Matthew Scott – Police and Crime Commissioner for Kent, APCC Vice Chair and national workforce lead – shares a candid view on police leadership in England and Wales as the Blunkett–Herbert Leadership Commission reaches its halfway point.
He talks about where leadership really happens (on response and in custody, not just at HQ), the hidden impact of officer uplift on police staff, and why secondments, exchanges and development are too often treated as “inconveniences” instead of investments. He also highlights the cultural gap between chief officers and the frontline, and why rebuilding trust with police staff must be central to any future reforms.
Key takeaways
- Leadership “by volume” sits with sergeants, PCs and tutors, not just chiefs.
- Any leadership reforms must be grounded in the realities of frontline policing.
- Officer uplift has unintentionally squeezed police staff roles and opportunities.
- Secondments and exchanges are still seen as costs, not investments in leadership.
- Procurement, contract management and business skills are not taught early enough.
- Capacity is at breaking point; many officers “haven’t got time for a sandwich”.
- HMICFRS and wellbeing data together suggest policing leadership is “in crisis”.
- Culture and how chiefs treat police staff will make or break future leadership.
Chapters
0:00 – Intro: Matthew Scott’s roles and remit
1:46 – What the Leadership Commission must get right
3:32 – Explaining ‘uplift’ and its impact on staff
4:17 – What’s working: Blue Light Commercial and bringing in private-sector skills
5:34 – Why secondments and exchanges are still seen as a burden
6:41 – Capacity, wellbeing and the reality of “no time for a sandwich”
9:03 – Culture, confidence in leadership and crisis signals from HMIC & wellbeing data
11:28 – How austerity and cuts have hit police staff and PCSOs
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