Response 19458631

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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.
The plan takes focuses on diversity however there is no consideration of how 'Brexit' could impact on this.

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
Ticked Not sure
Mostly disagree
Strongly disagree
Please tell us why you think these are the right or wrong areas of focus?
I recognise the start point for any organisational progression must be strategic direction however, I consider there is disparity in the reality of where this start point is compared to where the Force Executive believes it to be. In the 4 years since the formation of Police Scotland, there remains vast areas where limited progress has been made. Our Human Resources capability continues to run behind and is bureaucratic. Four years on and we are still required to periodically refresh and populate details of historical movement of personal and physical resources. Our computer systems do not speak to each other and local arrangements afforded by legacy Forces continue to complicate progression. We are still some way from being a single functioning service presently with regards to our IT, physical resources and the welfare of our staff. I recognise there is a focus on welfare currently, but again the strategic objective set by the Force Executive is poorly translated to staff and there seems to be either a lack of knowledge or a disregard, for how these strategic objectives are implemented in a practical setting.

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
Ticked Mostly disagree
Strongly disagree
Please tell us why you think this is the right or wrong approach?
We are cutting officer numbers. Everyone is surely aware this is due to the financial position. I have reviewed the media reporting of 27/02/2017, which correctly sets the 2026 plans in a positive light, although my impression from within the organisation is that some spin has been added to divert the real issue of the challenging financial position which requires the reduction of officer numbers. The idea that officers performing supporting roles can be diverted to the ‘font line’ and such roles have been ‘transformed’ is not credible and evidences a lack of acknowledgment by the Force Executive about where the organisation is currently.

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
I absolutely agree public confidence must be how we are measured, however we must be morally courageous in how we report this. A performance measure is only worthwhile if it provides the facts. I have read a statement in the 2026 pages as follows: Despite the scale of the change, the most significant in policing in more than a generation, communities have continued to benefit from a service which has performed strongly through the activity of both local and national resources. I am sure statistics can be used to confirm this is statement technically factual, but if you asked a random 10 members of staff if they thought this statement was correct in a moral and practical context, then in honesty, do you think it would be supported?

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
Ticked Not sure
Mostly disagree
Strongly disagree
We would welcome any views you have.
Who would not agree with this statement but ticking a box not allow context. Does re-shaping our future mean we will recruit more staff to tackle issues - we all know this is extremely unlikely in the current financial position. If the question was ' the organisation is not financially sustainable in our current position so we must cut numbers and then consider how best to adapt to these circumstances' then yes I strongly agree.

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.
I attended a workshop to address some of the issues raised in the Staff Survey and a continual area of concern was the level of spin and lack of transparency by the then Force Executive. I have a strong desire for the realities of our current position to be recognised and the challenges accurately understood and reported.

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