FURTHER DETAIL

The format of the report has been revised to be thematic, aligning the data presented, as well as subsequent analysis and insights, with the six outcomes outlined in the People Strategy and Strategic Workforce Plan. The report also aligns with the People and Development Plan, detailing the activities to be undertaken this year, which focus on priority areas identified within the People Strategy/SWP implementation plans, while also considering the Annual Police Plan (including Policing Together commitments).

Further to that, the report picks up on the areas identified in the HMICS Thematic Inspection of Organisational Culture in Police Scotland December 2023 as People Cultural Indicators. These include:

• Recruitment
• Progression and promotion (and churn)
• Abstraction/absence
• Pay and conditions.
• Wellbeing
• Health and safety
• Retention/turnover
• Grievance
• Exit interview/survey analysis.

It is intended for the report to be produced quarterly and to provide data, commentary, analysis and insights in term of people data compared to previous quarters/years depending on relevance. The attached report looks back at financial year 2023-24 data as compared to previous years. Mid-year reports will focus more on quarterly changes as opposed to the annual changes.

The following section summarises the findings in the report:

Health and Wellbeing

The last financial year saw a slight reduction in working days lost (WDL) for both officers and staff, partly due to the impact of COVID in previous years. However, WDL percentages remain higher than pre-COVID levels, with staff WDL at 7% (up from 6.1% in 2018/19) and officers at 6.1% (up from 5.1% in 2018/19). Psychological absences continue to rise for both groups. New services from a refreshed occupational health contract and employee assistance programme aim to improve wellbeing, and the wellbeing champion network has been expanded.

Leadership

The 'Your Leadership Matters' programmes are being delivered across Police Scotland, receiving positive feedback. While it's too early to assess their impact fully, key indicators will be monitored. The proportion of temporary ranks has remained stable at 14.6% over 2023/24, seen as beneficial for preparing officers for higher ranks.

Values and Belonging

There was an increase in officer and staff resignations this year compared to previous years, though no clear pattern for the cause has emerged. Factors include lack of resources, job satisfaction, and development opportunities, alongside personal reasons. Grievance and stress-related absences have also increased, raising concerns about general workforce wellbeing.

Capacity and Efficiency

Officer and staff numbers have decreased over the past year due to budget constraints and the need to make savings. Overtime has also been reduced for budgetary reasons. Abstractions from duty have slightly increased and are expected to rise further due to changes in annual leave entitlement and training commitments. There has also been an increase in officers requiring duty modifications, which, while not directly affecting availability, raises concerns about overall resilience.

Efforts to reduce TOIL and Re rostered Rest Day (RRRD) banks have been successful, but this has impacted officer availability as stated. Additionally, there has been an increase in flexible working arrangements for both officers and staff. Overall, the reduction in workforce numbers, increased abstractions, and reduced overtime have added pressure on the remaining staff and officers, potentially affecting their wellbeing and the ability to maintain service standards.

Attracting and Retaining Talent

To meet the budgeted establishment of 16,600 officers, planned intakes for 2024/25 include 120 officers in May 2024 and 200 officers in July 2024. Recruitment was down in 2023 due to fewer officer intakes and a hold on staff recruitment. Promotions were also lower, affected by the timing of processes for officers and recruitment hold for staff. Turnover has decreased from the previous year's high, influenced by changes to pension arrangements, and is now around 5% for officers and 7.3% for staff. Overall turnover remains below levels seen in other UK police services.

Skills and Training

Training attendance and completion rates remain high at around 90% for all employees. Officers average 13 training days annually, including online training. The slight reduction from the previous year is due to fewer probationer training sessions following a recruitment hold in January 2024.

The foregoing is submitted for discussion.