The Police Superintendents’ Association has published its Annual Report for 2025-26, detailing its work to support members, influence national policing and represent the interests of superintendents and chief superintendents.
The report sets out progress against the PSA’s three strategic priorities of health and wellbeing; terms and conditions; and leadership, governance and culture, alongside information on the association’s finances, governance and annual conference. It also sets out the PSA’s strategic objectives for 2026-27.
Introducing the report, PSA President Nick Smart reflects on a significant period for policing, including the publication of the government’s policing reform white paper and proposals for major changes to policing structures. He makes clear the association’s commitment to ensuring the experience and insight of members helps shape these reforms.
The report highlights the breadth of work carried out by the association over the year, including influencing national discussions on police reform, leadership, pay and pensions, accountability and workforce wellbeing, alongside the individual advice and support provided to members facing professional and personal challenges.
Supporting members' health and wellbeing
Health and wellbeing remained a significant focus throughout the year. The PSA worked with the National Police Wellbeing Service and other partners, continued to lobby for improved national provision and used evidence gathered directly from members to demonstrate the particular pressures faced by the superintending ranks.
The annual Pay and Wellbeing Survey and psychological risk assessment screening funded by the association provided findings have helped inform the PSA’s representations to government and policing stakeholders.
The PSA also continued to provide direct support through initiatives including its Peer Support Programme and Panel of Friends, while appointing Emma Butler-Jones as its wellbeing representative on the National Executive Committee.
Representing members on the issues that matter
The report details the PSA’s work on pay, pensions and conditions, including its submission to the Police Remuneration Review Body and calls for a long-term funding strategy for policing, centrally funded national mandates and an above-inflation pay award for every rank.
It also highlights continued work on pension remedy issues, allowances and conditions of service, alongside legal and professional support for members subject to investigations and other professional standards matters.
Leadership and culture remained another core priority. The association provided evidence and insight to the Police Leadership Commission, drawing on direct feedback from members, and continued its work with the College of Policing to provide bespoke development opportunities for the superintending ranks.
The PSA also continued to represent members through national discussions on inclusion, accountability, vetting and police reform, supported by engagement with government, the Home Office, NPCC, College of Policing, IOPC, HMICFRS and fellow staff associations.
PSA President Nick Smart said: “This report demonstrates the breadth of work taking place across our association, from the individual support we provide to members when they need us most, to our work influencing some of the biggest issues facing policing nationally.
“It has been a significant year for our service, with major reform on the horizon, and it has never been more important that the experiences and expertise of superintendents and the wider workforce are heard. We will continue to champion our members, push for meaningful improvements to their health and wellbeing, pay and conditions, and ensure they have the support and development they need to lead effectively.
“I’m incredibly proud of what our association continues to deliver, and grateful to our members, representatives, national officers and staff who make that work possible.”
Looking ahead
For 2026-27, the PSA will retain its three strategic priorities of health and wellbeing; terms and conditions; and leadership, governance and culture. The programme includes developing association-led wellbeing support around living, working, leading and leaving well; continuing to pursue fair pay, pensions and conditions; influencing leadership development and workforce pipelines; supporting effective accountability; and ensuring members’ experiences remain central to national discussions.