Northamptonshire 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.
Northamptonshire Police has engaged with its workforce to create a clear set of leadership expectations that are well recognised and understood across the workforce, although some additional communication is now needed. The force has a number of ways of understanding its leadership capabilities, but it could broaden its use for example by including a greater focus on police staff. The force recognises these gaps and it is looking to address them.
The force has focused its leadership development effort on senior officers, particular groups (such as female officers) and newly promoted officers, and good systems are in place to support them. However, more could be done to offer leadership development to the wider workforce.
The force thinks innovatively about how to identify prospective new leaders and has good mechanisms in place to identify and respond to leadership concerns. However, it has no formal programme to identify talent and because staff are unclear about how to access what leadership development opportunities are available, the force could be preventing strong prospective leaders from reaching their potential.
The force has sought new ideas and working practices from across the police service and has adopted innovative ideas suggested by staff. It is using a variety of media to communicate new approaches across the workforce and is developing a centralised E-services proposal that, if successful, could be very beneficial to the public.
The force’s understanding of diversity extends beyond age, race and gender. The make-up of leadership teams in certain areas is now looked at in terms of personality types and working preferences.