Keeping Scotland Safe and Strong - A Consultation on Reforming Police and Fire and Rescue Services in Scotland: Analysis of Consultation Responses

7. WORKFORCE ARRANGEMENTS

Question 11: What are your views regarding our proposals for officers and staff transferring to the new Scottish police force? Are there any other workforce issues we should be considering?

Summary of proposals in the consultation document:

• Retention of terms and conditions of service on transfer of all police officers and police staff who are in post immediately before the new police service is established.
• Existing officers to retain their current terms and conditions of service under the 2004 Regulations, including Regulation 21, which provides safeguards for officers who are statutorily transferred.

7.1 67 respondents from the following respondent categories addressed this question.

Note: Abbreviations used in the above table are described in Table 1.

Terms and conditions post reform

7.2 There was much cross-sector support for the proposals to retain Regulation 21 for police employees and for current employees to maintain their terms and conditions post reform. There was, however, repeated emphasis on what was seen as an urgent need to address harmonisation of such conditions. 2 respondents (PB, LA) cautioned that delays in harmonisation may result in a rise in equal pay cases by employees doing similar jobs but paid differently.

7.3 A concern for many respondents was the possibility that employees of the new service may be asked to relocate anywhere in Scotland and respondents felt that more information on this would be helpful. It was considered that centralisation of specialist and support functions could result in a drain on opportunities outwith the centre. Suggestions were made for regionalisation of some roles and functions and greater use of ICT to reduce the necessity for such centralisation.

7.4 Clarity was requested by 10 respondents (largely police bodies and local authorities) on whether police staff will be part of the Government's pay policy guaranteeing no compulsory redundancies.

7.5 7 respondents (all police bodies or local authorities) sought information on the implications of reform for pensions for staff currently on the Local Government Pension Scheme.

7.6 7 respondents (mostly police bodies and local authorities) requested clarity on the future of the Police Negotiating Board post reform and the situation regarding nomination of elected members to the PNB.

7.7 2 respondents (LA, PB) recommended that there should be consolidation of the national recruitment and promotion processes as part of the harmonisation process.

"Business as usual"

7.8 A common view held by those responding to this question was that the delivery of service should not be affected during the transition phase. Several calls were made for senior appointments (particularly Chief Constable) to be made promptly to help to drive the reforms forward.

Communication and presentation

7.9 9 respondents (mainly local authorities and individuals) urged that communication about the changes should be robust and timely in order to keep conjecture to a minimum and maintain staff motivation. One comment was that change should be managed carefully so that officers "remain motivated, valued and their safety uncompromised" (LA).

Other workforce issues

7.10 2 other substantive issues emerged in responses:

• There is a need to consider the implications of the proposals for staff currently employed directly by Police Authorities/Joint Boards or providing support services to Police Authorities/Joint Boards (PB).
• There is a possibility that recruitment to the police service may be affected detrimentally as potential recruits start to become aware that they could be made to serve anywhere in Scotland (Ind).

7.11 Summary

• Despite much support for the retention of terms and conditions post reform, repeated emphasis was placed on ensuring early harmonisation of these for staff.
• More information and clarity was sought on a number of specific workforce issues including compulsory redundancies, pensions, relocation policy and the future of the PNB.
• Robust and timely communication was called for to reduce conjecture and maintain staff motivation.