Joint review of police custody recommendations

■           Strategic direction and leadership
Inspectors found clear strategic intent at senior leadership level, with the Police Scotland Custody 2030 programme providing a defined framework for future transformation. However, gaps in communication and staff awareness limited the extent to which the strategy was understood across the custody estate.

■           Oversight and delivery of recommendations
Police Scotland has strengthened governance structures to oversee inspection recommendations, including the introduction of an audit and assurance governance group and audit and assurance framework. While these arrangements are positive, inspectors found that progress has been uneven, with several recommendations and recurring thematic issues persisting.

■           Leadership visibility and stability
A lack of visibility of supervisory and senior leadership within custody centres continued to impact communication, consistency, and staff confidence. Frequent changes in senior roles and reliance on temporary leadership arrangements reduced continuity and momentum for improvement.

■           Custody estate and operating model
The current custody operating model was found to be outdated and not fully aligned to present demand, estate configuration, or staffing levels. The estate remains challenging to manage, with an ageing infrastructure and variability in capacity across locations.

■           Staffing and workforce resilience
Workforce pressures remain a significant concern, with staffing levels at times viewed as insufficient to meet demand. Inspectors found evidence of high reliance on staff movement, limited breaks, and reduced morale, indicating a lack of resilience in workforce planning.

■           Training and professional development
While initial custody training was considered adequate, inspectors found limited opportunities for ongoing development. Training provision for supervisory roles was described as insufficient, contributing to variability in practice and decision-making across custody centres.

■           Use of ICT systems and digital capability
Existing ICT systems were described as inefficient and outdated, with poor integration leading to duplication of effort and increased risk of error. Although recognised by senior leaders, progress towards implementing improved digital solutions remains at an early stage.

■           Detainee care, risk assessment and custody practice
Inspectors identified ongoing inconsistencies in the management of detainee risk, including a disconnect between risk assessments and care plans. Issues relating to observation levels, delayed cell visits and poor recording practices reflect findings from previous custody inspections.

■           Children and vulnerable detainees
While some improvement in oversight of children in custody was evident, inspectors found continued variability in practice, including instances of extended detention without clear rationale. This remains an area of risk requiring sustained focus.

■           Recording, audit and assurance
The introduction of internal audit processes is a positive development, however, findings were not consistently understood or embedded at local level. Recording practices on the National Custody System remain variable, limiting assurance on compliance and service delivery.

■           Healthcare provision
Inspectors identified meaningful progress in several areas of healthcare provision, including clinical governance, training, and infection prevention and control. However, improvement was inconsistent across health board areas, with variation in implementation and outcomes. There was a lack of clear oversight and quality assurance of healthcare in several police custody centres, which resulted in provision that was reactive rather than proactively monitored and managed.

■           Healthcare access and clinical risk
Persistent challenges were identified in access to healthcare, particularly in relation to mental health services, digital systems, and consistency in care pathways. Until access to specialist mental health assessment is more timely, equitable and consistently embedded across Scotland, mental health will remain one of the highest‑risk areas for healthcare in police custody.

■           Partnership working and national improvement
Effective partnership working was evident across a range of areas, supporting progress in healthcare delivery and wider criminal justice outcomes. The joint inspection programme has contributed to strengthened national learning, increased assurance, and improved understanding of systemic risks relevant to healthcare provision.

■        Pace of change and system-wide challenges
While progress has been made, inspectors found that the pace of meaningful and sustained improvement remains constrained by structural, financial, and resource-related challenges. Continued focus and coordinated action are required to address longstanding and recurring issues.