Response 51077798

Back to Response listing

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.
There is a significant reliance on technology in the strategy and there must be a question over whether this is deliverable in the timescales. There will need to be clear contingency planning if the benefits associated with technology are to be achieved through other means. We support the need to focus on ensuring the skills, tools and capacity to address future need rather than focusing on the size or structure of your organization. The inference being there will be a mix of different types of staff without the emphasis on officer numbers.

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?
There is some concern in relation to the changing workforce diagrams on Page 52. Since the inception of Police Scotland we have seen a reduction in the number of officers permanently based in Perth and Kinross and actively involved in Local Policing. These diagrams suggest that rather than being reversed this trend is likely to continue, with the proportion of policing resource (no matter the numbers or mix) dedicated to local policing, predicted to reduce. In the diary of Sophie Robertson there is an assumption she will patrol with a co-located Community Warden. This assumes these resources will exist in 2026. Police Scotland may wish to raise the future of Community Warden Services with local and national partners. In general the themes of Protection, Prevention, Communities, Knowledge and Innovation set the right tone for a strategy and organisational responses, based on these themes, to the risks, challenges and opportunities identified in the document, will provide the service with a framework to develop specific plans and projects to address them.

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

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
Public confidence is critical to ‘Policing by Consent’ and essential to ensuring Police Scotland delivers against the statutory responsibility in the Purpose of Policing for promoting ‘wellbeing’ as well as ‘safety’. Police Scotland will enhance its reputation and build public confidence by ensuring it provides the right level of engagement and support for people and communities. This will not be achieved through a ‘systematic’ approach but through a commitment to local policing that takes into account how people and communities ‘feel’. This approach depends on local autonomy and recognising that ‘Keeping People Safe’ is only part of the answer, people have to ’Feel Safe’ as well. This can only be achieved by investing in staff through training and development and then giving each staff member, at whatever level, the discretion and responsibility for delivering a bespoke service that recognises individual and collective needs.

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.
This needs careful consideration, an over-dependence on technology and specialist services at the expense of local officers who are engaged and visible in their communities, has the potential to erode confidence. A people strategy that recognises the importance of investing in personal development at all levels as well as training will be critical in ensuring the service is sufficiently responsive to deal with the new demands, risks and challenges identified in the strategy. These responses need to be co-ordinated and implemented as locally as possible ensuring the needs of people and communities are met by partnerships who understand these needs as they impact on their communities. Skills including collaborative leadership, relationship building and co-production will be essential for local Police Leaders and all staff.

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.
See comments throughout.

About you

8. What is your name?

Name
Bill Atkinson

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
Perth and Kinross Council