Frontline focus review of tools of the trade

31. Police Scotland’s clothing and equipment working group (CEWG) meets bi-monthly and is the primary forum for discussing uniform and PPE.

32. Most officers and staff interviewed as part of this review had never heard of the CEWG.

33. We heard that Police Scotland was characterised as not having a clear and consistent vision for frontline officers. A lack of governance, corporate communication and ownership has led to inconsistency in how frontline officers look, with a perceived decline in uniform standards and professional appearance.

34. Our review established that the CEWG lacked ownership, cohesion and direction, and that it was failing to address many of the issues concerning uniform and PPE.

35. It was recognised that the group had previously been chaired by an Assistant Chief Constable (ACC) but the role now sits with the Chief Superintendent of OSD, Specialist Services, and has done for a while but there have been a number of postholders over the years. The group was viewed as being unable to deliver positive outcomes proficiently, with no budgetary responsibility and timescales for change described as drawn out and inefficient. The working group appeared not to record minutes of its meetings.

36. The composition and structure of the working group should ensure that the views and experiences of frontline officers are regularly represented and that a consistent approach is taken on which ranks are in attendance. We heard that a significant breakdown in communication, co-ordination, and accountability endured across departments responsible for uniform and equipment decisions.

37. Any decisions taken by the group on uniform and equipment changes should only occur after proper consultation, co-ordination and planning, to reduce obsolete stock and waste.

38. We engaged with enthusiastic and committed staff working in roles across procurement and stores. We heard of an absence of strategic direction, resulting in accidental or reactive uniform changes, rather than deliberate, well-informed decision making.

39. We heard that disbanded feedback mechanisms (Chief Constable’s Forum), lack of leadership follow-through, and ineffective working groups have led to stalled progress on key initiatives such as uniform trials and body armour fitting guidance (video).

40. During our review visits it was clear that this had been the only occasion many officers and staff could recall being asked to comment on their uniform or equipment.

41. A prevalent opinion expressed to us was that the leadership in Police Scotland had limited, if any, exposure to the common issues concerning uniform.

42. We found no established platforms or processes within Police Scotland to encourage feedback or understand the views of its officers and staff on uniform and equipment.

43. Officers reported escalating concerns about uniform and equipment to their supervisors, yet received no acknowledgment or feedback from the broader organisation. This apparent indifference leads to a sense that challenge and feedback is generally not encouraged or welcomed.

44. Many of those officers and staff interviewed advised that there appeared to be no tangible consultation process for the procurement of any new items of uniform or equipment. Decision makers are viewed as being too far removed from the realities of the frontline to consider the practicalities of uniform issues. Our benchmarking showed us that other police forces have embraced various engagement methods to connect with their workforce. Frontline officers and staff regularly use these pathways to engage with working groups and senior management, sharing perspectives, contributing to discussions, and shaping decisions.

46. Officers and staff associations noted that, on completion of their initial probationary training, there was a need for better supervision of the standards of uniform and appearance exhibited by many probationary officers.

47. Officers reported that standards to maintain the values of the police service - instilled at recruitment, at police college, by tutor constables and supervisors, has declined over time when faced with practicalities on the frontline.

48. We heard that there are conflicting messages and differences in the way that Police Scotland’s standards of appearance are upheld and applied against Police Scotland’s Uniform and Appearance Standards (police officers) Standard Operating Procedure (SOP).

49. Working groups established to improve standards often disbanded without follow-through, resulting in a lack of lasting governance or support. Additionally, a redrafted procedure on current uniform and appearance standards has been awaiting decisions for some time.

50. We spoke with many officers and staff who recognise the police uniform as a vital symbol of professionalism and standards, reinforcing its importance within the service. A tidy, well-maintained uniform was perceived as crucial for maintaining the force's reputation and public image, and upholding its vision and values.

51. We found officers to dress more casually, with less conformity (e.g., wearing too much jewellery and make-up). This cultural shift was regularly mentioned as having an impact on the force’s public image.

52. This absence of conformity, with officers choosing to wear alternative items of police uniform, was regularly commented upon as being unacceptable and a significant contributory factor to a general drop in standards.

53. Discussions with frontline officers across various ranks revealed that many supervisory officers lacked confidence in enforcing uniform appearance standards. However, there is still an expectation that supervisors should monitor uniform standards, and that they should address appearance issues to help maintain consistency and professionalism.

54. The uniform and appearance standards (police officers) SOP, provides clear strategic direction for officers of all ranks, but it was clear from those we spoke to that the standards and guidance are not universally observed or applied.

55. The uniform helps in projecting a professional and disciplined appearance appropriate to the role. The uniform standards are also informed by health and safety considerations to ensure that officers can perform their duties safely.

56. Our inspectors observed a frequent lack of consistency in uniform appearance, with standards varying across officers. Supervisors openly admitted they were often unwilling to challenge appearance issues, due to a lack of knowledge, guidance, training and a fear of negative repercussions.

57. Enforcing standards on appearance and uniform was not viewed as a priority, given the operational challenges faced by supervisors in some areas.

58. There is a strong perception that senior officers and those in specialist roles are provided with a better range and quality of uniform clothing. We heard repeated comments from frontline officers, staff and supervisors that the choice and quality of uniform was poor and we saw this first hand, with officers showing us faded trousers and torn microfleeces. There was a notion that all decisions on the uniform and equipment provided to frontline officers were predicated on cost, ahead of quality.

59. These views contrasted starkly with how officers interpreted the uniform supplied to specialist officers, teams and senior officers across Police Scotland, with a generally-held view that there was more investment in the range and quality of uniform available to these groups.

60. We heard examples of crime scene managers wearing jackets that are widely regarded as a superior, longer-lasting garment, while frontline officers on a cordon for an entire shift had to make do with an inferior-quality jacket. There was resentment that a perceived system exists in Police Scotland, whereby frontline officers are prevented from accessing the best uniform and equipment available.

61. It was noted that officers in specialist posts, along with members of the force executive, presented themselves with greater conformity, resulting in a professional appearance. Conversely, frontline officers often had significant variations in dress code, projecting an unprofessional image. Officers spoke openly of feeling undervalued and that no one appeared interested in addressing this imbalance.

62. The general feeling is that the current system is unfair, and frontline officers should be equally, if not better, provisioned, for the roles they perform.

Sustainable uniform practices
63. There is a strong perception that more could be done to recycle uniform and equipment, in line with Police Scotland’s stated commitment to the environment.

64. We found the opinion among those interviewed was that sustainability regarding uniforms was not high on the agenda for Police Scotland. This was reflected in the commonly-held view that certain items of uniform were of such poor quality that they were regularly disposed of and replaced.

65. Officers and staff we met had little or no understanding of what happened to discarded items of uniform, which are often left in locker rooms, makeshift clothing bins or black bin bags in stations. We heard from frontline officers that they would actively look to re-use and repurpose items that had otherwise been discarded by colleagues.

66. Officers interviewed had no awareness of Police Scotland’s approach to uniform sustainability and environmental considerations. They did not know if used clothing was ever re-purposed and many of them did not know what formal process was in place for returning clothing to a stores location.

67. Many officers expressed openness to the idea of accessing used uniform items to reduce waste and promote sustainability. There was a strongly-held belief that Police Scotland should spend to save.

68. Officers concluded that more investment in better quality uniforms at the outset would result in fewer items being ordered, reducing waste in the system. The view that ‘if you buy cheap, you buy twice’ was echoed across those interviewed.

69. The procurement strategy shows Police Scotland considers and promotes environmental concerns in procurement through key commitments, which include environmental sustainability. It does not, however, specifically mention uniform and equipment.

70. We heard from various sources that inefficiencies and misaligned decision making in uniform and equipment procurement are the cause of delays, wasted resources, and dissatisfaction among frontline officers.

71. Police Scotland and Poileas Alba is embroidered on the sleeves of All Climate Shirts (ACS) at a considerable cost. Corporate identity was raised specifically regarding the ACS worn by Police Scotland officers. It was identified that these uniform items are exactly the same ACS as those worn by the majority of other UK forces now using the Bluelight Commercial (BLC) Framework, except for the bespoke embroidery.

72. The force executive made the decision to have ‘Police Scotland’ and 'Poileas Alba' embroidered on to the sleeves of the All Climate Shirts (ACS). This adds a cost year on year, but there is no added value to the quality of the garment and the views expressed were that the money could be invested elsewhere, to improve uniform or equipment. It has been advised that of the approx. forty-two Police Forces in the UK purchasing their ACS through the Bluelight Commercial (BLC) Framework, all but three now purchase the ACS with no embroidery on it.

73. On speaking with officers, we heard repeatedly that they saw no requirement or value in the name of the force being embroidered on tops, which were regularly worn under fleeces or jackets. Police Scotland should reconsider the need for the bespoke embroidered ‘Police Scotland and Poileas Alba’ logos on tops to provide an ongoing efficiency saving.

74. Health and safety remains a key consideration when issuing uniform and equipment. There is a health and safety action plan detailing the high-level actions needed to reach the overall goal of continuous improvement in the management of health and safety, and compliance with legislation, but police issue uniform is not specifically referenced.

75. Potential health and safety concerns arise when officers purchase personal uniform and equipment (e.g., non-compliant carriers).

76. Officers and staff associations welcomed the introduction of Tasers and BWV, considering both to be long overdue. Their deployment was widely regarded as a positive step toward enhancing officer protection during operational duties.

77. There is evidence within the procurement uniform lists that health and safety is considered, with frontline officers being provided with reusable masks, Covid PPE kit, first aid and spit masks, etc.

78. The wildlife officer (a specialist role), is issued with tick remover, tick and midge repellent and a thermal flask. Motorcyclists are provided with protective ear plugs. Safety goggles are also on the procurement list.

79. Operational officer standard issue lists include provision of ear defenders; these are compatible with airwave radios and are aimed at lowering potentially dangerous noise levels.