Stage 1 - Health & Wellbeing Programme Evaluation & Review

The importance of engaging and listening to our people cannot be emphasised enough with the insights enabling us to determine the impact of all aspects of the Health and Wellbeing Programme at present whilst also shaping and driving the future. The engagement of both key internal and external stakeholders had taken many forms, with tools and communications channels such as survey templates, emails, one to one meetings and group meetings utilised. An overview of some of the groups and areas the team heard from is included below:

INTERNAL STAKEHOLDERS

• ACC Criminal Justice / Major Crime and Public Protection / Operational Support / Organised Crime CT and Intel / Partnership and Prevention / Professionalism and Assurance / ACC Local Policing East / North / West / Divisional Commanders / Digital Information / Finance / Strategy and Analysis / P&D / SPA
• E & D - Equality and Diversity (The Diversity Staff Associations, Christian Police Association Scotland, Disability Carers Association, Scottish LGBTI Police Association, Scottish Police Muslim Association, Scottish Women’s Development Forum, SEMPER Scotland, LGBT Allies.)
• SPF- Scottish Police Federation / ASPS / Unison / Unite
• Wellbeing Leads / Wellbeing SPOC's / Wellbeing Boards - some exist within Divisions and Departments / Wellbeing Champions / TRiM Coordinators / TRiM Assessors.

EXTERNAL STAKEHOLDERS

• Lifelines / Police Treatment Centre / Police Mutual / Eleos / SPRA / Scottish Police Benevolent Fund / Scottish Police Credit Union / Public Health Scotland / Optima Health /Tri Service Wellbeing Group

WHAT OUR PEOPLE TOLD US

The engagement of our people provided a huge number of insights which allow us to further understand the needs, problems and issues our workforce are currently experiencing. The insights also support us in assessing the efficacy and effectiveness of the current programme. A sample of some of the comments and insights captured are provided below. It is evident that there are a wide range of themes emerging which have influenced the development of health and wellbeing priority areas and framework.

• The service (Optima Health) being provided is sporadic.

• I think the weakness is not perhaps in the process but more the reluctance of the staff to engage or trust the processes. Staff understand the stresses that come with the work – the exposure to difficult situations and the pressure of working in difficult environments – but I think staff feel if they reach out for help it might be seen as a sign of weakness and that you are unable or unfit to do your job.

• Health and Wellbeing (HWB) can also be used as a ‘tick box’ for the organisation to say they’ve put procedures in place but no good if attitude remains that productivity is all that matters.

• As far as I can see there is absolutely nothing in place to tackle the inevitable issues this increased trauma will result in. Only received 1 TRIM session within 21 years’ service.

• They need to be obligatory as people worry about spending time not working or being seen as weak + not able to cope.

• Wellbeing knowledge is limited to the intranet page.

• Worried in regard to the transition to agile working/hot desking and it making people feel less part of the organisation and more like a visitor when in the office.

• If you are drowning in work the last thing you have time to do is go to a 2-hour wellbeing talk: it’s not that these opportunities are not appreciated, it’s just not dealing with the root cause of the real problems.