1. Public Confidence Route Map

2. 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 1 Title Effective Joint Problem Solving 10 Effective Community Engagement 8 Hallmarks for Effective Partnerships 7

3. 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 Confidence Target 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.

4. 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.

5. 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: PUBLIC CONFIDENCE Agreeing that the police and local council are dealing with the ASB and crime issues that matter in your local area? Deliver evidence based activities: Effective Community Engagement Targeted Police Foot Patrol Effective Joint Problem Solving Provide Information To the 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

6. The Route Map builds on the Citizen Focus Hallmarks and Enablers For Further Information on the Citizen Focus Hallmarks click herehere For the Citizen Focus Self Assessment Template click herehere 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: PUBLIC CONFIDENCE Agreeing that the police and local council are dealing with the crime and ASB issues that matter in your local area? Focused on evidence based activities Effective Community Engagement Targeted Foot Patrol Effective Joint Problem Solving Provide Information To the Community Deliver a Satisfactory Service Treat People Fairly And With Respect Tackling Crime and Protecting the Public

7. The Route Map builds on the Hallmarks for Effective Partnerships For Further Information on the Hallmarks for Effective Partnerships click herehere 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 : PUBLIC CONFIDENCE Agreeing that the police and local council are dealing with the crime and ASB issues that matter in your local area? Empowered and effective leadership Intelligence-led business processes Effective and responsive delivery structures Community engagement Visible and constructive accountability Appropriate skills and knowledge

8. Aim Guidance & support EFFECTIVE COMMUNITY ENGAGEMENT Local Policing and Confidence guide Community Engagement Guide / Neighbourhood Profiles GuideCommunity Engagement Guide Neighbourhood Profiles Guide Working with 3rd Sector / Volunteers / Faith Communities GuidesWorking with 3rd SectorVolunteersFaith Communities Guides New and Emerging Communities Guide (to be published) Youth Intervention guide (Practitioners) / (Managers)(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 on Effective 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

9. 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 AdviceNP Practice Advice National Contact Management Strategy / Principles and GuidanceNational Contact Management StrategyPrinciples and Guidance Citizen Focus Hallmarks Check-sheet Focus on Visibility targeted to priorities Related Areas Workforce ModernisationMobile DataPledge Point 3(NSIR / NCRS /NIM)NIM Evidence Base Clear purpose of patrolUse of data and information Managing demand Establishing effective local priority and intelligence led patrol plans

10. 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 GuidesWorking with 3rd Sector VolunteersFaith Communities Guides New and Emerging Communities Guide (to be published) Youth Intervention guide (Practitioners) / (Managers)(Practitioners)(Managers) Citizen Focus Hallmarks / Equality Standard Check-sheet ASB toolkit / Critical incident AwarenessASB toolkitCritical 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

11. 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 DonePledge 8Pledge 8: Court Results and Justice Seen Justice Done Neighbourhood Policing Team web page template (Pledge 2)Neighbourhood Policing Team web page template 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 OutcomesPublicising Criminal ConvictionsPublicising 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 on Quality 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 communities Making use of all communication tools to improve public perceptions of crime & ASB

12. 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 on Procedural Justice Related Areas Pledge Point 1PSA 24 PSA 24 (disproportionality in CJS) Stop and search / Stop and account (Flanagan Recommendation 24) Evidence Base Effective Equality Impact assessments Understanding / reducing disproportionality Delivering fair practices and processes and focusing on equality and diversity issues

13. ‘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 practitioners ACPO – Protective services minimum standards Local Policing and Confidence guide Crime reduction tool kits HO research – Use of ASB tools and powers National Intelligence Model guidance Youth Intervention guide (Practitioners) / (Managers)(Practitioners)(Managers) Citizen Focus Hallmarks / Equality Standard Check-sheet NPIA Critical Incident Management Practice Advice NPIA / 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)Domestic AbuseChild Protectionnational emergency procedures manualHonour Based Violence StrategyInvestigating Stalking and Harassment Focus on High quality response to all crime and ASB by local agencies Related Areas Flanagan Recommendation 21 Restorative JusticeNSIR Tailored support for victims and witnesses Victims CodeVictims Code & Witness CharterWitness Charter Evidence Base Effective reputation management Effective processes for critical incident management NCRS Ensuring effective crime prevention including tackling ASB, drug dealing and drunk or rowdy behaviour Empowering staff to use professional judgement Strengthening the community role in public protection and serious and organised crime Tackling serious & organised crime and ensuring public protection

14. 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 GuidanceNational Contact Management StrategyPrinciples and Guidance NPIA guidance on Professional Judgement and Decision-making (to be published) Youth Restorative Disposals Evaluation ‘Putting the Heart Back into Policing’ - DVD.‘Putting the Heart Back into Policing’ A Practical guide to Improving Police Follow-up with Victims and Witnesses Quality of Service commitment / Service Standards and CommitmentsService 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 Victims Code & Witness Charter Witness Charter Restorative Justice Flanagan 21- Proportionate Crime Recording Evidence Base Follow-upResponsiveness 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

15. Confidence Delivering Services Designing Services Understanding Services Understanding People LeadershipPeoplePartnershipProcessCommunication Satisfaction Public Confidence : supported by the Hallmarks and underpinned by the Enablers of Excellence

16. 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

17. 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)How to use the cultural analysis template Customer Service Excellence – Cabinet Office It Works: The Operational Benefits of Diversity for the Police Service Equality StandardEquality Standard / ACPO Equality Diversity and Human Rights Strategy For the Police ServiceACPO Equality Diversity and Human Rights Strategy For the Police Service Citizen 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

18. 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 methodology Workforce 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)

19. 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.Engaging Communities in Fighting 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 CDRPs Neighbourhood Improvement Workshops (NIWs) Total PlaceTotal Place / Comprehensive Area Assessments / One PlaceComprehensive Area AssessmentsOne Place National support framework – Home Office National support framework – Home Office (CDRP Hallmarks) Regional improvement and Efficiency partnerships Office for the Third Sector Partnership Support Programme Citizen Focus Hallmarks / Productivity Framework Check-sheet Focus on Working with the Third Sector Staff advocacy for partner services Related Areas PSA 24 PSA 24 Confidence in the CJS Supporting Information Safe and Confident Neighbourhoods Strategy Local Government White paper – Real People Real Power Joined up service delivery by police an all local agencies Integrated Service Delivery Flanagan Recommendation 33 Integrated 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

20. 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 Confidence NPIA Strategic Communications Group IDeA Website – Partnerships and Communications Justice Seen, Justice Done Citizen 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

21. 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

22. 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)

23. 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 Steve Basterfield / Jayne Pascoe 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.

24. Source of Support:Available to:Offer:Contact: Home OfficePolice 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.