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This strategic review sets out our independent assessment of Police Scotland’s approach to planning for the policing of the Commonwealth Games 2026. It considers the state, effectiveness and efficiency of policing arrangements at this stage of preparation, and the evolving nature of planning activity as delivery approaches. The review was undertaken in line with our published terms of reference.
In carrying out this work, we examined Police Scotland’s governance, planning and assurance arrangements; its management of threat, risk and harm; resourcing and workforce wellbeing; partnership working; and its ability to sustain business‑as‑usual policing alongside Games‑related demand. Our approach was proportionate and evidence‑led, focusing both on current readiness and the service’s capacity to respond to emerging risks and dependencies.
Overall, we found that Police Scotland has established a strong and credible foundation for the policing of the Games, supported by clear strategic leadership and effective governance. Senior officer oversight is visible and robust, with well‑defined Gold, Silver and Bronze command arrangements underpinned by regular governance cycles, challenge and scrutiny. Internal and external assurance mechanisms are well embedded, including structured oversight by the Scottish Police Authority (SPA) and the proactive commissioning of independent external reviews. Collectively, these arrangements provide confidence that planning activity is subject to appropriate oversight and professional challenge.
Police Scotland has well‑structured and mature operational planning arrangements in place, supported by an experienced and appropriately resourced planning team. Planning is intelligence‑led, risk‑aware and informed by learning from previous major events. The appointment of experienced commanders at an early stage has supported continuity and operational familiarity. Resourcing and workforce planning have been purposefully integrated into the planning process, with early identification of officer and staff requirements, clear deployment models, and structured engagement with local policing divisions.
Integration of intelligence, counter‑terrorism and protective security planning has strengthened the overall policing approach. Intelligence has been embedded at an early stage and informs strategic decision making, operational planning and venue‑level security arrangements. Collaborative working within intelligence, cyber and counter‑terrorism functions is well established and incorporates learning from previous major events and recent high‑profile visits. These arrangements provide a strong foundation for the management of threat, risk and harm across a geographically-dispersed Games footprint.
Police Scotland’s approach to assurance, testing and exercising is generally robust and reflects an understanding that preparedness must be validated progressively rather than deferred until the latter stages of delivery. A structured programme of internal and multi‑agency exercising is in place and has already informed planning refinement. Specialist exercising activity provides targeted assurance in higher‑risk areas. However, assurance on fully integrated, organiser‑led command and control arrangements remains partially dependent on future activity, though we expect this to be concluded in a suitable time frame in advance of the Games.
Police Scotland has taken a comprehensive and considered approach to staff wellbeing, embedding welfare considerations into governance, resourcing, logistics and testing arrangements. Learning from previous major events has clearly informed planning assumptions, and wellbeing is treated as integral to operational effectiveness and workforce sustainability. While arrangements remain to be tested at scale during delivery, established monitoring and escalation mechanisms provide confidence that emerging welfare issues can be identified and addressed in a timely manner.
Importantly, this review has been undertaken several months in advance of Games‑time delivery, at a point where Police Scotland’s planning arrangements were continuing to develop and mature. The Games will take place from 23 July to 2 August 2026, and it is therefore expected that further refinement, including testing and exercising activity, will continue up to the point of delivery.
In line with our terms of reference, during our review we provided high-level feedback to Police Scotland on areas that required further development prior to Games delivery. These largely reflected that stage of the planning lifecycle and areas of dependency on organiser‑led activity, including the finalisation and testing of elements of the Games concept of operations,[3] venue‑level command and control arrangements, and system interoperability.
Details of the feedback provided have been outlined on page nine of this report for purposes of transparency. However, we are satisfied that positive progress has since been made against several areas for development. We have highlighted those that have since been resolved and those that will require ongoing attention as planning for the Games matures. Our findings are consistent with what we would expect to see at this phase of preparation for a complex international event.
Based on the evidence gathered, we are confident that Police Scotland’s senior leadership and established governance groups are well sighted on key issues and are actively progressing them. There is clear organisational capacity, effective leadership oversight, and a demonstrable track record of successful events planning. We therefore consider that while most of the areas for development identified in this report have already been addressed, the remainder will be resolved appropriately in advance of the Games.
Craig Naylor
His Majesty’s Chief Inspector of Constabulary
June 2026
[3] A concept of operations (CONOPS) is a user-oriented document that describes how a proposed system, project, or military operation will function to achieve its goals. It is intended to bridge the gap between high-level objectives and technical design from the perspective of users and stakeholders.