Response 606372786

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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.
It is considered that the Strategy needs to give much fuller consideration to: • The links between the national Strategy and local police plans and the locality approach developed by Police Scotland through the Local Authority Multi-Member Wards. • The different policing needs in rural areas such as the Scottish Borders. Rural communities and small towns can have different priorities and thresholds of concern compared to city and more urban areas in relation to issues such as anti-social behavior; road traffic issues and car parking matters; and environmental crimes such as fly tipping. There is a need to empower local police to operate much more flexibly to deal with local priorities focusing on early intervention and prevention. • The link between the aspirations of the national Strategy and the future policing arrangements in neighbouring areas in England, as this will be important in tackling cross border crime issues which are particularly important to the Scottish Borders. • Partnership working with its emphasis on prevention and early intervention. It is clear from the strategic context and the examples of future policing in the national Strategy that a lot more support will be required from partners such as local authorities to achieve policing outcomes. For example many people committing crime and carrying out anti-social behavior experience mental health, drug/alcohol addictions and chaotic lifestyles. To achieve the better outcomes expected in the Strategy additional resources will have to be committed by partners, particularly local authorities to support these people. No consideration is given in the Strategy to how partners will find the resources for this preventative working. Given the reality of public expenditure constraints it is clear that there needs to be work undertaken on how the benefits achieved from early intervention for individuals and communities can be better identified and shared in financial resource terms between the police and partners. • The national Strategy needs to give more detail on how financial stability and sustainability for the police service will be achieved going forward, particularly in relation to the funding gap in future years that was identified in Audit Scotland’s ‘2015/16 Audit of Scottish Policing Activity’ published in December 2016. • That technology envisaged to deliver the transformation in the national Strategy does not substitute too much for face to face or community contacts. Such contacts are vital for public confidence and for intelligence.

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?
It is the emphasis in these main areas of focus that will be important for rural areas such as the Scottish Borders. The areas of focus particularly Protection, Prevention and Communities need to be accompanied with an equitable distribution of resources to allow effective and responsive frontline and community policing to address the different priorities within each Police division, and to ensure that rural areas do not lose out to more urban areas. The areas of focus also need to link with policing on the English side of the national border i.e. in Northumberland and Cumbria in order to ensure close cross-border working.

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
Strongly agree
Ticked 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
ublic confidence is an essential measure of success. It will be important in the transformation process envisaged in the strategy driven by the use of technology, that does not substitute too much for face to face or community contacts. This is particularly important in rural areas where their more spread out communities and more ageing population.

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.
A reshaping of the organization and workforce is needed. The reasons for this are set out in the national Strategy. Society is changing with: the use of the internet; a more mobile population with a great deal more commuting to work and travelling for other purposes; and the greater incidence of terrorist activities etc. There are major opportunities to use advanced digital and mapping technology and scientific processes to assist policing work particularly in relation to gathering intelligence and improving responses to incidents. Also there is now greater awareness of the importance of prevention and early intervention, community engagement, and partnership working to gain better outcomes for policing. At the same time there are significant financial constraints that the Police needs to deal with. It is important in reshaping the organization and workforce that a focus remains on the priorities of local areas and communities, that this is matched with resources, and the importance of local police having relative autonomy to support local priorities. As mentioned above there is a need to empower local police to operate much more flexibly to deal with local priorities focusing on early intervention and prevention.

Clear & Understandable

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

Please select one item
Yes
Ticked No
We would welcome any views you have.
There needs to be more of emphasis on how the national Strategy links to local police plans and communities with worked out examples of how the transformation of police services envisaged in the plan will support the needs of communities in rural areas such as the Scottish Borders.

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.
It is considered that there are a number of good practices already occurring in rural areas such as the Scottish Borders that points to how policing might be improved in the future. In the Scottish Borders these include • Police Scotland’s close relationship with the Safer Communities Team located within Scottish Borders Council Headquarters. • The Young and Older Drivers Initiatives. • The Rural and Farm Crime Prevention Initiative. • Engagement work with licensed premises. • The Support for the Domestic Abuse Pathways Project to deliver transformed service responses to adults and children experiencing domestic abuse in the Scottish Borders. • Operations tackling Serious Organised Crime particularly in relation to illegal drugs.

About you

8. What is your name?

Name
Scottish Borders Council

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

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(Required)
I am answering as an individual
Ticked I am answering on behalf of an organisation
Organisation Name
Scottish Borders Council