Office of the Sussex Police & Crime Commissioner (OSPCC)

Purpose of the Analysis

The 2021/22 staffing analysis provides a transparent overview of the human resources deployed within the Office of the Sussex Police & Crime Commissioner (OSPCC). It identifies where staff are allocated, highlights changes from the previous year, and assesses whether the current workforce aligns with the strategic priorities set by the Commissioner.

Key Findings

Overall Headcount

The total number of staff employed by OSPCC at 31March2022 was 158, representing a modest increase of 3% (four positions) compared with the 2020/21 period.

Staff Distribution by Grade

Gender Balance

Women constitute 53% of the total workforce, an improvement of 2% on the previous year. The gender split is most even at the Officer level (51% women) and least even in senior management where women represent 38% of posts.

Age Profile

• Under 30years: 14%
• 3044years: 45%
• 4559years: 34%
• 60years & above: 7%

The analysis shows a healthy middleage concentration (3044) and a gradual increase in staff approaching retirement age, prompting a successionplanning focus.

Turnover and Retention

Voluntary turnover for 2021/22 was 11% (17 staff departures). Main reasons cited were career progression and relocation. The average employee tenure is 5.2years, up from 4.8years in 2020/21.

Recruitment Highlights

Four new roles were added to support the Commissioners CommunityFocused Policing agenda: two DataInsights Analysts, a Community Engagement Manager, and a Digital Services Officer. All appointments were filled within the fiscal year, reflecting an effective recruitment pipeline.

Strategic Implications

Alignment with Priorities

The modest increase in seniormanager capacity underpins the Commissioner's commitment to evidencebased policing and greater community partnership. Investment in data and digital roles will enable more proactive crimeprevention initiatives.

Workforce Planning

The age distribution highlights the need for a structured knowledgetransfer programme. A mentoring scheme, launched in Q32022, pairs experienced staff (over 55) with newer employees to safeguard institutional memory.

Diversity & Inclusion

While gender balance is improving, female representation at senior levels remains below the organisational target of 45%. The OSPCC is introducing a leadership development programme for highpotential women, aiming to increase seniorgrade female FTEs by three within the next two years.

Retention Measures

To curb turnover, the OSPCC is reviewing its flexibleworking policy, expanding professionaldevelopment budgets, and piloting a stayinterview process that captures employee concerns before they lead to resignation.

Recommendations

1. Formalise a successionplanning framework for roles likely to be vacated through retirement.
2. Accelerate the female leadership development programme to meet the 45% seniorgrade target.
3. Continue to monitor temporary/agency usage, aiming for a 0% reliance by 2024/25.
4. Introduce quarterly staff pulse surveys to identify emerging retention issues early.
5. Maintain the recruitment pipeline for digital and analytical roles to support the Commissioners datadriven strategy.

Conclusion

The 2021/22 staffing analysis demonstrates that OSPCCs workforce is broadly fit for purpose, with modest growth in areas critical to current strategic priorities. By addressing the highlighted gaps in seniorlevel gender balance, succession planning, and employee retention, the Office will be well positioned to deliver effective policing outcomes for the people of Sussex over the coming years.