operating model. The PCCs will continue to seek assurance that this model remains sustainable as demand and risk change.

7. Training, competence, and national requirements

The College of Policing is delivering bespoke training, and national courses scheduled between April and June have been secured for staff. The PCC offices have asked the forces to outline how they will ensure staff maintain the skills and knowledge required for this high-risk area. This will form part of ongoing performance and assurance activity.

8. Communication with the public, staff, and partners

All three forces have taken steps to strengthen communication, including a monthly firearms newsletter, regular meetings with the three PCC offices to review contact and complaint trends and updated website information on timeliness and greater engagement through local community events. These developments are positive. The PCCs have requested the next stage of the communication approach, so the public continues to receive clear, timely and consistent information.

PCC oversight and accountability

The three PCCs have existing scrutiny arrangements for firearms licensing, and these have continued through the inspection period. Following the HMICFRS report, the three PCCs have strengthened and aligned aspects of this oversight to ensure progress, risk and compliance are monitored consistently across the collaboration. This includes:

• Monthly performance and accountability meetings with Chief Constables
• Quarterly assurance meetings reviewing risk, timeliness, competence, and compliance.
• Routine monitoring of backlog trends and exception reporting
• Independent data validation to test force reporting.
• Action tracking to ensure commitments to HMICFRS are delivered.

The three PCC offices collectively meet with the three Chief Constables each month to review progress, and each PCC also holds their own Chief Constable to account through established governance arrangements. As part of this scrutiny, they are seeking clear assurance on the factors that led to the current position and how management and oversight arrangements are being strengthened in response. Where further work is required, the PCCs will continue to use established escalation routes to ensure corrective action is taken promptly.

The forces have taken visible steps to strengthen governance, resourcing, and compliance with statutory guidance. The three PCCs will continue to scrutinise delivery against the improvement plan and ensure that the Chief Constables provide timely and transparent evidence of progress. The safety and integrity of the firearms licensing system remain a shared priority across Bedfordshire, Cambridgeshire and Hertfordshire and we welcome continued engagement with HMICFRS as these improvements are embedded.

Yours sincerely

The Police and Crime Commissioners for Bedfordshire, Cambridgeshire, and Hertfordshire