Response 112194064

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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?

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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?

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Strongly agree
Ticked 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?

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Ticked Strongly agree
Mostly agree
Not sure
Mostly disagree
Strongly disagree
Please tell us why you think this is the right or wrong approach?
The importance of empowering and developing the organisation's own people cannot be underestimated. At present, Police Scotland only pays lip service to the value of its staff. Staff wellbeing must be a priorirty for delivering an improved policing service. High levels of wellbeing internally would ensure that the workforce can focus on being innovative and doing their duties accordingly.

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
We would welcome any views you have
The strategy acknowledges the tri-partite crime demand (public, private and cyber) and also newer demands on police pertaining to vulnerability and mental health. This means that policing does not always have the traditional structures that it has had historically, however, public confidence is still broadly measured by asking members of the public about police presence and visibility (for example, within the Scottish Crime & Justice Survey 2014/15 - http://www.gov.scot/Publications/2016/03/5269/12). This could therefore lead to incongruent results as success will be based on a measure that the police will constantly under-perform at within a society of public sector budget cuts and a lack of front-line resources. Police Scotland needs to make sure it communicates its current demands to key stakeholders and the general public (both openly and regularly) to ensure that they are fully aware of these.

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.
I fully appreciate the need for the organisation to re-shape and I think it is crucial that the organisation utilises talent that is already in existence within the workforce. A first step towards this would be to include employment histories and outside experience within both police officers and staff’s records. The Strategy also briefly touches on the idea of ageing workforce and plans need to in place for how this can be managed and in particular, how front-line officers can be given opportunities that may be less physically demanding when they are older.

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.
Staff wellbeing is mentioned briefly in the strategy, however, this is critical to enhancing service delivery. The strategy mentions the increase in mental health incidents, however, fails to acknowledge the mental health and welfare of officers. If the wellbeing of staff is not held as paramount to the organisation then service delivery will decline. Prioritising wellbeing is crucial to retaining staff and talent. The Strategy also discusses strengthening partnership working and The Christie Commission. Enhanced strategic engagement and practically partnerships (both top down and ground-up) are required for the Christie principles to be fully realised. I think that the organisation should examine best practice both in the UK and on a more global scale in order to do this. An example of this would be implementing a mental health/care car (this is currently done in The Metropolitan Police Service and Northumbria) whereby a police officer is partnered with a CPN and they are plain clothes and attend incidents involving people with mental health issues. This would provide better care to local communities and reduce the vulnerability demand on the police. It would offer a more holistic solution to this increasing demand. It could also be considered that we could strategically collaborate with the other emergency services and public sectors, for example, co-authoring any future strategic plans. Therefore ensuring that competing demands and joined up practice can be built in from the outset. Finally, IT must be modernised as a priority within the organisation so that systems and different areas are fully accessible.

About you

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

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Ticked I am answering as an individual
I am answering on behalf of an organisation