Response 155803617

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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
Yes
No
Ticked Not sure
We would welcome any view you have.
Key to the long term integrity of society will be its financial integrity. Serious and Organised Crime and the aquisition of money , finance and in the end power needs to be included and understood as a goal. We need to always be able to 'follow the money'.

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?

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Strongly agree
Ticked Mostly agree
Not sure
Mostly disagree
Strongly disagree
Please tell us why you think these are the right or wrong areas of focus?
As previously stated - the ability to 'follow the money' and ensure SOCG or Individuals to not infiltrate the integrity of society is a major element.

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
Strongly agree
Ticked 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?

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Strongly agree
Ticked Mostly agree
Not sure
Mostly disagree
Strongly disagree

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

Clear & Understandable

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

Please select one item
Yes
Ticked No
We would welcome any views you have.
To some extent but it was sometimes difficult to follow in the sense of Strategic Police Priorities as set by Scottish Government , ambitions of a service, current priorities and statutory mission, -- and then leading onto where we are going now.

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.
1. Fraud and the reporting of it in the digital/cyber age is important to understand and address. At the moment it remains almost unquantifiable. 2. The investigation process for day to day matters of minor crime is important to those who report it and so that ability needs to be factored in. Officers generally I would say join the police to help people and also problem solve ( investigate) what is reported to them. There needs to be a capability to do that and relatively soon after the event. 3. There is a need for a robust , strong and knowledgeable 'Gatekeeper' system so that when people - many of whom wish advice or 'think' they may have been the subject of a crime can be given advice or the matter reported. No endless churn. 4. Before changing the dynamic model of policing --it itself needs to be fully modelled as very often at present there remains ( in most areas) in the main a single group of response policing which is responsible for attending, investigating,reporting,recording everything but previous experience has shown there are insufficent police numbers to break that cycle. 5. Not every area in Scotland will be the same at the one time and so the needs and aspirations in one area will be different in others. 6. To a large extent I don't recognise the model of PC Sophie Robertson - certainly as far as her daily duties are concerned. Idealistic in the parts I know and also re-enforces a model which is unrealistic to the public. Needs to be kept real and judged on that basis. 7. The 'hubs' spoken of don't know if they are local i.e. in a community or in a remote central 'hub' but in terms of dealing with inequality and keeping policing relevant a police presence 'in' communities and in the deprived areas ( who it is said are in greatest need) needs to be considered in the strategy. 8. Access to Police Stations ( or police contact points or whatever they may be called) needs to be published -- not the ad hoc basis that currently exsists where Stations published with opening hours are very often closed because staff have not been replaced. 9. The published strategy aims to reverse what has currently been the plan i.e. to remove police staff and replace with police officers therefore that will take time. 10. There is little mention in the strategy of new legislation which will affect policing. There is currently legislation i.e. police powers of arrest/bail etc and fatal accident enquiries , to name but two which are in the pipeline and no doubt there will be more. What does the future in 2026 look like there? 11. Little mention in the strategy of how policing and the role of the local authority will be developed and enhanced to include accountability and closer integration at a local level. 12. I notice PC Sophie Robertson is 'streaming' her community council meeting to improve accessibility etc. Will this continue to be a feature of the Scottish Police Authority meetings? 13. Lastly Policing is about Policing -- by that I mean to a large part to being present and being able to enforce or ensure compliance with the law ( which in turn affects the wellbeing and safety of the public). It is fundamentally that which lies at the core of the function and while delivered in different ways over time it is that ability and its ability to respond, investigate and detect offenders and protect the vulnerable from abuse or harm which is imprtant to public confidence and must not be lost in the complex changes needed to adapt and continue the probable 30 year journey of creating a national police service fit for purpose. As the saying goes -- ' Keep the Main thing - the Main Thing'.

About you

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

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