Response 720197448

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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.
There is no mention of the impact that Brexit could have on policing in Scotland. While Counter terrorism is mentioned there is no mention in the strategy as to the demands that this will place and how policing will change to cope with this. While the document is aspirational, in one sense there is an element of frustration that it could take ten years to see some of the improvements suggested.

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
Please tell us why you think these are the right or wrong areas of focus?
Feel this should be cut to 4. Drop Knowledge. If we use the information that is available to us, we will in turn be able to be Innovative and in being so, we will develop better services that are Dynamic, adaptable and sustainable, which will result in better services that meet the needs of communities. 4 as it is written is an Outcome that will be achieved, as opposed to something that we can focus on.

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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Strongly agree
Ticked Mostly agree
Not sure
Mostly disagree
Strongly disagree
Please tell us why you think this is the right or wrong approach?
Concerned at the emphasis put on the Cyber capabilities, in the example given of tracing SOG across three continents it creates an impression of this being a straight forward process, but this is an area where I feel that the challenges to international policing as a result of Brexit has not been acknowledged and creates a false picture of how easy it would be to work across Europe and beyond. Also the example given here, is based on the type and manner in which crimes of this type are currently committed as opposed to how it might change in the next 10 years. It would be hoped that Bank and financial institutions would have improved security systems and looked at how they could work better to avoid such scams. Also while there is reference to 'Strengthening Effective Partnerships' there is little mention of how Police Scotland will be at the forefront of developing new partnerships as it grows in its role as a Statutory partner as a result of the Community Empowerment Act. How will it respond to the challenges of working and delivering the outcomes of 32 Local Outcome Improvement Plans? What resource will be put into this, both financial and officer hours?

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
We are a public service and if we are stand true to our ethics of Integrity, Fairness and Respect then how the public feel about us and the service we deliver is vitally important. If the public are not confident in the service they receive then we as a service will have failed to deliver for them, even if we meet our targets.

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
Ticked Strongly agree
Mostly agree
Not sure
Mostly disagree
Strongly disagree
We would welcome any views you have.
For us to have the confidence of the public and be a successful police service we need to ensure that we have the correct balance of skills and capacity in the right locations to be able to deliver and meet challenges. We have to ensure though that we recognise the need for resilience to meet the unexpected challenges that inevitably arise, whether due to adverse weather events or the change in political dynamic that could impact societal shift.

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.
Within the first few pages we hear about, 4 Key Pillars, 7 Themes (earlier referred to in the first diagram as the Strategic Police Priorities), 5 Key areas of focus and 6 Strategic objectives. What are we seeking to achieve and how will we deliver it?

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.
As previously stated the Strategy is aspirational in regard to what it lays out as expectation in regard to improved connectivity and ability to access, apps, share personal information between agencies by electronic means, which may deliverable in urban locations and through the development of robust Information Sharing Protocols, but will this be deliverable in the large rural areas we have and on islands? Have discussions already started with Health Boards, Scottish Government to allow for the type of information exchange that is suggested at the scene of the assault scenario?

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