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  3. Frontline focus review of tools of the trade
  4. Methodology

Frontline focus review of tools of the trade

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  • Frontline focus review of Tools of the Trade
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Inspection reports

2nd September 2025

The aim of this frontline focus review, undertaken by HM Inspectorate of Constabulary in Scotland (HMICS), was to assess how well equipped frontline operational officers and staff are to perform their roles – with an emphasis on uniform and equipment. It was also to assess whether frontline officers and staff have ready access to appropriate data to help them perform their duties. We have outlined key findings, made a number of recommendations and highlighted further areas for development that are all intended to help Police Scotland ensure its officers and staff have access to uniform and equipment that is high-quality, comfortable and effective.

Additional

  • Our review
  • Key findings
  • Recommendations
  • Areas for development
  • Background and context
  • Methodology
  • Leadership and vision
  • Delivery
  • Outcomes

  • Our review
  • Key findings
  • Recommendations
  • Areas for development
  • Background and context
  • Methodology
  • Leadership and vision
  • Delivery
  • Outcomes

Methodology

9. We used the latest HMICS Inspection Framework, which is based on the European Foundation for Quality Management (EFQM) Excellence Model and Best Value characteristics.

10. The Inspection Framework, which provided a structure to our review, focuses on improving the delivery of policing in Scotland. We structured our review around our objectives and three themes.

Leadership and vision

We assessed the organisational vision for the uniform and equipment provided to frontline officers, how those choices are made, and the strategy to achieve those aims. We looked at how well the organisation identifies and understands the uniform and equipment needs of frontline officers and staff, and how it implements effective governance.

Delivery

We examined how well the various stakeholders within Police Scotland work together across the areas of uniform, PPE, mobile devices and data, creating best value, environmental sustainability, performance, transformation and innovation, to improve working conditions for frontline officers and staff.

Outcomes

We gathered evidence from various sources, including interviews, focus groups, benchmarking and documentation, to examine how well Police Scotland is meeting the needs of frontline officers and staff, and find out what measures are being taken to evaluate and improve its performance.

11. During our review, we visited The Metropolitan Police Service (MPS) and British Transport Police (BTP). We also engaged with the National Police Chiefs’ Council (NPCC), to identify best practice in other parts of the UK.

12. We interviewed officers and staff from across Police Scotland, as well as representatives from staff associations, trade unions, partner organisations, and other key stakeholders. To gain insight into the challenges faced in different areas, we conducted focus groups and interviews across the north, west, and east command areas.

13. To ensure a diverse perspective, we selected one division from each command area, representing a mix of urban, rural, island and remote communities. We also visited a Police Scotland stores site in Glasgow. This approach allowed us to assess how well officers are equipped to meet the needs of these varied environments:

14. One division from each command area was identified to gain an appreciation of the issues in contrasting parts of the organisation, as follows:

  • North - North East Division (A Division)
  • West - Argyll and Dumbartonshire Division (L Division)
  • East - Fife Division (P Division)

15. We reviewed a range of relevant documentation including policies, procedures, strategies, plans and training course materials.

Benchmarking

16. As part of the review, we undertook benchmarking with the MPS and BTP to gain valuable insights into their uniform services operations, examining how services support frontline officers and staff, and contribute to operational effectiveness.

17. Within the MPS, uniform services form part of the operational support services portfolio. We were shown a short video, hosted on the intranet, which is designed to promote a greater awareness of the role of operational support services within the MPS.

Key sites visited

18. We visited Belvedere Storage Centre, which is the main storage facility for uniform services within the MPS. The site is a fitting centre only all bulk stock is held by DHL, which is the outsourced provider of the National Uniform Managed Service (NUMS).

19. We met with senior stakeholders within Enabling Services, Uniform Services, and the NPCC and received a comprehensive overview of strategy and operations within the MPS. We also visited Islington Police Station, part of the Central North Borough Command Unit (BCU) where we engaged with the local superintendent, CID and uniformed officers, to understand the impact of uniform services at the frontline level.

20. We also carried out interviews with national uniform leads and uniformed officers from BTP and undertook a visit to its divisional headquarters in Glasgow.

National Uniform Managed Service

21. Uniform services are outsourced to DHL through NUMS. NUMS is a Home Office and MPS-led contract for the supply of uniform and equipment to police forces within the UK.

22. MPS and BTP are two of only a few UK forces who are fully signed up to NUMS. We were told that the NUMS had helped realise benefits such as cost savings on logistics and distribution, enhanced buying power, greater sustainability and consolidated customer service.

Identified good practice

23. The MPS and BTP place a strong emphasis on customer service and increasing officer and staff awareness of uniform services. Both forces have clear pathways for officers to engage with senior leaders.

24. Notable initiatives include the use of internal communication and engagement tools, particularly the intranet and dedicated Viva Engage social networking platform. We found these to be modern, user-centric platforms designed to enhance operational efficiency and service delivery, allowing quick access to policy documents, uniform ordering, uniform standards and the latest news and events.

25. Kit lists in the MPS are accompanied by visual aids (including pictures and videos) to reinforce standards. Officers and staff can suggest ideas and provide feedback, which encourages creative thinking and continuous improvement, placing the operational experience and needs of those on the frontline at the heart of decision making.

26. We heard that the MPS has a frontline user working group (FLUWG) where representatives from across frontline policing are encouraged to come together to discuss all matters affecting the uniform that they wear. Each BCU has a lead who seeks and gathers feedback from colleagues. Uniform Services also has members in the group, to consider and action any relevant feedback.

27. MPS run a uniform points-based system, whereby each officer receives an annual allocation to procure uniform and equipment. Items are individually valued, helping to manage stock and costs effectively.

28. Officers and staff are encouraged to take ownership over what they require and when they require it. The MPS is planning to transition from the points system to a 'scales of allocation' approach, allowing more structured provisioning.

29. We learned that the MPS operates a mobile fitting service, where uniform teams regularly visit sites across the service, to ensure proper fit and collect feedback. MPS and BTP also host roadshows to showcase new uniform options and gather input from officers and staff. This improves service accessibility and visibility.

30. In addition, MPS offers tailoring services to support staff with sizing, medical, or religious needs. This provides a technical one-to-one (TOTO) service.

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