Response 1038144453

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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
Ticked No
Not sure
We would welcome any view you have.
you have.: The Strategy takes account of a number of potential changes which will influence policing in the next 10 years, for example increasing focus on diversity, the challenges of adopting new technology and countering cybercrime. The impact of likely changes to partners in local government is however completely overlooked. The 2026 day in the life of a PC assumes a shared local civic hub, the presence of community wardens to patrol with police and an interactive CCTV system with facial recognition. Although these are imaginary examples the underlying assumption would appear to be that Police Scotland will be able to place greater reliance on services from local government partners in future. Unfortunately the reverse is likely to be the case with services such as community wardens and local authority funded CCTV under threat due to reducing Council budgets.

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?
The main areas of focus seem entirely reasonable. With the focus on localism however Police Scotland will require to work on how they engage with communities as the current level of engagement in Inverclyde via “#yourviewcounts” is not considered to be sufficient to base local priority setting on. It is unlikely that this is an issue solely affecting Inverclyde.

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?
From a local authority perspective the first two - improving public contact, engagement and service; and strengthening effective partnerships are absolutely key to an effective strategy

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
Obviously public confidence is a key measure of success however it is essential that there is sufficient granularity in the data used to measure this. It will not be sufficient to have a very high level measure of confidence nationally if there are significant local variations. Partners at a local level will require this to be measured at that level.

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
Strongly agree
Ticked Mostly agree
Not sure
Mostly disagree
Strongly disagree
We would welcome any views you have.
As in question 1 above it is essential that the workforce planning is not based upon unrealistic assumptions of what partner organisations will be able to deliver going forward.

Clear & Understandable

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

Please select one item
Ticked Yes
No
We would welcome any views you have.
The strategy is reasonably clear however it is very high level and aspirational. As such it is lacking in clearly deliverable short, medium and long term SMART objectives. It is essential that these are developed at an early stage so that a better understanding can be gained of how the aspirational aims will be achieved.

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.
Q3 makes clear that one of the key methods for delivering the strategy is by “strengthening effective partnerships”. It is essential that this is done in a meaningful manner to ensure that the aspirations of the strategy can be delivered at a local level and that some of the assumptions made in the strategy can be resolved and bottomed out. On this point members of Inverclyde Council expressed strong reservations about the level of engagement on the strategy on the ground in Inverclyde. There is a definite feeling that engagement on the implementation of the strategy with the council and community will have to be more visible

About you

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

Please select one item
(Required)
I am answering as an individual
Ticked I am answering on behalf of an organisation
Organisation Name
Inverclyde Council