Response 958434872

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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.
We believe that the strategy does identify the main risks and challenges impacting on communities and policing in the next 10 years. An ageing population, increasing social isolation, increasing service demands as a result of mental health issues, domestic abuse and the impacts of drug and alcohol misuse are all identified locally as key areas that require more integrated and targeted preventative approaches within a partnership context. Recent events locally and nationally and our increasing reliance on digital technologies, underline the growing risks and potential serious impacts on services and service users from Cyber 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
Ticked Strongly agree
Mostly agree
Not sure
Mostly disagree
Strongly disagree
Please tell us why you think these are the right or wrong areas of focus?
protection will inevitably remain a core priority for policing; however, we particularly welcome the strong emphasis on prevention and communities. Given shrinking resources, rising demands and inequality challenges discussed at Q1, we agree that Prevention and Communities must remain key areas of focus. Greater individual and community resilience through effective preventative approaches will be key in meeting rising demands.

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?

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Ticked Strongly agree
Mostly agree
Not sure
Mostly disagree
Strongly disagree

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.
We welcome the approaches outlined. There is clearly a need however to consider within the context of CPPs and emerging approaches on LOIPs and Locality Plans how asset management and workforce planning approaches can be more effectively integrated in a partnership context.

Clear & Understandable

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

Please select one item
Ticked Yes
No
We would welcome any views you have.
The information is well presented. The infographics aided understanding and clarity. The 2026 case studies were particularly compelling and helpful in painting a vision of future policing.

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.
We have no major concerns in respect of the proposed methods set out within the strategy. However, whilst we appreciate the high level nature of the document and further work to follow, we believe it would benefit from additional narrative in respect of some aspects of how public contact and engagement will improve and how partnerships will be strengthened. The partnership aspect is particularly important in our view, and requires additional emphasis. The Christie Commission is mentioned several times within the document; however we believe the document would benefit from a greater emphasis on the part Police Scotland intends to play in meeting CPPs collective statutory responsibilities in respect of the Community Empowerment Act, e.g. the changing role of Community Planning Partnerships and particularly Local Outcome Improvement Plans/Locality Plans, which are not discussed to any degree. We welcome the commitment to move from the historic local police offices to integrated civic hub model by 2026 and confirm our support to make this happen at the earliest opportunity in Clackmannanshire. We would recommend that Police Scotland review the potential community benefit arising from their established police estate in Clackmannanshire. Prior to any surplus assets being placed on the open-market we believe that there should be a presumption that Police Scotland will work with CPP partners to explore how best surplus assets can be used creatively within the context of the Community Empowerment Act to regenerate local communities Overall, the document presents a concise case for change and a clear, crisp vision of future policing in Scotland. The risks, issues and opportunities were outlined clearly, as were the areas of focus and approaches. In our view, these are in line with our established and emerging local issues priorities in Clackmannanshire. We should make clear however that at the time of submission, the Council did not have a political administration in place; therefore, the views expressed reflect those of council officials.

About you

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

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I am answering as an individual
Ticked I am answering on behalf of an organisation
Organisation Name
Clackmannanshire Council