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Devon and Cornwall PEEL 2016

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; 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.


Last updated 08/12/2016

Police leadership is crucial in enabling a force to be effective, efficient and legitimate. This inspection focused on how a force understands, develops and displays leadership through its organisational development.

Devon and Cornwall Police has clear and well-established leadership expectations which are effectively communicated and understood across the workforce. The force shows some understanding of its leadership capability across its workforce and has some ability to identify gaps and concerns. It uses a variety of methods to understand leadership strengths and capabilities. It should, however, take steps to understand the full set of skills of each individual and give greater consideration to how it identifies and prioritises leadership concerns across different ranks, grades, teams and departments.

The force is clearly committed to talent management: it has a variety of mechanisms to provide support to, and ensure the progression of, some of its most gifted individuals. However, its evaluation of them is currently limited. Further, it does not appear to be developing diverse leadership teams in a consistent way that acknowledges the experience, backgrounds and skills it will need. HMIC recognises that the force has done some work to address gender imbalances. However, we consider that the force would benefit from a deeper understanding of how effectively its programmes and activities have addressed leadership shortcomings, supported lateral development and secured participation from police staff and officers in all under-represented groups.

The force demonstrates a proactive approach to seeking out new ideas, approaches and working practices from other police and non-police organisations. It also encourages ideas from its workforce. We found that the development of its wellbeing programme was a particularly strong example of how the workforce’s views can influence the force’s approach.

Questions for Leadership


How well does the force understand leadership?