Second rate policing
At last month’s annual Scottish Police Federation Conference, there was no ambiguity about where they stood. No—there was no mincing of words when the chair of the federation, David Threadgold, took to the stage. His speech delivered stinging criticism, aimed squarely at Angela Constance and her Government.
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Lines such as: “Cabinet Secretary, you are a master of understatement…” “Please do not try and fool the public…” and “The difference between the ‘haves and have-nots’ across the policing estate is frankly unacceptable, and for that, your government should be ashamed…” left little need to read between the lines.
These were just snippets of the blunt address delivered by Threadgold. His words were not carefully curated soundbites—they were the raw, unfiltered thoughts of those who understand policing from the inside. They reflected not only the frustration of officers but also the concerns of communities who are seeing first-hand the consequences of under-resourced policing.
When he finished, he left it open for Constance to follow. Having systematically dismantled any defence she might have had for her government’s track record on policing, he left her little room to manoeuvre. Her response was predictable, starting, ironically, by thanking Threadgold for the warm welcome. A reminder that perhaps some speeches shouldn’t be completely set in stone.
The reality is that Constance has little room to defend her government’s record, as the decline of Police Scotland is plain for all to see. Some would even argue that the force is now operating at dangerously low capacity. That would be a fair assessment, given that in the 12 years since Police Scotland’s inception, over 140 stations have closed—with more closures in the pipeline. There are nearly a thousand fewer officers than in 2013, and despite government assurances, chronic underinvestment has stretched frontline services to breaking point.
This doesn’t even account for the unfair distribution of funding, which fails to acknowledge the significantly higher costs of policing Scotland’s vast rural areas. Many remote communities are now at a distinct disadvantage. It’s easy to forget that the Highlands and Islands division alone covers 12,000 square miles—larger than Belgium. How can an area of that size be adequately policed with ever-dwindling resources? The answer is simple—it can’t.
The numbers don’t lie. The presence of officers on the streets is dwindling, and job satisfaction is plummeting. Stress-related absences have surged by 50% in the last five years. With fewer resources and mounting demands, it’s no surprise. Like so many public services, policing relies on goodwill from its staff to keep things ticking over. But if that goodwill is stretched too far, it will inevitably dry up.
The demands placed on police officers have changed dramatically, as have public expectations. We see similar struggles in other essential services such as healthcare and education, where recruitment is suffering because the pressures of the job are simply too much. It’s no surprise that Police Scotland is facing a recruitment crisis, leading to a revolving door of new officers. In the past two years alone, recruitment numbers have fallen by 1,273. A worrying trend, given that there are already too few officers on the beat.
Yet, recruitment alone won’t solve the issue. A study by the Scottish Institute for Policing Research found that many new recruits feel disappointed by the reality of the job. Even those with over three years of experience share the same sentiment—the relentless demands of policing are not what they were led to believe when they first signed up. The reality of modern policing is a far cry from the training manuals or recruitment brochures that promise variety, and meaningful community engagement. Instead, officers are faced with unrelenting pressure and a lack of resources to do their jobs effectively.
When will it become clear that grinding down and demotivating staff is a direct route to failure? A motivated and well-supported workforce is essential for delivering a public-facing service. Push them to breaking point, and the entire system will collapse.
As cracks appear across other public services, the police are increasingly the last line of defence. Non-policing duties continue to pile up, contributing to the frustration of victims who see little resolution—or don’t even bother reporting crimes in the first place.
One of the biggest burdens on policing is the growing mental health crisis. Officers are frequently pulled away from core duties to fill the gaps left by an overstretched NHS. The problem? They are not trained for these interventions. A recent public poll revealed minimal support for police officers being first responders to mental health incidents. In many cases, their presence can even be counterproductive, potentially escalating the situation rather than resolving it. Not because of the officers personally, but simply because a police officer turning up when you need a medical professional is not a good idea.
“The difference between the ‘haves and have-nots’ across the policing estate is frankly unacceptable, and for that, your government should be ashamed”
The world has changed dramatically in the last decade, yet efficiency improvements within the police service have not kept pace. Simple solutions, such as reducing time wasted in court through better scheduling and increased use of video statements, could make a significant difference.
With officer numbers reaching a 15-year low, the public has felt the consequences—both in their safety and in their trust in the police. A pilot scheme in the North East saw minor crimes deprioritised unless substantial evidence, such as CCTV or witness testimony, was available. The logic is clear: freeing up officer time for more serious incidents is pragmatic. But in the context of record-low staffing, this policy starts to look like a strategy of non-investigation—because, in reality, there’s no other option.
What does this mean for the people of Scotland? It means victims may not get justice, and communities may feel increasingly unsafe. It has the potential to send a dangerous message—that low-level crime doesn’t matter, when in reality, it can have a huge impact on people’s daily lives.
Scotland should not settle for second-rate policing. Investment is needed, but so is a willingness to rethink the structure and strategy of Police Scotland. Without decisive action, the consequences will be felt by communities across the country. The current trajectory is unsustainable.
