To recover, the Scottish Yes campaign needs to go on the attack

The pro-independence camp can't afford to spend the next 20 months simply responding to aggressive unionist and media questioning.

By the time Mitt Romney formally launched his bid for the US presidency in late summer 2012, the race for the White House was already more or less over. For the preceding 12 months, the former Massachusetts governor had poured all his energy into securing the Republican nomination from his conservative rivals, leaving the Democrats free to bury his reputation as a successful entrepreneur under a volley of personal attacks. These attacks cast Romney, not entirely inaccurately, as a predatory capitalist whose business practices at Bain Capital had put thousands of ordinary Americans out of work or into bankruptcy. The result was that in the weeks leading up to 6 November, Romney spent more time fending off accusations that he was ‘out of touch’ than he did explaining his policies or scrutinising Barack Obama’s record. Romney’s mistake was to allow his public image to be defined negatively by his opponents before he had a chance to define it himself. 

A comparison can be drawn between Romney’s experience and the situation Scotland’s pro independence movement currently finds itself in. Since the launches of the official 'Yes' and 'No' campaigns last year, the unionists have been far more effective at setting the terms and conditions of debate than the nationalists have. On a series of issues, most notably the currency and (until yesterday) Scottish membership of the European Union, Better Together, the official vehicle of unionism, has forced the SNP onto the back-foot. Time and time again, Scottish government ministers have been rushed out to provide what seem like hurried or improvised responses to awkward questions. With his relentless emphasis of the apparent "risks" and "hazards" of separation, Better Together chairman Alistair Darling has become an almost ubiquitous presence on Scottish TV screens. Darling’s rhetoric reflects the No camp’s key theme: that the consequences of Scotland leaving the United Kingdom are uncertain and uncertainty is bad for the Scottish economy. 

With at least two recent polls showing a decline in support for independence, there is good reason to believe this strategy is working. The unionists have an additional advantage in the fact Scottish political culture is dominated by an essentially conservative middle-class with little enthusiasm for far-reaching constitutional reform. Worse still for the Yes campaign, the Scottish government doesn’t intend to publish its White Paper on Independence, clarifying its proposals for an independent Scottish state, until the end of the year. This grants Better Together yet more time in which to compound voters’ anxieties, increasing the likelihood that, come the final stages of the referendum debate, it will be too late for the SNP and its allies to rescue independence as a credible constitutional option in the eyes of the Scottish electorate. 

There is another reason the pro-independence movement has struggled in the referendum PR battle: a lack of structural discipline. Although the majority of Yes Scotland activists are members of the SNP, the organisation itself is made up of a broad coalition of groups, each with their own ideas about how independence should be achieved. To some extent, this laissez-faire style acts as a source of creativity, generating new initiatives, like the Radical Independence Conference, and genuine excitement at the grassroots level. (600 people attended the launch of Yes Glasgow earlier this month.) But it also makes the task of developing a coherent message about independence extremely difficult. By contrast, Better Together is a considerably smaller and less cumbersome outfit, with a much more tightly controlled and clearly defined narrative. Its role - to erode trust in Alex Salmond and reinforce widespread concerns about secession - is relatively uncomplicated. 

So how might Yes Scotland regain the initiative? A more effective Yes campaign would balance its aspirational account of Scotland’s ‘journey’ from devolution to independence with a critique of the British state, highlighting the democratic and international costs Scotland pays for remaining part of the UK. In particular, it would make clear the link between Scotland’s abysmal social record (one of the worst in western Europe) and the concentration of political and economic power in London and the south east. It would also aim to systematically undermine the Scottish public’s confidence in the desire and capacity of Westminster to act in Scotland’s interests, even if this means abandoning its much vaunted commitment to positive campaigning. The one thing it can’t afford to do is spend the next 20 months responding to aggressive unionist and media questioning. 

Of course, it was the use of exactly these sorts of ‘negative’ tactics that secured Obama’s second presidential term. Recognising that the circumstances of the 2012 election were going to be very different from those of the 2008 one, Obama and his team discarded the transformative rhetoric of "hope" and "change" for a harder, more cynical approach, turning what should have been Romney’s greatest asset - his commercial success - into his greatest weakness through a sustained media offensive. Likewise, the SNP needs to acknowledge that the 2014 referendum will not be a re-run of its 2011 electoral triumph, when it bulldozed its way to victory on the back of what one commentator called a nationalist "juggernaut of joy." The independence vote will take place against a backdrop of high unemployment, recession and austerity imposed by a discredited and corrupt Westminster class increasingly at odds with Scottish political values and preferences. There is a deep well of political dissatisfaction in Scotland: advocates of independence need to learn how to exploit it. 

Scottish First Minister Alex Salmond speaks at the SNP annual conference on October 20, 2012 in Perth, Scotland. Photograph: Getty Images.

James Maxwell is a Scottish political journalist. He is based between Scotland and London.

Photo: Getty Images
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The future of policing is still at risk even after George Osborne's U-Turn

The police have avoided the worst, but crime is changing and they cannot stand still. 

We will have to wait for the unofficial briefings and the ministerial memoirs to understand what role the tragic events in Paris had on the Chancellor’s decision to sustain the police budget in cash terms and increase it overall by the end of the parliament.  Higher projected tax revenues gave the Chancellor a surprising degree of fiscal flexibility, but the atrocities in Paris certainly pushed questions of policing and security to the top of the political agenda. For a police service expecting anything from a 20 to a 30 per cent cut in funding, fears reinforced by the apparent hard line the Chancellor took over the weekend, this reprieve is an almighty relief.  

So, what was announced?  The overall police budget will be protected in real terms (£900 million more in cash terms) up to 2019/20 with the following important caveats.  First, central government grant to forces will be reduced in cash terms by 2019/20, but forces will be able to bid into a new transformation fund designed to finance moves such as greater collaboration between forces.  In other words there is a cash frozen budget (given important assumptions about council tax) eaten away by inflation and therefore requiring further efficiencies and service redesign.

Second, the flat cash budget for forces assumes increases in the police element of the council tax. Here, there is an interesting new flexibility for Police and Crime Commissioners.  One interpretation is that instead of precept increases being capped at 2%, they will be capped at £12 million, although we need further detail to be certain.  This may mean that forces which currently raise relatively small cash amounts from their precept will be able to raise considerably more if Police and Crime Commissioners have the courage to put up taxes.  

With those caveats, however, this is clearly a much better deal for policing than most commentators (myself included) predicted.  There will be less pressure to reduce officer numbers. Neighbourhood policing, previously under real threat, is likely to remain an important component of the policing model in England and Wales.  This is good news.

However, the police service should not use this financial reprieve as an excuse to duck important reforms.  The reforms that the police have already planned should continue, with any savings reinvested in an improved and more effective service.

It would be a retrograde step for candidates in the 2016 PCC elections to start pledging (as I am certain many will) to ‘protect officer numbers’.  We still need to rebalance the police workforce.   We need more staff with the kind of digital skills required to tackle cybercrime.  We need more crime analysts to help deploy police resources more effectively.  Blanket commitments to maintain officer numbers will get in the way of important reforms.

The argument for inter-force collaboration and, indeed, force mergers does not go away. The new top sliced transformation fund is designed in part to facilitate collaboration, but the fact remains that a 43 force structure no longer makes sense in operational or financial terms.

The police still have to adapt to a changing world. Falling levels of traditional crime and the explosion in online crime, particularly fraud and hacking, means we need an entirely different kind of police service.  Many of the pressures the police experience from non-crime demand will not go away. Big cuts to local government funding and the wider criminal justice system mean we need to reorganise the public service frontline to deal with problems such as high reoffending rates, child safeguarding and rising levels of mental illness.

Before yesterday I thought policing faced an existential moment and I stand by that. While the service has now secured significant financial breathing space, it still needs to adapt to an increasingly complex world. 

Rick Muir is director of the Police Foundation