Recruitment and Retention Survey Summary of Key Findings January 2018

Transcription

1 Recruitment and Retention Survey Summary of Key Findings January 2018 RESTRICTED[Type here] [Type here] [Type here]

2 Table of Contents 1. Purpose Methodology Summary of Key Findings - Recruitment and Retention Summary of Key Findings - Transfers and Resignations Summary of Key Findings - Internal Recruitment Summary of Key Findings - Posting of Officers

3 1. Purpose 1.1. The purpose of this survey is to collect information on what recruitment and retention payments are currently being used across a number of forces. We want to identify whether there is an opportunity to have flexibility over the use of regional allowances to help overcome challenges such as, filling hard to fill roles The survey has been carried out by the reward framework team. This national reward team have been established by CC Francis Habgood, the lead for officer pay and conditions, to design and implement a new national reward framework for police officers The survey wants to collect information from forces on the following four sections; External recruitment Transfers & resignations Internal recruitment Posting of officers This survey used a combination of closed and open ended questions We reviewed all responses that were received and all data will be used to form part of the appendix for this year s Police Remuneration Review Body (PRRB) submission. 2. Methodology forces were selected to complete this survey. Although not all forces participated in the survey each force was profiled in order to provide a balanced representation. The forces were chosen based on their geographic location (both within and outside London and surround who offer South East recruitment and retention allowances), size and operational challenges An online tool, Survey Monkey, was used design, collect and analyse responses The survey opened on the 22nd June, 2017 until 6th July, The initial findings were issued however have been updated to be included in this submission. 3

4 2.4. To ensure the integrity of the information provided, it was requested that the respondents were Heads of Recruitment and/or Workforce Planning respectively, with suitable expertise within these fields. Also, in absence of data, their professional opinion was sought on the reasons for any issues identified. To ensure accurate interpretation of the findings, follow up interviews were conducted where additional clarity was required. The response rate was high, at 93% This survey summary was drafted by Charlotte Corbett, NPCC National Reward Consultant, if you have any queries please contact my address; 4

5 3. Summary of Key Findings - Recruitment and Retention 3.1. The intention of this section was to determine the health of the external police officer recruitment market across the country and to access the degree to which existing variable pay arrangements (i.e. London and South East allowances) were working. This related only to new recruits at the constable rank. In 15/16 and 16/17 did your Force accept new constable recruit applications all year round, or from running specific campaigns within a defined recruitment window? forces favoured using specific campaigns to attract new recruits in 15/16 and 9 forces in 16/17. Probationer Constable Applications in 15/16 and 16/ forces accepted new recruit applications all year round in both 15/16 and 16/17. Unknown Combination of both Specific campaigns No forces reported using both methods simultaneously. Open all year round /17 15/16 In 16/17 did your Force recruit new probationer constables? forces recruit probationer constables using pay point forces recruit probationer constables either use between 0-1 pay points or pay point Both the Met and Gloucestershire use pay point 0 and pay point West Yorkshire was the only force to pay above point 1. Above 1 Between 0-1 Pay Point 1 Pay Point 0 Force by Pay Point for Probationer Constables Merseyside Cleveland Kent Essex MET Surrey Hertfordshire Devon & Cornwall Leicestershire West Yorkshire TVP Gloucestershire West Midlands 5

6 In 15/16 what was the number of vacancies for probationer constables? 3.9. The number of vacancies ranged from 0 being recruited in Merseyside up to 2,000 vacancies in the Met There were two forces who did not provide this information and these forces were; Hertfordshire; Devon & Cornwall. West Midlands Surrey Essex Cleveland West Yorkshire Gloucestershire Leicestershire Merseyside Force by # of Vacancies in 15/16 for Probationer Constables MET TVP Kent In 15/16 what was the number of applicants for probationer constables? The number of applications ranged from 0 in Merseyside up to 3,500 in West Midlands Interestingly, the Met and TVP achieved less applicants than posted vacancies. West Midlands MET Kent West Yorkshire Essex Hertfordshire Cleveland Gloucestershire Devon & Cornwall Surrey TVP Leicestershire Merseyside Force by # of Applicants in 15/16 for Probationer Constables ,929 1,721 1,611 3,

7 In 15/16 how many probationer constables did you recruit? The number of recruits ranged from 36 in Leicestershire up to 1,541 in the Met. In Gloucestershire all probationer constables were recruited post April 2016 and Merseyside did not gain any new recruits The biggest conversion rate 1 was the Met at 80% versus West Yorkshire at 4% The Met, Surrey, TVP, Cleveland and Essex achieved less probationer constable recruits than posted vacancies. Force by # of Probationer Contable Recruits in 15/16 MET West Midlands Kent Surrey TVP Hertfordshire Devon & Cornwall West Yorkshire Cleveland Essex Leicestershire , In order to fill posts, in your opinion did you feel it was difficult and have to complete any of the following: forces did not find it difficult to fill posts. The Met and TVP were the only 2 forces who changed the entry standards. Forces by Filling Posts No 9 Change entry standards forces had to re-advertise to fill posts they were Kent, Essex and TVP Interestingly, TVP was the only force to do both. Increase salary from 0 to 1 Increase spend Re-advertise Total number of recruits divided by the number of applicants 7

8 Please select how many re-advertising campaigns were needed? It took Kent and Essex 4 attempts to re-advertise and TVP 2 attempts to re-advertise to fill posts. Did you achieve your workforce plan in respect of constable recruit targets over the last 2 financial years 15/16 and 16/17? According to the survey returns only 9 forces managed to achieve their recruitment targets over the last 2 years. However, on further investigation this increased to 10 forces. The Met, TVP and Surrey struggled to recruit but in the case of the Met and TVP local recruitment strategies/additional requirements may be a possible factor. Did you achieve your workforce plan 4 9 Yes No Based on your opinion has recruiting new constables become more or less challenging over the last 2 years 15/16 and 16/17? forces reported that the recruitment market has become more challenging whereas on 1 force said the recruitment market has become less challenging over the last 2 years. 8

9 In your opinion, why is policing no longer such an attractive career choice? (Please tick all that apply) The main reason for this was due to social changes meaning that career for life is less appealing. Devon & Cornwall also added a response suggesting that the positive cultural attitude and ongoing sense of civic duty within section of society is another reason why policing is no longer an attractive career choice. Why is policing no longer such an attractive career choice? Social changes mean that career Less competitive reward and Increased personal risk Other job opportunities outside Increased public/government Differing cultural attitude e.g. Other (please specify) Recruitment campaigns not Poor subsidised travel schemes Summary of Key Findings - Transfers and Resignations 4.1. The aim under this section was to establish the number of officers transferring out to other forces and also the number of resignations prior to retirement. The objective was to establish current trends and to seek opinion or evidence on the reasons for these losses. In 16/17 what was the number of officers to transfer to another Force? 4.2. The number of transfers ranged from 5 in Leicestershire up to 293 in the Met. The biggest percentage representation of transfers was West Midlands at 3%. MET West Midlands TVP Essex West Yorkshire Surrey Merseyside Gloucestershire Kent Hertfordshire Cleveland Devon & Cornwall Leicestershire Force by # of Transfers

10 In 16/17 did the transferees represent an increase or decrease on the previous year? 4.3. In 16/17, 10 forces had an increase of transfers on the previous year. The only forces which had a decrease were; Hertfordshire, Kent and Leicestershire. Forces by Transfer Increase or Decrease on PY Increase Decrease In your opinion, out of the following options what is the main reason for transferring? 4.4. The main reasons found as to why officers were transferring was due to personal issues e.g. quality of life, family links and family relocation. Merseyside added they specifically lost Firearms officers to for advancement Increased career/personal risk Increased public/government scrutiny Final pension no longer as attractive Social changes mean that career for Less competitive reward and Greater monetary reward in More alternative career choices Quality of life issues Other (please specify) Reasons for Resignations in CT world and similarly, Essex stated that the majority of transferees left the force as a result of the Met firearms campaign. Whilst Kent believe this was linked to aspirational advancement and the Met believe it is due to the force overall becoming more demanding and therefore policing becoming a less attractive environment In 16/17 what was the number of officers to resign from your Force? 4.5. The number of resignations ranged from 22 in Gloucestershire to 630 in the Met. The only force who does not have this information is West Midlands. 10 Gloucestershire Devon & Cornwall Merseyside Leicestershire Hertfordshire Kent West Yorkshire TVP Surrey Cleveland Essex MET Force by # Resignations

11 4.6. The biggest percentage representation of the establishment in terms of resignations was Cleveland at 6% In 16/17, 10 forces had a decrease of resignations on the previous year The only forces which had an increase were; Hertfordshire, Kent and Leicestershire. In your opinion, out of the following options what are the top three reasons for voluntary resignations; 4.9. The top three reasons driving resignations are; quality of life issues; greater monetary reward in alternative job and more alternative career choices outside of policing. There were also Policing in the Force area has become more demanding and therefore Greater career opportunities in chosen Force Personal issues (e.g. quality of life/family links/family relocation) Greater monetary reward in chosen Force Reasons for Transfers some additional comments provided around aspiration/advancement and life choices e.g. family circumstances Summary of Key Findings - Internal Recruitment 5.1. The questions in this section were to establish to what extent certain roles had become hard to fill and the underlying reasons. To ensure consistency a hard-to fill role was defined as; 5.2. one in a particular policing discipline that has not been possible to fill from the internal officer workforce, despite continuous advertising and/or posting attempts, and has resulted in an ongoing and unacceptably high vacancy rate (against the defined force establishment for the area of policing concerned) for a continuous period 3 months or more. 11

12 5.3. Again, the aim here was to establish the existing perceptions were fully grounded and also to establish the possible reasons why forces were having difficulty filling these roles There were a number of roles found to be hard to fill, based on the following reasons; Role Yes No Main Reasons Firearm 7 6 Temporary skill shortage Detective 12 1 Temporary skill shortage and stress of ongoing case load Custody Officer 7 6 Perceived career or personal risk Public Protection Officer 7 6 Unpopular and stress of ongoing case load Domestic Abuse 10 3 Stress of ongoing case load 5.5. Response and Surveillance officers were not deemed to be hard to fill, however it was suggested that CAD, OPS1 and Contact officers and dispatches could be considered as hard to fill. 6. Summary of Key Findings - Posting of Officers 6.1. This final section was also to test perceptions that changes in the workforce, driven by generational attitudes, together with increased specialisation and the associated accreditation and licensing has made the internal mandated movement of officers more challenging. It was hoped this aspect of the survey would also highlight why certain roles were seen to be unpopular with officers. 7 forces, found it more challenging to post officers against their will over the past 2 years. The biggest driver causing the posting of officers to become more challenging was due to work/life balance issues. 6 forces have not seen an increase in grievances towards unwanted moves. It is unknown as to whether forces have seen an increase in stress related absences towards unwanted moves. 12

13 6 forces believe the growing complexity and specialism of police work, the need for niche skills, and increasing levels of accreditation made officers less interchangeable in terms of posting. The majority believe this has caused a growing inability to move officers around the organisation. 13

14 DCC Collaboration Survey Summary of Key DCC Collaboration Survey Summary of Key Findings Findings and CPOSA Ltd Chief Police Officers Staff Association January 2018 January

15 Table of Contents 1. Purpose Methodology Summary of Key Findings

16 1. Purpose 1.1 Forces are increasingly entering into collaborative force arrangements at Deputy Chief Constable (DCC) level. The remuneration system for DCCs does not currently take account of these developments and increased responsibilities. Instead pay is determined by regional rates set according to the originating force. 1.2 The purpose of this survey is to collect evidence for National Police Chief s Council (NPCC) to consider making recommendations to the Home Office to change the mechanism for applying rates of pay to take these developments into account. 1.3 The survey wanted to collect views from chief constables on their DCC role or from an equivalent level e.g. Head of Finance. The questionnaire covered; Current force collaboration arrangements Views on whether DCC roles should be remunerated differently This survey used a combination of closed and open ended questions. 1.4 We reviewed all responses that were received and all data will be used to form part of the appendix for this year s Police Remuneration Review Body (PRRB) submission. 2. Methodology 2.1 An online tool, Survey Monkey, was used to design, collect and analyse responses. 2.2 The survey opened on the 10 th October, 2017 and closed on the 24 th October, The survey was distributed twofold. Firstly, an was sent to the attention of all chief constables and the survey was also posted on the NPCC portal page to all forces. There was a 70% response rate (30/43 force). 2.3 There were 6 forces who did not respond to this survey, however they have been named as a force working in collaboration with another force, these were; Cheshire Dyfed Powys Kent Northamptonshire Staffordshire Suffolk There were 7 forces who didn t respond to this survey, these were; Gloucestershire Greater Manchester Lincolnshire South Yorkshire Northumbria City of London MET 16

17 2.4 The largest force, the MET, did not respond because it is a large force in itself and it doesn t collaborate with any other forces. 2.5 In the next section we summarised the key findings which were from only the forces who responded. 2.6 This survey summary was drafted by Charlotte Corbett, NPCC National Reward Consultant, if you have any queries please contact my address; charlotte.corbett@thamesvalley.pnn.police.uk 17

18 3. Summary of Key Findings 3.1 Does your force or another force currently collaborate with your force at the level of DCC? According to the survey, 14 forces (47%) of the sample e.g. 14 out of 30 forces who submitted a response, stated that they collaborate with another force at DCC level, these were; Bedfordshire Cambridgeshire Devon & Cornwall Dorset Essex Hertfordshire Leicestershire Norfolk North Wales Nottinghamshire South Wales Surrey Warwickshire West Mercia 16 forces stated that they currently did not collaborate with another force at DCC level and were not considering it going forward, these were; Avon and Somerset Cleveland Cumbria Derbyshire Durham Gwent Hampshire Humberside Lancashire Merseyside North Yorkshire Sussex Thames Valley West Midlands West Yorkshire Wiltshire No other forces who completed this survey are considering collaborating at DCC level. 3.2 Does the DCC in your force area have any day to day collaborative responsibilities that are performed All 14 forces stated that they have collaborate responsibilities for another force other than their own. The following forces perform collaborative work with 1 or more forces; 18

19 3.3 If yes please state which force(s) you collaborate with Force Warwickshire Bedfordshire West Mercia Cambridgeshire Essex Nottinghamshire Other forces you collaborate with Staffordshire West Mercia West Midlands Cambridgeshire Essex Hertfordshire Kent Norfolk Suffolk Warwickshire Bedfordshire Hertfordshire Bedfordshire Cambridgeshire Hertfordshire Kent Norfolk Suffolk Cheshire Northamptonshire Surrey South Wales Dorset Hertfordshire Leicestershire Norfolk North Wales Devon & Cornwall Sussex Dyfed-Powys Gwent North Wales Devon & Cornwall Bedfordshire Cambridgeshire Northamptonshire Nottinghamshire Suffolk Cheshire Dyfed-Powys Gwent Merseyside South Wales Dorset 14 forces 22 forces listed 19

20 Out of the 14 forces who collaborate DCC responsibilities for another force other than their own, there are 2 forces; Essex and Bedfordshire who collaborated with the largest number of forces (6) at DCC level. Of the 22 forces listed which collaborate, there were; 4 forces listed 3 times 6 forces listed twice 12 forces listed once 3.4 If yes please state what responsibilities these are? There were 14 responses to this question. The comments have been reviewed and categorised into the following factors. The responsibility is for a support function, such as; (8 responses) Contact management HR Finance ICT Estates Communications Media All remaining forces stated joint policing responsibilities, such as; (6 responses) Firearms Counter terrorism Criminal justice 7 forces also described a transformational change such as; special operations and counter terrorism, joint working across emergency services; computing and IT. 20

21 3.5 Is there any form of remuneration that is given for these responsibilities payable either within or outside of police regulations? Of the 14 forces who stated they provide collaborative work for another force, 100% said they do not receive any form of remuneration that is given for these collaborative responsibilities. 3.6 Please state form and amount paid, if any, and form and amount you believe would be appropriate. There were 14 responses to this question. The comments have been reviewed and categorised into the following options. They have been ranked highest to lowest; The role needs to commensurate with the responsibilities undertaken (3 responses) It varies and difficult to assess (2 responses) 125,000 annual salary (1 response) A nominal amount for added demand and travel (1 responses) 5-10% of annual salary (1 response) There were 6 forces who did not comment 3.7 Does a DCC in another force area have day to day collaborative responsibilities within your own force area? 12 (86% of responses) forces stated they receive collaborative work from another force/dcc, these were; Derbyshire Devon & Cornwall Dorset Kent Norfolk Northamptonshire Nottinghamshire Sussex Warwickshire West Mercia Hertfordshire Suffolk Bedfordshire Cambridgeshire 21

22 3.8 If yes please state which force(s) you collaborate with: The following forces receive collaborative work with 1 or more forces; Force Receive collaborative work from another force Warwickshire Bedfordshire West Mercia Cambridgeshire Essex Nottinghamshire Surrey Dorset Hertfordshire Leicestershire Norfolk Devon & Cornwall West Mercia Cambridgeshire Hertfordshire Warwickshire Bedfordshire Hertfordshire Bedfordshire Cambridgeshire Kent Norfolk Suffolk Derbyshire Sussex Devon & Cornwall Bedfordshire Cambridgeshire Northamptonshire Nottinghamshire Suffolk Dorset 12 forces 14 forces listed There are 2 forces who were listed as providing collaborative work for another force but do not receive collaboration for their own force, these were North and South Wales. Out of the 12 forces who receive DCC collaboration from another force, Essex received the most collaboration (5) from other forces at DCC level. Of the 14 forces listed as receiving collaborative work from another force, there were 2 forces who were mentioned the most, these were; RESTRICTED[Type here] [Type here] [Type here]

23 Cambridgeshire listed 4 times Bedfordshire listed 3 times Suffolk and Hertfordshire listed twice 10 forces listed once Interestingly, collaborative work is not automatically a two-way system e.g. Cambridgeshire received collaborative work from 4 other forces, yet they only provide collaborative work for 3 other forces. This is similar for Hertfordshire and Suffolk. 3.9 What shared responsibilities does this include? Of the 12 forces, there were two equally popular collaborative responsibilities received from other forces. The first was a support function, such as; HR Procurement Vetting Professional Standards department The other was joint policing, such as; protective services and specialist capabilities. Change and transformation was also mentioned by 3 forces. When comparing forces who provide collaborative work, it would appear that for all three categories of responsibilities that have been identified (policing, support functions and change) forces provide far more collaborative work, than they do receive Is there any form of remuneration that is given for these responsibilities payable either within or outside of police regulations? Of the 12 forces who stated they receive collaborative work from another force/dcc, 100% said they do not pay out any form of remuneration for these collaborative responsibilities Please state form and amount paid, if any, and form and amount you believe would be appropriate 23

24 There were 12 responses to this question. The comments have been reviewed and categorised into the following options. They have been ranked highest to lowest; Same pay or equal across the two collaborated forces (2 responses) It varies and difficult to assess (2 responses) 125,000 annual salary (1 response) 5-10% of annual salary (1 response) Only be remunerated at the level of the host force (1 response) Nominal amount for added responsibilities and travel (1 response) 4 no comments 3.12 If you are considering collaboration (and/or additional collaboration) do you think collaboration roles should be rewarded and if so how? There were 14 responses to this question. The comments have been reviewed and categorised into the following options. They have been ranked highest to lowest; Greater remuneration (7 responses) Flexibility to recognise additional workload and risk (3 response) Reward should be assessed by industry standards (1 response) Set the salary for the regional DCC at the same rate as the SW Police DCC. The highest rate of pay of all the Welsh DCCs (1 response) 2 no comments Please note, there was no specific rewards described, such as bonus or car payments Please add any further information which you think is relevant to this survey There were 22 responses to this question. The comments have been reviewed and some specific quotes are highlighted below; Collaboration should be at an Assistance Chief Constable role only and not Deputy Chief Constable (2 responses) Recognise increased complexity (2 responses) By setting the salary at the highest possible rate within current arrangements I feel this properly rewards the role of regional DCC Chief Constable I don't see the issue as only one of salary for NPCC officers, it's as much to do with pensions, allowances, relocation, contracts etc. Chief Constable Could foresee at some point in the future that we may consider a DCC position if 7 Force NE collaboration develops Chief Constable 24

25 Police has for the last 2 years not appointed a Deputy Chief Constable Chief Financial Officer We no longer have shared DCC responsibilities as the Tri Force Strategic Alliance has not been progressed (PCC's could agree). I have tried to share the issues we faced whilst we were trying to set it up. the main one being a lack of flexibility to align pay and to flex it according to the extended responsibilities they carried Assistant Chief Officer 12 no responses or nothing further to add 25

26 Chief Officer Attitude Survey Summary of Key Chief Officer Attitude Findings Survey Summary of Key Findings January and 2018 CPOSA Ltd Chief Police Officers Staff Association January

27 Table of Contents 1. Introduction Methodology Summary of Key Findings

28 4. Introduction 4.1 The Senior Salaries Review Body (SSRB) requested that a chief officer pay and morale survey be conducted for the 2018 submission. This new survey has been carried out by the NPCC Reward Team and is based upon a similar survey which has been used historically by the Armed Forces by the Office of Manpower Economics on behalf of the SSRB for its senior personnel. However it does build upon a similar survey conducted by the College of Policing last year (Chief Officers Appointments Survey). 4.2 The survey wanted to collect views from all officer of chief officer rank from all forces, namely; Chief Constables Deputy Chief Constables Assistant Chief Constables MPS equivalent ranks, the Commissioner, Deputy Commissioner, Assistant Commissioner, Deputy Assistant Commissioner and Commanders 4.3 The questionnaire covered: Current remuneration package; Value of increments and promotion; Working hours and motivation The survey used a combination of closed and open ended questions. The purpose of the survey was to find out chief officers opinions for their current pay terms and conditions. We are interested to find if there is any direct correlation between this and recruitment and retention challenges in these roles. 4.4 We reviewed all responses that were received and looked for differences between rank and age. All data will be used to form part of the appendix for this year s pay review report. 5. Methodology 5.1 An online tool, Survey Monkey, was used to design, collect and analyse responses. 5.2 The survey opened on the 24 th November, 2017 until 12 th December, The survey was distributed via an sent to the attention of all Chief Constables with CPOSA. There was a 50% response rate (134/267 membership 2 ). Please note, the tables and graph totals will depend on how many individuals completed that question and as a result they may vary. 2 Stephanie Maddix, NPCC CC PA, Thursday 4 th January,

29 5.4 This survey summary was drafted by Charlotte Corbett, NPCC National Reward Consultant, if you have any queries please contact my address; 29

30 6. Summary of Key Findings The following set of questions are demographical to collect basic information based on the chief officers completing the questionnaire What rank do you hold? 47 from Assistant Chief Constable (without collaboration) 27 from Chief Constable (or equivalent) 22 from Deputy Chief Constable (without collaboration) 14 from Assistant Chief Constable (with collaboration) 10 Commanders 8 Others e.g. Deputy Assistant Commissioner, temporary ACCs, Director 6.2 What is your age in years? 59 (44%) of chief police officers are aged between years. 49 (37%) of chief police officers are aged between years. 6.3 How many years have you served as a police officer? 62 (46%) of chief police officers have years service. 36 (27%) of chief police officers have years service. 6.4 How many years have you served in your current rank? Over 75% (102) of chief police officers have less than 1 year or between 1-3 years service at their current rank. 3 Please note due to numbers we did not ask gender split 30

31 6.5 How many forces have you served in during your career? 58 (43%) chief police officers have served in 2 forces during their career. 6.6 How many forces have you served in at Chief Officer level? 81 (60%) chief police officers have served in 1 force at chief officer level. 39 out of these 81 chief police officers were ACCs without collaboration and 33 were aged between years. The following questions look at chief officer s current remuneration package, asking about current base salary, pension and impacts on taxation. 6.7 How satisfied are you with your base salary? 88 (68%) of chief police officers are either very satisfied or satisfied with their base salary. 22 out of these 88 chief police officers were ACCs without collaboration and 27 were aged between years. 6.8 Please provide additional thoughts and suggestions you would like to add regarding your base salary There were 129 responses to this question. The comments have been categorised into 7 key themes and they have been ranked highest to lowest; Satisfied & appropriate (42 responses) It is appropriate to the scale & responsibilities of my role 31

32 Not comparable against other sectors as roles are becoming more challenging and carry greater risk (33 responses) It does not appear to be comparable with other sectors based on role and responsibility (i.e. significantly less) Seen little increase (8 responses) Has not gone up for 5 years Tax implications (8 responses) It is being massacred by tax. I get paid less than almost every public sector Chief Exec in the area Commensurate with role (7 responses) Salary is commensurate to the responsibility held Other (10 responses) Salary is not a primary consideration for me. I am not sure how much I actually get paid There were 21 no comments 6.9 How satisfied are you with your pension benefits? 46 (35%) of chief police officers are satisfied with their pension benefits. 15 of these 46 chief police officers were ACCs without collaboration and 17 were aged between years. 42 (33%) of chief police officers are dissatisfied with their pension benefits. 15 of these 42 chief police officers were ACCs without collaboration and 23 were aged between years Please comment on your pension benefits There were 129 responses to this question. The comments have been categorised into 8 key themes and they have been ranked highest to lowest; Tax implications (75 responses) The pension benefits are now beginning to be substantially eroded through the annual allowance threshold, i.e. a 30,000 tax bill created this year simply on the 32

33 basis of an incremental rise (not even a promotion). The cumulative effect of these will likely diminish the final pension benefit significantly Satisfied (16 responses) I consider myself incredibly fortunate to be part of a final salary pension scheme Disincentive for career progression (8 responses) The annual erosion and tax liability is a disincentive to continue to serve Old pension scheme/fixed protection 2014/ opted out (5 responses) I am fortunate in that I have a fixed protection and left the pension scheme in 2013, thus retaining a better lifetime allowance and not being subject to annual allowance Reduced benefits (5 responses) Issue regarding annual allowances and lifetime allowances have diminished the benefits, but compared to others I am satisfied Unfair (5 responses) The lifetime and annual allowance tax thresholds seem to unfairly impact on officers within their last 10 years of service due to the double accrual provisions of our pensions. It is grossly unfair that my pension reduces in real terms for simply receiving a below inflation pay rise Other (3 responses) This isn't outlined well for members, in my view 12 no comments 6.11 What impact have changes to pension taxation had on your pension benefit and/or career choice? (Annual allowance, Lifetime allowance) There were 129 responses to this question. The comments have been categorised into 8 key themes and they have been ranked highest to lowest; Significant impact on taxation (56 responses) Both annual allowance and lifetime allowance have had a significant impact - I was not in a position to ring-fence my pension at either 1.25m or 1m Impact on career progression and having to seek financial advice (36 responses) Significantly made me reconsider my position on promotion and seek financial advice 33

34 No impact (16 responses) None, because it s not just about the pension Disappointed but no impact on career choice (4 responses) It has reduced my pension benefit, but had little effect on my career choices Opted out (2 responses) Opted out of pension at 31 years service Unsure (3 responses) The honest answer is that I do not know in detail. More generally I know I will get significant tax liability from my recent and any future promotion. I will be getting detailed advice and it may affect future career decisions. I have found letters circulated on annual allowance and lifetime allowance rather hard to understand Other (7 responses) I am conscious of it but it doesn t feature prominently in my decision making 5 no comments 6.12 How satisfied are you with your overall remuneration package? 69 (54%) chief police officers are either very satisfied or satisfied with their overall remuneration package. 22 of these 69 chief police officers were ACCs without collaboration and 30 were aged between years. 28 (22%) of chief police officers are dissatisfied with their overall remuneration package. 10 of these 28 chief police officers were ACCs without collaboration and 11 were aged between years Please comment on your overall remuneration package? There were 129 responses to this question. The comments have been categorised into 7 key themes and they have been ranked highest to lowest; 34

35 Dissatisfied (27 responses) I receive a car as part of my remuneration package. The car I received was 2 years old, yet I am taxed as if I received a new car. The current tax arrangements mean that I pay tax on fuel I use for business purposes. In essence I am paying to use my car for business purposes. This cannot be fair Satisfied (24 responses) I am content Tax implications (21 responses) I had more disposable income as a DCC! Comparison against other sectors (9 responses) As before - the base salary does not reflect the size and complexity off the role. If I benchmark with the Fire Service, Local Authority or County Council equivalents again I think as an ACC I am underpaid Vehicle (6 responses) With car allowance it is appropriate Other (11 responses) I have to live away from home on a regular basis and this is not factored into any remuneration package 31 no comments 6.14 What impact does your overall remuneration package have on your intention to remain in the police service? 59 (45%) chief police officers stated it has little impact on my decision to remain in or leave the police. 22 of these 59 chief police officers were ACCs without collaboration and 46 were aged between years. 35

36 48 (37%) of chief police officers stated it encourages me to leave the police service. 14 of these 48 chief police officers were ACCs without collaboration and 11 were chief constable or equivalent. 22 were aged between years and 21 were aged between years Please provide details of any other benefits that you receive as part of your remuneration package (E.g. Vehicle, Vehicle allowance, Medical healthcare) There were 129 responses to this question. The comments have been categorised into 5 key themes and they have been ranked highest to lowest; Vehicle provided (60 responses) Vehicle plus one or more benefits such as private healthcare (27 responses) Vehicle allowance (21 responses) No benefits (14 responses) Other e.g. essential mileage (7 responses) The next two questions are looking at the value of increments and promotion How satisfied are you with the value of incremental progression? (For Assistance Chief Constables and Commanders only) 35 (38%) of ACC and Commanders are neither satisfied nor dissatisfied with the value of incremental progression, 20 of these were aged between years. 31 (34%) of ACC and Commanders are satisfied with the value of incremental progression, 13 of these were aged between years How satisfied are you with the package available to you if you were to be promoted? 60 (47%) of chief police officers are neither satisfied nor dissatisfied with the package if they were to be promoted, 25 of these were aged between years and 23 were aged between years. 36

37 41 (32%) of chief police officers were satisfied with the package if they were to be promoted and 21 of these were aged between years. The next two questions ask about current chief officers working hours How satisfied are you with your working hours? 45 (35%) of chief police officers are satisfied with their working hours 19 of these 45 chief police officers were ACCs without collaboration, 19 were aged between years and 19 were aged between years. 45 (35%) of chief police officers are dissatisfied with their working hours. 15 of these 45 chief police officers were ACCs without collaboration and 20 were aged between years How many hours a week do you work on average? (Give best estimate) 37 (29%) of chief police officers work between hours a week. The median is hours 14 of these 37 chief police officers were ACCs without collaboration and 16 were aged between years. The next questions ask about chief officer s absence and annual leave How many days sickness absence have you had in the last 12 months (to the end of September 2017) 110 (85%) of chief police officers stated they had 0 days sickness absence in the last 12 months. 37

38 38 of these 110 chief police officers were ACCs without collaboration and 48 were aged between years How many days leave have you taken in the last full annual leave year? Chief officers are entitled to 48 annual leave days. 38 (30%) of chief police officers have taken between days leave in the last full annual leave year. 13 of these 38 chief police officers were ACCs without collaboration and 16 were aged between years Please can you confirm whether the number of days annual leave includes days carried forward from a previous year. If so please state how many days There were 128 responses to this question. The comments have been categorised into 4 key themes and they have been ranked highest to lowest; Yes, the number of days carried over ranged from 2-40 days and 5 was the most frequent number of days carried over (55 responses) No (35 responses) None (23 responses) 15 no comments The following questions are to discuss chief officer future plan in terms of when they expect to leave, whether this is before or after pensionable service and why they might be considering leaving the service early When do you expect to leave the police service? 60 (47%) of chief police officers expect to leave the police service at their normal retirement age. 18 of these 60 chief police officers were ACCs without collaboration and 36 were aged between years. 38

39 6.24 Is this after achieving your full pensionable service? 104 (81%) chief police officers stated yes. 34 of these 104 officers were ACCs without collaboration, 46 were aged between years and 43 were aged between years Please detail why you are leaving early? There were 24 responses to this question. The comments have been categorised into 5 key themes and they have been ranked highest to lowest; Changes mean have to stay working for 5+ years (10 responses) Pension tax (5 responses) Health reasons/tiredness (4 responses) Pursue other challenges (2 responses) Other, aged 55 and not planning to retire (3 comments) The next question is to establish the current motivation levels amongst the chief officer levels In relation to your current working life, on a scale of 1 to 10 where 1 is extremely low and 10 is extremely high, how motivated are you to do a good job? 99% (127) chief police officers stated they are motivated to do a good job. 50% (64) chief police are extremely motivated. 22 of these 64 chief police officers were ACCs without collaboration and 31 were aged between years. The next questions are to discuss mobility and whether chief officers would consider moving to a different force at their current or a higher rank and pay. 39

40 6.27 Would you consider applying to a different force, for another chief police officer post, at your current rank and pay? 80 (62%) of chief police officers stated they would not consider applying to a different force at their current rank and pay. 27 of these 80 chief police officers were ACCs without collaboration, 34 were aged between years and 32 were aged between years Please provide any comments about mobility There were 128 responses to this question. The comments have been categorised into 8 key themes and they have been ranked highest to lowest; Family life restrictions (63 responses) I have a young happy family and not prepared to move my family or live away from home No incentive or benefit to move (15 responses) It is not financially sensible to move I am mobile (12 responses) More mobile now as children leave home No desire to move (8 responses) Made choice to stay in current force until retirement No mobility issues (6 comments) Significant travel involved (3 comments) I have travelled 65/75 miles each way for past 8 years Other (10 comments) 40

41 There wouldn't be any point moving house for a level transfer 11 no comments 6.29 Would you consider applying to a different force, for another chief police officer post, with either higher pay or a higher rank? 53 (41%) of chief police officers would consider applying to a different force, for another chief police officer post, with either higher pay or a higher rank if they could commute from their current home. 15 of these 53 chief police officers were ACCs without collaboration and 15 were aged between years. The next two questions discuss promotions and what factors influence at chief officer level Would you consider applying for a promotion or to a force that attracts a higher salary? 73 (57%) of chief police officers would consider applying for a promotion to a force that attracts a higher salary. 28 of these 73 chief police officers were ACCs without collaboration and 38 were aged between years What factors influence your decision? There were 73 responses to this question. The comments have been reviewed and listed out below into the relevant key factors; Force location Command team Opportunity/scope/challenge PCC Distance Package Tax advice 41

42 Career progression Length of contract Role and responsibilities Family stability 42

43 Annual Survey Return Summary of Key Findings Annual Survey Return Summary of Key Findings 12th January, 2018 January

44 Table of Contents 1. Introduction Methodology Summary of Key Findings

45 7. Introduction 7.1 The purpose of this survey is to collect information from forces on a national level. This is the second year this survey has been run. 7.2 The survey has been carried out by the national reward framework team. This team has been established by CC Francis Habgood, the lead for officer pay and conditions, to design and implement a new national reward framework for police officers. 7.3 We wanted to collect information from all forces, in the following 8 categories; Recruitment Apprenticeships Promotion Internal recruitment Hard to fill roles Leavers Retirement Motivation and morale The survey used a combination of closed and open ended questions. 7.4 We reviewed all responses that were received and looked for trends and information which would be useful for the Police Remuneration Review Body submission and design of a new reward framework. All data will be used to form part of the Appendix for this year s pay review report. 8. Methodology 8.1 An online tool, Survey Monkey, was used to design, collect and analyse responses. 8.2 The survey opened on the 14 th December, 2017 and closed on 12 th January, The survey was distributed via the National Police Chief Council (NPCC) portal page. There was an 88% response rate (38/43 forces). 8.4 There were 5 forces who were not in a position to respond to this survey, these were: Dyfed-Powys Greater Manchester Hampshire Nottinghamshire Staffordshire 8.5 Due to other work priorities Surrey were only able to submit a partial response, all sections of the survey was completed apart from Recruitment. Also, North Wales did not have the data available to complete the Leavers, Retirement and Motivation/Morale sections. 45

46 8.6 It should be noted that the figures used in this report have come directly from forces. Not every force has answered every question, therefore the totals may not always correlate. In the next section we summarised the key findings from the forces who provided information. 8.7 The results from this report do not correlate with the findings found in the main submission due to one late response. Please note, this has not made a significant impact on findings. 8.8 This survey summary was drafted by Charlotte Corbett, NPCC National Reward Consultant. If you have any queries please contact my address; charlotte.corbett@thamesvalley.pnn.police.uk 46

47 9. Summary of Key Findings The following set of questions ask about officer numbers that have been recruited in the last complete financial year 1st April They cover the numbers recruited, projected recruitment for the remainder of this financial year 1 st April 2017 and where possible for the next three years. Q2 What was the total number of officers you wanted to recruit in the last complete financial year and what is your forecast to complete for this financial year? The total number of officers recruited in the last complete financial year (16/17) was 6,875. This can be seen in blue on the chart below. Please note a logarithmic scale of 10 has been used. The smallest number of officers required was 38 in the City of London and the highest number of officer required was 1,909 in the Met. 23 forces were recruiting between officers 12 forces were recruiting between officers 2 forces were recruiting over 301 officers which were West Yorkshire and the Met The total number of officers being recruited in this financial year (17/18) is higher at 7,144 and is highlighted in red. This ranged from 0 in West Mercia/Warwickshire to 1,362 in the Met. 21 forces recruited between officers 10 forces were recruited between officers 6 forces were recruiting over 300 officers Q3 Please state the number of officers you wanted to recruit at what level in the last complete financial year? 47

48 The highest number of recruits wanted from the last complete financial year (16/17) is for the constable regular entry route (3,923) and the lowest number of recruits was for the direct entry superintendent (12). Officer level Number of recruits required Constable Regular Entry Route 3,923 Constable Pre Join i.e. Foundation Degree or CKP 1,909 Constable Police Now 130 Direct Entry Inspector 31 Fast Track Inspector 35 Direct Entry Superintendent 12 Transfers all levels 975 Re-joiners all levels 26 Other i.e. Detective Constable Pathway 273 Total 7,314 Q4 Please state the number of officers you wanted to recruit at what level for this financial year? The same pattern emerged for the number of officers required for this financial year (17/18). However, more officer numbers are sought across all recruitment pathways apart from constable pre join or CKP. Officer level Number of recruits required Constable Regular Entry Route 4,208 Constable Pre Join i.e. Foundation Degree or CKP 1,852 Constable Police Now 188 Direct Entry Inspector 43 Fast Track Inspector 35 Direct Entry Superintendent 18 Transfers all levels 983 Re-joiners all levels 40 Other i.e. Detective Constable Pathway 238 Total 7,605 Q5 Please state the number of applicants who applied through each recruitment route in the last complete financial year? There were a high number of applicants who applied through all recruitment routes, most notably there were eight times as many applicants for constables through the regular entry route than were required in the last complete financial year (16/17). Officer level Number of applicants Constable Regular Entry Route 29,044 Constable Pre Join i.e. Foundation Degree or CKP 11,973 Constable Police Now 924 Direct Entry Inspector 4,628 48

49 Fast Track Inspector 236 Direct Entry Superintendent 1,511 Transfers all levels 1,317 Re-joiners all levels 30 Other i.e. Detective Constable Pathway 121 Total 49,784 Q6 Please state the number of applicants who applied through each recruitment route for this financial year? There are significant differences in the number of applicants against prior year, however please note these figures are only part way through this financial year (17/18). Officer level Number of applicants Constable Regular Entry Route 17,035 Constable Pre Join i.e. Foundation Degree or CKP 8,255 Constable Police Now 587 Direct Entry Inspector 132 Fast Track Inspector 213 Direct Entry Superintendent 22 Transfers all levels 1782 Re-joiners all levels 125 Other i.e. Detective Constable Pathway 3,177 Total 31,328 Q7 Please state the number of successful recruits who entered through each recruitment route in the last complete financial year? The only recruit pathway to successfully recruit the numbers of officers wanted entered through the constable regular entry route. All other pathways did not meet the number of officers wanted in the last complete financial year (16/17). Officer level Number of successful recruits Constable Regular Entry Route 3,922 Constable Pre Join i.e. Foundation Degree or CKP 1,688 Constable Police Now 106 Direct Entry Inspector 15 Fast Track Inspector 19 Direct Entry Superintendent 8 Transfers all levels 715 Re-joiners all levels 46 Other i.e. Detective Constable Pathway 46 Total 6,565 Q8 Please state the number of successful recruits you expect through each recruitment route in this financial year? 49

50 There were 223 less successful recruits through the constable pre join route than in the prior year. It should be noted however that these figures are only part way through this financial year (17/18). Officer level Number of successful recruits Constable Regular Entry Route 3,944 Constable Pre Join i.e. Foundation Degree or CKP 1,465 Constable Police Now 159 Direct Entry Inspector 28 Fast Track Inspector 18 Direct Entry Superintendent 5 Transfers all levels 999 Re-joiners all levels 40 Other i.e. Detective Constable Pathway 153 Total 6,811 Q9 Please state the number of successful recruits you expect through each recruitment route, if possible, for your forecast in 2018/19? There will be a lower number entering through the regular entry route and new recruits coming in via the apprenticeship. Forces are projecting a higher number of successful recruits in 2018/19 (8.6% more than in 2016/17). Officer level Number of successful recruits Constable Regular Entry Route 3,744 Constable Pre Join i.e. Foundation Degree or CKP 1896 Constable Police Now 156 Constable Police Apprentice 294 Direct Entry Inspector 19 Fast Track Inspector 33 Direct Entry Superintendent 3 Transfers all levels 724 Re-joiners all levels 27 Other i.e. Detective Constable Pathway 404 Total 7,300 50

51 Q10 Do you have a workforce plan, please select all that apply? 33 forces have a workforce plan for 2018/19, this then decreases to 31 forces in 2019/20 and 29 forces in 2020/21. Q11 Of those who successfully secured a job offer, how many candidates did not join a force in the last complete financial year and in this financial year? 93 candidates did not join a force after successfully securing a job offer in the last complete financial year. This number decreased to 89 in the financial year to date. Q12 Please select the reasons for successful candidates not joining a force, in the last complete financial year and in this financial year (please tick all that apply)? 32 forces in the last complete financial (16/17) year and 27 forces in this financial year (17/18) did not capture the reasons for successful candidates not then joining a force. From the forces who have captured this information it appears the main reasons were either a change of mind or candidates found alternative employment. 51

52 Q13 In respect of both these financial years, please select the main reasons for these officers leaving (please tick all that apply)? This question was intended to identify the reasons why officers had been recruited decided to leave the force at the very early stage of their service. There were multiple reasons for officers leaving once they have joined a force: 8 forces said it was due to officers finding preferable employment 7 forces said the job was not as officers expected 7 forces said it was due to the impact on officer s family life 6 forces said officers resigned because they were unsuited to the role 2 forces said officers left because of pay 2 forces said officers left because it was not intended as a job for life There were 28 other comments from 28 forces to this question, these have been reviewed and categorised highest to lowest: Joined another force (3 comments) Personal reasons/ change in personal circumstances (3 comments) Relationship with management (1 comment) Relocation (1 comment) Disillusionment with the police/work life balance/career development (1 comment) Dismissal (1 comment) Start dates (1 comment) Not a job for life (1 comment) Change of career (1 comment) There were 15 no comments Q14 Please select the minimum entry level qualifications and/or criteria required for new Constable recruits, in the last complete financial year and for this financial year (excluding Police Constable Apprentices)? Of the forces that imposed an entry level requirement for new constable recruits in the last complete financial year and for the financial year to date, the most popular criteria was one A- level and a residency requirement. There were 16 other comments from 16 forces, which have been reviewed and categorised highest to lowest: Any level 3 qualification (3 comments) Police constable special officer (PSCO) and/or specials (2 comments) No minimum entry qualification required (2 comments) GCSE Maths and English (1 comment) GCSE grade C or above in English (1 comment) Minimum 2 years experience in certain staff roles e.g. police constable special officer, call handler etc. (1 comment) 52

53 Happy to accept relevant experience as a consideration other than the qualification i.e. special constable, community service, military or other customer focused job where they can evidence a good level of previous experience (1 comment) Temporarily removed requirement for internal staff in 2017/18 (1 comment) There were 4 no comments Q15 Of those successful recruits who joined your force in the last two financial years, please state how many of these officers have left and in which year? Out of 31 forces, 127 successful recruits left in the last complete financial year and this has increased to 205 in this financial year to date. Q16 What starting salary have you set for new Constable recruits in the last complete financial year and in this financial year? 53

54 In the last complete financial year, 22 forces use pay point 1 and 16 forces use pay point 0 as the starting salary for new constable recruits. In this financial year, 21 forces are using pay point 1 and 16 forces are using pay point 0 as the starting salary for new constable recruits. There were 9 additional comments from 9 forces, these have been reviewed and categorised highest to lowest: Pay 22,896 (3 comments) 2016/17 = 23,868 including SE allowance, 2017/18 = 24,007 including SE allowance (1 comment) Both - pay point 1 for current special constable (with independent patrol)/police constable special officer all others pay point 0 (1 comment) Pay point zero for those with no prior experience, pay point 1 for those with experience (former community service officers, special constables and those with equivalent qualifications) (1 comment) The majority are on pay point 0 for both years (1 comment) Those with previous police staff service/independent patrol special constables go to the next scale point (1 comment) Pay point one for safe & lawful special constable & independent police constable special officer (1 comment) Q17 Please provide the number of constable recruits in relation to their recorded ethnicity for this financial year? There were 4,071 constable recruits recorded by 34 forces in relation to their recorded ethnicity for this financial year (17/18). 54

55 82.9% were white British, white Irish and White other 8.9% were Asian, Black, Chinese and Mixed White 8.2% were Other Q18 Please provide the number of constable recruits in relation to their recorded gender for this financial year? Out of 4,199 constable recruits reporting, 64% were male (2,672) and 36% were female (1,527) for this financial year (17/18). Q19 Please provide the median (mid-point) age of new constable recruits for the last complete financial year? 55

56 11 forces stated their median age for new constable recruits was 28. The lowest median age was 23 in Hertfordshire and the highest median age was 31 in Wiltshire. We looked at the correlation between the number of new constable recruits and the median age. We found there were more recruits aged then 28-31, this can be seen on the chart below: In this next section we ask about the upcoming apprenticeship scheme and what appropriate rates of base pay might look like and whether regional allowances should be applied. Q20 Apprenticeship salaries offered from September 2018 are likely to be in the form of a banding between say 18,000-21,500. Please select what annual base salary level you would like to offer? 11 forces selected pay point 0, 2 forces selected 18,000, 1 force selected 21,000 and 1 force selected 19,000. There were 23 comments from 23 forces, which were also captured: Pay point 1 - view is that we wish to attract the right individuals and from day 1 they are appointed a police officer and therefore should accrue the same salary (1 comments Salary in line with police special constable grade of job role (1 comment) 18,000-21,500 (1 comment) Pay will not be below London Living Wage (1 comment) Pay point 1 - same as normal constables (1 comment 17 no comments 56

57 Q21 If you had a high number of apprenticeship constable applicants would you consider reducing your base pay offer? 28 forces stated they would not consider reducing the base pay offer even if they had a high number of apprenticeship constable applicants. Only 6 forces said yes. Q22 If you had a low number of apprenticeship constable applicants would you consider increasing your base pay offer? Interestingly, 22 forces stated they would not consider increasing the base pay offer if they had a lower number of apprenticeship constables. 12 forces said yes. 57

58 In this next section, we ask for the number of officers who applied for promotions in the last complete financial year 1st April 2016, what your forecasts are to complete this financial year 1st April 2017 and what the forecasted number of promotions are for the next 3 years. Q25 Please state how many officers qualified to Sergeant/Inspector via OSPRE in the last complete financial year? Out of 38 forces, there were 1,349 sergeants and 549 inspectors that qualified via OSPRE in the last complete financial year (16/17). Q26 Please state the number of officers you expect to qualify to Sergeant/Inspector via OSPRE in this financial year? 38 forces anticipate 1,053 sergeants and 485 inspectors will qualify via OSPRE in this financial year (17/18), lower than prior year. 58

59 Q27 Please state how many promotions to the ranks listed below there were for this financial year? 38 forces have stated there were; 1,903 promotions to sergeant; 797 to inspector; 233 to chief inspector; 157 superintendents and 36 chief superintendents in this financial year (17/18). Q28 Please state how many officers applied for the promotion board in the last complete financial year? 38 forces have stated there were; 4,057 application for promotion to sergeant; 1,859 to inspector; 972 to chief inspector; 450 to superintendent and 129 to chief superintendent in the last complete financial year (16/17). 59

60 Q29 Please state how many officers you expect will apply for the promotion board in this financial year? 37 forces anticipate 3,168 sergeant will apply for the promotion board; 1,426 inspectors; 391 chief inspectors; 244 superintendents and 91 chief superintendents in this financial year (17/18). Q30 What are the forecasted numbers of promotions to each rank in 2018/19? 38 forces have forecasted that there will be; 1,686 promotions to sergeant; 689 to inspector; 301 to chief inspector; 95 to superintendent and 30 to chief superintendent in 2018/19. 60

61 Q31 Did you advertise externally for the posts below in the last complete financial year? More forces chose not to advertise externally across all levels. 24 forces did not advertise externally for chief inspector posts 23 forces did not advertise externally for chief superintendent posts 23 forces did not advertise externally for sergeant posts 22 forces did not advertise externally for inspector posts 20 forces did not advertise externally for superintendent posts Q32 What are the forecasted numbers of promotions to each rank in 2019/20? 38 forces have forecasted there will be 1,284 sergeant promotions; 506 inspector promotions; 151 chief inspector promotions; 74 superintendent promotions and 27 chief superintendents in 2019/20. 61

62 Q33 What are the forecasted numbers of promotions to each rank in 2020/21? 38 forces have forecasted there will be 1,288 sergeant promotions; 529 inspector promotions; 159 chief inspector promotions; 75 superintendent promotions and 22 chief superintendent promotions in 2020/21. In this next section, we are looking at the number of officers and the reasons why these officers transferred to another force Q34 Please state how many of your officers transferred to another force in the last complete financial year and your forecast for this financial year? 38 forces have stated that a total of 963 officers have transferred to another force in the last complete financial year and 889 in this financial year to date. Q35 Please select the reasons for officers to transfer to another force in the last complete financial year and in this financial year (please tick all that apply)? 62

63 The main reasons from 23 forces for officers transferring to another force was due to greater career opportunities, closely followed by personal reasons in the last complete financial year and in this financial year to date. These questions look at whether there have been any ranks and roles which have been hard to fill. Please note, the definition of hard to fill is: Based on roles/ranks in a particular discipline that, have not been possible to fill from the internal officer workforce despite continuous advertising and/or posting attempts and has resulted in an ongoing and unacceptably high vacancy rate (against the defined force establishment for the area of policing concerned) for a continuous period 3 months or more. A vacancy is deemed to have been filled once a successful applicant is identified or posting agreed. Delays in the actual posting taking place do not make a role hard to fill. Q36 Were there any ranks that have proved difficult to recruit into in the last complete financial year? 17 forces started there were ranks that were difficult to recruit into in the last complete financial year (16/17). 63

64 Q37 Which ranks have been difficult to recruit into in the last complete financial year. Please tick all that apply? 10 forces identified that both the sergeant and inspector ranks were more difficult to recruit into in the last complete financial year (16/17). This was followed by constable (6), chief inspector (2) and superintendent (2). Q38 Please select the reasons that have been identified for being unable to fulfil vacancies in the last complete financial year? The main reason identified by 9 forces for the sergeant role being unable to fulfil vacancies is due to the required standard not being met. 7 forces stated the same reason for the inspector role being unable to fulfil vacancies. Q39 Please state if there have been any roles that have proved difficult to recruit in the last complete financial year? 28 forces stated there were roles that were difficult to recruit in the last complete financial year 64

65 Q40 Which roles have been difficult to recruit into in the last complete financial year. Please tick all that apply? 38 forces have identified the following as being hard to fill roles; detectives; firearm officer; public protection officers; domestic abuse officers; response officers and surveillance officers in the last complete financial year (16/17). There were also 3 other comments from 3 forces: Force incident manager Force contact officers Control room Q41 For the last complete financial year please describe in more detail the individual types of role with specific detail required i.e. Borough detective rather than detectives? 65

66 There were 26 comments from 26 forces which have been reviewed and categorised highest to lowest (please note there were 3 no comments) Category Individual role Number of comments Detective constables 5 Detectives in 2 safeguarding All detectives 3 Divisional detectives 1 Specialist detectives 1 Protecting vulnerable 1 Detectives people detectives Public protection 1 detectives New trainee detective 1 constables to start at Borough CIDs Dedicated rape unit 1 detective constables Custody Custody Sergeant 2 CID and Child Protection CID and Child Protection 2 Force Incident Manager Force Incident Manager 1 within Control Centre within Control Centre Fraud, Cyber Crime Fraud, Cyber Crime 1 Resource Dispatchers Resource Dispatchers 1 Q42 What, if any reasons have been identified for being unable to fulfil vacancies in the last complete financial year? Please tick all that apply? There have been multiple reasons identified by 28 forces for being unable to fulfil vacancies in the last complete financial year: Nature of work (14 forces) Stress (11 forces) Shift pattern (11 forces) Loss of allowances (8 forces) Accountability (8 forces) Increased personal and/or career risk (6 forces) Pay (4 forces) Risk of harm/injury (2 forces) Q43 Were there any ranks that have proved difficult to recruit into in this financial year? 14 forces have confirmed there are ranks which have been difficult to recruit into in this financial year (17/18). 66

67 Q44 Which ranks have been difficult to recruit into for this financial year. Please tick all that apply? 11 forces identified that the sergeant ranks was most difficult to recruit into in this financial year (17/18). This was followed by inspector (9); constable (3); chief inspector (2) and superintendent (1). Q45 Please select the reasons that have been identified for being unable to fulfil vacancies in this financial year? The main reason identified for the sergeant, chief inspector and superintendent role being difficult to fill is due to the required standard not being met. For the inspector role it was a combination of the standard not being met and an insufficient number of applicants. Q46 Please state if there have been any roles that have proved difficult to recruit in this financial year? 28 forces have confirmed there have been roles that have proved difficult to recruit in this financial year to date. 67

68 Q47 Which roles have been difficult to recruit in this financial year. Please tick all that apply? 30 forces have identified the following as being hard to fill roles; detectives; firearm officers; custody officer; public protection officers; domestic abuse officers and response officers, in this financial year to date. Q48 For this financial year please describe in more detail the individual types of role with specific detail required i.e. Borough detective rather than detectives? There were 29 comments which have been reviewed and categorised highest to lowest, (please note there were 2 no comments): Category Individual role Number of comments All detectives roles 5 Detective constables 3 Detectives Detectives in Berkshire 1 Detectives in 1 safeguarding Divisional detectives 1 68

69 Public protection 1 detectives New trainee detective 1 constables to start at borough CIDs Custody sergeants Custody sergeants 3 Vulnerability VIT Child, VIT Adult 3 investigation teams (VIT) Protection, VIT Domestic Abuse Fraud, cybercrime Fraud, cybercrime 2 CID and child protection CID and child protection 2 Duty inspector Duty inspector 1 AFO in mobile support AFO in mobile support 1 Resource dispatchers Resource dispatchers 1 Confiscators/ financial investigators Confiscators/ financial investigators 1 Q49 In both these financial years what, if any reasons have been identified for being unable to fulfil vacancies? Please tick all that apply There have been multiple reasons identified by forces for being unable to fulfil vacancies in the both financial years: Loss of allowances (3 forces) Shift pattern (3 forces) Accountability (3 forces) Stress (2 forces) Nature of work (2 forces) Pay (1 force) There was also 10 other comments made by 15 forces: Lack of skills (1 comment) Transferees looking for development/ promotion withdraw from the process. Either offered a different role with current force or development opportunity elsewhere. Pay is not competitive enough against this. (1 comment) Accountability / shift pattern / nature of work (2 comments) Detective constable is a specialist role that not all officers want to explore (2 comments) Growth in specialist safeguarding detective constable roles meant that whilst force trained in house capability, also looked at transferee options for detective constables with these existing skills but limited numbers (1 comment) 3 forces started this information is not recorded Q50 In both these financial years has the force needed to mandate the posting of officer to fill vacancies in hard-to-fill roles? If so, into which roles? 16 forces stated they have needed to mandate the posting of officers to fill vacancies in hard to fill roles. 69

70 Q51 In both these financial years if you had any roles that are difficult to recruit, what was the level of vacancies that you hold in relation to the agreed force establishment for that role? There were 37 comments which have been captured below from 36 forces, (please note there were 16 no comments): Also, there were inconsistencies in the way this data was collected e.g. some forces stated the percentage or number of vacancy held only, some forces provided the percentage or number of vacancy held and the role and some forces only stated the role. Level of vacancy held Role # of comments 4% - 1 4% Custody sergeant 1 5% - 1 5% Dedicated rape unit detective constables 10% % Public protection 1 14% % Detectives 2 1% - 18% Borough detectives 1 32% Firearms 1 2 vacancies Safeguarding 1 6 vacancies vacancies 24 vacancies Detective constables

71 30 vacancies 40 vacancies 102 vacancies Detective constables 1-1 Specialist detectives 1 Q52 In both these financial years what action has the force taken in relation to hard-to-fill and what action could be taken nationally? There were 40 comments from 36 forces, in terms of what action could be taken nationally in relation to filling hard to fill roles, which are highlighted below: Action taken/ could be used nationally # of comments Marketing/ external advertisement 5 Shift review 3 Wellbeing 2 Increased training of detective constables via career pathways Recruitment review of trainee investigators 1 Relocation package offered for transferees 1 Force action post conversions 1 Targeted recruitment 1 Review of allowances 1 Promotion of roles 1 Recruiting transferee detectives 1 Detective payments 1 Familiarisation days and targeted advertising 1 Information sharing 1 Consultation with other forces 1 Increased campaigns 1 Open days 1 Occupational health interventions 1 National investigators exam training 1 Local mentors 1 A detective streaming program to identify detective prospects early in training and detective direct pathway entry route Completion of a stress audit 1 Implementation of a police constable/detective constable rotation Transferred detectives 1 Initiate job shadowing

72 Proactive campaigns for conversion from police constable to detective constable and inspector to detective inspector Internal advertising on intranet 1 Detective career pathway has been enhanced in force and NPPF process is currently being enhanced and more support given to ensure line managers to give them the autonomy to ensure the right candidates go forward. Talent management 1 Rolling recruitment campaigns 1 Make offer more attractive for roles 1 Review process to remove perception that no support is offered Q53 In both these financial years has the force identified any particular units or departments where the inability to recruit or retain officers is presenting an operational risk to service delivery? Out of 42 comments from 36 forces, there have been a number of suggestions which have been highlighted below, (please note 14 were no comments): Department difficult to fill # of comments Armed firearm officers 5 Detectives 5 Public protection 3 Custody 2 Protecting vulnerable people 2 Force incident manager 1 Force crime unit 1 Fraud 1 Cybercrime 1 Criminal Investigations Department 1 Positive action strategy 1 Safeguarding 1 Child abuse and sexual offences 1 Dedicated rape unit 1 Investigative detectives 1 Serious crime teams 1 Q54 In both these financial years have any workforce issues been identified that may contribute to the recruitment and or retention problem (other than the nature of the role). For example, retirement bubble in specialist posts, skills gaps, lack of remuneration, geography etc? 72

73 Out of 44 comments from 35 forces, there have been a number of suggestions which have been highlighted below: Issues identified # of comments Skills gaps due to new and emerging crime 9 Remuneration 7 Geography 4 Proximity to London and specialisms within the Met e.g. firearms 2 Specialist roles 2 Retirement bubble 2 Retirement for specialist posts 1 People wanting vertical progression 1 Workload and increasing demand 1 Legacy issues/ IPCC investigation 1 Accountability/ risks associated with roles 1 Lack of experience in constable ranks owing to losing so many officers through Voluntary Exit scheme Service profile led to a significant number of senior officers retiring within a very short period 1 1 Positive action strategy 1 Criminal investigations department lack of nights so lack of unsocial hours payment & dealing with more complex and challenging work on a regular basis 1 Perception of the nature and volume of work 1 Loss of detectives to regional secondments 1 Lack of suitable trainee detectives and there has been an increase in the number of voluntary resignations 1 Freeze in recruitment 2 years ago 1 Working patterns 1 Financial institutions headhunting detectives 1 Ability to release officers from one unit to another as decisions are made on a threat/harm/risk basis Regional collaboration, meaning specialist officers may wish to work in regional unit (i.e. ROCU), rather than remaining local

74 The next section asks how many officers voluntarily left the service (not retirees), the number of years service completed, age/role/rank of officers, the main reasons for leaving and whether there is a noticeable increase of officers leaving. Q55 Please state how many officers left the service voluntarily prior to completing their full potential pensionable service in this financial year? 37 forces have stated that 2,044 officers voluntarily left the service (not including retirees) prior to completing their full potential pensionable service in this financial year. The Met had the most officers leave voluntarily (not including retirees) (696) and Cleveland had the least (3), this can be seen on the graph below, please note a logarithmic scale of 10 has been used: Q56 Please state how many officers achieved the following years of service at the point of leaving in the last complete financial year? 37 forces have stated the most officers leave after having achieved years of service (912) in the last complete financial year to date. 74

75 Q57 Please state how many officers achieved the following years of service at the point of leaving in this financial year? 37 forces have stated the most officers leave after having achieved 0-5 years of service (757) in this financial year to date. Q58 Please state how many officers left in each age group in the last complete financial year? 37 forces have stated the most officers left in the age group (782 4 ) in the last complete financial year. 4 Q58 and Q59 show the most officers leaving were aged 51-55, this question should not include retirees however this needs further investigation 75

76 Q59 Please state how many officers left in each age group in this financial year? 37 forces have also stated the most officers left in the year age group (624) in this financial year. Q60 Please select the main reasons for all officers leaving in this financial year? 24 forces have stated the main reasons for officers leaving is due to resignation in this financial year. There were also 6 additional comments from 6 forces: Dismissal (3 comments) Death in service (1 comment) Secondments (2 comments) 76