Police leadership, wellbeing and workforce development were in the spotlight at the Police Federation Annual Conference as a panel of Federation leaders and political figures discussed the findings of the independent Police Leadership Commission.

Joining the panel were The Rt Hon. Lord David Blunkett, former Home Secretary and co-chair of the Commission, The Rt Hon. Lord Nick Herbert, former Policing Minister and co-chair of the Commission, Melanie Warnes, PFEW Acting National Secretary, and Paul Matthews, PFEW National Board member.

The discussion focused on the Commission's report, Professionalism and Performance: Police Leadership for the Future, which was informed by evidence from thousands of officers, staff and members of the public. The review found that policing is not short of talent or commitment, but that leadership development across the service is often inconsistent, fragmented and under-resourced.

A key message throughout the session was that leadership matters at every rank. Panellists highlighted the vital role played by frontline supervisors, sergeants and inspectors in shaping culture, morale, wellbeing and performance, arguing that leadership development should begin early and continue throughout an officer's career.

The panel examined several recommendations from the report, including improvements to promotion processes, enhanced leadership training, stronger performance and development reviews, and the proposed introduction of a Senior Constable role to recognise experienced officers who support and mentor colleagues.

Melanie Warnes highlighted the significant contribution Federation members made to the review through surveys, focus groups and engagement activities across England and Wales.

She said: “One of my biggest priorities is implementation. It's vital that the Federation remains involved as these recommendations move forward, particularly around changes that could be made quickly, such as creating more effective and transparent promotion processes.

“I also raised concerns about the proposed licence-to-practise model, which many members are sceptical about. The Commission's digital passport proposal appears to offer a different approach, providing a record of an officer's training and development throughout their career. It's important that we understand how that could work in practice and what it would mean for our members going forward.”

The discussion also explored wider challenges facing policing, including workload pressures, retention, wellbeing and declining morale. Paul Matthews stressed the importance of ensuring the report results in meaningful reform rather than becoming another set of recommendations that fail to deliver lasting change.

He said: “I support the ambition to improve policing, but we have to ask what good policing looks like when it is operating within a criminal justice system that is under immense strain. Policing does not exist in isolation. It relies on courts, prisons and probation services that are all facing significant pressures.

“The whole criminal justice system needs root-and-branch reform and proper investment. Against that backdrop, I do not support a licence-to-practise model. To me, it risks becoming another bureaucratic initiative that creates the appearance of action without addressing the underlying issues affecting policing. Our focus should be on meaningful reform that delivers real improvements for officers and the public.”

Setting out the Commission's findings, Lord Blunkett said the review identified the need for change throughout the policing career pathway, from recruitment and training through to promotion and senior leadership appointments.

He said: “We found, from bottom to top and top to bottom, that there needed to be a complete review of how people are recruited, trained and developed, and the opportunities they are given throughout their careers.

“The review also examined how chief constables and other senior leaders are appointed, and whether those appointments are based on demonstrable capability, supported by clear evidence and performance data, or on favouritism.

“This is not just about procedural reform. It is also about ethical change across policing.”

Lord Herbert reinforced the need to ensure the report leads to tangible improvements rather than becoming another document that gathers dust.

He said: “The findings were shaped by what officers and staff told us through extensive engagement, including significant input from Police Federation members.

“What we heard raised serious concerns about morale, leadership and support, and our recommendations were designed to address those issues.

“The challenge now is to ensure these recommendations are delivered in full, not cherry-picked. There is a real opportunity to drive meaningful change across policing.”

Questions from delegates covered funding, leadership accountability, officer retention and wider police reform. While acknowledging that some recommendations will require investment, panellists agreed that many improvements could begin through better leadership processes, workforce planning and development opportunities.

The session concluded with broad agreement that strong leadership underpins officer wellbeing, public confidence and the effectiveness of policing. As the service enters a period of significant reform, the focus must now be on turning the Commission's recommendations into meaningful action for officers and the communities they serve.