Keeping Scotland Safe and Strong - A Consultation on Reforming Police and Fire and Rescue Services in Scotland: Analysis of Consultation Responses

3. STRUCTURE OF A SINGLE SCOTTISH POLICE SERVICE

Question 3: What are your views on our proposals for integrating existing bodies into a single service or on how and when partnership arrangements should adapt to align with this new structure?

Summary of proposals in the consultation document:

• Bring together existing 8 police forces, SPSA and SCDEA into a single police service.
• Governance by a single SPA and led by a Chief Constable.
• Maintain independence of forensic services and DNA and fingerprint databases.
• Continue major role for police in work of Strategic Co-ordinating Groups and consider opportunities to improve effectiveness under new service.

3.1 91 respondents from the following respondent categories addressed this question.

Note: Abbreviations used in the above table are described in Table 1.

3.2 Despite some respondents still expressing reservations about the need to reform the police service, most accepted that the decision to reform had been taken and there was now a need to plan for integration. 9 respondents considered it difficult to comment on account of what they perceived to be a lack of detail in the consultation document.

Integration of national services

3.3 20 respondents from a range of sectors explicitly welcomed the integration of SPSA and SCDEA into the single police service, although 4 expressed concern over how accessible centralised services will be for remote areas. 2 respondents queried where the Counter Terrorism Intelligence Unit (CTIU) would fit with the proposals. 2 others requested information on the integration arrangements for emergency response and call centre functions.

3.4 Views were mixed on the proposal for some support functions (including forensic services and the DNA database and fingerprint database) to be independent of the Chief Constable, but to report to, and be directly accountable to, the SPA. 11 respondents expressly supported the proposal, but others had reservations. 7 respondents questioned how the SPA will operate as both service provider and the governing body, and recommended that further consideration be given to the accountability aspects of this arrangement. One respondent (Pol Org) identified the separation of the forensics database from the criminal justice database as a potential risk, predicting greater flexibility if such functions were marshalled together under the Chief Constable; another (Pol Force) envisaged risks associated with the separation of budgetary and operational aspects of these services. One individual's view was that functions such as forensics should, for the sake of integrity, be completely separate and outside of the reformed policing structure.

3.5 The future governance and funding arrangements for camera safety partnerships were raised by 4 respondents, who urged that grant-funding be secured and a dedicated budget ring-fenced.

3.6 3 respondents recommended that reform of functions should not necessarily result in geographical centralisation in one location, as they perceived that benefits could be gained from spreading these functions across a range of locations.

Partnership arrangements

3.7 32 respondents specifically addressed partnership arrangements within the new structure, with an overarching view that these should be aligned as soon as possible, and current, effective local partnerships be protected and supported. One respondent commented:

"Every Scottish police force has heavily committed to partnership working, and it is important that during the transition period the value brought by partnerships is not lost. The force anticipates that partnership would be a key theme running through the process for designing the new service" (Pol Force).

3.8 Several of the 32 respondents addressing this issue considered that Community Planning Partnerships should form the basis for partnership working with the reformed police service, with a key theme being the need for a strong, local, bottom-up direction to partnership working rather than national dictate. It was suggested that the single service should adapt to align with local partnership arrangements rather than the other way around (Oth).

3.9 4 respondents recommended that consideration be given to partnership working at regional level. One respondent (Pol Org) remarked that the consultation made no mention of wider UK and international partnerships and how the new service will re-align with bodies such as the National Crime Agency and Interpol.

3.10 2 police respondents felt that the diagram in the consultation document which set out the proposed structure was lacking in the links between local governance and national mechanisms, with 3 respondents (including 2 local authorities) questioning how local needs and aspirations will be articulated at national level under reform.

Transitional arrangements

3.11 A recurring theme was the need to prepare appropriately for change. 2 police bodies cautioned that the challenge of ensuring "business as usual" during the change process should not be underestimated. 8 respondents comprising individuals and police bodies suggested that much could be done beforehand to pave the way, including implementing a positive marketing strategy, establishing a phased, re-branding programme and learning from previous experience. 2 respondents considered the proposed timing of reform to be too tight to be seamless, risking low staff morale. 2 police organisations provided their view that the success of integration will lie largely with ensuring that "back office" support functions are transferred effectively with early attention given to harmonisation of pay and conditions and ICT systems (Information and Communication Technology).

Other themes

3.12 4 respondents (3 of them local authorities) expressed doubt over the degree of independence and accountability of the SPA and its separation from Ministers, given that Ministers will have a role in appointing Board members, funding and setting objectives for the SPA, and approving its plans and budgetary decisions.

3.13 2 respondents were concerned that the proposed structure may leave rural locations remote from decision-making, possibly detracting from responsive, local policing.

3.14 Summary

• The integration of SPSA and SCDEA into the single service was broadly welcomed.
• Views were mixed on some support functions including forensic services and the DNA and fingerprint database to be independent from the Chief Constable, but to report to and be directly accountable to the SPA.
• The prevailing view was for existing partnership arrangements to be aligned as soon as possible with the new service.
• A common theme which was raised by those responding to this question was the need to prepare appropriately for change with adequate transitional arrangements in place.