GET A GRIP

The quality of firearms licensing across the countr y should be a major concern to the Home Secretary. We have been running for years on appallingly bad service. Some police forces are doing well but many still have major issues, reports Simon West.

The trade is committed to the primary principle of public safety through effective licensing – we know we have so much to lose if it goes wrong. But where we see licensing process decisions taking so long to make, it undermines confidence in the whole system. When we meet with the police and Home Office I always make the point that this isn’t about levels of convenience; it is about the very existence of jobs and businesses. Chief constables have a responsibility to support businesses in their areas.

As you know, I have been demanding performance data for some time. I have faced refusals, excuses and a failure of leadership while trying get a grip on the situation. The Police Federation states: “Policing is at its most successful when it enjoys public confidence and support. The police service must be seen to be fully accountable for its actions.” The ongoing concealment of police performance data undermines that very public confidence. The failure to provide performance data before this year’s police and crime commissioner (PCC) elections was anti-democratic.

We know that some forces are efficient and can deliver impressive turnaround performance. How is it then that others are still reporting waiting times of two years or more for a grant of a certificate?

Two things have just happened. First, Chief Constable Debra Tedds, the NPCC lead for firearms licensing has retired. Second, I hear that the data I requested under Freedom of Information in Aug 2022 is finally going to be released into the public domain in December. The departure of Tedds will not be seen as a loss; her replacement, Deputy Chief Constable David Garner from Warwickshire, must now get a grip.

Our experience is that where we have close, professional, trusted relations between the trade and licensing departments, things run better. In one failing area we were able to establish good relationships to assist in identifying and resolving some of the frictions the department had. We sent the technical advisor to run a course for FEOs and admin staff and advised on changes, which were accepted and incorporated into procedures. We continue to have regular calls exchanging knowledge and helping with problems. The huge efforts the force made has produced a turnaround in the service it has been able to provide.

In contrast, probably the worst department in the country is Bedfordshire, Hertfordshire and Cambridgeshire. Not only are its performance statistics very poor, but the department also refuses to communicate. I’m not a natural complainer – I prefer to deal with a problem head on and use effective communication to deal with the issue. When a Chief Superintendent promises me a meeting between his staff and local RFDs, I expect that to happen. I have been chasing his office for six months now, only receiving further promises. I’ve had to complain to the PCC. It’s now over a month since I wrote to receive a holding reply. It’s now over a week since I chased it up and had the reply that “Mr Jonathan Ash-Edwards will be responding to you personally and will do so as soon as possible.” I’m still waiting.

While I’m frustrated with what I see as failures in public services – and no one taking charge – we are not giving up. So it’s engagement time again.

As I said, we have lots of experience now of working with forces that appreciate that their problems can’t all be solved while operating in isolation. We would like to expand that offer and provide focused support to the failing forces.

First, I would love to see six-monthly meetings in all areas where the licensing team and the trade could have a brew and discuss shared interests. We already do it in many areas, so why not everywhere? This could be with other shooting associations – but we have found that focused RFD sessions have plenty of trade -specific matters to fill the agenda.

Second, I am delighted to report that the Shooting Industry Fund has agreed to fund a firearms licensing project. This is a surge operation to identify and engage with failing forces and beyond. We want it to be constructive and generate models where we can all work together – Home Office, PCCs, chief constables and licensing departments. We have an expert with experience of working in government and identifying solutions to previously unsolved challenges.

We hope to bring attention to the immediate issues but also identify how the system can work better in the future to ensure that we never have to face such trauma again.

The early part of the study will involve conversations with affected RFDs. If you want to be involved, please email consultations@gtaltd.co.uk

And finally, somehow, I’ve reached 60. I’m not sure how that happened but I have also now been at the GTA for over six years. It’s the longest job I have ever done in my life. Back in 2017 my original plan on leaving the army was to develop my long-standing hobby/business making guns. I still want to do it before it gets too late. As a result, I told the GTA directors early this year that I would be needing to find a successor. We will soon start that process. I’m rather proud of what the GTA has been able to achieve in the past few years and change into an output-focused operation. But every organisation benefits from new ideas and new energy and I am looking forward to finding somebody to take over at the helm. It’s a wonderful job, but of course with challenges (see above). We will be advertising formally soon, but if you’d like to know more in the meantime please give me a call or talk to any of the GTA directors.

GUN TRADE ASSOCIATION

01684 291868

enquiries@gtaltd.co.uk

www.gtaltd.co.uk