POLICING FOR A SAFE, PROTECTED AND RESILIENT Public Contact and Engagement Strategy 2020 Making our services more accessible, relevant and responsive to a changing Scotland Contents

1| Foreword by the Chief ...... 3

2| Background...... 5

3| Our Vision and Ambition...... 9

4| The Case for Change...... 14

5| Public Contact to Enable Policing in Scotland...... 21

6| Taking Strides to Make it Happen...... 28

7| Measuring Success...... 32

8| Appendix One: Service Standards ...... 33

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CONTACT AND ENGAGEMENT STRATEGY 1| Foreword

How we communicate and engage matters. We know that contact and engagement Policing in Scotland has a long with the are strongly linked to and proud history based on the public confidence and trust in policing. fundamental principle that we police Research shows that the likelihood by the consent of the people. of people to contact, approach and cooperate with the police is impacted The public rightly has an expectation by their experience and perceptions of that they will be able to contact us policing. This applies whether the contact when they need us in ways that work for was initiated by the public or the police. them, whether to report an emergency, seek advice, offer information, apply The relationship between the police for a license or express an opinion. service and the people who live, And when they do they should work in and visit Scotland is vital expect to get the right response. to building trust and confidence that we will keep people safe.

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CONTACT AND ENGAGEMENT STRATEGY We must be able to listen to and We will continue to develop our understand the needs of diverse approaches to public contact and communities, bringing empathy to our engagement by supporting our people; interactions and improving our ability enhancing our technology, data and to respond appropriately. Our services digital capability; and, working with must continue to be relevant, accessible our partners, as a whole system, and effective to ensure public safety to reach positive outcomes. and wellbeing across Scotland. In our joint strategy for policing, we committed to transform the way that people can contact us and how we Iain Livingstone QPM resolve their queries, recognising and responding appropriately to the needs of individuals and communities. We also committed to ensure that the public feel their input is genuinely valued, listened to and is having an impact on our policing approach. We have successfully integrated our contact centres to provide a better level of service to all callers regardless of location, and a single police Command and Control system supports an improved multi-agency response to critical and major incidents. We are changing how we prioritise calls and manage public expectations with a new Contact Assessment Model. Our officers are using new mobile devices which allow them to do more and make informed decisions without having to return to their base.

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CONTACT AND ENGAGEMENT STRATEGY 2| Background

Purpose of the public contact and engagement strategy How people perceive the risk of crime We must ensure our services are and the level of support they are likely accessible and relevant to the to receive from the police will impact communities we serve, and we are on how likely someone is to contact effective in our operational delivery. us for help. We want everyone to feel confident that they will be able We aim to allow individuals and diverse to contact us when they need us communities to engage and contact and get the response they need. us with confidence, by making our services appropriate, easy to use and Our public contact and engagement safe. We will enhance our understanding strategy puts the people of Scotland of the public and communities we at the centre of how we do things. serve, to design services that support their needs and challenges.

One strategy for contact and engagement as they both impact interactions, understanding and response

Responsive Proactive We will transform the way that people Citizens should be able to influence can contact us and how we resolve decisions that affect them and they their enquiries. We will recognise and need to trust the decisions taken respond appropriately to the needs of about the future direction of policing. individuals and communities, with a We are committed to engaging, continued commitment to localism. listening, learning, and adapting.

Making our service more accessible, relevant and responsive to a changing Scotland

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CONTACT AND ENGAGEMENT STRATEGY The strategy is aligned to Police While partly ambitious in transforming Scotland’s priorities for policing and our public contact and engagement, strategic outcomes, which will ensure the strategy will aim to implement the delivery of effective operational measures now that will have an impact policing services. It sets out a over time for a sustainable and adaptable whole and progressive approach for service - including enhancing our creating a people focused culture and technology and digital capability. It integrated service, aligning people also aims to address our immediate and technology with the needs of priorities and fix the fundamental basics. the public and communities. Strategic alignment Working as one organisation and with our partners, we will have the ability to This strategy is aligned to our joint manage public contact and the user strategy for policing. It complements experience end to end. In so doing we our wider plans and enabling strategies will create an accessible and seamless such as estates, fleet, environmental, public experience with inclusive services. cyber, DDICT and people strategies, along with the demand, productivity and We will aim to get it right first time, giving performance project, and development the public a better service and operating of enhanced analytics and insights more efficiently as a modern police capability for . At the service. We will aim to provide our people UK level, this strategy is aligned with with the right working environment NPCC’s emerging revised contact and - enabled by a learning culture, our digital policing strategies, the Scottish digital capability and data intelligence. Government’s digital strategy and guidelines for community engagement.

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CONTACT AND ENGAGEMENT STRATEGY Scottish Scottish Community Government Chiefs’ Council National HMICS Equality Act Government Empowerment (NPCC) Contact Outcomes/ Recommendations 2010 Digital Strategy Act Strategic and Digital Priorities Strategies

SPA/Police Scotland Strategic Outcomes

Policing for a Safe, Protected and Resilient Scotland

Public Transforming Digital, Environmental People Fleet Estates Contact and Corporate Cyber Data and Strategy Strategy Strategy Strategy Engagement Support Strategy ICT Strategy Strategy Services

Implementation Plans including: Strategic Workforce Plan, Annual Police Plan, Local Police Plans, Local Outcome Improvement Plans, Financial Plans

Strategic overview How the strategy was created Our public contact and engagement This strategy has been created with strategy is designed to support all Police the public, our people and senior Scotland’s five strategic outcomes, management teams. We have assessed having direct relevance to meeting our current state, priorities and vision the strategic objectives within the for the service. We have used external outcome Confidence in Policing. and internal research evidence, and drawn on worldwide experience The strategy is underpinned by best of public contact and engagement practice design principles for managing technologies in blue light services. public experience and providing a people focused service; these are aligned to our core values and will be implemented by four key enablers.

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CONTACT AND ENGAGEMENT STRATEGY 8 FOCUS GROUPS INTERNAL ENGAGEMENT & WORKSHOPS Qualitative research with 63 participants • Capturing good practice, challenges, in the Borders, , , opportunities and requirements - SMTs , and the Highlands, of and colleagues in C3, ICT, local policing, different age, gender, income and areas. CAM, Custody, Safer Communities, Explored factors influencing experience Communications and Campaigns, and satisfaction with police; expectations Forensics, Ethics and Values, Estates of contact and engagement with police, • Shadowing colleagues at their work and response to new contact channels. and experience mapping to understand the colleague experience • Customer Journey research conducted by KPMG on behalf of Police Scotland • Colleague engagement through focus groups on CAM, fleet, and health and safety

POLICE PLAN CONSULTATION & ENGAGEMENT 2045 responses from individuals and RESEARCH & EVIDENCE organisations, 12,000 comments submitted. Over 5,700 comments in • CAM public survey (2000 respondents) relation to methods and types of contact • User satisfaction survey and keeping people informed. (15,000 surveys per year) • Your View Counts (3312 responses) • Children & young people engagement & survey (over 1500 responses) • Engagement with organisations representing equalities and disabilities (YourSayYourWay) EXTERNAL RESEARCH • Digitally Enabled Policing & EVIDENCE REVIEW (internal, 1323 responses) • Scottish Crime & Justice Survey • Equality & Diversity Outcomes • SIPR & & progress reports literature review • C3 Accessibility Action Plan draft 2016-2017 • Scottish Survey Core Questions • Police Scotland social media 2014 (over 20,000 responses) perception 2018 • Variety of reports on demographics & changes in society; data & ICT; other forces around the world • Single Online Home WIDER ENGAGEMENT • YourSayYourWay engagement and findings • Reviewing of types of contact being developed and used by forces (Lancashire police digital assistants; Greater Manchester police live chat; Indian forces trialing WhatsApp messaging) • Discussions with forces about contact methods – Service OPERATIONAL DATA REVIEW (Single Online Home & general contact • Complaints methods); PSNI (user satisfaction text survey); BTP (user satisfaction survey and • Online reporting text service); (999 Live Eye and • Website analytics social media reporting); Northamptonshire • Social media analytics Police (chatbots); West Midlands (live chat) • C3 call volumes • /NPCC Digital Policing • Front counter demand analysis Portfolio programme for Digital Public Contact and public expectations • Crime statistics about contact channels • Various research, surveys and reports • British Association of Public Safety with children and young people Communications Officials Conference 2019 • Internal surveys – policy and technology advancements

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CONTACT AND ENGAGEMENT STRATEGY 3| Our vision and ambition

In a world where technology and get information and feedback, population change at pace, we must enabled by digital services. adapt our approaches and transform digitally to continue to meet public Strategic objectives needs. While our purpose stays the same, We have identified four strategic we will change the way we do things objectives that are key to the to prevent crime and keep people safe. transformation of our approaches to This requires making it easy, convenient public contact and engagement. and safe for the public to contact us, ensuring public confidence and trust. • Creating an accessible and seamless public experience, enabled by digital We must transform digitally to improve services; the ease, speed and accuracy of public contact, and to make the experience of • Empowering our people to manage contacting the police as helpful, personal public contact, harm and vulnerability; and reassuring as speaking to an officer. • Collaborating to tackle public safety and wellbeing challenges using a As we enhance and introduce our whole public service approach; and contact and engagement methods, face to face and telephone (999 • Improving the reach of our public and and 101) will always be available. We community engagement activities. know that our visibility and personal contact is important to the public. Values Digital transformation will enable The core values of Police Scotland us to provide face to face contact are fairness, integrity, respect and where this is most needed. human rights. These are consistently Our vision is: applied throughout the strategy and will be a key factor as we progress To increase public safety and towards implementation. wellbeing by making it easy and safe to report a crime and other incidents,

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CONTACT AND ENGAGEMENT STRATEGY Design Principles Our research highlighted the importance Our approach will meet public of managing public experience expectations in our duty to treat according to the six qualities below. individuals fairly, with respect and to help These design principles define achieve positive outcomes. Regardless international best practice1 and have of their situation we will try our best to been adapted to the values of Police support the individual. Bringing empathy, Scotland, our user experience mapping, using integrity, asking the right questions, public and operational insights. and recording the right information so we can provide the appropriate response. 1 Customer Experience Excellence Centre

Focused on People Bringing empathy Identifying the needs of Listening to understand the the individual for providing individual’s circumstances the appropriate response

Meeting expectations Managing, meeting and Using integrity exceeding expectations Being honest and adhering in accessibility and to our values and ethics service quality

Being focused Achieving resolution and effective Helping to turn a Being efficient and negative experience into spending time where a positive outcome this is most needed

Enabling public contact and engagement As this strategy has been developed key enablers: culture and leadership; we have engaged extensively with the engaged and empowered people; data, public, partners, policing services and digital and ICT; and partnership working. providers. This insight has highlighted By bringing these elements together as that the most successful approach to we progress to implement our strategy achieve our vision to create a people- will give us the best opportunity to focused approach to public contact successfully achieve our objectives. and engagement is to focus on four

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CONTACT AND ENGAGEMENT STRATEGY Sustaining a people-focused culture and whole service approach

Culture and Engaged and Data, Digital Partnerships Leadership Empowered and ICT and People Collaboration

• Embed consistent • Learning, • Optimised • Aligned contact service standards, coaching, contact platform assessment values and recognition and capability for models and data behaviours wellbeing digital sharing • Encourage • Supported • Connected data • Supporting and a learning decision- and systems engaging people environment making for (cross channel) in custody early resolution • Celebrate • Consistent and • Multi-agency through digital excellent public single view of the community hubs and automation experience user journey and joined up • Skills and advocacy services • Support channel • Quality data and technology ownership and insights (local and • Understanding for managing cross-service national) and measuring vulnerability working change in and contact with • Long-term communities • Engaged with diverse groups partnership colleague and with technology • Engaged in public experience supplier service design

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CONTACT AND ENGAGEMENT STRATEGY Strategic overview of enabling public contact and engagement in Scotland

Threats to public safety The needs of local and wellbeing are resolved communities are by a proactive and addressed through responsive police service effective service delivery Strategic Strategic outcomes

Increasing public safety and wellbeing by making it easy and safe to report crime and other incidents, get information and give feedback, enabled by digital services Vision for contact and engagement

Creating an accessible Empowering colleagues and seamless public to manage public contact, experience, enabled by harm and vulnerability digital services objectives Public contact & engagement

Focused on Meeting Achieving people expectations resolution Identifying the Managing, Helping to needs of the meeting and turn a negative individual for exceeding experience providing the expectations in into a positive appropriate accessibility and outcome

Design principles response service quality

Fairness – Integrity – Respect – Human Rights Values

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CONTACT AND ENGAGEMENT STRATEGY The public,

Our people are outcomes communities Police Scotland Strategic supported through and partners are is sustainable, a positive working engaged, involved adaptable and environment, and have prepared for future enabling them to confidence challenges service the public in policing engagement contact and Vision for Increasing public safety and wellbeing by making it easy and safe to report crime and other incidents, get information and give feedback, enabled by digital services & engagement Public contact objectives Collaborating to tackle Improving the reach of public safety and wellbeing our public challenges using a whole and community public service approach engagement activities

Bringing Using Focused and Design principles empathy integrity effective Listening to Being honest Being efficient understand and adhering to and spending the individual’s our values and time where this circumstances ethics is most needed Enablers People – Culture & Leadership – Partnership – Data, Digital & ICT

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CONTACT AND ENGAGEMENT STRATEGY 4| The case for change

Strategic drivers for change The development of a strategic approach to public contact and engagement is driven by legislation, government strategy and the impact of change in policing in Scotland. The key areas are outlined below.

Strategic Driver Why we need to develop our strategy?

The Justice Strategy for Scotland set out a vision and outcomes for the whole sector. This includes an ambition to deliver person Justice Strategy – Scottish centred, modern and affordable public services. Government The implementation of our strategy will ensure we can contribute effectively with and blue light partners to meet a range of priorities for the future.

A key priority in the Strategy is the delivery of public services. The strategy sets out a range of programmes to achieve this with an emphasis on services that efficient, effective and responsive. Scotland’s Digital Future: A Strategy for Scotland Our approach to public contact and engagement will ensure policing can utilise technology and online channels, where appropriate, to provide services quickly, easily and at a lower cost than other methods allow.

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CONTACT AND ENGAGEMENT STRATEGY DDICT recognises there is a need to respond to dynamic challenges and increasing demands on policing as well as provide officers and staff with the tools they need to serve and protect people. To meet that need, the DDICT Strategy sets out a multi-year approach to replace ageing infrastructure and build the technology capability required for Police Scotland. Police Scotland: Digital, Data and ICT Strategy The strategy directly links to the Contact and Engagement strategy. Specifically, DDICT addresses our key challenge around public contact with new customer contact tools to support how members of the public contact and interact with the police. Enhancing public trust and confidence here includes self-service online crime reporting, tracking progress with reported crime, and community engagement.

The national implementation of mobile working will improve officers and staff effectiveness and productivity through investment in digital technology. Through the provision of mobile devices and systems access, Mobile Working will enable officers to work flexibly and efficiently, as well as allow them to Mobile Working be more visible in communities. Improved mobile working will have an impact on tools and guidance more readily available at the hand of officers when dealing with different incidents. This flexibility will also extend to efficient and quick mobile ways to record feedback and insight from public engagement.

The Community Empowerment (Scotland) Act 2015 and the National Standards for Community Engagement directly underpin our Contact and Engagement strategy. Enabling and empowering communities to do more for themselves and have Community Empowerment a meaningful say in decisions which affect them is central to our (Scotland) Act 2015 approach to service design and engagement. Our Engagement Framework uses the standards for community engagement as a framework and base for good practice to support and inform our engagement processes, as well as improve what happens as a result.

HMICS recommended that Police Scotland should develop a public contact strategy, which sets out multi-channel approach HMICS Recommendations to engagement and service provision, and includes publication and monitoring of standards of service.

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CONTACT AND ENGAGEMENT STRATEGY The Digital Strategy for Policing sets an ambition for how digital can transform key dimensions of the police service, key data and technology enablers, and considerations for how policing NPCC Contact and Digital mobilises and organises effectively to deliver the strategy. The Strategies priorities from this strategy are directly linked to our Contact and Engagement Strategy as it addresses seamless public experience, enabling staff and officers through data and tech, embedding whole system approach, and using digital to identify risk of harm.

Our service must be accessible to everyone who needs it. Outcomes 4 and 5 in Police Scotland Equality and Diversity Outcomes 2017-2021 are specifically related to this strategy. Equality Act 2010 Accessibility is everyone’s responsibility within the organisation. Together, we must continue our work to ensure our services meet the above standards, for both the public and our people.

Source: Scotland’s Population 2017 - The Registrar General’s Annual Review of Demographic Trends, Ofcom Communications Market Report 2018 (UK)

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CONTACT AND ENGAGEMENT STRATEGY Demographic and social change We are committed to developing a police Almost two-thirds of the world’s service which reflects the society we live population will live in cities by 20303. In in, whilst recognising this is changing at Scotland, over half a million people live pace, as is demand on policing. There in remote areas and the Scottish Islands. are megatrends, or global shifts, which are reshaping the world we live in. Scotland has a total population of 5.4 million, comprising of diverse By 2030, the world’s population communities4. 2.6% of the population is projected to rise by more than identify as LGBTQ5, one in five consider 1 billion2. People are living longer themselves to have a disability and 7% and are having fewer children. In speak English as an additional language. Scotland, the population is expected to grow to 5.5 million over the next decade, primarily from international migration. Scotland’s population has aged and continues to grow in size.

Smartphone Population Migration Age Solo Living Ownership

< 15 : 17% 2017 5.4m +23,900 16 - 64 : 64% 20% 75% 65 + : 19%

< 15 : 16% 2041 5.69m TBE 16 - 64 : 59% 25% 90+% 65 + : 25%

Source: Scotland’s Population 2017 - The Registrar General’s Annual Review of Demographic Trends, Ofcom Communications Market Report 2018 (UK)

2 PwC megatrends https://www.pwc.co.uk/issues/megatrends/demographic-and-social-change.html 3 United Nations Population Division. 2012. “World Urbanization Prospects – The 2011 Revision.” http://esa.un.org/unup/ 4 Statistics sourced by the Employers Network for Equality and Inclusion, 2018 and Mental Health Foundation, Fundamental Facts about Mental Health (2016) 5 Scottish Government (2019): Scottish Surveys Core Questions 2018. Available at: https://www2.gov.scot/Topics/Statistics/About/Surveys/SSCQ/SSCQ2018

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CONTACT AND ENGAGEMENT STRATEGY How people are contacting and engaging with us In 2018/19, Police Scotland received In 2018 there were 6.2 million visits to approximately 3.2 million calls from our website. We have approximately the public, stakeholders and partners 1.9 million social media followers. This through our service centres. Although shows the public appetite that exists 101 call demand has decreased slightly for self-service and digital contact. over the course of the past 3 years, 999 calls, website forms, emails and Figure (below): Current contact SMS6 messages have all increased and engagement landscape – a trend expected to continue. for Police Scotland.

Contact 150,000 6.7m 2018 website visitors 120,000 90,000 CALLS 2018 - 2019 60,000 To The Police 33% Increase 3.2m in website forms, 30,000 emails and SMS 0 999 101 messages 16-17 17-18 18-19 Risk of personal Report a crime that’s already injury or loss of life happened Suspected crime is Provide information and inform Engagement nearby us of policing issue in your area Crime is in progress Speak to your local police ocer 47,000 responses Crime prevention advice 1.9m to national and local social media engagement followers 2017 - 2019 2018 101 calls

Social media followers

999 calls 982,000 889,000 40,000 0 500,000 1,000,000 1,500,000 2,000,000 2,500,000 Facebook Twitter Instagram

Data source: Police Scotland operational data

6 The SMS service is for people who are deaf or hard of hearing. SMS messages are received by BT as a text. Presently, people have to be registered to use this.

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CONTACT AND ENGAGEMENT STRATEGY Police Scotland’s User Experience Similarly the Scottish Crime and Justice Survey 2020 shows that over 70% Survey 2018/19 shows around two-thirds of respondents who contacted the of people were satisfied with contacting police were satisfied overall with the police. Public perceptions are most the service they received. Over 80% positive in how people feel treated when were satisfied with how they were contacting the police. However we know treated during their initial contact and that how we follow up and update people felt their needs were understood. about their case needs improvement. Perceptions of police Interactions with police In my local area… Excellent Very or good job or quite satisfied with handling 56%57% in previous year 70%66% in previous year of matter Treat Very everyone fairly or fairly regardless of polite manner 62%63% in previous year 94%95% in previous year who they are A lot of Respect confidence if you had contact for 42%45% in previous year 87%86% in previous year any reason Listen Showed to concerns as much interest as should have 50%50% in previous year 73%69% in previous year

Source: Scottish Crime and Justice Survey 18/19 (sample size 5,537) and 17/18 (sample size 5,480) Changing nature of crime and demand The needs of people are changing as The nature of ‘traditional’ threats is the scale and shape of demands has evolved with widespread use of on policing. Our evidence shows that technology. Almost all traditional demands on policing are growing and crime now has a digital element in are increasingly focused on addressing terms of both how it was committed vulnerability, the impact of inequality and how it is investigated. While we and widespread use of technology. cannot predict precisely how all crime will evolve, new types of cyber- crime, fraud and digitally enabled exploitation, illustrate a fundamental shift in the profile of demand that a modern police service must deal with.

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CONTACT AND ENGAGEMENT STRATEGY Across the public sector, we face a Other police services are seeing the collective challenge to assess need benefits of more interactive websites and circumstances in order to provide which offer basic incident reporting, the right response and support at first transactional services (such as licence point of contact, particularly when applications, feedback), live chat, there are complex needs involved. personalised content – including an Funding constraints related to mental individual history of police interactions health services and social care provision – and also a means of contacting the has clear implications. Working with police anonymously. For the police, the partners will be essential to manage platform provides a means to develop demand and resources in order to relationships and communicate with the adapt to the changing landscape. public, as well as tools for monitoring progress of ongoing interactions. Technology, digital and data capability They are also using other digital options for contact and reporting, such as live Technology is a platform for change chat, social media, SMS messaging, and innovation. We should be WhatsApp, Chatbot messaging improving our technology to meet programmes, and smart technology. the changing needs of people and Virtual reality tools are being used to enable next generation policing7. This train officers in different scenarios. is about ensuring value, making our services accessible for everyone to The Digital, Data and ICT strategy sets use and for our people to deliver in out our approach for updating our public the most efficient and effective way. contact platform with enabling new technologies and integrating our systems Emergency services across the UK have and data. To implement the strategy invested in technology much faster than we will have a long term partnership we have been able to. Investment in with our technology supplier to enable new technologies is proving valuable to implementation of the medium and service improvement. Some are reducing longer term solutions for enhancing channels to voice, text and video for contact and digital capability – this will emergency contact, using self-service offer flexibility to meet our requirements. online transactions for all other contact. Police Scotland will continue to keep Our focus should be on the value up to date with all external and internal of new technology, channels and drivers. Building these elements into functionality for meeting the needs our strategy and plans will ensure of the people of Scotland. we keep up with developments.

7 https://mojdigital.blog.gov.uk/2016/05/25/sustaining-development-the-true-cost-of-running-an-it-system/

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CONTACT AND ENGAGEMENT STRATEGY 5| Public contact to enable policing in Scotland

As Scotland changes, policing must do the same. From emergency contact to community • Collaborating to tackle complex policing, we must deliver services which public safety and wellbeing are relevant to the people we serve. challenges using a whole public We must ensure we capture current service approach; and issues and concerns in our communities • Improving the reach of our public and and use that to shape our service community engagement activities. delivery. Making services relevant, accessible and inclusive builds public The following sections detail what confidence and trust, which in turn we will do to improve our service makes people more likely to contact, by fixing immediate problems, approach and cooperate with us. enhancing our capabilities, and implementing actions now that will Taking into account our vision for have a sustainable impact over time. public contact and engagement we have identified four strategic Creating an accessible and objectives that are key to the seamless public experience, transformation of our approaches: enabled by digital services • Creating an accessible and seamless Innovative technologies will play an public experience, enabled by digital important role to support us to achieve services; this objective. Keeping up to date and • Empowering our people to manage maintaining our understanding of current public contact, harm and vulnerability; and future developments in technology will help us to ensure our future contact and engagement approaches remain appropriate, accessible and inclusive.

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CONTACT AND ENGAGEMENT STRATEGY We must be able to continue to The public will be able to provide effectively handle 999 and 101 calls, information and evidence securely as first point of contact but we will, and quickly through mobile devices. in addition, enhance our capability • Assess situation quickly and robustly. for digital contact to enable public We will be able to connect with access and our ability to respond smart phones and voice assistive to user needs and situations. technologies (e.g. home devices Next generation policing in Scotland and watches) to communicate with will use video and text for emergency the caller via live video, text and contact and be less reliant on voice assistive technology. With the phone or website contact. caller’s consent, we will be able to record evidence, identify their precise Our existing public contact platform location and communicate in the has reached end of life – it is struggling their language to help us provide to support our existing contact appropriate response. channels and cannot support digital transformation. We must replace • Ensure public can reach us using our contact platform to optimise our voice assisted technologies. For accessibility and responsiveness. This example, smart home devices and is necessary for digital contact and smart watches, in situations where the supportive technologies, including public might not be able to reach a our ability to maintain and sustain phone or dial 999. contact assessment and call triage. • Improve the whole public experience. Managing user journeys Our aims end to end and helping individuals • Empower the public to interact with receive the support they need. police in ways that are supportive We will continue to focus on becoming and appropriate to them – providing fully accessible, responsive and efficient discreet, safe and convenient contact in handling emergency and non- options for different situations and emergency contact by: geographic locations. For example, in reporting crime, submitting witness • Replacing our national public contact statements, evidence and information platform capable of digital contact or speaking to police (e.g. online, text, and supportive technologies as video chat, community hub). we progress to implement next • Reduce avoidable contact through generation 999. greater self-service. Our national • Connecting our contact channels and public contact platform will enable integrating data and systems, enabling fully accessible online self-service for us to get it right first time. The public the public to get accurate information receive a seamless and consistent and advice quickly, get an update on experience. their case and when an officer is able to see them, report crime and submit digital evidence.

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CONTACT AND ENGAGEMENT STRATEGY • Streamlining contact management, Our aims such as customer relationship Enable officers and staff through management, to ensure speed digital, to assess and record the of searching and finding relevant situation quickly and more robustly. information. We will know more about the history • Managing dissatisfaction, identifying and needs of the person contacting actions and learning, through our us through our integrated customer user satisfaction survey, public relationship management (CRM) system engagement and performance which will improve their experience. frameworks. Our service advisors will be able to • Understanding repeat contact activate digital contact and connect to through smart use of data and the caller’s smart phone to assess a live technology (failure and demand). view of the situation and needs of the • Engaging our people in problem- individual - obtaining precise location, solving and public insights. Helping communicating in different languages via to achieve resolution and turning live chat, and recording live evidence. negative experiences into positive The operator will also be able to activate outcomes. Remotely Piloted Aircraft Systems (RPAS) to film the incident if needed. This will Empowering our people add both operational and evidential value. to manage public contact, harm and vulnerability Officers will also be able to record statements, evidence, their observations Our people have the greatest impact and community feedback using audio on public experience and must or video through their mobile devices, continue to be supported to serve our which automatically update police communities. Alongside a clear and databases. Case files will be updated supportive working environment, our and core operational databases checked people must be equipped and have on the go. Other colleagues are able to appropriate time to provide the right quickly pick up evidence case details response. A further consideration to prepare to meet the service user. is how we support our people as Improve decision-making through next generation policing approaches integration and automation. Our people introduce, for example, live streaming will have the right information at the which can include disturbing images. right time available to the right user. Integration will provide a consistent and single view of the user journey. Integration and automation will provide better information to support decision- making for response teams, saving valuable time. They will no longer need to work with so many systems with more time for decision-making and providing the right response for the service user.

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CONTACT AND ENGAGEMENT STRATEGY Provide personal communications. Collaborating to tackle complex The public will have the option to speak public safety and wellbeing to an officer through video contact challenges using a whole as a way of getting a personal update, public service approach advice or giving information, while We need to work collaboratively reducing travel time. For example, this internally and with our partners to might be more accessible and quicker manage contact effectively particularly for managing contact and engagement to improve the victim experience and in rural and remote locations; or, in respond to vulnerability – this should situations, where an individual does not work as a whole public service approach. want the police to visit their home. Significant change is required in how We will continue to focus on we work with our partners to manage empowering and equipping vulnerability and community well-being. our people in managing public For example, alignment of contact contact and engagement with: assessment models, data sharing and information, and shared understanding • Enabling tech and mobile devices of roles and responsibilities. that support video and text for communicating with the public. The pivotal points in helping a person’s recovery when support is needed are at • Training and relevant support to the beginning and end of their journey. manage contact from all members of our communities, helping to identify The first step in addressing our and support vulnerable people who challenges to managing demand is come into police contact. to put people before technology and • Meeting expectations in accessibility process. Technology and process must and service quality with clear and make our decision-making easier and well-publicised service standards (see allow our people to communicate Appendix one). effectively with one other, the public, and in the identification and • Embedding a framework for our management of vulnerability. values and behaviours that can be taught, observed and measured. Designing our services with the public, our people and our partners help • Connecting our people with public us make sure the most vulnerable feedback and insights, and using and people in crisis receive the these to inform learning, coaching support they need, at the right and service improvement. time and by the right response.

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CONTACT AND ENGAGEMENT STRATEGY Our aims • Continue to support and engage victims and people in custody with Manage the user experience end to partners to understand needs and end. We aim to work collaboratively prevent problems. internally and externally with blue light and support services to manage • Undertake research with our partners, vulnerability and harm in providing academics and support services. the appropriate response. What this means for Embed accessibility and inclusivity in our service design to make our services enabling policing in Scotland work for everyone. We will aim to ensure Next generation policing – our infrastructure, processes, data and voice, video and text technology are capable of meeting People can communicate with us complex demand and using a variety of regardless of situation and geographic contact methods. Accessibility standards locations, and we are able to assess their needs to provide an appropriate should be applied across our technology, response. These enabling contact processes and systems both internally technologies allow quality evidence to and externally, so that we are able to be captured and shared, saving valuable handle contact quickly and robustly. time and enabling us to better support victims. The use of video will also help us Understand and anticipate problems to provide personal communications to earlier. We aim to use advanced data more people and reduce travel time. analytics to help detect and assess Integrated technology vulnerability supporting collaboration We will be able to manage user journeys internally and externally in providing end to end, providing a seamless and the appropriate response. consistent experience. Connected data and systems will allow us to get it right To achieve this we will: first time and reduce repeat contact. • Collaborate with our partners and Valuable time is saved for officers and support services to align our contact back office colleagues with quick access to the right information and insights, assessment models, and establish a consistent view of the user, supporting consistent view of the service user, decision-making and ability to provide to manage vulnerability and prevent the appropriate response. problems. Ensuring our knowledge (a person’s or system’s knowledge) is Supportive environment for future technology up-to-date and relevant. Upgrading our national public • Engage and involve stakeholders contact platform will enable digital in understanding the tensions and transformation and supportive challenges for managing vulnerability technologies over time. demand and the opportunities for Getting it right first time through improvement and innovation. integration and enabling greater online self-service means that voice and face- to-face contact will be focused where it is needed most – emergencies, engagement and prevention.

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CONTACT AND ENGAGEMENT STRATEGY The future of police contact and engagement

Response Post-Contact User Task Situation Today’s Contact Tomorrow’s Contact* Interaction

Sprayed by a perpetrator in the National eyes - Cannot call for help Public Contact Ask for help Voice activated technology • Smartphone platform, • Smart home devices enabling advisors to activate Share evidence Witnesses riot on the street software suited Live stream evidence and incident to different as it happens • Smartphone situations.

Lost on a mountain for hours. Officers have Doesn’t know exact location. Free to use text service to capture reports access to real • GPS and evidence time information • Smartphone and intelligence Provide location EmergencyEmergency of an emergency Student who does not feel comfortable talking on the phone Officers record Pre-registered for evidence and and nervous about police. text service for deaf Location sharing via tech and smartphone • Smartphone statements and hard of hearing • Social media digitally

Report crime which A nurse whose car was Live written word communication (live chat or social has happened in vandalised recently. media) the past • Computer access Digital platforms • Wants to save time monitored at Share evidence specific times; Record details of incident using simple, flexible, advisers respond Cyclist, victim of it and run. Get information easy to use online services which captures location to the public Helmet cam captures evidence. within minutes and advice and files • Video of contact

Car stolen 4 weeks ago. Share digital evidence online, without need to Get updates on the No news from police. hand in device incident reported • Computer access • Low confidence in police Website Police View alerts or updates on reported case Officers have forms station access to support such Video recording of police statements as guidance for Pre- engaging with people with Non-emergency Non-emergency registered Greater attention to individual needs including multi- Survivor of for text agency community hub for information, advice and different needs, Give statement serious sexual assault service for interview appointments translation deaf and who gives evidence to police. hard of services and hearing Video contact as contact option for reaching remote digital evidence communities or those who want a private (discreet) packs face-to-face interaction.

* Phone call will always be an option. Improving the reach of our public and community engagement initiatives Engaging with people is strategically • Use appropriate, relevant, safe and important for the organisation to accessible engagement methods strengthen relevance, responsiveness, which are fit for purpose – for accountability and to build trust. engagement with vulnerable people, It helps us learn about people and children and young people, diverse create services which meet their communities, people living in remote needs. We know some of our areas and low income areas engagement activities are not reaching • Enhance use of national and local diverse communities and are not insights from engagement to representative of the society we serve. contribute to service design and A meaningful and effective engagement delivery involves genuine dialogue, respect, To achieve this we will: integrity, transparency and accountability. It provides an opportunity for people Increase the accessibility of our to shape services and influence engagement initiatives through our decisions made. It should be practical engagement framework which action and outcome-focused. includes tools, inclusive methods, ethical guidelines and effective evaluation People’s needs are better met of all our public and community when they are involved in an equal engagement initiatives. Our engagement and reciprocal relationship with standards and principles will be professionals and others, working embedded across Police Scotland. together to get things done.8 Talk and listen to diverse communities Our aims and groups of people by developing • Continue to build relationships and and undertaking engagement trust in communities to include with a range of communities and diverse communities and user groups organisations to maintain and in all areas – rural, remote, Island and sustain relationships, measure the urban impact of our communication and marketing campaigns and increase • Increase proactive engagement to opportunities for people to meet enhance police approachability and their local officers and to talk about improve understanding of people’s their concerns for the local area. needs and concerns • Involve national and local partners Combine local and national that represent the interests of engagement and insights by communities we serve triangulating insights from local engagement activities with operational and national data to fully understand context of certain crimes, fear and worries.

8 Christie Commission on the future delivery of public services https://www.gov.scot/publications/commission-future-delivery-public-services/pages/6/

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CONTACT AND ENGAGEMENT STRATEGY 6| Taking strides to make it happen

This strategy sets out the vision and The implementation of a strategy strategic direction of contact and with this level of ambition will require engagement for policing in Scotland. careful planning, collaboration and taking opportunities to maximise Our vision is to create a people-focused funding and resources available to and whole service approach to public support effective delivery. As with any contact and engagement through four change, understanding the aspects enablers. We will design our services that will contribute and determine the around the needs and challenges of success of the strategy is important. the individuals and communities we There are 4 key areas that need serve, working with our partners and to be considered throughout the our people to deliver a quality service. implementation of the strategy. We will operate as one organisation, providing a modern and efficient police service, enabled by a positive learning culture and digital services.

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CONTACT AND ENGAGEMENT STRATEGY Culture and leadership People Creating the right culture to deliver Our people have the greatest impact our strategy means we need to focus on public experience and must be both on how we do things and how supported to serve our communities. our people feel about working for the Involving our people and their organisation. Everyone, from the frontline representatives as we develop our to the back office - across every tier, implementation plan is critical. We will plays a part in managing public contact establish an appropriate project team and engagement. Colleagues must that is responsible for driving forward the feel supported and inspired to lead delivery of the strategy. This will include from the frontline. Living our values, consideration of the following key areas: demonstrating credibility and integrity; and delivering a quality service. Supportive environment – alongside a clear and supportive working To maintain confidence and trust environment, our people must be in policing from the communities equipped and have appropriate time we serve, and gain their respect, we to provide the right response. A must be a values-led organisation further consideration is how we and be able to hold ourselves to support our people as next generation account. For this, we will embed the policing approaches introduce, following supporting structures: for example, live streaming which can include disturbing images. • Values and ethics framework. Enabling us to teach, observe and Involvement – colleague engagement measure our credibility, values and with service design and decision making behaviours, and see the impact of our will add significant value to the choices actions. made around emerging technologies • Service standards and principles. and proposed solutions. Technology Embedding quality and consistency of and process must make decision- service to manage, meet and exceed making easier and allow our people to public expectations. communicate effectively with one other, the public, and in the identification • Learning environment. Inspiring and management of vulnerability. people to make a difference through learning, idea generation and Accessibility and well-being – innovation. accessibility standards should be applied across our technology, processes and • Collaboration. Working as one systems both internally and externally, organisation to deliver change and so that we are able to handle contact manage public contact effectively quickly and robustly. The first step across whole of policing. in addressing our challenges to Our executive and leaders will be managing demand is to put people supported in decision-making with before technology and process. robust, real-time insights and feedback to improve their understanding and respond to evidence that can stand up to scrutiny.

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CONTACT AND ENGAGEMENT STRATEGY Systems and Technology Mobile working devices Investing in the right tools and These will allow quick access to technology is key. Technology is a key information, guidance and platform for change and innovation. core systems on the go. The use We need to invest in and improve our of body worn cameras and voice technology to meet the changing needs transcription will enable response of people and enable next generation officers to record statements and other policing9. We will focus on the following pieces of evidence. Ability to access areas as we implement our strategy: community insights and intelligence, and ability to record feedback while Invest in technology for working in the community. digital transformation The Digital, Data and ICT strategy sets Partnerships out our approach for updating our We recognise there are a number of public contact platform with emerging transformational activities within policing technologies and integrating core at present. For sustainable change we systems and data. To implement the need innovation and strong collaboration strategy we will have a long term with our national and local partners, partnership with our technology supplier government and technology supplier. to enable implementation of the medium and longer term solutions for enhancing The implementation of this strategy contact and digital capability – this will will align and complement a range of offer flexibility to meet our requirements. wider initiatives to ensure our operating model is integrated and effective. Innovation, Automation and AI This will include consideration of: Automation will ensure Police Scotland • Aligned contact assessment models can move ahead in this area at pace • Supporting and engaging people in and this will be considered to integrate custody for improved wellbeing and new technologies and optimise our prevention preferred solutions. Further consideration with appropriate public and wider • Multi-agency community hubs engagement will be undertaken in providing information and advice, advance of any initiatives progressing. interview appointments • Delivering joined up advocacy services, supporting victims, witnesses and offenders when they need it

9 https://mojdigital.blog.gov.uk/2016/05/25/sustaining-development-the-true-cost-of-running-an-it-system/

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CONTACT AND ENGAGEMENT STRATEGY 1 2 3 4 Accessible and Manage harm Tackle complex Improve reach of seamless public and vulnerability challenges engagement experience

Continuing to Empowering Designing our Establishing effectively handle our people to services with meaningful 999 and 101 calls, manage public the public, our and effective and enhancing contact, harm people and our engagement public access and vulnerability, partners help us that involves Strategic and our ability enabled through make sure the genuine dialogue, to respond to digital and most vulnerable transparency and objective user needs and supportive and people in accountability situations through working crisis receive the digital services environments support they need, at the right time and by the right response • Empower the • Enable officers • Manage the • Increase the public to interact to assess and user experience accessibility of with police and record situation end to end our engagement improve whole quickly and • Embed initiatives experience more robustly accessibility and • Talk and listen • Reduce • Improve inclusivity in our to diverse avoidable decision- service design communities Priorities contact through making through • Understand and groups greater self- integration and and anticipate • Combine local service automation problems earlier and national • Ensure public • Provide personal engagement can reach us contact and insights using voice assisted tech

Culture and leadership We will sustain a positive working environment and consistency in service standards. Working as one organisation to deliver change.

People Our people have the greatest impact on public experience and must be supported to serve our communities. Enabled by data, Data, digital and ICT We will transform public experience and operational efficiency through technology fully integrated tech, data capability and capacity, and digital. and people Partnerships We will build and sustain collaboration and relationships to deliver innovation and modern public services.

Ethics We will use new tech and approaches with strong ethical oversight, transparency and consultation.

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CONTACT AND ENGAGEMENT STRATEGY 7| Measuring success

Performance Framework Impact measures Our outcomes focused performance A range of qualitative and quantitative framework is linked to our strategies and performance indicators will be measured plans. The framework describes how we to show progress as follows: will monitor and measure progress on our strategic outcomes and objectives.

Contact through 999 is managed effectively Contact through 101 is managed effectively

Development and adoption of other Improving relationships between engagement routes and channels young people and police Evidence of participation on community Evidence of using feedback and engagement initiatives insight to improve services

Level of confidence in Police Scotland Level of trust in Police Scotland

Evidence of complaints resolved Level of user satisfaction efficiently and fairly Participation rates in our communities Impact from national prevention campaigns in our consultation events

Local policing partnership activity Effectiveness of workforce development

Investment in training of officers and Meeting and adapting to demand staff in the right capabilities Evidence of commitment to invest Evidence benefits of implemented innovations. in technology modernisation

Review As the implementation of the strategy progresses there will be a need to continually review and assess the impact measures for appropriateness. This will ensure that measuring our success remains dynamic and responsive to changes and developments.

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CONTACT AND ENGAGEMENT STRATEGY Appendix One - Service Standards

Focused on Meet Achieve Focused and Bring empathy NationalUse integrity Police people expectationsCommunity resolution effective Chiefs’ Council Empowerment (NPCC) Contact and Act Work with our Listen to what you Digital Strategies Ensure you can Provide you with Communicate partners to respond have to say and Treat you fairly, with easily contact us, in the help and advice clearly and in a way to your needs for take your concerns dignity and respect a way which meets you need which suits you the best possible seriously your needs outcome

Professionalism Protecting the public Providing a local service

CONTACT AND ENGAGEMENT STRATEGY We act with integrity, fairness, respect and • We will always prioritise public contact, • We will listen to feedback about our services always are mindful of your human rights. We with 999 calls sitting at the highest priority • We will increase opportunities explain your rights to you and ensure you • We will assess your individual needs for you to give feedback understand them. to provide an appropriate response • We will increase opportunities for you We are guided by Code of Ethics for Policing • When something serious is reported, to meet your local police officers to

33 in Scotland and our Standards of Professional we will ensure that we treat the talk about things that concern you Behaviour. investigation as a priority and submit • We will communicate about the things we are our report as quickly as possible focussing on in your community and why • Where we think it will help, we will work • We will offer advice about how to stay safe Victims & witnesses with partners in your community to • We will focus on improving the provide you with any support you need Being a victim of crime, or witnessing a crime, way we communicate and engage can be a very upsetting and difficult experience. • If we confirm that you have committed with you and your community We appreciate this, and we follow our a crime, we will work with you to • We will publish our engagement Standards of Service for Victims and Witnesses help you understand the hurt and and consultation activities 2019 – 2020. harm caused by your actions • We will publish local crime data • We will ensure your local officer gets Communicating back to you if you contact them • We will explain how long it will take us to get back to you • We will explain what we are investigating and why • We will listen to what you have to say about what happened and why • We will publish how we are doing in meeting our standards 34

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CONTACT AND ENGAGEMENT STRATEGY 980-20-AR