Response 177863807

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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
We would welcome any view you have.
It is gratifying to see the SPA and Force Excutive have broken free of the mantra of officer numbers being maintained at any cost. It has been particulary demoralizing to see service critical civilian staff being let go and the service gap being back-filled with sworn officers. By allowing overall officer numbers to drop so that properly trained civilians can be brought in to highly specialized roles it will release droves of sworn officers to provide the frontline service the public demand. Good work by a Command Team who are prepared to make tough, right-headed decisions and follow them through.

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
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?
They reflect the core values of UK policing and provide a framework for continuous improvement in service delivery.

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
Please tell us why you think this is the right or wrong approach?
In my area of workRedacted text it is clear the cycle of offending cannot be tackled in isolation and requires joined-up working across a number of different agencies. Even though the rapid pace of change in this area can be disconcerting the benefits of a national IT system and approach to Redacted textis already paying dividends. The 2026 Strategy will enable similar further advances across the whole organization to be realized.

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
Ticked Strongly agree
Mostly agree
Not sure
Mostly disagree
Strongly disagree
We would welcome any views you have
From personal experience the era of micro-management through empirical data analysis has been counter-productive as poorly framed targets have skewed resource allocation from dealing with complex, protracted problems towards an easy-win culture producing a veener of success. By focusing on the broader target of public confidence a more holistic and solution orientated approach will be engendered.

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
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.
As a serving officer the strategy has done much to improve my personal morale and presages a move away from the 'shut up and do as you are told' mentality that infected the first years of Police Scotland towards a more considered and inclusive approach where differing opinions are valued. In essence, the strategy suggests the current leadership is focused on substance and are much less concered about show, i.e. much more in keeping with the presbytarian roots of Scottish culture.

About you

8. What is your name?

Name
Allan Masson

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