Response 108562075

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Risks

1. Does the Policing 2026 strategy identify and acknowledge the main risks, challenges, opportunities and demands likely to impact on policing over the next 10 years?

Please select one item
Ticked Yes
No
Not sure

Focus

2. Do you agree the main areas of focus proposed within the Policing 2026 strategy are the right ones to deliver an enhanced policing service?

Please select one item
Ticked Strongly agree
Mostly agree
Not sure
Mostly disagree
Strongly disagree

Methods

3. Do you agree the methods proposed within this strategy are the right ones to deliver an improved policing service?

Please select one item
Ticked Strongly agree
Mostly agree
Not sure
Mostly disagree
Strongly disagree

Performance

4. The Policing 2026 Strategy states that public confidence will be a key measure of success and the effectiveness of Police performance. Do you agree with this approach?

Please select one item
Strongly agree
Ticked Mostly agree
Not sure
Mostly disagree
Strongly disagree
We would welcome any views you have
Whilst I agree that confidence is a key measure of success - a proportion of our work is not for public consumption and in these areas we excel - partners/peer review confidence are also worthy measures. To properly measure confidence we also must understand external influences - positive and negative, to get a true reflection of confidence and understand what it tells us about our service at that momentary snapshot in time - if this is to be a key baseline measurement for success and effectiveness.

Workforce

5. The Policing 2026 strategy highlights that we will need to re-shape our organisation with a workforce focussed on having the right skills and capacity to meet future challenges. Do you agree with this approach?

Please select one item
Ticked Strongly agree
Mostly agree
Not sure
Mostly disagree
Strongly disagree
We would welcome any views you have.
Strongly agree, we currently deliver a number of services in the same way as we have always done. The challenges are changing the culture of staff thinking in some parts of the organisation; change is not negative. We should be providing training and support for those officers who deliver the service - to manage their time better, give them tools to manage their workload and the importance on being responsible for briefing themselves on changes. That is the challenge, alongside the overall understanding that we deliver a services for the wider public benefit. Messages regarding change can be overwhelming to hear on the frontline when demand is high.

Clear & Understandable

6. Is the strategy presented in a clear and understandable way?

Please select one item
Ticked Yes
No

Other views

7. We would welcome any additional views you have on our strategy and how it will affect you, or any other person.

We would welcome any views you have.
An additional view is around the preparedness for those who can make the changes happen, I would like to see training sessions/syndicates (not briefings) to ensure that we have the right skills to engage with diverse communities, understand technology better and have the knowledge of and access to, the right partners to help overcome long term community issues. My view is purely from an operational/practical point of view on the how strategy will translate at ground level.

About you

10. Are you responding as an individual or an organisation?

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(Required)
Ticked I am answering as an individual
I am answering on behalf of an organisation
Organisation Name
Police Scotland