By Gemma Fraser
Head of content
Police Scotland officers on short-term ‘recuperative’ duties will come under new scrutiny after a review found prolonged cases are increasing pressure on the force.
More than a quarter of those currently in such a phase – designed to last up to 12 months and allow adjustments for recovery – have had their modifications in place for more than a year.
An internal audit found a number of improvements are needed due to a “lack of clear ownership” when it comes to reviewing the process, and also identified the absence of a policy which creates “fragmented guidance and inconsistent action”.
It stated: “Unclear responsibilities, poor policies, and weak oversight can prolong recuperative duties, erode frontline readiness, and increase operational and financial pressure.”
There are currently 658 people on recuperative duties, with 27 per cent having been in this phase for longer than a year, and more than half for longer than six months.
One officer has been on recuperative duties since 2022, with “no documented rationale” for why they have had adjustments for such an extended period.
A joint report published in January by the Auditor General for Scotland and His Majesty’s Inspectorate of Constabulary in Scotland (HMICS) found that 2,373 officers, or 14 per cent of the workforce, were on ‘modified duties’ as of March last year.
This covers the full range of modifications, including longer-term and permanent changes to working life.
The Scottish Police Federation (SPF) said there is a need for duty modifications where required, but that any adjustments should be regularly reviewed.
David Threadgold, SPF chair, told 1919: “The SPF would always want to support colleagues who require some kind of modification to their duties for whatever reason, but there has to be a process and policy that is followed by managers to ensure that these changes to duties are still relevant for individuals and are still serving the best interests of the public.
“If, for whatever reason, a colleague hasn’t had their modification reviewed for three years, that’s unacceptable.
“The service has identified that there are cases like this, but it’s a problem that they’ve created themselves.
“There will be an impact for colleagues who have perhaps found themselves on modified duties for X number of years without any sort of review by a manager.
“This is a failing from within Police Scotland. You’re talking about fairly basic management in my opinion.”
The ultimate aim of the recuperation period is to give officers and staff the support they need to recover and return to full duties as soon as possible – ideally within 12 months.
The establishment of a clear procedure would help to establish definitions, outline principles, ensure decisions are subject to regular review, and define entry criteria, according to the audit.
It also stated that a duty modifications policy would provide “clear parameters, promote consistent practices, and ensure fair, structured support for staff returning to full duties”.
The report concluded: “Police Scotland’s commitment to enhancing wellbeing across Scotland is evident in good practice areas and the positive attitude of senior stakeholders.
“However, our review has identified several control weaknesses, creating opportunities for improvement.
“A lack of clarity and cohesive oversight for recuperative duties, with responsibilities spread between managers, HR, and others, has led to inconsistent practices and extended, unstructured recuperative periods.
“Combined with fragmented policy guidance, this dispersal of ownership causes uncertainty about roles, responsibilities, and escalation routes.”
Police Scotland has now established a dedicated duty modifications team to analyse each phase of the process and deal with procedural inefficiencies.
A force spokesperson said: “The Duty Modification Prioritisation Framework, which focuses on officers who are on adjusted and recuperative modified duties, is being piloted across six policing divisions.
“This is part of a wider programme of work underway to strengthen governance, improve consistency and data, and balance individual and organisational needs while maximising frontline capacity.”