EMBEDDING FAIR WORK INTO STRATEGIC PLANNING AND DELIVERY

A key aim of the first annual assessment was to inform the development of the People Strategy, Strategic Workforce Plan (SWP) and their supporting implementation plans, which were presented to the Authority Board on 30 November 2023. When these were presented, an assessment was carried out by the SPA Workforce Governance Team confirming of all the Fair Work Areas for Development:

• 30 (57.7%) are included as part of specific actions/milestones within the People Strategy/SWP implementation plans or had already been delivered
• 8 (15.4%) will likely be delivered via BAU
• 6 (11.5%) will likely be delivered through supporting plans under development to support delivery of the People Strategy and SWP
• 6 (11.5%) are covered more broadly in actions/milestones, but will need further discussion to ensure they deliver on intent within Fair Work Annual Assessment
• 2 (3.9%) would be addressed through further work to establish outcome focused measures

The extent to which the Fair Work Annual Assessment has been embedded into implementation plans demonstrates the importance of being able to monitor, track and assess the impact of the People Strategy/SWP to then measure progress in relation to Fair Work.

ASSESSMENT OF IMPACT 

The first annual assessment set out a need to ensure the People Strategy/SWP was supported with outcome focused measures/KPIs to better enable outcome-focused reporting and an evidence-based approach to prioritisation. Positively the initial iteration of the dashboards has been developed to align measures to the strategic outcomes within the People Strategy and SWP and includes a greater focus on analysis and insight than the previous approach to reporting of workforce data.

As part of an iterative approach to improvement there is an ongoing focus on the need to: 

• ensure full alignment between the dashboards and the workforce metrics contained within the Performance Framework
• ensure other sources of evidence are considered alongside the workforce metrics (e.g. the need to align survey results to strategic outcomes)
• build capacity and capability within People and Development to support continuous improvement in the translation of data/evidence into meaningful insight and proposed action
• outline and develop plans to address system related gaps/barriers preventing effective and efficient outcome focused measurement and reporting. 

This work is important because it will allow for the ability to assess the extent activity is having the desired impact therefore allowing for an evidence-based assessment of policing’s delivery of Fair Work.

COLLECTIVE VOICE

Whilst assessment of the People Strategy/SWP Implementation Plans demonstrate Fair Work is being embedded into strategic planning, a particular focus is being placed on addressing issues and seeking improvements related to collective voice to enable tangible improvements in Fair Work. The initial annual assessment identified:

• Whilst workforce representatives are invited as attendees rather than members of boards/committees/forums, the concerns they raise and the associated organisational response are not always effectively captured in order to support organisational decision making
• There is room to ensure enhanced greater voice at the development stage of new/revised programmes/policies/ practices.
• The need to have clarity on the purpose and scope of the staff Joint Negotiating Consultative Committee (JNCC)
• The need to have an effective approach to escalation and resolution as part of JNCC structures.
• Concerns about the removal of the Policy Working Group, which was a forum to support more detailed two-way dialogue to resolve ongoing issues and jointly consider future policy/procedure developments outwith the JNCC.

Review of Current Staff JNCC

Engagement is taking place with the joint Trade Unions to ensure current arrangements in relation to the staff JNCC are effective. Following the last annual assessment, the Policy Working Group has been reintroduced with regular reporting on progress within this group going to the police staff JNCC on a monthly basis. Further to this, consideration is being given to the establishment of JNCC sub-groups that would allow for detailed discussion prior to papers going to the full JNCC. 

Joint Recognition Agreement

Discussions have commenced with the joint Trade Unions to seek a review of the existing Joint Recognition Agreement. A key aim is to seek to embed Fair Work principles into the agreement by:

• Including a shared definition of negotiation, consultation and engagement along with clarity on what requires negotiation, consultation and engagement.
• Setting out agreed commitments. 
• Considering the current position with regards to JNCC rules related to areas such as quorum and attendance of observers
• Setting out clear commitments related to the encouragement of trade union membership across SPA and Police Scotland
• Supporting the implementation of a system where areas of disagreement/steps taken to mitigate concerns are recorded, considered and monitored through to an agreed solution. 
• Setting out clear commitments to early engagement at the development stage of any proposals affecting police staff 

A JNCC sub-group has been set up to progress this work and when this work is complete consideration will be given to any learning that could also be applicable and shared with the police officer JNCC.

HMICS Inspection of Culture

The HMICS inspection outlined that they were informed “consultation sometimes happened after decisions had been made” and “there was significant opportunity and need to improve the voice of the workforce in culture-setting, decision-making and challenge”. The inspection also identified that “Police Scotland should improve leadership behaviours across the organisation to ensure that police officers and police staff work in a culture that is supportive, collaborative and welcomes challenge through an effective employee voice”.

A positive organisational response to these aspects of the inspection will support and further enhance an effective collective voice within policing and future annual assessments will consider the extent to which the organisational response has strengthened a culture in relation to meaningful consultation and engagement.

PAY AND REWARD

Police Negotiating Board for Scotland (PNBS)

The PNBS negotiates the pay, terms and conditions of police officers in Scotland and the Fair Work Annual Assessment was key in informing the approach to police officer pay negotiations for 2023/2024. The annual assessment outlined the need to:

• commission independent research/engagement with key policing stakeholders to fully consider the rationale/benefits/ risks to provision of pay indexation for police officers
• progress a collaborative and strategic approach to pay and reward to the benefit of the organisation and individuals whilst seeking to minimise annual pay negotiation challenges

As part of the pay agreement, the Police Officer Official and Staff Sides agreed to commission an independent review/research into police officer pay and benefits. This is comprised of two elements, the first relating to wage growth including consideration of the benefits and risks and possible mechanisms to ensure appropriate wage growth within policing going forward from 2025/26. The second element relates to current pay and benefits and will fully consider the unique nature of the officer role in society.

As outlined in the PNBS Annual Report for 2023 the sides agreed joint principles to inform the research and worked collaboratively to commission the research. The aim is to ensure the wage growth element of the research is concluded in 2024 with the wider pay and benefits review concluded in 2025. In July 2024 Fraser of Allender Institute were commissioned to progress both areas of research.

THREE-YEAR PLAN FOR SERVICE AND ORGANISATIONAL TRANSFORMATION

The Chief Constable set out a plan to publish a three-year business plan setting out how policing will undertake the next phase of policing reform in Scotland. The focus for 2024/25 is on developing a clear vision and target operating model for the future of policing ensuring employee voice is considered. Consideration of Fair Work as part of this process will be essential in delivering identified Fair Work areas for development in relation to job design and autonomy.  Effective engagement/consultation of Statutory Staff Associations/ Trade Unions in this process will be essential to the delivery of Fair Work and this will be considered as part of the next annual assessment.  

NEXT STEPS

The focus for 2024/25 will be on delivering Fair Work areas for development through the People Strategy and SWP whilst also focusing on continually improving the approach to assessing impact.