Sussex 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.
Sussex Police has a good understanding of leadership. The chief constable is involved and listens to officers and staff. Its work with staff to develop leadership skills appears to be good at a senior level. Although, despite the availability of management and leadership training opportunities for all levels of management, there is a perception among staff that opportunities for leadership development below chief inspector and police staff equivalent are limited. Officers expressed confidence in being able to challenge the chief officer team, but officers working from remote sites report that there is very little contact with senior officers. Where it lacks experience, the force is recruiting externally and it responds appropriately where it identifies gaps in leadership capability.
The force seeks new ideas internally and externally. It has created a knowledge exchange hub which looks ahead, works with academic partnerships, and enables the force to consider and adopt new and innovative ways of working. The force encourages staff to submit new ideas via an online system, but this is a new initiative and we were told that officers and staff were given little feedback about their suggestions. There is little collation, nor is there a central repository of learning and ‘what works’ to disseminate wider lessons.
The force displays strong leadership in terms of diversity. A ‘positive action delivery plan’ has been produced to address under-representation, following a review of the force’s annual equality data in 2014.