The challenges of change:Exploring the dynamics of police reform in Scotland

Despite a long tradition of pessimism regarding the scope for meaningful change in police practices, recent structural reforms to police organizations in several European countries suggest that significant change in policing is possible. Drawing on recent research into the establishment and consequences of a national police force in Scotland, this article uses instrumental, cultural and myth perspectives taken from organization theory to examine how change happened and with what effects. It highlights how police reform involves a complex interplay between the strategic aims of government, the cultural norms of police organizations and the importance of alignment with wider views about the nature of the public sector. The article concludes by identifying a set of wider lessons from the experience of organizational change in policing

Mind the implementation gap?:Police reform and local policing in the Netherlands and Scotland

In 2013 the governments of the Netherlands and Scotland established national police forces, replacing a tradition of largely autonomous regional police organizations. In both jurisdictions, these radical reforms have raised concerns about the consequences of these national police structures for local policing and for relationships with local communities and local government. Drawing on documentary sources and interview material from each jurisdiction and informed by insights from the policy implementation literature, the key question addressed in this article is how has the legislation that created the new national police forces been put into effect at a local level? Focusing on the impact on the governance, organization and delivery of local policing, the article reveals how the implementation in both jurisdictions involves interpretation and discretion by multiple actors so that gaps are emerging between the national ‘policy promises’ set out in the legislation and the ‘policy products’ experienced in local contexts

Does police size matter?:A review of the evidence regarding restructuring police organisations

Restructuring and merging public sector organisations is often seen as a way to enhance efficiency and efficacy. There is ongoing debate about the impact of police force sizes, structures and mergers as police organisations attempt to adapt to reductions in their budgets and changes in patterns of criminality. The article reviews the evidence regarding key aspects of police reform: finding mixed evidence regarding the links between size and performance, while noting risks that mergers may impair local policing. The article discusses the impact of mergers on protective services, governance and accountability, while also discussing potential risks and opportunities associated with the merger process itself. The review finds significant gaps in the available evidence, and significant opportunities to expand the evidence base on this topic. Given current gaps in the evidence regarding size, efficacy and efficiency, it is important to give due consideration to symbolic and rhetorical aspects of mergers

Local governance in the new Police Scotland:Renegotiating power, recognition and responsiveness

A marked, but by no means universal, trend in Europe over the last decade or so has been the centralization or amalgamation of regional police organizations into larger or single units. Scotland is a case in point, its eight regional services becoming one Police Scotland in April 2013. Although the reform process was relatively consensual, the new organization has been the subject of numerous controversies, some of which reflect an actual or perceived loss of the local in Scottish policing. Drawing on a qualitative study of the emerging local governance arrangements, we explore the negotiated character of large-scale organizational reform, demonstrating that it is best understood as a process not an event. We also argue that appeals to localism are not mere expressions of sentiment and resistance to change. They reflect the particular historical development of policing and public service delivery in Scotland at the level of municipal government, but also strong convictions that policing should be subject to democratic deliberation and should recognize and be responsive to those subject to it – what we argue here are necessary functions of police governance in general

Under-regulated and unaccountable?:Explaining variation in stop and search rates in Scotland, England and Wales

From a position of near parity in 2005/6, by 2012/13 recorded search rates in Scotland exceeded those in England/Wales seven times over. This divergence is intriguing given the demands placed on the police, and the legal capacity to deal with these are broadly similar across the two jurisdictions. The aim of this paper is to unpack this variation. Using a comparative casestudy approach, the paper examines the role of structural ‘top-down’ determinants of policing: substantive powers of search, rules and regulations, and scrutiny. Two arguments are presented. First, we argue that the remarkable rise of stop and search in Scotland has been facilitated by weak regulation and safeguards. Second, we argue that divergence between the two jurisdictions can also be attributed to varying levels of political and public scrutiny, caused, in part, by viewing stop and search almost exclusively through the prism of ‘race’. In Scotland, the significance of these factors is made evident by dint of organisational developments within the last decade; by the introduction of a target driven high-volume approach to stop and search in Strathclyde police force circa 1997 onwards; and the national roll-out of this approach following the single service merger in April 2013. The salient point is that the Strathclyde model was not hindered by legal rules and regulations, nor subject to policy and political challenge; rather a high discretion environment enabled a high-volume approach to stop and search to flourish

Where were you while we were getting high policing? The consequences of co-location for broader partnership working in tackling organised crime and terrorism

The Scottish Crime Campus (SCC) represents a significant financial and political investment in policing organised crime and terrorism in Scotland. The ethos of physically co-locating high-policing agencies and promoting partnership working has been central to the SCC; however, the consequences for those agencies and actors not permanently based here have hitherto been overlooked. Based on mixed methods research this study considers the range of ‘outside’ partners who work with the core SCC-based agencies, and explores the consequences of these co-location arrangements for broader partnership working across this ‘new network’ of high policing. It finds that these 'outside' partners report a range of positive benefits from engaging with the SCC: from improvements in the quality and depth of partnership working to enhanced service delivery in their own work. The SCC has deepened collaboration between the crime campus-based agencies and those partners who directly participate, albeit in a more limited fashion, in these co-location arrangements. Partnership working with agencies fully ‘beyond’ the crime campus, however, is better characterised as co-operative, not collaborative. Extending collaboration further across this network would bring further benefits, but requires the addressing of boundary issues, including challenges of insularity and isolation, that can result from co-location