Response 1071364801

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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.
The main organisational risk that confronts Police Scotland is that its reputation and public standing continues to fall. The inevitable outcome is that confidence will erode and with it political support. The lesson that can be drawn from other public services (education, health etc) is that politicians will respond by initiating another, probably convulsive, reform. The strategy outlined addresses risk in a technical/tactical way and is therefore not really a strategy at all. In technical terms the service is already a great success - low crime, high detections, risks mitigated or avoided. It has more officers than ever before and generally it recruits from a highly skilled and educated pool. Despite this, it's standing is probably at an all time low. This indicates not that the force isn't technically proficient but that it is culturally and attitudinally misaligned with the public it serves.

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
Mostly agree
Not sure
Ticked Mostly disagree
Strongly disagree
Please tell us why you think these are the right or wrong areas of focus?
The areas of focus are almost self evidently valid, but do not show a hierarchy or need, or more importantly, aspiration. If police Scotland was merely a crime fighting organisation they are a fair statement of intent but the service is in fact a policing organisation, founded to occupy the public space and be visible to the communities it serves. Excuses about policing the private space and the new challenges presented by cybercrime etc are just that - excuses. The public have a basic understanding of what the police service is for. It is broadly defined and bound to concepts of visibility and reassurance. It is clear that the service does not accept this view and prefers instead to contest it legitimacy with constant reference to specific 'risks' based on technical analysis and not at all on engagement and listening.

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
Mostly agree
Not sure
Mostly disagree
Ticked Strongly disagree
Please tell us why you think this is the right or wrong approach?
Remarkably, the force has set its sights on fracturing rather than cohering with a single structure. It is clear that it will continue the drive toward operational specialism ( which is different from operational visible) A cynic might conclude that the authors of the strategy intended to convey the casual reader that 'operational' in this document means the same as what is usually implied by the word in common parlance ( uniformed, locally based, visible etc) - the fact is that it does not.

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
Perhaps the only worthwhile measure. The usual input measures and output metrics are worthless in relation to the publics view of what is still a public service. They might service a useful inter-organisational purpose ( although they tend to be counterproductive in relation to the quality of discussion and reflection that should take place in effective organisations) but the public should almost never be exposed to them.

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
Mostly agree
Not sure
Mostly disagree
Ticked Strongly disagree
We would welcome any views you have.
If reshaping means shifting police officers into technical operational posts, then this will fail. I agree that new skills are needed, mainly IT and forensic, but these can be provided by police staff. If uniformed patrol officers need new skills for the role they should be performing, I don't really know what they could be. What I am sure of is that the period during which 'tasking', directed patrol and targets have dominated has effectively de-skilled police officers. Going out with a list of things to do, means that height order skills such as communication, problem solving and adaptability are being lost and it is the obvious absence of these that is adversely the quality of experience felt by many individuals that encounter the police.

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.
Too technical, using language familiar only to the police and the individuals and organisations within there orbit.

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.
N/a

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