REASSURANCE POLICING
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REASSURANCE
POLICING
A ROUGH GUIDE
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Theory
The
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The Theory:
Introduction
The police service has been renowned for community policing.
However, demands on the service have led to changes in our
policing style raising questions about what community policing really
means. We have achieved much in terms of “crime fighting” and
reducing the incidence of reported crime and there is no doubt
these efforts should continue.
Research shows that a reduction
of insecurity or risk felt by
people would have a positive impact
on their perception of crime.
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However, these methods have led to a feeling of
insecurity in our communities and a perception that
crime is actually rising – the reassurance gap. The
most recent British crime survey indicated that 75% of
people feel this is the case.
Research shows that a reduction of insecurity or risk
felt by people would have a positive impact on their
perception of crime. This means continuing to tackle
volume crime effectively but also targeting the risks
identified by the public in order to address the
“reassurance gap” and redefine community policing.
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Signal crimes have a
disproportionate effect
on an individuals sense
of security.
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The Theory:
What Do We Mean
By “Risks”?
These risks are warning signals about the
level of security or safety felt by people in
their neighbourhood.
It is unrealistic to believe we can eliminate all risks.
However, if we can reduce them to tolerable levels
and enable people to demonstrate some influence we
will impact on the perception of insecurity.
Such risks are called Signal Crimes. These have a
disproportionate effect on an individuals sense of
security and include such things as noise, youths
hanging about, litter, poor lighting, abandoned cars
and graffiti.
Other linked risks include:
Signal Disorders – disorderly conduct or anti-social behaviour. This is something
physical, environmental or social out of the ordinary; a burnt out car, aggressive
behaviour, anti-social use of motor vehicles.
Signal Events – normal behaviour which shapes risk perception; the use of sirens by
emergency vehicles compared to uniform officers on foot patrol. Whilst signals can
have a negative impact on peoples sense of security some signals (control signals)
have a beneficial effect.
Control Signals – these are social control which indicate effort to regulate bad
behaviour. This might be a litter warden in an area or removal of graffiti, police
response to incidents or patrol. However, a poorly considered police operation
could be viewed negatively if the community misunderstands its motives. This will
include a search warrant executed without explanation to local residents.
The intention is to use the signal crimes concept to understand local problems and
prioritise responses in order to positively influence perception, the approach is far
reaching being appropriate to deal with issues from nuisance through volume crime
to major and critical incidents.
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Step 1.
Research
The Theory:
Understanding and
Prioritising Action
A 7-step plan has been developed to guide
and structure activity. This is the starting
point for reassurance policing and the
framework for subsequent consultation and
problem solving. This process can be applied
to the whole neighbourhood or a few
houses, dependent on the problem.
What do we know? Use crime data, incident data
and partner data. This can be anecdotal, what do
staff know about the area, what are the community
telling us?
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Step 2.
Engagement
Can we engage with the community?
We need to talk to local people. They hold the key
to local solutions.
A method of engagement needs to be developed.
This can be direct, door to door visits or indirect,
such as community groups or surveys.
Step 3.
Public
Preferences
Who are the problem people, where are the
problem locations? What are the problems?
Identify them by:
Environmental Visual Audits (EVA’s). These are
structured patchwalks which identify signal crimes.
Public meetings can also identify concerns and
signals. This can be a traditional meeting, face to
face or other forms of communication.
Involve community groups, local people and hard to
reach groups, councillors and partner agencies.
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Step 4.
Investigation
and Analysis
Casual factors and stakeholders are important.
Look at what might be causing the signals
identified.
Identify and involve key partners who can help
provide solutions.
Step 5.
Public
Choices
Democratic choice is crucial in developing priorities
and outcomes.
Be realistic – we can’t take on every signal or
eradicate all causes.
Let the public choose 2 or 3 priorities, get sign up
and agreement.
Consider public meetings, door to door surveys or
use of IT solutions.
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Step 6.
Plan and
Action
Prioritise response dependent upon public choice.
Action is mandatory.
Make control measures obvious and relevant.
Explain what measures have been taken and why.
Step 7.
Review
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Be objective about success. Statistics won’t always
give an accurate picture. The public appreciate
genuine effort and don’t always expect success.
Ask the public. They should notice the difference –
it may only be anecdotal.
Feedback openly and honestly and in a way which
will reach the widest audience and hard to reach
groups.
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Start
Where to
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Where to Start:
Problem Solving
Step 1.
Step 2.
Step 3.
Step 4.
Step 5.
Step 6.
Step 7.
Research
Engagement
Public
Preferences
Investigation
and Analysis
Public
Choices
Plan and
Action
Review
;
SCAN
;
;
ANALYSIS
;
;
RESPONSE
;
ASSESS
National Intelligence Model – The 7 step model draws on the NIM and uses its techniques and procedures. The local
assessment results in a local plan of improvements using NIM tactics of tasking and co-ordination, development of
problem profiles and targeting of offenders.
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Where to Start:
Reassurance Groups – Local Partners
in Action with Community Focus
It is essential to have a multi-agency partner/public tasking and
co-ordinating group. At New Parks the groups are divided into
separate community and agency groups.
In essence key agency stakeholders receive input to
resolve local problems. This is based on the tasking
and co-ordination group concept allowing community
members to directly influence agency response. Action
by the agency group is mandatory. All issues raised
must be considered and appropriate action taken.
Information is passed in confidence, subject to an
information sharing protocol. This encourages open
and honest feedback allowing trust to develop
between group members.
• Both agency and community groups should be
• represented at meetings. Where groups operate
• separately observers from both groups should
• attend. Alternatively community/agency groups can
• combine to address the issues jointly. Both methods
• require transparency to enable trust and
• constructive debate.
• Community membership includes tenants, residents
• and councillors.
• Agency membership includes police, local authority –
• in many guises, fire officers, local education, groups
• such as the Junior Youth Inclusion Project and
• Witness Cocoon.
• This process allows for NIM friendly community
• tasking providing opportunities for engagement,
• problem resolution and feedback on a regular basis
• appropriate to needs.
• The process builds community confidence, and
• contributes to agency targets and public service
• agreements.
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Where to Start:
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Do not make
assumptions
about what
signal crimes
should be
prioritised.
Environmental Visual Audits
A powerful and pragmatic means to identify signal crimes and
therefore establishing public priorities. Process has been developed
and can now be used as an objective and structural patchwalk in set
geographical areas.
• Can be deployed in the area of a number of houses or a whole estate if necessary.
• The EVA provides a list of signal crimes which police staff, agency partners and
• community members can use to identify issues by walking around a selected area
• listing and photographing signal crimes found.
• Auditing using this method provides objectivity to the traditional patchwalk
• involving fewer people and highlighting potential solutions. It is quantifiable and
• capable of being analysed and presented as a NIM problem profile.
• Can be used as the basis for local people to vote on preferences or the results
• can be used as a business case to lever partners or justify investment for
• improvements.
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Where to Start:
Consultation &
Engagement
Both go hand in hand, engagement is a
dynamic and purposeful exercise, it is about
holding people to account and arriving at
agreed and manageable priorities. If
consultation is a separate or segregated
exercise it is expensive. It is essential to
capture feedback from day to day
encounters and ensure that the product
informs priorities and drives activity.
Tried and tested consultation options include:
• Door to door consultation.
• Public meetings – “Have A Say Day”.
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• Ad-hoc meetings/consultations.
Consultation –
The Door to Door Method
We need to meet the public in ways and on terms
they are content with. Initially, let community groups
select areas they wish the police to visit for
consultation.
• Police staff and volunteers visit selected streets over
• a set period asking people to vote on preferences
• for prioritisation following environmental audits.
• Despite our own perception, people welcome the
• opportunity to speak to officers and are generally
• realistic about what the police can achieve on their
• own. They identify areas for improvement and most
• importantly vote on their preferences using
• community meetings and wider police family
• resources. This is cost effective, provides visible
• policing, gives a positive message and makes officers
• feel valued and supported by their community.
• Within New Parks Ward this method produced
• between 400 - 500 respondents and has clear
• benefits. It shows commitment to the community. It
• is good practice to capture the demographics of
• those consulted (age, sex, ethnic origin).
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Consultation –
The Public Meeting Method
Experience shows public meetings are not always the
best method of engagement and therefore not ideal
for consultation.
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Ad-hoc Meetings/Consultation
Consultation should be viewed as an ongoing activity.
• Take the opportunity to consult local people at any
• community meeting and feedback positive news.
• Ask them to tell their friends and neighbours.
• We have held quarterly meetings called Have A Say
• Days which are arranged at different venues within
• the Ward.
• Encourage staff to record issues raised through ad• hoc contacts in the form of community intelligence
• logs.
• These commenced at lunchtime as a drop in facility
• for local people to discuss reassurance issues,
• receive feedback about successes, find out about
• other local support available (Witness Cocoon /
• NHW) and of course vote on their priorities. In the
• evening we held traditional public meetings which
• were followed by a presentation highlighting work
• completed and the opportunity for residents to vote.
• Where local hot spots are identified consider both
• methods of consultation on a smaller scale. The
• impact of being asked about a local problem is
• powerful. It will help to shape local solutions.
• Use the same methods to feedback to the
• community when measures are in place but do not
• promise to deliver the undeliverable.
Michael Alexander Photographics
• Incentives such as refreshments and free crime
• reduction equipment have been made available. Free
• transport is offered to encourage attendance.
• We plan to extend the number of partner agencies
• available at future events.
It is essential to capture feedback
from day to day encounters.
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You cannot make assumptions
about signal crimes or disorders – or
how they will be viewed.
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Where to Start:
Communication
To achieve an improvement in public safety
perceptions various methods of
communication need to be employed.
Proactive policing is effective in dealing with offences
and can act as a Control Event. However, if the reason
for such work is misunderstood, not explained or fails
to target a local issue successfully it will become a
Signal Event which impacts negatively on public
perception and support.
Use planned events to highlight good work and the
reasons for it.
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Methods of Communication
• Speak with Media Relations to plan your strategy.
• They have many contacts and may save you time
• and effort by making contact with the right people
• directly.
• Take the opportunity to regularly liaise directly with
• local reporters. Be honest, explain what you want
• to achieve and why. You will be helping them to fill
• up their pages or airtime with good news which will
• influence opinion.
• Consider other media; the radio and television
• reach large audiences and can be effective. Be
• mindful they want news to be here and now and
• may heavily edit your response accordingly. When
• inviting the public to be involved ensure they know
• what it entails.
• Use the free press. There are local magazines such
• as “The Link”, Mercury group papers and
• community newsletters which are already delivered
• to every house. If councillors are involved consider
• their newsletters – but be mindful of political issues.
• Encourage your teams to paint a positive image in
• the media and encourage community contact at
• every opportunity. Sell partnership working and
• improvements achieved.
• Use leaflets to convey messages; these can be left at
• prominemt locations or distributed to households.
• Place posters in prominent locations. Consult with
• the public to identify the key areas.
• Try and attend public meetings or ensure a fully
• briefed colleague attends on your behalf. Thank
• partners for their efforts. Highlight successes but
• acknowledge improvements. Be objective to
• criticism whilst not building up false expectation.
• Consider one to one consultation in areas
• frequented by a large volume of residents e.g. key
• public access points.
• Major Incidents are clearly potential Signal Events
• which should be addressed by a robust community
• impact assessment and liaison with the SIO. At the
• earliest opportunity release positive news through
• community contacts and the media.
A negative
story can be
used as an
opportunity
to release a
positive
response.
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Studies
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Case
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Case Studies:
Keightley Road, New Parks
Case Studies Using the
Reassurance Policing Model
The following examples illustrate that listening to local people and
involving them in the problem solving process is a simple and
effective method of reducing community insecurity and positively
influencing public perception.
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Following a negative press article concerning anti-social
behaviour by a small group of teenagers, officers were
tasked with visiting local residents to find out about
problems. Many supported the police but were too
intimidated to give statements. However, a number of
solutions were suggested including the removal of a
fruit machine from a chip shop. A simple phone call to
the council ensured the fruit machine was removed.
The level of incidents dropped and the public saw an
immediate response. This was backed up by positive
action and ASBO applications against the main
offenders, all of which was highlighted in the local press.
People felt encouraged to come forward as witnesses
and a local shopkeeper felt confident to report
incidents he had previously been too intimidated to
report. Further arrests followed. This was
communicated to local people by use of media, leaflets
and personal contact with
local opinion formers.
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Listening to local
people and involving
them in the problem
solving process is a
simple and effective
method of reducing
community insecurity.
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Case Studies:
Case Studies:
Mulberry Avenue, New Parks
Upper Temple Walk, Beaumont Leys
Several environmental and social issues requiring
urgent attention were highlighted as part of the EVA’s,
Reassurance Group and through consultation.
Officers at a neighbouring LPU used the same
reassurance policing tactics to respond to anti-social
behaviour.
The local housing manager understood the importance
of these issues and arranged; targeted rubbish removal,
the replacement of fencing, the installation of security
measures and gave warnings to tenants about dumping
vehicles in car parks. He readily accepts these measures
would not have been prioritised without the
reassurance project.
Using door to door consultation, community support
officers surveyed residents about living in the area to
highlight their concerns and discover the true extent of
problems. The survey was also used to highlight public
preferences and choices for improvement. Combined
with crime pattern analysis, police and partner activity
was targeted to respond to community concerns.
Combined with positive police action against go-peds,
graffiti and drug dealers, the message has been fed
back to the community using various methods. As a
consequence, letters of thanks have been received and
community members have shown a willingness to engage
and be part of local tenant and residents associations.
Action is now underway to further
address these priorities, which includes
forwarding recommendations regarding
environmental improvement to enhance
public safety to the local authority and
Leicester Housing Association.
Police and partners now have clear objectives
to work towards; public confidence has increased
and public engagement improved.
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KeyMessages
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Key Messages:
Key Messages:
Check List to Reassurance Policing
Our Aims – Your Aims
• Use the 7-step model to deliver a strategy for consultation, engagement and
• feedback across your selected area. Remember this is a problem solving
• approach.
Reassurance policing is a Bottom Up approach and
has 3 themes.
• Engage with key agencies and community partners to develop reassurance
• action groups.
• In partnership with key stakeholders, undertake Environmental Visual Audits
• to identify signal crimes across your selected site.
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• Arrange consultation using an appropriate method for your neighbourhood
• or community. Ask community representatives which method they think is
• most effective.
• Identify public preferences and work with partners to address. Ensure
• response is realistic.
• Communicate reasons for action and where appropriate inaction. Use every
• method available to be positive and highlight good news. Inform residents
• and thank them for their support.
• Make no assumptions. Treat local people as the experts in diagnosing
• problems in their area.
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• Accessible, visible locally known officers able to •
• respond to local issues.
• Signal crimes analysis allows for targeted response
• to public insecurity.
• Solutions are co-produced in partnership with the
• police, local agencies and communities who share
• accountability.
By understanding these three aims and using the
tactics above combined with other solutions and best
practice you will help people in your communities to
feel more secure. Reassurance policing is not an end
but the means or style of policing which is aimed at:
• Increasing trust and confidence in the police.
• Helping neighbours to help themselves to tackle
• crime and disorder.
• Through these means addressing the Reassurance
• Gap.
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For Further Information
Should you wish to discuss Reassurance Policing and the experiences in New Parks
please contact:
• Inspector JAY BALL
• Project Manager HELEN WALTON
• Sergeant JIM HOLYOAK
More information can be found on the internet at www.reassurancepolicing.co.uk
Anti-social behaviour tactics and specific guidance upon the use of most recent
legislation can be obtained from the Home Office Anti-social Behaviour Unit on:
0870 220 2000 or www.together.gov.uk
YOUR
NEW
PARKS
Design: Paul Wishart
Reassurance policing is not an end but the means or style of policing.