Contact Assessment Model

Total Closed Ongoing – on track Ongoing - delayed
8 4 0 4

Closures

Recommendation 2 has been submitted for closure since the last update.

Recommendation 2: Police Scotland should broaden the training and support provided to service advisors, by including inputs from specialists, to enable them to better consider investigative opportunities, vulnerabilities and engagement within their THRIVE assessments.

A comprehensive training programme has now been put in place for Service Advisers and the wider C3 resource group and this has been extended out across the organisation as well. The training programme remains ongoing, and C3 Command are now evaluating options for a refresher programme to be incorporated into their BAU training programme.

This work is aligned to our operational priorities in terms of focus on threat risk and harm in line with our commitment to ensure:

• Threats to public safety and wellbeing are resolved by a proactive and responsive police service.
• The needs of local communities are addressed through effective service delivery.
• The public, communities and partners are engaged, involved and have confidence in policing.
• Our people are supported through a positive working environment, enabling them to serve the public.

Contributing to Outcome 2 - The needs of local communities are addressed through effective service delivery; and
Outcome 4 - Our people are supported through a positive working environment, enabling them to serve the public.

Progress since last update

Recommendation 1: Police Scotland should demonstrate that the management of Local Policing Appointments (LPAs) ensures the public receives a consistent level of service across Scotland.

Position: Although C3 have responsibility for leading improvement activity in relation to this recommendation, Local Policing are also responsible for the management of LPAs and delivery of consistent levels of service. The Contact Engagement and Resolution Project (CERP) helped to establish the current operating model and identify areas for improvement through extensive engagement with C3 and Local Policing. C3 and Service Design workshops helped to define the issues and consider solutions and the findings will inform the delivery of consistent levels of service through LPSDR.

In order to deliver a consistent level of service, it has been necessary to adapt the process to suit the policing area, taking into account demand levels, resourcing profiles/locations and geographical considerations. In addition, local policing divisions must retain the flexibility to deploy their resources according to local priorities.

Significant work has been undertaken towards enhancing the knowledge and skills of C3 staff to increase confidence and consistency of THRIVE assessments which in itself has helped to ensure the appropriate use of appointments for all incident types.

Evidence is currently being collated and our response will be submitted to HMICS in the coming weeks.

Recommendation 3: Police Scotland and the SPA should capture the failure demand rate through the C3 and force performance framework and outcomes, to ensure the quality of service delivered to the public through CAM is monitored.

Position: It has been necessary to agree a definition of failure demand within the context of C3 activity to identify preventable and unavoidable failure demand. This is a complex and multi-faceted consideration in the context of our Contact Assessment Model (CAM) and responding to the public’s needs. Discussions are ongoing between C3 and the Demand and Productivity Unit to understand how best to capture and use this within a formal framework.

Evidence is currently being collated and our response will be submitted to HMICS in the coming weeks.

Recommendation 4: Police Scotland should review the working practices and training within the Resolution Teams (RT), particularly in relation to direct crime recording, to provide a more victim-orientated approach and to reduce the number of crime reports being returned to Local Policing Divisions or to other areas for completion.

Position: RT working practices have been reviewed. Additional training has been provided to all C3 staff and bespoke training for those involved in direct crime recording. Procedural guidance and processes have also been improved to enhance efficiency, including as evidenced in the roll out of Proportionate Response to Crime. Feedback from the public and local policing has been favourable and the contact demand being handled by RT is being tracked through a new Power BI Dashboard.

C3 consider this action closed. Evidence is being collated and our response will be submitted to HMICS in the coming weeks.

Recommendation 5: Police Scotland should take steps to ensure staff within Area Control Rooms, Service Centres and Resolution Teams are diverting incidents to partner agencies, whenever that agency is better placed to deal with the incident.

Position: The need to divert demand to the most appropriate service is regularly emphasised to all C3 staff through line management. The Mental Health Pathway is an example of our endeavour to formally channel contact demand to the appropriate agency when circumstances are right. A review of C3 procedural guides ensures that signposting opportunities are considered within normal working practices. Signposting to partner agencies was also featured within the additional THRIVE training provided to all C3 staff.

This is considered closed. Evidence is being collated and our response will be submitted to HMICS in the coming weeks.

Challenges and Risks

Delivering change within an area of business where there is considerable risk to public safety, trust and confidence and service delivery behind significant, 24/7 non-stop demand across the country provides inherent challenges.

Striking the balance between recommendations which promote national consistency against the desire to rightfully retain local variations in response when recommendations cut across C3 and all Local Policing Divisions.

Affecting change within the confines of a relatively new contact model has restricted the available opportunities.