Gwent PEEL 2016
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.
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.
The chief officer team for Gwent Police has set out its expectations of leaders at all ranks and grades and these expectations are clear and well understood by the workforce. Gwent Police has some understanding of its leadership at different ranks, grades, roles and teams across the force. It can identify and respond to gaps in leadership capability, but this would be improved if it had better quality information about leadership capability. The force reacts quickly and effectively when it has identified leadership problems, with small local management teams taking responsibility for decision-making. While the force provides leadership training to newly promoted sergeants, inspectors and chief inspectors, the force does not formally assess its leadership training programmes for their value. The force does not have a talent management programme to which staff can apply, but potential senior leaders are identified through managerial recommendation and are then supported well to achieve their leadership potential.
Gwent Police recognises the value of new ideas from across the police service and beyond. It works well with other police forces in Wales and has looked at top performing forces nationally to understand better how it can improve its own performance. The force has a strong culture of innovation and works with commercial partners to obtain expertise when improving its own processes and improving its understanding of public demand for its services. The force also successfully encourages its workforce to contribute new ideas about how to improve services. However, it could do more to publicise good ideas, approaches and practices to its staff through the force intranet. The force works well to improve diversity in leadership teams in relation to protected characteristics, but it has yet to understand diversity in broader terms. This includes understanding that diversity of background and skills are an important part of producing leadership teams that are ready for the challenges of a changing policing environment.