Police Leadership Commission Report
House of Lords · Lords Chamber · 8 Jul 2026 · 44 speeches · Official Report
Statement
The following Statement was made in the House of Commons on Monday 6 July.
“With permission, Madam Deputy Speaker, I will make a Statement on leadership in policing.
The police perform a unique and vital role in our society. They enforce our laws, tackle those who break them, and keep the public safe. These are awesome responsibilities. The officers and staff who uphold them every day, at all levels, are owed our respect, admiration and thanks. At the same time, if forces are to serve their communities effectively, they must secure and retain the trust of those communities. But in recent years, that trust has come under strain. Creaking systems, outdated structures and a lack of central grip from previous Governments have meant that the police have struggled to consistently hit the high levels of performance that we rightly expect of them.
Things have to change. That is why earlier this year, the Home Secretary announced the most significant police reforms in 200 years. Our plans will ensure that the right policing happens in the right place, building on the progress that we have already made on restoring neighbourhood policing and driving down serious threats such as knife crime, and creating a new model in which local policing protects our communities and national policing protects us all.
The reform programme provides us with a generational opportunity to address the long-standing challenges that have hampered the police’s ability to provide a consistently world-class service to the public. One such challenge centres on the question of how we ensure that our forces have the strong, effective leadership that they need to meet the significant demands that are placed on them. It is a question that is rightly the subject of considerable parliamentary and public scrutiny, especially when things go wrong, as they have in the recent past.
Equally, I want to emphasise that there are a great many outstanding officers and staff across the police service, including those in the highest ranks. When failings occur and the public are let down, they feel it more keenly than anyone. The reality is that leadership is about more than just individuals. It is about culture and standards, and about giving every member of the police workforce the support and skills that they need to flourish and become leaders themselves.
We are not the first Government to grapple with this topic. Various tweaks have been made to the system over the years, yet the same concerns keep arising, whether they relate to culture, conduct or the retention and promotion of talent. As we roll out our reform programme, this is clearly an issue requiring close examination. That examination has now taken place in the form of an independent review commissioned by the Home Secretary last year.
The police leadership commission was established last October and is co-chaired by two former Members of this House with extensive knowledge of policing: my noble friend Lord Blunkett and the noble Lord, Lord Herbert of South Downs. Together with the other members of the commission, they have carried out the most significant review of police leadership in recent times. Its findings and recommendations are published today. I would like to take this opportunity to thank Lord Blunkett and Lord Herbert for the care and skill with which they have approached their task. I am grateful, too, to the other commission members, and all who have participated. There has been a particular emphasis on giving voice to those on the frontline, which is welcome and essential.
The review’s report sets out a comprehensive and, in places, candid assessment of police leadership in England and Wales. While the commission found examples of excellent leadership and delivery, it also identified concerns around consistency, capability and culture, and the impact that shortcomings in those areas have on the service received by the public. To quote from the report,
‘the policing profession has not consistently had the excellent leadership it needs’.
It was also clear that those on the front line are not getting the consistent support they deserve, amid wide variations in approaches to leadership development.
The commission highlights the critical importance of leadership to ensuring that policing is prepared for the challenges of the future while upholding the sacred principle of policing by consent, without fear or favour. It is also important to emphasise, as the report rightly does, that leadership must not be confined to the senior officer ranks. It can and does exist in all parts of the service. It should be nurtured at every stage of a policing career -for both officers and staff. The review’s findings are rightly unsparing, and I welcome its willingness to engage with difficult issues, because, as the report’s foreword states:
‘Fundamentally, this is about ensuring that the public receives the quality of policing to which they are entitled’.
I will turn now to the review’s recommendations, of which there are 27 in total. They are ambitious in breadth and scale and, taken together, they make a compelling case for change. While it is right that we now take the time to consider them in full, we welcome the commission’s proposals and the intent behind them. In particular, we are actively looking at the recommendation to create a formal senior constable rank and at how this could be done.
The commission also recommends a new professional digital passport for every individual in policing, and other measures to put stronger supporting structures in place around professional development and performance. These could in the future help to build a route to a licence to practise, which is a proposal we included in our police reform White Paper, as one way of raising standards and promoting a stronger culture of professional development. Other recommendations from the review include: a new police leadership fast stream; a new targeted direct entry scheme to fill specific gaps in policing, with a focus on leaders from professions with transferable skills; and a role for the forthcoming national police service in promoting ethical policing at national level.
As I have said, we will consider all the report’s findings and recommendations carefully. I am certain that they will be of great assistance as we advance our police reform agenda. A full government response will follow in due course. In the meantime, we are making progress on leadership-related measures designed to improve public confidence and police performance, such as a new senior appointments panel and reforms to promotion processes, alongside the wider work we are doing on restructuring, including the creation of the national police service, which will provide a single source of strategic leadership and a stronger set of national standards.
I will finish where I started: by paying tribute to the thousands of men and women who work tirelessly every day to protect our communities from harm. From the officers and staff on the front line and their colleagues performing essential roles behind the scenes to the chief constables they ultimately report to, I am grateful to them all. While the threats they must tackle are evolving all the time, what will never change is our commitment to the founding principles of British policing, which dictate that in this country we police by consent, and assert that the police are the public and the public are the police.
To uphold these traditions while meeting the demands of modern crimefighting, we must ensure that our police forces are fair, open and meritocratic workplaces that are able to meet the high standards we rightly expect of those entrusted with keeping their fellow citizens safe and driven forward by strong, effective leadership at all levels. Reform on the scale required is no easy task, but working in partnership with policing and aided by the findings of this important report, I believe that we can and will succeed in making our police service stronger and our society safer. I commend this Statement to the House”.
My Lords, I thank the Minister for bringing this Statement to the House today, and I am grateful for the opportunity to ask questions on it. Failures of police leadership are all too evident. Police leadership failed when forces overlooked, ignored and actively downplayed the scale of the grooming gangs. Police officers and police leaders were too afraid of being called out for being racist, and, as such, they left vulnerable young girls to suffer while the perpetrators got away scot free. Police leadership failed when officers manipulated evidence to ban Maccabi Tel Aviv fans from the football match in Birmingham over fears of “inflaming community tensions”. Police leadership is failing when we have officers spending more time trawling through social media posts than investigating and stopping burglary and shoplifting. When the policing of tweets and so-called diversity, equality and inclusion take precedence over the prevention and investigation of crime, we know we have a serious problem. In 1829, Sir Richard Mayne, the first commissioner of the Metropolitan Police, wrote: “The primary object of an efficient police is the prevention of crime: the next that of detection and punishment of offenders if crime is committed. To these ends all the efforts by police must be directed. The protection of life and property, the preservation of public tranquillity, and the absence of crime will alone prove whether those efforts have been successful and whether the objects for which...
My Lords, I welcome the report from the noble Lords, Lord Blunkett and Lord Herbert, which rightly starts with an uncomfortable truth: leadership across policing is too inconsistent and, for decades, we have failed to invest in developing leaders for the world they now face. We support clearer standards, stronger developments of all ranks, and more transparent senior appointments, but consistency must not become Whitehall control. Before creating a national police service and a national academy, the Government must explain how police chiefs will be protected from politicisation. A central appointments panel may help, but only if it insulates chief constables’ appointments from political influence and ensures a diverse candidate pool, including those with neighbourhood and safeguarding experience. We urgently need clarity about what we expect policing to deliver in the 2030s. Too often the police are left to pick up responsibilities that properly belong to other agencies, because those agencies are underfunded and lack the capacity to respond. But the police cannot walk away; they have a duty to the public, even when the work falls outside their remit. This results in police being increasingly drawn into non-crime work, spending hours in hospitals awaiting mental health assessments or caring for vulnerable children, leaving forces overstretched and officers shuttled from one crisis to another. Ethical leadership cannot be a values programme instead of the hard work that...
I place on record my thanks to my noble friend Lord Blunkett and the noble Lord, Lord Herbert of South Downs, for their work on this important report commissioned by the Home Office to look at the important issues of policing. My noble friend Lord Blunkett is a former Home Secretary and the noble Lord, Lord Herbert, is a former Policing Minister; indeed, I shadowed him for a while in a previous life. They both bring extremely important experience to bear and on a cross-party basis they have examined the future training needs of the police service. My noble friend and the noble Lord have made 27 recommendations and, in answer to the points raised by the noble Lord, Lord Davies of Gower, we are going to consider those recommendations. We are going to examine them in detail. We want to give them a fair wind. We will report back in the autumn with our response to those recommendations. I will be able to provide further clarity and discussion at that time on the Government’s approach to the points that have been made. I begin in, I hope, a constructive way but also in a way of challenge to say that I do not accept the characterisation of the police to date by the noble Lord, Lord Davies. The police are doing a very good job in dangerous circumstances. Police officers at every level, from chief constables to ordinary police officers on the beat to police community support officers, do a very strong job. Our duty is to ensure that the recommendations that have been made by my noble...
Lord Mackenzie of Framwellgate
My Lords, I declare my interest as a former president of the Police Superintendents’ Association of England and Wales and as someone who submitted evidence to the police leadership commission chaired by the noble Lords, Lord Blunkett and Lord Herbert, who I see are in their places. Having served for 35 years in both uniform and the CID, I want to say that the report is a major piece of work on the leadership of the police in England and Wales, and I congratulate both noble Lords on its content and its clarity. It recommends major changes throughout the service and builds on the proposed creation of a national police service, the NPS, which should take a lead role in promoting ethical and inclusive policing and be responsible for building a community of good practice across the country. I have served under both excellent leadership and bad. The report tackles the problems, which are identified as poor training and supervision, a lack of resources and the culture of leadership across the service. The surprise is that the police service continues to deliver-remarkably, every day-to protect the public 24/7. You have only to witness the annual police bravery awards to witness this all the time. Like the armed services, the police are legally prevented from taking strike action, which was last witnessed in England in 1919. We have witnessed major problems in recruitment and vetting following the slashing of 3,000 officers a few years ago. That was followed by the murder of Sarah...
My Lords, I ask my noble friend if he could bring his comments, interesting though they are, to a conclusion with a question.
Lord Mackenzie of Framwellgate
I support the provision dealing with senior constables, and I wish the implementation of the commission’s report every success.
I am grateful to my noble friend for bringing his experience of policing at a leadership level to the debate and this discussion. He will know that leadership is critical in delivering high performance and for the public. The recommendations intend to help generate that discussion and to focus on how we improve leadership. Last year, for example, we had significant levels of vacancy for chief constable positions and a relatively small pool, sometimes internal, of people applying for them. We need to encourage better use of senior leadership. I was a Member of Parliament for 28 years and my local police force probably had around 30 police superintendents during that time. That is not sustainable for continuity and performance. We have very strong leadership at the top of the triangle but a large pool of officers at the bottom end who need to be recognised for the work they do, and encouraged to have training and to have ambition to go through the system in a positive way. We will look at the recommendations and I give my noble friend the assurance that we will report back when we have had a chance to consider them in detail.
My Lords, I am grateful for the report and I see that the recommendations include the creation of a national academy of police leadership. I declare my interest, as the First Civil Service Commissioner, as a regulator for entry into the senior Civil Service. I argue that, at that level of leadership, the different professions-whether it be the Armed Forces, the police or the most senior civil servants-have a lot to learn from each other and would benefit from each other’s experiences. As the Government respond to that, I urge the Minister to look at other professions and top-level leadership so that they can learn from each other and exchange their experiences.
My noble friend brings great experience from her role in the Civil Service Commission to the matter of recruiting individuals at a senior level. It is quite clear-the report makes this point very strongly-that police officers at all levels must be able to develop skills earlier in their career to enable them to develop and progress. The commission’s report highlights the fact that policing needs a clearer and more coherent system that supports professional development at all ranks. As the noble Lord, Lord Davies of Gower, mentioned, there are undoubtedly lessons and models that can be looked at in other aspects of society that will help support the development process.
My Lords, I declare my interest as the director of the Free Speech Union. I welcome this report, which contains many sensible suggestions. Gavin Stephens, the chairman of the National Police Chiefs’ Council, announced a review last month of guidance contained in the NPCC and College of Policing’s race action plan and its anti-racism commitment. That guidance suggested that officers should treat ethnic minorities differently in order to ensure what it described as equality of outcomes, defined as equalising arrest and charging rates between different groups. Given that some ethnic groups are more likely to commit crimes than others, that inevitably means treating some groups more leniently than others-aka, two-tier policing. Will the Minister give the House a progress report on Gavin Stephens’s review of this guidance? Can he also tell us when the independent review into hate crime and public order legislation by the noble Lord, Lord Macdonald of River Glaven, will be published? A couple of weeks ago the Minister said that it would be published before the Summer Recess.
On the latter point, we are hoping to publish the review as soon as possible. As the noble Lord will recognise, there are some things that the Government wish to announce but which they are not able to due to the upcoming change of Prime Minister. However, I intend to publish the document as soon as is practicable and will ensure that a report is made to the House in due course. With due respect, I do not accept the noble Lord’s contention that there is two-tier policing. The document to which he refers is designed to give guidance to officers to understand the various pressures and some of the diversity issues that exist. Ultimately, officers deal with crime, no matter who commits it or where it is committed. They need to bring people to justice and make arrests accordingly. I will reflect on what he said and will discuss the matter, via our offices in the Home Office, with Gavin Stephens of the National Police Chiefs’ Council but, from my perspective, the general contention is that crime is crime, the police are there to deal with it, and we must have an understanding of the diversity issues in order to have the confidence of the whole community when dealing with those issues.
My Lords, I thank my noble friend for making this Statement. As he is in his place, I must also mention my noble friend Lord Blunkett, who brings experience and common sense to pretty much everything he does. There is a “but” coming, and it is this: I get slightly worried when I see phrases in a Statement such as “a new police leadership fast stream”, and “a focus on leaders from professions with transferable skills”. The first thing leaders need for leadership is respect from the people they are trying to lead. They will not get the same proportion of respect unless the police constables, in whatever force in the country, know that the leaders have been through the same traumas, challenges and anxieties that a normal policeman finds in his normal work, such as when he has to break up a fight in a city centre. I am not sure a degree helps a great deal with dealing with issues like that. I would therefore like my noble friend to assure me that police recruitment does not just need to be diverse, although it is important to represent the community; it also needs to be diverse in people’s professional and other backgrounds, just as much as it does in academic qualification.
I am grateful to my noble friend; it is good to see him in his place. The recommendations are looking at how we can significantly improve senior leadership. Some of the recommendations may mean that we need to look at how we fast-track individuals to leadership and, in doing so, how we give them effective training and support to understand the issues that they face. Ultimately, the core element of policing is the officer on the beat, male or female, who deals with the fight on a Saturday night, who deals with the shoplifter, who deals with anti-social behaviour, and who deals with all the issues that police officers deal with on a regular basis-including, as the noble Baroness, Lady Doocey, said, issues that are not directly their responsibility but which they have to deal with, because they are the last, and first, port of call in many cases. With this whole package, we are trying to look at how we improve skill levels across the board, and that might well include looking at how we give greater skills, support and training to the front-line police officer. However, a clear issue has been identified: the failure of effective management at a senior level in some areas. It is equally important that that is addressed, and that is what we intend to do when we have a chance to reflect on the recommendations.
My Lords, I welcome the report and the sensible recommendations in it. It highlights the current importance of cliques and networks in promotions in the police. There are comments such as: “If you don’t have a network, you’re not going to get a promotion.” The Met has decided that membership of organisations such as the Freemasons has to be declared, and many hundreds have declared their membership, but has that made any difference, and do other forces go far enough? Does the Minister think that more needs to be done to rule out the sort of nepotism and networks that have meant that, in the end, the pool of talent is much reduced?
The noble Baroness makes a very interesting point on the discussions. I believe that promotions should be made on merit. They should be made on the skills and adaptations of individual officers to do the next job that they face-or, for an ordinary police constable, on the different types of skills that might be required, such as those that do not necessarily involve being on the beat. That should be done on merit. Going back to the recommendations that have been made, the commission’s report highlights that policing needs a clearer and more coherent system that supports professional development and, by that very mechanism, supports people being promoted on merit. When we have a chance to reflect on those recommendations, I hope that will be at the heart of what we do.
My Lords, I declare my interest as a non-executive director of the Metropolitan Police. I welcome this report, but a lot of it appears to be reinventing wheels that came off policing many years ago. For example, we had a physical, centrally located police staff college-a centre of excellence-as this report recommends, and by the time I reached chief superintendent I had had 18 months of full-time police leadership training, the same as an equivalent Army officer, on an accelerated promotion scheme as a non-graduate. Most of this was lost because of cuts to national police training budgets. Because of my declared interests, I am not allowed to ask for more money for policing, so I will put it like this: what will the Government do to make these recommendations a reality?
Maybe I should also have declared an interest, because I have a very close relative-a daughter-who works as a serving police officer. The key thing is that, while 27 recommendations have been given to the Government and we have to look at and assess them, we accept the general tenor of what the noble Lords, Lord Blunkett and Lord Herbert, have said. We need to improve the basic level of training, look at the skills needed for the 21st century, improve senior leadership and the training for it, and make sure that we have a wider pool for people to reach the senior chief constable positions. There is a very limited pool for chief constables at the moment and, very often, internal candidates have been inoculated through the police forces they have worked in, generally without any examination. As part of wider reforms, as the noble Lord will know, we are looking at improving the College of Policing’s work by merging with it a senior level of activity. We are looking to shrink the number of police forces to give more effective local control and change the management structures from police and crime commissioners to mayors and other authorities, as part of a wider programme that the recommendations from the noble Lords, Lord Blunkett and Lord Herbert, fit into. I cannot give definitive answers now but, as I have said, we will report back on the recommendations and our responses as soon as practicable.
My Lords, I read this report from cover to cover. It acknowledges that ethnic-minority officers have a poorer retention rate and slower progression because they continue to face discrimination within their organisation. Some 20 years ago, when I was on the West Mercia Police Authority as a councillor, I raised this issue constantly, yet here we are and ethnic-minority officers are still leaving at a far higher rate than white officers. This report acknowledges this issue, yet it offers no tangible or practical solution to this problem. Does my noble friend agree?
I am grateful to my noble friend. It is important that the police reflect the communities they serve. Many parts of this United Kingdom have populations with a level of ethnic-minority British citizens who will want to see people who look like them in the police service. The point he makes is extremely important. Once we have recruited individuals, we need to value them, retain them and train them for the future, not lose that skill to outside businesses or because they are facing discrimination inside the force. The recommendations highlight the problem; we need to examine how we improve that. I want the police service to reflect the community it serves.
My Lords, the Minister has explained over and over again the number of changes that are occurring. I welcome them all, just as I welcome the noble Lords’ report. However, there are various ways in which these changes can be implemented. Can we have in the autumn a broad strategic overview, pulling together leadership, governance and the changing of the police forces? All of these interlock, so it would be of immense assistance to this House if someone could be asked to produce an overall strategic document, dealing also with the very real issues of technology.
I am grateful to the noble and learned Lord. I will take that suggestion away and discuss with my right honourable friend the Home Secretary how and whether we can do that. We had a police White Paper which has led to the changes that will see legislative approval, as announced in the King’s Speech this May. He makes a valid point. At some point we will have to pull these strands together. I can commit only that changes to senior levels of activity at a national level and to local policing will be put into the potential police Bill announced in the King’s Speech. I will respond to these suggestions in due course. There are a range of issues that we are continually dealing with, so I will take his suggestion away.
My Lords, I thank my noble friend for his generous response. With the House’s indulgence, I want to say what a great pleasure it has been, and how much I appreciate the tremendous collaboration with the noble Lord, Lord Herbert of South Downs, the 10 other commissioners who generously gave their time, the secretariat from the college and my own employee, Joanna Firth. On the response in the autumn, if anything is going to happen quickly, it will be fundamental that recommendation 27 to set up an implementation group be put front and centre, because without immediate steps to bring these recommendations to fruition, they will languish on a shelf until another report some years hence will come back with the same recommendations we are making today.
I assure my noble friend that when we have agreed the recommendations, we will make sure that we include the very point he mentioned. If I sit down now, it gives one other Member a chance to ask a question.
My Lords, it is an honour to follow my noble friend Lord Blunkett. I congratulate the noble Lords, Lord Blunkett and Lord Herbert, on an outstanding report. Does the Minister agree that police leadership is at its best when police leaders feel they can confidently take on crime, and have the skills they need, the backing they deserve from Government and the active support of the other public services involved in tackling crime in our country?
Absolutely-that is central to what the Government seek to achieve. I again pay tribute to both noble Lords, their staff, the commission members and the voluntary staff who supported them. They have tried to identify the challenges in leadership, and that the policing landscape and crime are changing-some 45% of crime is online fraud. The police will face a range of new challenges, and we need effective, strong leaders who reflect their communities, understand the levels of crime and have the strategic skills to tackle them. At the same time, we are still going to rely on the support of the everyday police officer working on the street. We need to recognise those who have given long service and the skills they need. In closing, the noble Lords’ recommendations are valuable and welcome, and I thank them for their assistance. I assure the House that we will reflect on the recommendations and bring back a coherent plan of action.