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Public Confidence
Route Map
Contents
Appendix 1 – A summary of the diagnostics indicators of confidence
Appendix 2 – References
Appendix 3 - Public Confidence Performance Support
Introduction 3
Improving Confidence - Overview 5
Treating People Fairly and with Respect 12
Tackling Crime and Protecting the Public 13
Delivering a Good Quality of Service 14
Enablers of Excellence 15 - 20
Appendices 21 - 22
Provision of Information 11
Five themes of Public Confidence 4
Citizen Focus Hallmarks and Enablers 6
Targeted Foot Patrol 9
1Title
Effective Joint Problem Solving 10
Effective Community Engagement 8
Hallmarks for Effective Partnerships 7
Introduction
What is the Route Map?
The route map is intended to help deliver against the Public Service Agreement (PSA) public confidence target, whilst also keeping a broader strategic view of confidence. It is intended to capture what we currently know in one place that you and your partners can easily access. There has been considerable activity both locally and nationally focusing on how to achieve the step-change in performance that the public deserve – this is working. Currently 50% of the public agree that police and local council are tackling the ASB and crime issues that matter locally (British Crime Survey (BCS) Jan 2010). The route-map is designed to sign-post you to what the evidence suggests drives public confidence, existing guidance and learning available to support you in driving improvements.
How was it developed?
This route map was developed by considering what we know from the evidence about what activities are likely to improve confidence. We have highlighted the research underpinning each of the activities, many of which are interrelated and depend on the effectiveness of others. The summary does not provide a comprehensive assessment of ‘what works’, but draws on the evidence identified in previous work and literature reviews. We have also identified how a citizen focused approach to the design and delivery of services can help to get these activities right and ensure local communities receive a high quality, effective service and are confident in the local delivery of their Police and other local services.
Who is it for?
Effective, joined up partnership working is a key enabler to delivering improvements in the experience people have of local public services; local problems can best be solved in partnership with CDRP / CSP partners and victims and witnesses do not experience the services of each of the Criminal Justice agencies in isolation. While this route map is primarily directed to the Police Service the key principles are equally relevant to others who must play a role to improve public confidence. e.g. Council, Education, Fire Service, Primary Care Trusts / Local Health Boards, Probation, Police Authority and Local Criminal Justice Boards)
How can I use it?
This route map does not seek to replace existing guidance. It builds on the Citizen Focus Hallmarks developed by ACPO and the NPIA, draws on the activities within the self assessment tool and shows how the enablers of excellence; Leadership, People, Processes, Partnerships and Communications can all be focused on providing a better service for the public by supporting the activities that evidence shows work. There is a need to get the fundamentals right, ensure these are embedded, consistently delivered and sustained. Practically this route map could be used to help you and your partners identify where additional activity would be beneficial.
The Public ConfidenceTarget
The Policing Green Paper set out proposals for the Home Office to take a much more strategic role in policing by moving to a single top down performance target for Police Forces in England and Wales. The target is - that by 2012, 60% of people will agree that the police and their local council are dealing with the anti-social behaviour (ASB) and crime issues that matter locally.
Tackle ASB and Crime effectively
Drive effective
partnerships
Deliver a high quality local
service
Develop an empowered, engaged, confidence
workforce
Work with and for the public
Five Themes of Public Confidence
Not many ASB and crime issues could or should be solved by the police working in isolation. Working closely and effectively with local partners can tackle local priorities in an efficient and effective way.
In order that people are satisfied with the service they receive, local services need to be consistently accessible, visible and responsive to individual and local needs and priorities.
To deliver this high quality local service strong leadership and training is necessary so the workforce feels confident and empowered to adapt the service they deliver to meet individual and local priorities.
By treating people fairly and with respect they will be more likely to engage with the service and provide us with the information we need to understand and deal with the crime and ASB issues that are effecting them locally.
The importance of communication
Professional, effective communications are at the heart of building confidence and improve public perceptions of anti-social behaviour and should be built in at every level – from planning to delivery.
The five themes are intrinsically linked.
Understanding the people within our community and the issues effecting them can enable us to plan how to tackle the root causes of them effectively. This will improve public perceptions of ASB, drug dealing and drunk and rowdy behaviour.
Improving Confidence - Overview
We must:
Building effective
Partnerships
Working with and for the public
Tackle ASB and Crime effectively
Developing an
empowered, engaged, confident workforce
Deliver a High
Quality Service
Supported By:
PU
BL
IC C
ON
FID
EN
CE
Ag
ree
ing
th
at
the
po
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e a
nd
lo
ca
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ith
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rim
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ue
s t
ha
t m
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ou
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Deliver evidence based
activities:
Effective Community
Engagement
Targeted Police Foot Patrol
Effective Joint Problem Solving
Provide Information Tothe Community
Deliver a Satisfactory
Service
Treat People Fairly And
With Respect
Tackling Crime and Protecting
the Public
To do these well, focus on:
Establishing effective local priority and intelligence led patrol plans
Working with partners to make justice outcomes visible to communities
Driving collaborative problem solving with local partners and the community
Making use of all communication tools to improve public perceptions of crime & ASB
Empowering staff to use professional judgement
Delivering the Policing Pledge to a consistently high standard
Maximising the potential of the workforce – including training, learning and development of the workforce
Ensuring effective use of partnership data to understand local communities and address their priorities/ vulnerabilities and needs
Improving the quality and breadth of community engagement
Supporting greater community participation
Ensuring effective crime prevention including tackling ASB, drug dealing and drunk or rowdy behaviour
Streamlining processes that improve service quality for the public
Joining up systems and practices with CJS, LCJB and CDRP/ CSP partners
Delivering fair practices and processes and focusing on equality and diversity issues
Providing a responsive, visible and accessible service
Tackling serious & organised crime and ensure public protection
Supporting a citizen focused culture across the CJS
Strengthening the community role in public protection and serious and organised crime
Driving change through effective leadership
Improving information sharing & joining up service delivery - CDRP/ CSP
Establishing the optimum workforce mix in terms of profile, skills and location
Strengthening neighbourhood policing and integrated service delivery
Resolving public concerns about service quality quickly and effectively
Sustaining a seamless service across the CJS
The Route Map builds on the Citizen Focus Hallmarks and Enablers
For Further Information on the Citizen Focus Hallmarks click here
For the Citizen Focus Self Assessment Template click here
We must:
Building effective
Partnerships
Working with and for the
public
Tackle ASB and Crime effectively
Developing an
empowered, engaged, confident
workforce
Deliver a High Quality
Service
Supported By:
Understanding
People
Understanding
Services
Designing
Services
Delivering
Services
People
Partnerships
Leadership
Processes
Communication
Taking a citizen focused approach to delivery
Enabled by:
PU
BL
IC C
ON
FID
EN
CE
Ag
ree
ing
th
at
the
po
lic
e a
nd
lo
ca
l c
ou
nc
il a
re d
ea
lin
g w
ith
th
e
cri
me
an
d A
SB
is
su
es
th
at
ma
tte
r in
yo
ur
loc
al
are
a?
Focused on evidence based
activities
Effective Community
Engagement
Targeted
Foot Patrol
Effective Joint
Problem Solving
Provide Information Tothe Community
Deliver a Satisfactory
Service
Treat People Fairly And
With Respect
Tackling Crime and Protecting
the Public
The Route Map builds on the Hallmarks for Effective Partnerships
For Further Information on the Hallmarks for Effective Partnerships click here
We must:
Build effective Partnerships
Work with and for the public
Tackle ASB and Crime
effectively
Develop an empowered,
engaged, confident
workforce Deliver a High Quality Service
Supported by:Enhanced by
:
PU
BL
IC C
ON
FID
EN
CE
Ag
ree
ing
th
at
the
po
lic
e a
nd
lo
ca
l c
ou
nc
il a
re d
ea
lin
g w
ith
th
e
cri
me
an
d A
SB
is
su
es
th
at
ma
tte
r in
yo
ur
loc
al
are
a?
Empowered and effective leadership
Intelligence-led business processes
Effective and responsive delivery structures
Community engagement
Visible and constructive accountability
Appropriate skills and knowledge
Aim
Guidance & support
EFFECTIVE COMMUNITY ENGAGEMENT
• Local Policing and Confidence guide • Community Engagement Guide / Neighbourhood Profiles Guide• Working with 3rd Sector / Volunteers / Faith Communities Guides • New and Emerging Communities Guide (to be published)• Youth Intervention guide (Practitioners) / (Managers) • Citizen Focus Hallmarks / Equality Standard / Productivity Framework Check-sheet • NPIA Risk Management and Critical Incident Management Guides• ICE (Improving Confidence though Engagement) Workshops• User Satisfaction Survey Guidance• Equality Standard• For HMIC Pledge Inspection identified practice – refer regional CFNP Field Officers
Focus onEffective profiling and understanding of communities
Gathering, sharing and using community intelligence
Related Areas
Pledge Point 7 Local Confidence Surveys
Safe and Confident Neighbourhoods Strategy
Empowering communities to influence policing services
NIM
Evidence Base
Targeting engagement to increase access to local policing services
Innovation in engagement
• Systematic reviews of the evidence – the most robust way of identifying effective practice – have concluded that community participation in police priority setting is ‘promising’ at reducing crime.
• The National Reassurance Policing Programme (NRPP) showed that effective implementation of NP locally resulted in significant net increases in confidence, and a range of other outcomes (including reducing crime, perceptions of crime and ASB, attitudes towards the police). Identifying and prioritising people’s local crime and ASB problems through engagement was a critical delivery mechanism.
• The NRPP showed that traditional engagement tools (e.g. public meetings) were not sufficient to improve public perceptions. The greatest improvements were in those areas that used wider reaching forms of engagement.
• Engagement is most effective when it involves a range of methods tailored to the needs of local residents and communities. It also needs to be seen as a fundamental way of working – rather than specialist one-off activity.
• HMIC have previously found the quality of community engagement needs to improve across the service.• Metropolitan Police research found public perceptions of engagement were the biggest single factor linked to confidence.• The Engaging Communities in Fighting Crime Review found that the public want the CJS to engage them in one dialogue on
their concerns and priorities in relation to crime and justice .
Ensuring effective use of partnership data to understand local communities; and address their
priorities/ vulnerabilities and needs
Improving the quality and breadth of community engagement
Supporting greater community participation
User Satisfaction Surveys
Digital Engagement
• Systematic reviews of the evidence – the most robust way of identifying effective practice – have concluded that targeted foot patrols by police in hotspots ‘works’ at reducing crime. [Targeted foot patrol is defined in contrast to undirected patrols and vehicle patrol].
• The NRPP showed that effective implementation of NP locally resulted in significant net increases in confidence, and a range of other outcomes (including reducing crime and perceptions of crime and ASB and improving attitudes towards the police). Targeted foot patrol was a critical delivery mechanism.
• Research has found targeted foot patrol, on its own, is unlikely to deliver significant improvements in public confidence without engagement and problem-solving.
• Foot patrol provides an opportunity for officers to reassure the public and engage local residents through informal contact (a means of identifying their concerns).
Aim
Guidance & support
TARGETED FOOT PATROL
• Local Policing and Confidence guide / NP Practice Advice • National Contact Management Strategy / Principles and Guidance • Citizen Focus Hallmarks Check-sheet
Focus on
Visibility targeted to priorities
Related Areas
Workforce Modernisation Mobile Data Pledge Point 3(NSIR / NCRS /NIM)
Evidence Base
Clear purpose of patrol Use of data and information Managing demand
Establishing effective local priority and intelligence led patrol plans
Aim
Guidance & support
EFFECTIVE JOINT PROBLEM-SOLVING
• Systematic reviews of the evidence – the most robust way of identifying effective practice – have concluded that problem-solving ‘works’ in reducing crime, disorder and the fear of crime.
• The NRPP evaluation found that effective implementation of neighbourhood policing locally has been found to result in significant net increases in public confidence, and a range of other outcomes (including crime, perceptions of crime and ASB, attitudes towards the police).
• Dealing with people’s local crime and ASB concerns through effective problem-solving has been found to be a critical delivery mechanism in neighbourhood policing.
• The delivery of results was consistent with the quality of problem-solving (e.g. clear problem definition, public involvement, multiple data sources, data on the victims/offenders).
• Local Policing and Confidence guide • Working with 3rd Sector / Volunteers/ Faith Communities Guides• New and Emerging Communities Guide (to be published)• Youth Intervention guide (Practitioners) / (Managers) • Citizen Focus Hallmarks / Equality Standard Check-sheet• ASB toolkit / Critical incident Awareness• National support framework – Home Office: • Tilley Awards
Focus on Multi-agency tasking & effective data analysis to target interventions
Related Areas Local Area Agreements
(LAA)Critical incidents
Priorities that address threat, harm & risk to individuals and communities
Risk Management
Evidence Base
Sharing Information with partners
SMART priorities that reflect concerns of a wide range of the local community
Integrated Service Delivery
Driving collaborative problem solving with local partners and the community
Aim
Guidance & support
PROVISION OF INFORMATION TO LOCAL COMMUNITIES
• Survey research suggested people who are well-informed are more likely to hold better opinions about the police and other local services.
• An evidence review for the NPIA identified a growing body of research that showed information can have a positive impact on perceptions. Few drawbacks were identified.
• Metropolitan Police research showed neighbourhood policing newsletters led to a significant rise in confidence. The newsletters were clear and concise, locally relevant, and easily identifiable. They contained details about the local team, local priorities, actions taken, and how people could get involved.
• The Justice Seen Justice Done Tracker Poll (Dec 09) indicated a strong relationship between information and confidence in the police (PSA measure). 73% of those who feel informed are confident, compared to 39% of those uninformed.
• It also indicated that there is also a strong relationship between those who feel informed and being and more confident that the Criminal Justice System is effective (51% vs 30%) and fair (56% vs 37%).
• Local Policing and Confidence guide • Top Tips on Information Provision• Pledge Performance Support (Pledge 8) / Pledge 8: Court Results and Justice Seen Justice Done• Neighbourhood Policing Team web page template (Pledge 2)• Generator Reports regarding web site access and content -• Communicating for Confidence• Code of Practice for Local Crime Information • Minimum Publication Requirements for Local confidence Survey data (to be published)• Publicising Criminal Convictions / Publicising Sentencing Outcomes• ASB Minimum Standards of Services (to be published March 2010)• Not in My Neighbourhood • National Tackling Drugs Week• Weeks of Action • Citizen Focus Hallmarks Check-sheet• Service Standards and Commitments
Focus onQuality of information
Use of information for police and partners to be answerable to local communities
Related Areas Pledge Point 2, 8 National Crime Mapping
Integrated use of new technology
Justice Seen, Justice Done
Evidence Base
Relevance to the neighbourhood
Accessibility of information
Local Confidence Surveys
Working with partners to make outcomes visible to communitiesMaking use of all communication tools to improve
public perceptions of crime & ASB
• There is now good research evidence to suggest the way the police behave when they interact with the public is a significant factor in how well people feel the police are carry out their role.
• Recent research found that people who felt the police would treat them with respect and treated everybody fairly were 2-3 times more likely to say that the police were doing a good job.
• Research from the US has linked ‘procedural fairness’ (i.e. being friendly, approachable and helpful, making fair decisions and explaining them) with the police being perceived as legitimate. Increasing legitimacy, through fair and respectful treatment, has been shown to increase the chances of a person cooperating with the police and obeying the law. Building confidence and legitimacy may therefore help to reduce crime by encouraging citizens to assist the police.
Aim
Guidance & support
TREATING PEOPLE FAIRLY AND WITH RESPECT
• Customer Insight Managers Guide and Practitioner’s Toolkit (to be published)• Quality of Service Commitment• ACPO Stop and Account Guidance (to be published)• ACPO Equality Diversity and Human Rights Strategy For the Police Service• Equality Standard• Service Standards and Commitments• Equality Standard Check-sheet
Focus onProcedural Justice
Related Areas
Pledge Point 1 PSA 24 (disproportionality in CJS)Stop and search / Stop and account (Flanagan Recommendation 24)
Evidence Base
Effective Equality Impact assessmentsUnderstanding / reducing disproportionality
Delivering fair practices and processes and focusing on equality and diversity issues
• ‘Police effectiveness’ can refer to a wide range of police activities including those to deal with: disorder/ASB; volume crime; and more serious incidents. Public surveys have measured perceptions of police effectiveness in a variety of ways, but have tended to focus on the perceived effectiveness of individual activities (rather than in the round).
• When asked about what issues matter to them locally people tend to think about local crime and ASB problems. The impact of high profile critical incidents on public confidence has not been researched and is currently not known.
• However, forces that have experienced such critical incidents recently have identified a need for effective reputation management to prevent an adverse impact on public confidence locally when details of incidents are made public.
• Metropolitan Police research found that perceptions of effectiveness in terms of crime prevention and public protection were associated with a broad measure of public confidence. This measure of effectiveness, though, was less likely to have an impact on confidence than perceptions of community engagement and fairness/respectfulness.
• Analysis of the British Crime Survey supports these findings. [NPIA to insert results from new evidence when cleared]• Overall, the evidence suggests that a citizen focused approach, based on engagement and local problem-solving, is likely to
have a greater impact on public confidence.
Aim
Guidance & support
TACKLING CRIME AND PROTECTING THE PUBLIC
Youth Crime Action Plan: Handbook for practitionersACPO – Protective services minimum standardsLocal Policing and Confidence guide Crime reduction tool kits HO research – Use of ASB tools and powers National Intelligence Model guidanceYouth Intervention guide (Practitioners) / (Managers) Citizen Focus Hallmarks / Equality Standard Check-sheetNPIA Critical Incident Management Practice AdviceNPIA / ACPO practice advice on serious and major crime (Murder manual, Domestic Abuse, Child Protection,
national emergency procedures manual, Honour Based Violence Strategy, Investigating Stalking and Harassment)
Focus onHigh quality response to all crime and ASB by local agencies
Related Areas
Flanagan Recommendation 21 Restorative JusticeNSIR
Tailored support for victims and witnesses
Victims Code & Witness Charter
Evidence Base
Effective reputation management
Effective processes for critical incident management
NCRS
Ensuring effective crimeprevention including
tackling ASB, drug dealing and drunk or rowdy behaviour
Empowering staff to useprofessional
judgement
Strengthening the community role in public protection and
serious and organised crime
Tackling serious & organised crime and
ensuring public protection
Aim
Guidance & support
DELIVERING A GOOD QUALITY OF SERVICE
• Customer Insight Managers Guide and Practitioner’s Toolkit (to be published)• National Contact Management Strategy / Principles and Guidance • NPIA guidance on Professional Judgement and Decision-making (to be published)• Youth Restorative Disposals Evaluation• ‘Putting the Heart Back into Policing’ - DVD.• A Practical guide to Improving Police Follow-up with Victims and Witnesses • Quality of Service commitment / Service Standards and Commitments• Equality Standard• Adapting to protest • Citizen Focus Hallmarks / Equality Standard Check-sheet
Focus on
Understanding needs & expectations
Related Areas
Pledge Points 4, 5, 6, 9, 10
Victims Code & Witness Charter
Restorative JusticeFlanagan 21- Proportionate Crime Recording
Evidence Base
Follow-up Responsiveness of contact
• Research has found that victim satisfaction is influenced more by ‘process’ issues than by the outcome of the case – responding in a reasonable time, showing interest and concern, providing adequate follow-up.
• Understanding public needs and expectations, and tailoring the service delivered to them, is very important. People are more likely to be satisfied if the service they receive has met or exceeded their expectations.
• It is more likely that poorly handled unsatisfactory contact with the police will damage confidence, than satisfactory contact will improve it. People may recall negative experiences and to share them with others.
• Contact with the police may not always affect a person’s overall confidence. People may dismiss a particular good/bad experience as a one-off and base their views about the police on wider issues. A continuing focus on understanding and dealing with local problems is therefore likely to be important.
• For some people, however, contact will have a profound impact. Providing a good quality service is therefore very important, especially given the importance of treating people fairly and with respect.
ISIS - information Improvement Strategy for Policing
Delivering the Policing Pledge to a consistently high standard
Resolving public concerns about service quality quickly and effectively
Providing a responsive,visible and accessible service
Sustaining a seamless service across the CJS
Confidence
Delivering Services
Designing ServicesUnderstanding
ServicesUnderstanding
People
Leadership People Partnership Process Communication
Satisfaction
Public Confidence : supported by the Hallmarks and underpinned by the Enablers of Excellence
Enabler
Guidance and
Support
DRIVE CHANGE THROUGH EFFECTIVE LEADERSHIP
• Organisations that deliver excellent customer service have found that effective /inspirational leadership is critical to delivering service excellence.
• There is a corporate commitment to putting the customer at the heart of service delivery and leaders actively support this and advocate for customers
• The style and approach of the leaders was considered to be a critical success factor (traits included Being in touch, openness, no blame, trust, Into the detail, lack of complacency, passion for excellence in service, a willingness to continually improve). Accessible, people orientated, leaders who involve and empower people have a positive effect on staff attitudes to their work by increasing job satisfaction and commitment to the organisation.
• Leadership extend to all organisational levels with local leaders taking responsibility for addressing issues of public concern, driving through solutions and being seen to be accountable for their delivery.
• Customer Service: The critical questions for any organisation - (2007) Oakland Consulting• Customer Service Excellence • ACPO CFNP Leads Events• Improving performance a practical guide to police performance management• Police Performance Management: Practical Guidance for Police Authorities • The New Performance Landscape for Policing• For HMIC Pledge Inspection identified practice – refer regional CFNP Field Officers• Citizen Focus Hallmarks / Equality Standard / Productivity Framework Check-sheet
Focus on
Leadership Style
Related Areas
Pledge 10
Supporting Information
Working for the Public – Productivity Framework
Vision well-known and understood throughout the organisation
Values creating a culture and reputation for service excellence
Driving change through effective leadership
Enabler
Guidance and
Support
PEOPLE
• Staff delivering policing services need to be confident in their actions, understand how best to meet the needs of the people they are serving and what service is expected of them, by the organisation and the public, to be able to get it right first time.
• Understanding internal service culture at a force and team level can identify how best to influence staff attitudes and improve their confidence in a way that will support the consistent delivery of more responsive services that better meet the needs of local communities.
• Equipping staff with the understanding of how to influence public confidence and the skills to engage effectively with individuals within their local communities are important factors upon which any plans to improve public confidence should be based.
• Empowering staff to use their professional judgement to deliver appropriate, proportionate service to the public based upon the individual circumstances and people they are dealing, can not only increase staff morale and motivation, but can have a positive impact upon the public perception of the legitimacy and effectiveness of police actions in any given circumstance.
• Having the right people in the right places at the right time doing the right things is the cornerstone of neighbourhood policing. Getting the mix of the whole workforce ‘right’ in terms of diversity and skills at both a local and a force level supports the delivery of appropriate, tailored services by ensuring that staff have the necessary understanding, confidence and skills to be effective in their role.
• Understanding local communities can support more targeted recruitment and deployment to tailor the allocation of staff to meet community needs.
Customer Service: The critical questions for any organisation Benchmarking Consortium Summary (The European Centre for Business Excellence 2007)Approaches to cultural analysis / How to use the cultural analysis template (Myhill /NPIA 2009)Customer Service Excellence – Cabinet Office It Works: The Operational Benefits of Diversity for the Police Service Equality Standard / ACPO Equality Diversity and Human Rights Strategy For the Police ServiceCitizen Focus Hallmarks / Equality Standard / Productivity Framework Check-sheet
Focus on
Understanding internal service culture
Equipping and empowering staff deliver tailored services
Related Areas
Supporting Information
Performance management linked to customer Service
Improving Performance – A practical guide to Police Performance Management – Hallmark 3, 4 and 5
Working for the Public – Productivity Framework
Establishing the optimum workforce mix in terms of profile, skills and
location of staff
Maximising the potential of the workforce – including training, learning and development of the workforce
Learning and Development
Empowering staff to use professional judgement
Enabler
Guidance and
Support
PROCESSES
• Business improvement, process reengineering and lean thinking can be used to identify cost efficiencies and performance improvements. These initiatives share a universal goal – to develop a business culture focused on understanding what customers want and designing services to ensure that they are receiving an efficient, quality service.
• Understanding demand for services, the experience the user has of them and what they expect is fundamental to this work. Contact Management and call handling data provide useful insight into a large volume of demand from the public, however, policing is complex with a variety of customers and provides a range of services. Demand is not a static measurement and can be driven by expectations which need ongoing monitoring to understand how they may change over time. Call data and other performance information therefore needs to be supplemented with information that can help understand demand and manage expectations (public feedback from a range of sources; community engagement, user satisfaction and confidence surveys etc) and partnership data to effectively manage resources.
• Creating a service culture that values what is important to customers and focuses on how the delivery of services can be improved for those customers will help to remove waste, save money, and reinvest in services that the public want and of a quality they expect..
• Process improvement in information systems can make access and use of policing services simpler and easier for the public and staff, at the same time freeing up staff time to deal more effectively with the issues that affect the public.
Operation Quest Reducing Bureaucracy in Policing Customer Insight guidance – customer journey mapping (to be published)Reducing the data burden on police forces Citizen Focus Hallmarks / Equality Standard / Productivity Framework Check-sheet
Focus on
Understanding the customer experience
Designing processes/ services to meet the needs and expectations of customers
Related Areas
Reducing bureaucracy
Supporting Information
QUEST / lean methodologyWorkforce Modernisation, Insight
and workforce mix
Removing waste that does not add value to the customer
Streamlining processes that improve service quality for the public
Joining up systems and practices with CJS, LCJB and CDRP/ CSP partners
Sustaining a seamless service delivery across the Criminal Justice System
Information Systems Improvement Strategy (ISIS)
Enabler
Guidance and
Support
PARTNERSHIPS
• In community safety, it has become ever more evident that a range of organisations and agencies working together deliver more effective and long lasting solutions than any one agency working alone. The evaluation of the first Neighbourhood Policing Pilots by Tuffin et al (2006) found that one of the three key components of neighbourhood policing that supported improvements in public confidence was creating solutions to local problems with partners and the public
• Developing joined-up approaches to public service delivery has been at the heart of the Government approach to developing sustainable and lasting improvements in outcomes. Criminal Justice agencies and community safety partnerships now have more tools and powers to tackle crime and anti social behaviour, but need to improve staff skills, make the most of opportunities to share information effectively and adapt their processes to perform better together. A more joined up approach to delivering services can help get the best value from finite resources and better meet the needs of victims, witnesses and communities.
• The Casey Review Engaging Communities in Fighting Crime found that public confidence and engagement would be improved significantly if the police, local government and other criminal justice agencies took action together and presented a more united front to local communities on crime.
Safer Schools Partnership Guidance Delivering Community Safety: A Guide to Effective Partnership Working Exemplar sites for local Service Delivery Partnerships Guidance on Cohesion DCLG / NPIA Peer review process for CDRPsNeighbourhood Improvement Workshops (NIWs)Total Place / Comprehensive Area Assessments / One PlaceNational support framework – Home Office (CDRP Hallmarks)Regional improvement and Efficiency partnerships Office for the Third SectorPartnership Support ProgrammeCitizen Focus Hallmarks / Productivity Framework Check-sheet
Focus onWorking with the Third Sector Staff advocacy for
partner services
Related Areas
PSA 24 Confidence in the
CJS
Supporting Information
Safe and Confident Neighbourhoods
StrategyLocal Government White paper – Real People Real Power
Joined up service delivery by police an all local agencies
Integrated Service Delivery
Flanagan Recommendation
33Integrated Offender Management
Strengthening neighbourhood policing and integrated service delivery
Supporting a citizen focused culture across the Criminal Justice System
Improving information sharing & joining up service delivery - CDRP/ CSP
Enabler
Guidance and
Support
COMMUNICATIONS
The Justice Seen Justice Done Tracker is carried out on behalf of the Home Office by a market research agency. The latest wave was conducted between 10th and 16th December 2009, following the autumn phase of the campaign. At each wave of the survey over 2,500 face-to-face interviews were carried out with a representative sample of the public (aged16+).
• Effective two way communication with the public, staff and other stakeholders is key if confidence in the police and other local agencies is to be improved.
• Over a third (36%) of respondents were aware of the Policing Pledge in December 2009, compared to 18% in November 2009, and 8% in February 2009.
• Those aware of the Policing Pledge were more likely to say they feel informed about their local police service (56% compared to 44%)
Association of Police Public Relations Officers (APPRO)Communicating for ConfidenceNPIA Strategic Communications GroupIDeA Website – Partnerships and Communications Justice Seen, Justice DoneCitizen Focus Hallmarks Check-sheet
Focus on Satisfy communication requirements
Identify and anticipate communication requirements and preferences
Supporting Information
Identify and understand the audience
Consider joint branding with partners
Appendix 1 – Summary of the Diagnostic Indicators for Public Confidence
Confidence
Taking everything into account, how good a job do you think the police in this area are doing?
They (the police in this area) can be relied on to deal with minor crimes
Taking everything into account, I have confidence in the Police in this area (SPI (2.3) How confident are you that the police are effective at catching criminals?
They (the police in this area) understand the issues that affect this community (POLATT5)
They (the police in this area) can be relied on to be there when you need them
They (the police in this area) are dealing with the things that matter to people in this community (POLATT6)
They (the police in this area) would treat you with respect if you had contact with them for any reason
The police and local council seek people's views about the anti-social behaviour and crime issues that matter in this area
The police in this area treat everyone fairly regardless of who they are
The police and local council are dealing with the anti-social behaviour and crime issues that matter in this area
The police and local council keep people informed about how they are dealing with anti-social behaviour and crime issues that matter in the area (BCS)
How confident are you that the Criminal Justice System as a whole is effective?
SPI (4.1, 4.2, 4.3), NI (17) Perceptions of anti-social behaviour, drunk
/rowdy behaviour and drug-dealing
How confident are you that the Criminal Justice System as a whole is fair?
Satisfaction
% of users that are satisfied with the overall service provided by the police % respondents fully satisfied with the actions taken by the police
Comparison of satisfaction between white users and users from
minority ethnic groups with the overall service provided by the police.
% respondents fully satisfied with the way they were treated by the police officers and
staff who dealt with them
Satisfaction of victims of racist incidents with the overall service
provided by the police.
% of respondents who are satisfied with how easy it was to contact someone who could assist them. (User satisfaction surveys)
•Follow-up
% of respondents who answered yes to the question: Did you negotiate with the police about how often you would be kept informed of the progress of your case?
% of respondents who answered yes to the question: Were you happy with this arrangement?
% of respondents who answered yes to the question: And did the police keep to this arrangement?
% of respondents who answered yes fully to the question: Were the
Police fair in the way they dealt with you?
Local Measures:
User Satisfaction Surveys / Local surveying / ASB crime data / Contact management data
/ Partnership data
Community profiles and analysis of local tasking and coordination processes / Lessons
learnt
Appendix 2 - References
Wunsch and Kohl (2008) Information Provision to the Public: The Impact of Newsletters on Public Perceptions. London: Metropolitan Police.Singer and Cooper (2008) Inform, Persuade and Remind: An Evaluation of a Project to Improve Public Confidence in the Criminal Justice System. London: Sunshine and Tyler (2003) ‘The Role of Procedural Justice and Legitimacy in Shaping Public Support for Policing’. Law and Society Review, 37 (3):513-547.Dobby, J., Anscombe, J. and Tuffin, J. (2004) ‘Police Leadership: expectations and impact’ Home Office Research Study 20. London: Home Office Jackson, J., Bradford, B., Hohl, K. and Farrall, S. (2009) ‘Does fear of crime erode public confidence in the police?’ Policing. Vol. 3 (1) pp. 100-111
Brown, R. and Evans, E. (2009) ‘Public confidence in the Police: A Review of Research’ Association of Police Authorities research study.
Improving public confidence in the police - A review of the evidence Home Office Research Report 28
Myhill (2006) Community Engagement in Policing: Lessons from the Literature. Home Office: London.
Jackson, J. and Sunshine, J. (2007) ‘Public confidence in policing: a Neo-Durkheimian perspective’ British Journal of Criminology Vol 47pp 214-233
Myhill, A. and Beak, K. (2008) ‘Public confidence in the police’ London: NPIA Research, Analysis and Information
Thorpe, K. (2009) ‘Public perceptions of the police and local partners – results from the BCS year ending September 2008’ London: Home Office
Tuffin, R., Morris, J. and Poole, A. (2006) ‘An evaluation of the impact of the National Reassurance Policing Programme’
Independent Review of Policing by Sir Ronnie Flanagan - Final Report
Engaging Communities in Fighting Crime
From the neighbourhood to the national: policing our communities together
Protecting the Public : Supporting the Police to Succeed
Putting the Frontline First : Smarter Government
Redefining justice: addressing the individual needs of victims and witnesses
Local Government White paper – Real People Real Power
Citizen Focus Good Practice Guide (2005)
Public Confidence in the Police: Guidance for Police Authorities and Police Forces (October 2009)
Appendix 3 - Public Confidence Performance Support
Source of Support: Available to: Offer: Contact:
Association of Chief Police Officers
Police Forces • ACPO business areas (via programme support). Rosario Delacuesta
Association of Police Authorities
Police Authorities • Public Confidence in the Police: A Review of Research (August 2009).*• Public Confidence in the Police: Guidance for Police Authorities and Police Forces (October 2009).*
Ritchie Forbes
National Policing Improvement Agency
Police Forces
Police Authorities
• Centre of excellence on police performance management.• Deployment of policing peer teams.• Field Officers (via Citizen Focus and Neighbourhood Policing Programme).• National good practice.• Range of training and development, especially leadership development.
Stephen Curtis
Steve Basterfield / Jayne Pascoe
Carol-Ann Sweeney
Local Government Association Group – Improvement & Development Agency (England only)**
Local Authorities Partnerships
• Deployment of partnership peer teams. • Online Communities of Practice to share good practice and develop practitioner networks.• Regional Improvement and Efficiency Partnerships can provide tools, training and development opportunities that support improvement and efficiency, facilitating innovation and sharing good practice.
Christopher Williams
Government Offices / Home Office Crime Team in Wales
Police Forces
Partnerships
• Place based & regional advice and support on: improved partnership working (including intelligence led approaches), use of anti-social behaviour tools and powers, effective communications, information sharing, performance management & improvement and linking related agendas, policies and strategies (including through Local Area Agreements and closer working between Local Criminal Justice Boards and Crime and Disorder Reduction Partnerships/Community Safety Partnerships).• Communicating guidance and identifying and disseminating good practice.• Facilitating and brokering national and regional peer support.• Escalation of issues requiring a regional response e.g. to regional National Offender Management Service, Youth Justice Board, Office for Criminal Justice Reform and regional Crown Prosecution Service. • Resolution of policy barriers to delivery of public confidence and advice on joining up public confidence delivery with other initiatives.
Home Office Regional Deputy Directors/Home Office Crime Director for Wales.
Source of Support: Available to: Offer: Contact:
Home Office Police Forces Partnerships
• Advice on Confidence Delivery Route Map implementation.• National good practice on partnership working on confidence. • Guidance on using Basic Command Unit fund to improve public confidence.• Advice on Policing Pledge implementation.• Advice on how to access other Home Office support on dealing with crime and antisocial behaviour.
Rhiannon Harries
Dominic Human – Public Confidence Unit
Partnerships • Place-based support: diagnostic reviews of partnerships, followed up with implementation support.• Local operational crime reviews: review focused on specific crime reduction activity, drawing on the expertise available from the centre in policy teams and among seconded staff.• National Support Framework: support and improved national guidance through the Engaged Communities Hallmark Action Learning Set, guidance and advice on implementation of legislation, and dissemination of effective practice. • Central Office of Information support on communicating for confidence.
Simon Wickenden
Police Forces Partnerships
• Justice Seen, Justice Done campaign materials. • Neighbourhood Crime & Justice Co-ordinators funded in 60 Pioneer Areas.• Neighbourhood Crime & Justice Group Delivery Team support to Pioneer Areas. Justice Seen, Justice Done Academies training frontline practitioners. • Community Crime Fighter training for active members of communities.
Kieran Read
Office for Criminal Justice Reform
Local Criminal Justice Boards
• Support o Local Criminal Justice Boards on increasing public confidence in the fairness and effectiveness of the CJS through community engagement and staff engagement across the CJS.• 10 Local Delivery Teams aligned to Government Offices regions provide Local Criminal Justice Boards with information and support for planning, delivery and performance.• Regional meetings to share information and good practice on increasing Public Confidence in the fairness and effectiveness of the Criminal Justice System - facilitated through Local Delivery Teams.
Jo Jones
* Available from NPIA directly.**The Home Office is continuing to work with the Welsh Local Government Association to develop an offer of sector lead performance support to local authorities and local authority partnerships in Wales.
