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Gloucestershire 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.

Leadership

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.

After a leadership review led by the chief constable in 2015, Gloucestershire Constabulary has engaged effectively with its workforce to create a set of leadership values and expectations that are clearly defined at all levels. We found evidence that many in the workforce understand how the leadership expectations and behaviours relate to their individual roles. All staff have an annual personal development review and objectives are set. It was generally felt by staff, however, that the outcomes of these reviews were not consistently valued and were under-used for staff development and promotion.

Since the 2015 review, the focus has been on training in leadership values and the provision of a set of basic management training modules, to provide the foundation skills for leadership. The leadership values are well understood; however, the management training has yet to have an impact on the whole workforce. The force’s response to developing leadership capabilities has been slow. The force does not have a talent management scheme, and a leadership programme has been developed but not yet fully launched. As a consequence of the leadership programme and supporting initiatives being newly established, there is a gap in the force’s ability to identify and develop officers and staff who have the potential to become future leaders.

The force has demonstrated a clear commitment to innovation and challenges itself to seek out new ideas, approaches and working practices from across the police service and other organisations. Its understanding of diversity, however, extends little beyond an acknowledgement that it is about more than just protected characteristics, such as age, disability or gender reassignment. The force has not carried out an in-depth review of the workforce balance to identify any gaps, and plans to improve diversity are limited to a series of individual actions and initiatives.

Questions for Leadership

1

How well does the force understand leadership?