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Essex 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.

Essex Police is working closely with its workforce in developing its leadership expectations, alongside effective communication across the workforce, through a variety of methods. The force is developing its approach to enable a more sophisticated appraisal of the individual and team skills and capacity throughout the force. The force has a good understanding of the gaps and areas for improvement in its leadership capability.

The force has demonstrated its ability to respond quickly and effectively when a leadership problem is identified. It has a well-considered and coherent approach to leadership development, which includes employing a ‘talent manager’ to develop talented officers and staff through a range of courses and development opportunities. The force has a very good development programme which is exclusively for members of police staff.

Essex Police is very proactive in seeking out and sharing new opportunities for improvement, both externally and internally. Officers meet regularly with the seven forces in the south east area to discuss new and innovative practices. The workforce is encouraged to put forward suggestions for innovation and improvement.

Although the senior team in Essex Police has a clear understanding of diversity in the context of protected characteristics, such as age, disability, or gender reassignment, there are not enough black, Asian and minority ethnic (BAME) people in the workforce, particularly in middle and senior management roles. The force has adopted a wider definition of diversity, to include background, skills, experience, and personality types, to create more effective leadership teams. Substantial work is taking place to increase the diversity of the force and its leadership, including Direct Entry at the superintendent level.

Questions for Leadership


How well does the force understand leadership?