Response 301280294

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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.
The main risks and challenges are identified, but there is very little balance in some areas, whilst Brexit and Independence are mentioned they are predominantly considered as risk, whilst the potential opportunities are not noted. This leads to a very imbalanced future scan that seems to reflect either the authors, or worse the organisations bias. There is insufficient mention of current crime continuing, such as violence with extensive focus on the "new" cyber enabled and dependent crime.

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?
Prevention must be a priority, but sufficient resources must be freed up to implement a comprehensive Prevention First strategy. This can only be achieved by a comprehensive demand analysis function, how else will we know what resources we need where? Currently demand analysis is very ad-hoc, usually at a divisional level, commissioned by a commander to justify a request for more resources, on this basis various different comparators are utilised, usually always to confirm the commanders point of view. A national demand analysis based on a range of comparators is required and regularly reviewed to ensure we have the right people in the right place at the right time.

Methods

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

Please tell us why you think this is the right or wrong approach?
Empowering our workforce is a key to improving morale and making our staff feel valuable. Currently training is based on organisational need, MOODLE being utilised to ensure that we have corporate adherence to whatever new policy or legislative change we need to be able show we have "trained" our staff in. There is little pro-active or specialised training, it almost always waits until after an individual starts in a role before several months later they receive appropriate training. Other than major SMARTEU organised events, there is no local collaborative training with officers and staff engaged in local scenarios with Police and Fire services. The only drawback to pro-active training is cost. What would be the drawback of having an always open Diploma programme, even with no sergeants posts available, all you have is more well trained officers. There is no effective talent management or career planning, with officers having to seek out their own experiential learning posts and identify mentors and coaching opportunities with no organisational support. I agree with improving IT, we need to invest in mobile technology, but instead we continue to roll out already obsolete desktop computers, just stop it now and re-evaluate our position, not carry on regardless. Transforming Corporate services is a must, but we need to think bigger than merely civilianising OD and projectland. If we can have the SPPA for all Scottish Public Pensions, why do we not have a national payroll, national HR... It needs one organisation to be the leader and others will follow, will Police Scotland be a leader?

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
Mostly agree
Not sure
Ticked Mostly disagree
Strongly disagree
We would welcome any views you have
I agree that we need to look beyond pure statistics, but the subjective nature of confidence makes it a complex scale of measurement. If the Police did everything perfectly to the letter of the law and secured a conviction, would the convicted person have a positive view of our organisation? If Police Scotland did everything perfectly and there was not a conviction because the PF lost the production, would a person have confidence in the Criminal Justice System? No they wouldn't, but as the PF don't actively seek out confidence, whose measure of success would be impacted by this failing, ours of course. We can't have restricted duties officers phoning up vicitms asking how they found the service, this is not independednt or fair, an outside organisation should be responsible for making these contacts. If an automated Track-my-Crime style system was used to update complainers a simple rating stsytem could be included for each complainer to provide their own response. But why do we stop at complainers, why do we not ask the families of missing persons how happy we are we found them, or sufferers of mental health how happy they are we took care of them. Our focus is not just on crime, so our success measures shouldn't be either.

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?

We would welcome any views you have.
We need to civilianise and we need to up skill our officers and staff. More omni-competent officers and fewer specialist, response officers should be the pride of the force and every other department and specialist should exist to support the front-line, not increase demand. I have no issues with civilian investigators and community wardens patrolling with officers and firmly believe that any roles that do not require a warranted officers powers should be civilianised either entirely or as a mix.

Clear & Understandable

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

We would welcome any views you have.
The strategy was overly long, repetitive, in places reflected the authors bias and almost impenetrable due to some of the jargon contained within. The nebulous nature of the document was only clarified by the excellent storyboards and scenarios such as PC Sophie Robertson which provided a very real and clear description of what we are aspiring towards.

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