Roundtable meetings

Roundtables provide a forum for the commission to hear evidence which will inform its final report and recommendations. 

Roundtables will usually consist of an opening presentation to introduce the topic, followed by panel discussions involving invited experts and practitioners.

Six roundtables are scheduled throughout the duration of the commission. 

Theme

The sixth roundtable involved two panel discussions, focused on:

• senior and executive leadership
• direct entry and accelerated promotion routes into policing

Summary

Inconsistency in promotion and leadership pathways 

The first panel discussion began with a question about senior promotions. The process for promotion to superintending ranks was described as fragmented across forces, inconsistent and lacking in national standardisation.

The panel noted the impact that a force's size or budget may have on promotion success, which can create inequity of opportunity for aspiring senior leaders.

Capacity and demand pressures

The panel discussed the demand pressures and operational environment senior leaders work in, which can act as a barrier to meaningful leadership development.

Cultural barriers: risk aversion and lack of organisational justice

The theme of risk aversion has been a prevalent topic in the commission’s roundtable discussions. In the context of senior and executive leaders, high levels of external scrutiny were identified as contributing towards a risk-averse culture.

National leadership accreditation: competency passport 

There was general support for a structured, accreditation model that mirrors other high-risk professions. The panel discussed how defining and measuring national leadership competencies and retaining these in a career passport could support and enhance progression in a role.

Direct entry and fast-track

There was strong support during the second panel discussion for some form of direct entry or accelerated leadership pathway, driven by the need for new skills, broader experience, and greater diversity of thinking in policing. The panel was clear that the main barrier to success was cultural resistance, not capability. But there were differing views on the priorities for such schemes. 

Areas of agreement

The panel agreed that all the skills policing needs are not necessarily being developed through traditional leadership pathways. There was some agreement that direct entrants could support policing in areas like:

• digital transformation
• data and cyber
• large-scale organisational change
• partnerships
• systems leadership
• risk management

There was agreement that those entering policing at senior police officer roles must be committed to policing’s mission and respect frontline experience.

There was also agreement that those entering policing in police officer roles should be operationally competent, as senior officers are expected to be able to command and make decisions in areas like:

• public order and firearms
• critical incidents
• covert authorities
• community and neighbourhood policing

There was some acknowledgement that previous experience in related organisations can provide this operational competence.

The panel agreed that the receiving culture can be resistant to direct entrants and this can make joining policing through this kind of pathway very challenging. This resistance was attributed to officers feeling that their own sacrifice and professional identity are being undervalued.

There was some agreement around the successful elements of a direct entry or accelerated promotion scheme. Panel members agreed that any scheme should include:

• extended time in force
• high‑quality national training
• structured mentoring or coaching from chief officers
• clear standards and accreditation

Areas where views differed

Some of the panel felt that the focus should be on attracting people from adjacent professions (NCA, intelligence community, public protection) where risk-led decision-making is proven. Whilst other panel members suggested policing should remain open to broader backgrounds (such as complex private-sector operations) to maximise diversity of thinking.

Some of the panel members argued that many senior roles do not need a warrant card and therefore, the focus should not be on attracting and training people to be police officers. But others felt senior operational leadership must remain predominantly warranted.

Future considerations

The panel discussed how a future National Police Service could offer more strategic, centralised functions that can support a more porous workforce model, including by facilitating lateral entry, mixed warranted/staff leadership teams and career breaks and return pathways. The panel discussed how clear strategic workforce planning is needed to articulate the capabilities policing requires, where direct entrants fit and which roles need warranted powers.

Theme

The fourth roundtable involved two panel discussions, focused on:

• how police constable entry routes support effective foundational police leadership
• emerging themes from the commission’s work with policing policy experts

Summary

Police constable entry routes

Discussions focused on whether existing police constable entry routes are:

• attracting the right people
• developing foundational leadership
• meeting the demands of modern policing

There are four entry routes for police constables in England and Wales supported by different training programmes.

The recently introduced police constable entry programme (PCEP) is not linked to a degree-level accreditation. Several other entry programmes are linked to a degree-level accreditation, including the police constable degree apprenticeship (PCDA) and the degree holder entry programme (DHEP). 

Panel members discussed the rapid shift to PCEP. It noted that 64% of recruits joined through PCEP in the latest year of available data. It was explained that PCEP is designed to deliver the same learning outcomes as those routes linked to degrees. Some panel members raised concerns about the lack of evaluation to measure the impact of the new training. 

Some panel members thought PCDA and DHEP were better at building critical thinking, ethics, research skills, and long-term leadership capability.

The complexity of multiple entry routes in England and Wales was compared with the relative simplicity of Police Scotland’s single-entry model.

There was general agreement amongst the panel that no single route will produce all the leaders needed.

Leadership potential

The panel discussed whether leadership potential should be assessed at entry, developed internally, or identified after officers have experience.

There was also a debate about the advantages and disadvantages of creating a new accelerated or high‑potential entry route to recruit people with potential for senior leadership.

The commission will discuss direct entry and accelerated promotion in more detail at a later roundtable.

First-line and middle leadership 

The second panel spent some time discussing the pressures on sergeants and inspectors. Panel members spoke about:

• too few supervisors for the volume of staff
• supervisors overloaded with administrative burden
• middle leaders squeezed between senior command demands and frontline realities
• insufficient visibility and communication down the ranks

In general, the panel agreed that first-line and middle leaders are a crucial layer of leadership that is currently under strain.

Discussions also focused on a disconnect between frontline and senior leaders, with some concerns about trust gaps, cultural drift, and perceptions that senior leaders are distant, bureaucratic, or overly political.

Workforce modernisation and non-warranted expertise

Several contributors stressed that modern policing requires workforce reforms, including making more use of non-warranted police staff.

Panel members and the commissioners discussed the growing need for digital, cyber, economic crime and technical skills and encouraging more movement into, and out of, policing, echoing practices in medicine, teaching, and the armed forces.

The panel also covered whether younger recruits expect a different approach to workforce development, centred on:

• expectations for structured development
• investment in skills
• clear career pathways
• meaningful work
• organisational wellbeing support

Some members warned that young people would be willing to leave the service if expectations are not met.

Theme

The second roundtable explored how effective police leadership should be defined.

Two panel discussions took place involving the commission and invited panel members. These were:

• examining effective police leadership
• comparing leadership concepts in policing with those in other sectors

Discussions focused on:

• the qualities and styles of police leadership
• challenges and systemic barriers
• the role of academia in policing
• areas for further exploration

Summary

Core qualities of effective police leadership

Panel members identified key qualities of effective police leadership, including the importance of vision, ethics, competence, and leadership at all levels. The panel explored how these qualities compare with those of leaders in other sectors, both public and private.

Public trust and organisational performance

There was clear agreement that leadership must align with public expectations while running an effective and motivated organisation. Police leaders have a responsibility to build both public trust and internal trust within their force.

Leadership standards and talent investment

Panel members suggested that fragmentation across forces may have weakened consistency in applying leadership standards. Members discussed the practical experience of implementing national leadership standards.

Many felt that investment in talent starts with first-line leadership and represents an investment in future senior leadership and a way to identify talent. The importance of developing senior and executive leadership was also acknowledged.

Cultural and systemic barriers

The panel explored the culture surrounding police leadership and possible barriers to a consistent approach. Members referenced historical in-person leadership training delivered in a centralised location.

A key insight was the need to distinguish between developing individual leaders and cultivating leadership development as a broader organisational system. Leadership is inseparable from the culture and context in which it is exercised.

The commissioners explored leadership concepts in other sectors, what is transferable, and identified some of the systemic barriers within other organisations.

Academia and evidence-based practice

There was recognition that policing needs strong integration with academic research, applied evidence and external expertise.

Discussion focused on understanding current barriers and resistance within forces to introducing a more consistent approach.

Areas for further exploration

The commissioners and panel members identified areas for future exploration, including:

• how to introduce consistency across the system
• the distribution of resources
• how leadership development could be funded