100% recycled paper | improving our carbon footprint

Workforce Planning – Delivery Plan

2019 – 2022

2

Staffordshire Police

1. Introduction

The Staffordshire Police Workforce Planning Strategy 2019-2022 sets out the resource planning, recruitment and attraction requirements and plans to enable the achievement of the force vision and priorities over the next three years to support the delivery of the Policing Plan 2018/19 five core priorities:

Modern Policing Early intervention

Supporting victims and witnesses Managing offenders Public confidence

3

Staffordshire Police

In respect of Modern Policing the People First Strategy describes how we will deliver on the Modern Policing priorities and outlines 8 themes supported by Delivery Plans; one such key theme is the Recruitment, Attraction and Delivery Plan the vision for which is as follows: Recruitment, Attraction & Retention Our Vision: to be recognised as a place that attracts and retains the best calibre people from across Staffordshire and beyond, and where diversity and difference are valued.

In addition to the force strategies the Workforce Planning Strategy is also informed by national developments and challenges as detailed in the Policing Vision 2025, the PEQF framework, the Uplift in officer numbers and changes to the Target Operating Model as a consequence of the Commissioner’s Uplift Investment funding and the MTFS.

2. Workforce Planning Strategy – framework and planning process

The Workforce Planning Strategy provides a framework and plan to ensure that we have the right people, with the right skills in the right place at the right level at the right cost. In developing this strategy the following principles are key to ensure effective delivery of the force strategic plans:

The implementation activity to support the force Policing Plan and related strategies involve key partners from HR and Learning & Development in the business planning process through the governance arrangements etc.

The Workforce Plan is ‘future-focused’ to enable delivery against the strategic plans and MTFS whilst at the same time remaining flexible enough to deal with constant change.

Workforce Planning is a dynamic process and is subject to constant feedback and review through the governance processes to remain relevant in a rapidly changing environment.

In addition to the numbers of staff in the workforce model workforce planning is also about skills, potential and how these are deployed and organised. As such it links into leadership, development, career planning and organisational development.

Diversity and inclusion - increasing workforce diversity varying the workforce by age, gender, social and educational background and previous experience provides the opportunity to attract and retain a diverse and different workforce that better reflects our community.

When implementing workforce planning the model below details the processes followed:

4

Staffordshire Police

The workforce planning processes undertaken in Staffordshire Police follows the above model using a variety of workforce management information, data and planning tools including:

Turnover Timeline – force and Directorate level

Promotion Predictions (includes leavers, profiling, future skills requirements).

Workforce Planning Strategic Reports: Modern Policing & Enabling Board, Corporate Planning & Resourcing Board, Performance Assurance Board

Strategic Workforce Planning Group

PEQF Steering Group

People First delivery groups

Directorate Boards

The analysis of the workforce includes numbers of staff and officers by rank and grade, skills, attrition rates taking into account demographic differences within the workforce or contractual differences as to how work is resourced. In a fast-paced changing policing environment, innovation, agility and resilience are essential to maintain operational effectiveness so collecting and analysing workforce data provides the information needed to develop capability and identify skill gaps, critical roles by function, skill and knowledge.

3. Governance and MTFS

The MTFS allowed for significant investment during 2019/20 in the Commissioner’s priorities as well as a challenging savings plan across both the Commissioner’s Office and the Force. Central Government decision for additional increase in Police Officer numbers, above the increase already outlined in the current MTFS. Of the national increase of 20,000 over three years, the government has indicated that the uplift in the first year of this programme will be

5

Staffordshire Police

6,000. The share for Staffordshire will be 90 of the 6,000 national officers in year one.

Of the uplift numbers for years two and three the current distribution is undecided. Based on the distribution methodology used for the year one uplift Staffordshire could expect to see an additional 300 officers, above and beyond the increases already outlined in the current MTFS by the Commissioner, by the end of year three. The workforce planning is based on this assumption however is flexible so that recruitment activity can be scaled up or down should these numbers change.

The Government commitment to build from the Police Officer baseline as at the 31st March 2020 is welcome however does have the potential to restrict the ability to develop a workforce mix so, removing a degree of flexibility from the policing model where a capability does not require warranted powers and the skills set can be resourced by a Police Staff post. This also has the potential to mean that any additional cost pressures can only be offset by increases in the precept, the reduction in Police Staff roles and savings across non pay areas.

4. Workforce – Police Officer numbers The workforce planning processes are closely aligned to financial and budget planning work to detail pressures, potential savings as well as identifying areas for potential new investment in the policing model should funding be available to do so. The following table details the predicted workforce police officer numbers against the force TOM at 31/3/20:

The following table details the predicted workforce police officer numbers against the force TOM at 31/3/21:

6

Staffordshire Police

The workforce planning profiling and recruitment has been extended to 2021/22 to provide an overview of resourcing levels, skills gaps and attrition to inform future recruitment and promotion activity. The following graph details the recruitment of police officers aligned to the TOM as at October 2019:

5. Workforce – Police Officer & Police Staff Recruitment and Attraction

7

Staffordshire Police

There is extensive recruitment activity being undertaken to attract police officers with the required skills and capabilities to meet the high levels of attrition due to the 30 year service leavers profile and uplift in police officer numbers. There are various entry routes into the organisation including the PEQF programme – Police Constable Degree Apprenticeships and Degree Holder Entry Programme recruits, Police Now – PC & DC, Transferees – Generalist & Specialist and external promotion processes. 5.1 Police Officers - PEQF Staffordshire Police are in a regional Collaborative arrangement with an HEI – Staffordshire University and West Midlands regional forces to deliver the Policing Education Qualifications Framework which is a new, professional framework for the training and development of police officers. There are three new ways to prepare new recruits for the role of constable, including an apprenticeship which trains to degree level: Police Constable Degree Apprenticeship. Join as a constable, and follow an apprenticeship in professional policing practice. This route normally takes three years with both on and off-the-job learning. On successful completion officers achieve a degree. Degree-holder entry. If applicants hold a degree in any subject, they can join and follow a work-based programme, supported by off-the-job learning. This route normally takes two years, and the learning is recognised in a graduate diploma in Professional Policing Practice on completion of probation. Pre-join degree. A three year degree in professional policing at a University of own choice, and then apply to a force and follow a shorter on-the-job training programme. 5.2 Police Officer recruitment

The following graph depicts the profile of police officer recruitment and entry routes for 2019/20:

5.3 Police Officer – Promotions & Specialist roles

8

Staffordshire Police

The police officer promotion predictions toolkit estimates the number of officers leaving at every rank across all Directorates and informs the promotion processes which are open to both internal and external applicants. These take place on a rolling programme on an annual basis. Specialist police officer roles such as Detectives, Armed Firearms Officers and Roads Policing Unit are also recruited and selected on a rolling programme as identified by workforce planning skills gaps and future roles to meet the delivery of the policing strategies. 5.4 Special Constabulary Recruitment Special Constabulary Recruitment takes place on an ongoing basis with 6 intakes of 16 officers planned annually. There are currently 200+ officers who are a vital and valued workforce resource. 5.5 Police Staff Recruitment Police Staff recruitment is agreed and progressed in accordance with the MTFS TOM, force governance and workforce planning processes and in accordance with the People First Recruitment, Attraction and Retention and Diversity and Inclusion delivery plans. The force has a target of 1240 Police Staff by 31.3.20 and 215 PCSO’s. The ongoing and annual recruitment plans include vacant posts within the structure as well as volume recruitment campaigns for:

• Investigatory Officers • Contact staff • PCSOs

5.6 People First - Recruitment, Attraction and Retention/Diversity & Inclusion The People First Recruitment, Attraction and Retention Delivery Plan details the various initiatives and activities being progressed to support the delivery of the workforce planning and includes: Media & Communications campaign

• National recruitment campaign launched • Sponsored campaign for our PCDA advert • Recruitment video • Leaflets and banners – Protect, learn Serve • Local radio & billboards are to be focused next across Stoke on Trent and

Burton. Attraction events

• Careers events across the county where expressions of interest are collated from under-represented groups and potential applicants are encouraged to attend Positive Action workshops.

• STEP In – Positive Action events in the community - workshops focusing in Burton and Stoke on Trent as a community engagement initiative to increase trust & confidence and to increase applications from under-represented groups

• Working in partnership with our LPTs and People First developers within our local schools/ colleges /universities to engage and develop relationships to promote

9

Staffordshire Police

career opportunities in accordance with the People First Diversity & Inclusion Delivery Plan.

• Diversity Champions within LPTs promoting opportunities across the force

6. Workforce Wellbeing: Capacity & Capability

The Workforce Planning processes support the People First Health & Wellbeing Vision: promoting health and wellbeing; reducing absenteeism; preventing ill-health and exploring innovative solutions to optimise a flexible, skilled and agile workforce. This includes analysis of the workforce capability and capacity particularly in respect of the management of those on Limited Duties and sickness absence to ensure suitable deployment supporting the delivery of policing objectives and the operating model. Workforce Transformation - A changing workforce profile that is adaptable to meeting future demands requires continuous review and monitoring of the skills, capacity and capability across the force. A healthy working environment supports the wellbeing and development of our people who are motivated and capable to meet the operational requirements of the force. Regular reviews of skills, capability and operational capacity are undertaken monitoring resourcing levels across the force including Limited Duties officers, sickness absence and abstractions to optimise resourcing. Workforce data is monitored and reviewed at the Workforce Planning Group forum ensuring capability, capacity and resources are aligned to operational needs and are future-focussed. 7. Summary

The Staffordshire Police Workforce Planning Delivery Plan 2019-2022 sets out the resource planning, recruitment and attraction requirements and plans to enable the achievement of the force vision and priorities over the next three years to support the delivery of the Policing Plan 2018/19 five core priorities. In respect of Modern Policing the People First Strategy describes how we will deliver on the Modern Policing priorities and outlines 8 themes supported by Delivery Plans; one such key theme is the Recruitment, Attraction and Delivery Plan. In addition to the force strategies the Workforce Planning Strategy is also informed by national developments and challenges as detailed in the Policing Vision 2025, the PEQF framework, the Uplift in officer numbers and changes to the Target Operating Model as a consequence of the Commissioner’s Uplift Investment funding and the MTFS. The Workforce Planning Strategy provides a framework and plan to ensure that we have the right people, with the right skills in the right place at the right level at the right cost. As outlined in this report, whilst the uplift in officers is welcomed the workforce planning processes are both complex and challenging in terms of timeframes for the recruitment of significant increases in police officer numbers, high attrition rates (30 years’ service), varied and specialised skill sets, new PEQF entry routes and an ever changing policing environment requiring a flexible and dynamic approach. Caroline Coombe, Head of People & OD

10

Staffordshire Police

11

Staffordshire Police

12

Staffordshire Police