Further detail on report topic

Strategic Landscape and Commitments

The areas of focus for the Learning, Training & Development (LTD) and Leadership & Talent (L&T) functions are the organisational Learning & Development (L&D) Plan, the review of Probationer Training, the Investigative Mindset review, creation of leadership development ecosystem (next phase YLM) and building management capabilities.

These key areas of focus are all aligned to Vision 2030 and the supporting organisational 3 Year Business Plan which states that we will ‘Commence and embed new learning and development approaches, while continuing to maximise opportunities to re-shape training, support colleague learning, improving skills and knowledge of our workforce’.

The key considerations associated with the delivery of the above are related to: 
• Resources required to successfully implement the L&D Plan. LTD have recently secured a resource to co-ordinate and drive forward activity within the plan. A bid will be presented to the Front Door Board in November to request further E-Learning development and project co-ordination resources.
• Fluctuating probationer numbers create challenges with planning the number of courses, Instructors and budget required to support future intakes. It also has a knock-on impact on planning for other courses regarding capacity to deliver these.
• With the creation of a new Organisational Development business area within the HR function, leadership activities are under review and being realigned to maximise their benefit and effectiveness for both the service and its staff – approaches to this are outlined later in this paper.

Delivery Against Strategic Commitments

Progress against Activities
L&D 3 Year Plan
An outline of progress against the priorities within the L&D Plan is contained within Appendix I. Dialogue is ongoing regards L&D re-structure options for consideration. The option agreed will dictate the scope and processes required to bring this to completion.

Probationer Training Review
The Probationer Training review is focussed on three critical areas.
• The review and implementation of any curriculum/structural re-design of the Probationer Training Programme.  
• The review and implementation of any recommendations associated with Regulations and associated processes concerning the management of probationers.
• The creation of an effective Tutor Constable Programme.

Structural changes have been made to the course alongside changes to the content. A regional induction week has been introduced offering a soft introduction to the organisation and new colleagues.
A thematic review of probationer training has commenced and is reviewing lessons to thread EDI and human rights throughout.
EDI offerings within initial training have been reshaped with a new input on History and Ethics of Policing and Policing Diverse Communities.
Probationer Governance Unit has been created which formalises the link between LTD and Division, helping support probationers as they transition from formal training to operational development.
Investigative Mindset
A key part to delivering Vision 2030 is ‘Reshaping our training and development to ensure everyone is well trained and equipped to deliver on our vision and objectives including better investigative outcomes.’
Several sources have highlighted the considerable challenges we face with how we train detectives and embed an investigative mindset throughout policing in Scotland. The issues have been identified, and can be fully evidenced, through discovery findings of both Public Protection Development Programme (PPDP) and Local Policing Service Delivery Review (LPSDR), in addition to recent Fatal Accident Inquiries, Public Inquiries and our initial response and investigation into serious crime where errors have been made. 
The scrutiny on all investigations and public expectation is significant and we need to ensure that as an organisation we are supporting and training our officers to meet those high expectations to maintain public trust and confidence.
In response, Police Scotland has established the Investigative Training, Planning and Delivery Unit (ITPDU) resourced with Subject Matter Expertise from core investigative disciplines and support and direction from LTD. ITDPU are working alongside LTD Detective Training Unit, Probationer Training and Policing for Our Communities (primarily Project 2) to ensure future training meets the needs of officers, staff and organisation to ensure a high quality service is delivered to the communities of Scotland.
The two initial workstreams being progressed at present are.
• Foundation Investigative Training – to provide an enhanced investigative training platform provided to probationers in their initial training
• Core Detective Pathway – to establish a national Trainee Detective Constable Programme combining high quality face to face training with practical experience
Future workstreams will consider wider specialist training, advanced core pathways (including Strategic SIO role) as well professionalising practice.

Compliance

The above delivery supports the mitigation of strategic risks relative to LTD and L&T along with several audit and inspection recommendations. These are outlined in Appendix II.

Risks relate to organisational learning and the development of current and future leaders. The control measures in place to manage and mitigate against these risks are covered within the L&D Plan (through re-structure, governance, and prioritisation) and in the current L&T workplan.

Audit and inspection recommendations are all captured on the organisation’s 4Action system. LTD managers review and discuss updates against these monthly. 

LTD are currently progressing activity against recommendations across the HMICS Organisational Culture Inspection, the Human Rights Baseline Assessment, and Independent Review on Modern Apprenticeship delivery and an internal audit on Organisational Learning. These align to the strategic commitments above and have also been included in the Policing Together Implementation Plan. Appendix II only contains details of the recommendations where updates have changed since the last report to the SPA People Committee.

The Your Leadership Matters (YLM) programme delivered by L&T was subject to internal audit by BDO with report produced in August 2024. 3 open recommendations pertaining to evaluation methodology through an established plan to measure and analyse medium and longer-term participant and organisational impacts have been addressed and submitted for closure, with further work underway outlined in 3.1. The YLM Strategic Reference Group approved the End Project Report and formally closed the YLM programme, assigning any outstanding tasks to Leadership, Talent and Performance within the Organisational Development portfolio within the new Human Resources structure.

Capability Building & Workforce Skills

LTD provides a mix of essential training relative to all officers/staff as well as training in essential skills for specialist roles. The function is split into 4 delivery teams – Operational Training, Crime & Specialist Training, Learning Technologies and Continuous Professional Development.

Operational Training encompasses Probationer Training, OST, First Aid and other local training requirements. A key focus for this team is the Probationer Training Review (as outlined at 2.2). The provision of sufficient spaces to enable all officers to re-certify in OST is an ongoing priority although there are current challenges with accommodation for this training in some parts of the country for which more sustainable solutions are being considered.

Crime & Specialist Training includes training for Detectives, Counter Terrorism & Covert specialists, Digital and Cybercrime and Intelligence Analysts. Driver training also comes under the responsibility of this team. Current priorities for the team include the Investigative Mindset Review (as outlined at 2.3). Whilst cyber training has been developed over the last year, under a national project, longer term solutions to this are currently being considered. A key focus is also finding a sustainable solution to the demands on Driver training. 

Our Learning Technologies team are responsible for training in various IT systems – both BAU and new systems rolled out under the Digital Enabled Policing Programme. This team also manages the online learning platform, Moodle, both through administration of the system and through development of online learning products which are hosted on it. These products are often assessed as essential for large numbers of, if not all, officers and staff. Demand regularly exceeds capacity within this team; however, current products being developed include training in the Police (Ethics, Conduct & Scrutiny) Bill – code of conduct, Trauma Informed, Armed Police training and Asbestos Awareness. 

In addition to this, LTD are also responsible for the Continuous Professional Development programme and offer a number of varied CPD products including Empower Hours (short face to face sessions on specific topics), Learning Nudges (short booklets and infographics to learn on the go) and manage the online development platform, ‘How To’, which is accessible by all officers/staff and offers over 2000 micro resources available 24/7. The CPD brochure has very recently been refreshed and uploaded to the intranet. 

LTD work with partner organisations in the provision of both core training and CPD e.g. provision of probationer training for BTP officers, provision of CPD empower hours to local councils and Joint On-Scene Incident Command training with other emergency services.

Leadership Talent and Performance at Police Scotland currently delivers several development initiatives, leadership programmes, and coaching/mentoring activities designed to support staff wellbeing, leadership capability, and organisational effectiveness.

Management Training 

Police Leadership Development Programme (PLDP)
• A cohort of 40 learners successfully completed the qualification on 26th August. A further four are on course to complete on 25th November 2025. 
• Inclusion of Complaints Against Police showing active collaboration across the organisation and providing tangible problem-solving experience to learners that also benefits front line. 
People Management Development Programme (PMDP) 
• 270 places were available in Sep-Oct 25. 167 colleagues completed the training.
• 96 out of 120 places are filled in Nov.

Newly Appointed Chief Superintendent Development Programme

• The first development session for Cohort 4 of the programme took place in June 2025
• Cohort 5 of the programme including 5 newly appointed Chief Superintendents had their induction event on 20th/21st of August, beginning their 12-month programme.

Coaching and Mentoring:

National mentoring programme
• Appointment of HR Consultant-Coaching within Leadership Talent and Performance to focus on coaching and embed mentoring.
• Following a review of the programme the procurement, or internal build, of a mentoring platform is currently being progressed. This will allow the programme to be run on a larger scale, with enhanced effectiveness and efficiency.
Executive coaching programme 
• 23 colleagues are currently receiving coaching through our external partner, including those colleagues who were transitioned from internal coaching over the summer period.
• Extension of external coaching contract to bridge the interim between now and upskilling colleagues internally.
• Internal coaching now being offered to colleagues on the Accelerated Leadership Pathway, as well as management programmes.

Leadership Development:

Executive Leadership Programme (Stage 5) (ELP) 
• P2P held a mock development centre on 29th 30th Sept and 1st Oct
• Other inputs include - session with the Chief Constable at Thames Valley Police, National Crime Agency & Policing Crimes Commissioner. 
• PS delegates provided an input to the Crime Agency potential delegates.

Accelerated Leadership Pathway (ALP)
• Five delegates were progressed to the College of Policing National Assessment Centre. 4 candidates ended up going down, one has been deferred until 2026.
• Two delegates passed the National Assessment Centre and will be starting ALP on the 1st of December.

Mental Health training – Coordinated by wellbeing team within Organisational Development

• The Lifelines Scotland Facilitators programme delivery continues with 4,352 officers and staff having now participated in the crucial resilience, self-care, supporting colleagues and post trauma support training.  
• There are 106 trained facilitators within the organisation with work to be undertaken by the recently restructured wellbeing team to ensure that more facilitators are active to enhance the reach of the project and to ultimately assist us in achieving our target to reach the whole workforce.  

Activities closed off/transitioned since last reporting period:

Your Leadership Matters
• End project report signed off September 2025 – Appendix V 
• Transition of YLM learning and content into next phase of Leadership Development 
Managing Organisational Change Training Programme. 
• 54 attended to date, over 5 live face to face sessions.
• The programme content was assessed, and an alternative provision will be designed to ensure best use of time and suitability/timeliness of the learning.
• Performance Management/My Career – reporting only
• A review of the performance management approach and supporting toolkits has commenced, with activities ranging from meeting with Senior Leadership Team, PSD and Scope team having taken place.
• As captured on the SPA People Committee reporting schedule, a Talent thematic is scheduled for February 2026 and it is recommended that reporting on performance management transition there. 
• For the purposes of closing off reporting from this period, data is included below.
•
MyCareer – data from 1st April – 30th September 2025
• 3.99% of officers and 5.39% of staff have started but not yet completed their MyCareer Discussions = 4.38% combined.
• 6.91% of officers and 5.47% of staff have completed their MyCareer Discussions = 6.51% combined.
• Altogether, 10.81% of officers and 10.86% of staff have engaged in the MyCareer process = 10.83% combined.
Reflection Logs
• 1,659 Police Officer Reflection Logs have been complete, 174 Police Staff Reflection Logs completed = 1,602.
• 496 Police Officer Reflection Logs have started but not yet completed, 88 Police Staff Reflection Logs have started but not yet completed = 511.

Overview of Future Approaches
Evaluation Methodology

A short-term project is underway to identify and recommend best practice evaluation and impact methods that measure more than participation rates. The aim is to embed organisational impact expectations into design and assessments. Insights from this work, being carried out across Organisational Development, will be shared more widely in December with Learning, Training and Development (LTD) and Organisational Learning teams. Expect reporting to shift towards impact narratives.

Leadership Development next phase
Existing leadership and management development offerings will be reshaped to provide a clear and coherent pathway for skills and mindset development. This will be linked to talent management, competency and leadership standards, and supported by coaching, mentoring, and alternative career development opportunities (CPD). Programmes will be reassessed to ensure all staff can access and prepare for career progression throughout their Police Scotland journey. A digital version of YLM will form the starting point for this pathway and a visual overview of this pathway is provided for consideration in Appendix III.

Collaborative Working – LTD & L&T 
To create a unified and accessible approach to development within Police Scotland, the Leadership & Talent (L&T) and Learning, Training & Development (LTD) teams will work together, exchanging best practices in evaluation methods, quality assurance, talent management, continuing professional development (CPD), and learning design. Broader organisational development themes such as equality, diversity and inclusion (EDI), and wellbeing will also be incorporated, ensuring that the overall learning, leadership, and development environment reflects a strategic and comprehensive approach to people development.

Evaluation & Impact
LTD maintain both an internal performance dashboard encompassing a range of L&D data (scrutinised by the LTD management team on a quarterly basis) and dashboard for the wider organisation which focusses solely on completion rates for training assessed as essential/high priority. Whilst allowing for local influence and flexibility, the dashboard highlights the training approved as priority. In addition, a set of refreshed metrics has been agreed for inclusion in the Force Performance and Accountability Framework this year. 

Performance against the metrics in the Force Performance and Accountability Framework is reported through the Policing Performance Committee. However, data up to the end of quarter two is outlined in Appendix IV. 
38.42% of time was spent on training identified as priority which is higher than the rolling 12-month average of 31.94%. The actual time spent on priority training is similar to Q1, but there were approximately 20% less training days overall leading to an increased percentage.
Percentage of training days lost was 7.59% which is higher than both Q1 and 12M rolling figure of 2.5% This quarter data is impacted by Operation Roll2 and Operation Oclate. 
OST out of card 4.03% which is impacted by the cancellation of courses due to Operation Roll, compliance remains above 95%
No Empower Hours were scheduled this quarter. This quarter focussed on project activities co- designing a range of different products with partners. This includes our new Colleague Development Guide that is launching in October.
Percentage of probationers passing Modern Apprenticeship in Policing milestones 91.55%. This number relates to 2 of 3 cohorts who have reached the stage of milestone 1; the 3rd cohort has yet to arrive at milestone 1.
The dashboard focussed on Training Completion rates for essential/high priority training is also included within Appendix IV. This contains data as at the end of Q2. This dashboard will be updated on an ongoing basis to reflect new essential products as and when they are launched.

Completion rates of essential or high priority training currently captured on the Training Completion dashboard are as follows at the end of Q2:

Training Course - % of officers/staff completed training
Data Protection 67.4%
Fire Safety 77.6%
OST 96.0%
Upholding our Values 81.2%
ACRA Incident Management 80.3%
CBRN Initial Operational Response 57.6%
Anti-Corruption 20.3% (only recently launched)

OST Compliance remains above 95% despite the impact from course cancellations to support Operation Roll with the Force sitting at 95.8%.

At the end of Quarter 2, there were 42 Ill Health Retirement (IHR) Retained officers and another 2636 who are restricted from completing OST (688 deployable in an administrative function) due to a modified duties category as follows: -
• Adjusted (more than 12 months) – 1650
• Protected (Pre/Post natal) – 163
• Recuperative (less than 12 months) – 649
• Restricted (PSD) – 174

2636 represents 15.4% of 17,151 officers and staff who could be available for OST. Of this number, 832 are trained and authorised and 69 have a re-certification course booked, suggesting that a number of those with a modified duties category are either ready, or will be ready for operational duty once the modification ends.