Nottinghamshire 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.
Nottinghamshire Police’s chief officer team understands the importance of having strong, ethical leaders and the force is trying to ensure that everyone understands what the force expects from its leaders. However, more could be done. We found there is only a limited understanding throughout the force of what is expected of effective leaders.
No systematic approach is in place to identify leadership capacity and capabilities across the organisation. The force is led by a chief constable and an assistant chief constable whose ranks are temporary. A decision made not to advertise immediately for a new chief constable means the arrangement will continue until the new postholder takes up the role by 1 April 2017 – ten months after the previous chief constable left. This could lead to a period of significant uncertainly and lack of direction for the force at a time when it faces some significant performance challenges. The lack of a settled leadership team is of considerable concern to HMIC. The interim arrangement is also causing uncertainty among the workforce; this, together with the potential for the new chief constable to review the force structure, may have an impact on the force’s effectiveness.
The force recognises that identifying and responding to the gaps in leadership capability will be important to implement new ways of working. A future workforce plan aims to identify the forces’ leadership requirements. The force uses a broad range of approaches and techniques to understand the relative strengths of its leadership. This understanding could be made more effective by ensuring the leadership development programmes address the gaps identified in leadership capability.
The force seeks out new ideas, approaches and working practices from across the police service and further afield. It has forged good links with local academic institutions and learns from and regularly evaluates new innovations and working practices in other forces. The force has a good understanding of diversity, including how diverse leadership styles can help build effective and complementary teams. It evaluates the diversity, background and skills of its senior management teams and works positively to encourage those from under-represented groups to develop and progress.