To: Lead Chaplains and Chaplaincy Coordinators
CC: Trustees of Police Chaplaincy UK; DCC Ben Snuggs
15th July 2026
Dear colleagues.
Having reviewed the Police Leadership Commission report, Professionalism and Performance: Police Leadership for the Future, I was struck by the extent to which many of its findings and recommendations resonate with the work of Police Chaplaincy. While chaplaincy is not specifically referenced, there are numerous areas where our contribution aligns with the report's vision for the future of policing. In many respects, the report appears to reinforce values and practices that are already embedded within the Police Chaplaincy UK Gold Standards.
The report presents a stark assessment that leadership across policing is inconsistent and that there has been decades of underinvestment in leadership development. It argues for a fundamental overhaul of how police leaders are developed, supported and equipped for increasingly complex responsibilities (pages 8–12).
One area that particularly caught my attention was the report's emphasis on ethical leadership. In Chapter 4, the Commission recommends a stronger national approach to ethics, greater support for ethics forums and the development of ethical and inclusive policing (pages. 52–55). As chaplains, we have long supported officers, staff and leaders in navigating moral and ethical dilemmas. This aligns directly with the Police Chaplaincy UK Gold Standards, which recognise the chaplain's role in providing opportunities for reflection, supporting ethical decision-making and helping individuals consider the wider human impact of their actions.
The report also recognises the need for leaders who can exercise sound judgement in increasingly challenging circumstances. In the Foreword, the Commission argues for less bureaucracy and greater trust in professional judgement whilst recognising the need for leaders of strong character and capability (page 9).
Chaplaincy has an important role to play in helping people reflect on the values that underpin such judgement. Conversations about integrity, courage, compassion, service, humility and accountability are often at the heart of effective chaplaincy engagement.
Another significant theme is the need to support people throughout their leadership journey. Chapter 10 places considerable emphasis on leadership development, continuing professional development, leadership communities and creating space for learning and reflection (pages 92–100). Whilst chaplains are not leadership trainers in the traditional sense, we regularly provide space for reflection, encouragement and challenge.
The Commission also acknowledges the intense pressures facing policing, including increasing complexity, public scrutiny and the demands placed upon leaders at every level (pages 8–10 and 28–40). This has obvious links to chaplaincy's pastoral and wellbeing role.
The report's focus on representation, inclusion, fairness and public trust resonated with me (pages 52–55). As chaplains we have long sought to provide support that is available to everyone, regardless of faith, belief, background or role and continue to demonstrate our reach and support. The report repeatedly reminds us of our Gold Standards, particularly concerning pastoral care, visible presence, ethical support, independent friendship, community engagement and promoting wellbeing.
The report therefore presents a significant opportunity for Police Chaplaincy. Whilst our primary purpose remains the pastoral care and support of the policing family, this report reinforces that chaplaincy has a valuable contribution to make beyond welfare alone. Ethical decision-making, reflective practice, leadership resilience, organisational culture, community engagement and values-based leadership are all central themes within the Commission's vision for the future of policing and closely reflect the principles contained within the Police Chaplaincy UK Gold Standards, particularly the sections of the report dealing with the definition of leadership (pages 41–44), ethics and inclusion (pages 52–55), and leadership development (pages 92–100).
Many Lead Chaplains are already actively engaged in a number of these areas, contributing to ethics committees, leadership development programmes, wellbeing boards, organisational culture discussions and strategic conversations within their forces. The opportunity now is to build on this excellent work and help more forces recognise the value that chaplaincy can bring.
As Lead Chaplains, I would encourage you to use this report as a catalyst for conversations with chief officers, senior leadership teams and key stakeholders, demonstrating how chaplaincy can support the development of ethical, compassionate, resilient and trusted leadership. In many respects, the report highlights areas in which chaplaincy has been quietly adding value for many years; our challenge now is to ensure that our contribution is more widely recognised, better understood and fully utilised across policing.
As Lead Chaplains, I would encourage you to review the report and consider how its findings may be used constructively within your own forces. There is an opportunity to engage with chief officers, leadership teams, ethics committees, wellbeing boards and learning and development departments, helping them recognise that chaplaincy is already contributing to many of the areas identified as priorities for the future of policing.
The report calls for leaders who are ethically grounded, reflective, inclusive, resilient and trusted. These are qualities that chaplaincy has sought to encourage for many years. As a national chaplaincy community, we should be confident in articulating our contribution to these areas and in demonstrating how chaplaincy can support the development of healthy leadership cultures across policing.
I would encourage Lead Chaplains to consider how the report's themes might be reflected in conversations with senior leaders and force chaplaincy teams. This presents an opportunity not only to support the leadership agenda within policing but also to further embed chaplaincy as a valued partner in the development of ethical, compassionate and effective leadership.
I welcome your thoughts and look forward to learning how these themes resonate within your own forces.
You can download a copy of the full report below
Your sincerely,
Matthew
Rev. Matthew Hopley,
National Police Chaplain,
CEO Police Chaplaincy UK