Response 297603991

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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?

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Ticked Yes
No
Not sure
We would welcome any view you have.
The Policing 2026 strategy appears to be well considered and represents clearly the main risks, challenges, opportunities and demands that have been identified as likely to impact on policing over the next 10 years.

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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Ticked Strongly agree
Mostly agree
Not sure
Mostly disagree
Strongly disagree

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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Ticked Strongly agree
Mostly agree
Not sure
Mostly disagree
Strongly disagree
Please tell us why you think this is the right or wrong approach?
The Council agrees with the methods proposed in the strategy. The Council’s Business Plan sets out the strategic aims that guide our work. To help us achieve our outcomes and deliver more efficient services, we have focused on a similar approach as Police Scotland. The Council welcomes the opportunity to continue to work collaboratively with Police Scotland and other partner organisations to deliver integrated services across the city. Locality Leadership Teams have brought together a range of operational services and partners to identify local community priorities, provide strategic direction, coordinate local service delivery and partnership working, and oversee the development and delivery of Locality Improvement Plans. We now need to explore how we can strengthen these relationships further to develop a shared dialogue, learn from each other’s experiences, share data, resources and training, and align our priorities to transform our services and support members of the public effectively. Further thought is needed on how we can work together to identify opportunities to address public opinion collectively, share opportunities to consult on key issues, and promote ways in which communities can influence local decision making. This approach will help strengthen the public’s confidence in both the Council and Police Scotland.

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
We would welcome any views you have
The emphasis on public contact, engagement and service as measures of success is welcome, as is the focus on delivering public satisfaction at a local and national level. Public confidence is a key element of local policing. Although the current public confidence rate for Edinburgh residents in relation to Police Scotland is high, improvements are always welcome. Continuous performance improvement and the development of a performance framework will help increase public confidence, and will be welcome.

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?

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Ticked Strongly agree
Mostly agree
Not sure
Mostly disagree
Strongly disagree
We would welcome any views you have.
We agree with this approach, which aligns with the Council’s workforce strategy and will help Police Scotland respond to the challenges and opportunities of the next 10 years. These will include budget constraints, changing demographics and city make up, as well as the impact of public sector reform. Developing skills to ensure improved services are delivered, reviewing how talent can be attracted, and identifying gaps in skills are critical to meeting future challenges. The aim of the Council’s “deliver lean and agile services’ outcome is to develop a workforce of high performing people who are focused on our customers and who inspire real community empowerment. We want our workforce to improve how we integrate our services, both internally and with partners for mutual benefit, whilst delivering value for money and ensuring the future sustainability of our organisation for our citizens and communities.

Clear & Understandable

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

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Ticked Yes
No
We would welcome any views you have.
The strategy is an accessible, well thought-out and well presented document. The structure is clear and makes sense. The various diagrams are helpful and convey messages in an easy to understand way. The “day-in-the-life-of” sections also make the strategy engaging.

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.
The graphic used to depict people over the age of 75 is a negative and outdated stereotype of older people. As Edinburgh has an ageing population, images of active and informed older people, who engage and are part of the community, are the types of positive necessary messages we are keen to highlight.

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
City of Edinburgh Council