Strategic alignment detail

Strategic alignment to strategic police plan and other key enabling strategies

Strategic outcome(s)

2030 Vision Three Year Business Plan 2024-2027 – Safer Communities

Strengthen frontline policing by reviewing role  profiles and redeploying officers to roles which make best use of their training, knowledge and skills.

2030 Vision Three Year Business Plan 2024-2027– Thriving Workforce

Enhance our use of MyCareer to support positive and proactive development conversations.

Evaluate and provide evidence-based assessment on our wellbeing support for colleagues.

Develop and roll out the next phase of leadership development.

People Strategy 2024-27
We prioritise wellbeing and keep our people safe, protected and well equipped

We support our people to be confident leaders, innovative active contributors and influencers

Strategic Workforce Plan 2024-27

We structure and organise our workforce to create capacity and efficiency

We are clear on the skills, capabilities and experiences we need.

We attract and retain suitable talent

In 2026/27, our focus is on enabling a thriving workforce and supporting the frontline, recognising the need to build and sustain organisational capacity within the constraints of the agreed budget settlements.

Workforce activity will be underpinned by a strategic approach to workforce planning that looks ahead to 2030 and beyond, ensuring the right people are in the right place at the right time, with the appropriate skills and capability, and within available resources.

In year tactical priorities will focus primarily on the areas outlined in this report including workforce capacity building, managing duty modifications and absence, strengthening enabling and partnering divisions, improving wellbeing outcomes, and effective management of the Health and Wellbeing Optima contract.

Furthermore, delivery of these priorities will be supported through the simplification of grievance, absence and flexible working policies and processes to improve consistency and take up, alongside the development and implementation of a comprehensive leadership development ecosystem to build leadership capability at all levels of the organisation, from emerging leaders to senior executives.

Alignment to risk register and risk appetite

Risk alignment
S1C0001 (pending approval) – Strategic Workforce Planning to Deliver a Sustainable Policing Service – currently above appetite

O1C0001 – Officer / Staff Wellbeing – above appetite

O1C0006 – Impact of the Failing of Partner Agency on Police Scotland's Ability to Manage Provision and Funding of Reasonable Adjustments – currently above appetite and tolerance

O1C0007 – Leadership – currently within appetite

O3E0002 – Longstanding Increase in Number of Officers with Duty Modifications – currently above appetite

The data and detail in this report reflects strategic and organisational risk to organisational capacity and capability. It provides increased insight into key workforce issues which are enabling organisational learning which is being used to inform supporting action to mitigate key strategic and organisational risks.

Prior governance

People Board – 12 August 2026

At the People Board on 12 August 2026, members approved this paper to progress to the SPA People Committee for discussion.
 

Stakeholder engagement

N/A