The 5Is framework Designed to share know-how and improve performance in crime prevention

1. The 5Is frameworkDesigned to share know-how and improve performance in crime prevention Paul Ekblom Design Against Crime Research Centre Central Saint Martins College of Arts & Design University of the Arts London

2. Implementation failure • ‘Success stories’ in crime prevention often fail when mainstreamed • Problem-Oriented Policing continues to be hard to implement to a high-enough standard

3. Familiar explanations forimplementation failure • Deficient project management skills • Limited analytic capacity of practitioners • Short-term funding • Over-centralised management • Unsupportive organisational context

4. A new explanation of implementation failure Limitations of how knowledge is captured through impact & process evaluation and how it is managed These limitations hinderperformance of crime prevention at Policy, Delivery and Practicelevels

5. A new explanation of implementation failure Common underlying themes: • Failure to handle messy complexity of choice, delivery and action that creating and maintaining crime prevention requires • Failure to clearly articulate practice • Reliance on cookbook replication – it doesn’t work

6. What kinds of knowledge can research & evaluation supply? Know • about crime problems • what works to reduce crime/ increase safety • who to involve • when to act • where to distribute resources • why – symbolism, values, politics, ethics • howto put into practice

7. Know-how Process of doing crime prevention 1 Know-how draws all knowledge together Practitioners need know-how and technical skill to help: Definethe crime/ safety problem Selectintervention methods which • Are evidence-based • Are suitable to tackle the targeted crime problems in context • Fit the priorities and available resources of the responsible organisation/s

8. Know-how Process of doing crime prevention 2 Replicate the methods intelligently Innovatewhere replication is not possible or sensible – eg lack of adequate evaluations, new contexts, new problems

9. Know-how Process of doing crime prevention 3 Every replication involves some degree of innovation Customisation to context, meeting stakeholder and duty-holder requirements Followed by monitoring, feedback,adjustment

10. Know-how Process of doing crime prevention 4 Innovation draws on: High-level principles of intervention which can generate plausible new ideas where there is no specific evidence base – derived from theory Details of practical methods whose elements can be recombined in different ways to realise existing kinds of intervention in new contexts, or new kinds of intervention altogether

11. Know-how Process of doing crime prevention 5 Given the salience of innovation, the ‘design way of thinking and doing’ is important But to help them to draw on design whilst feeding in crime prevention knowledge,practitioners need frameworks

12. Existing practice guidance & knowledge frameworks for crime prevention Process – SARA Scanning Analysis Response Assessment Causation and Intervention – Crime Triangle Victim/Target Place Offender

13. Limitations of existing frameworks SARA is very simple and easy to learn, but: Has insufficient detail to organise knowledge and guide thinking, especially Response stage Does not distinguish Mechanisms, Principles & Methods Crime Triangle is also easy to learn, but: Again has insufficient detail/ depth to take practitioners beyond ‘kindergarten’ stage Limitations restrict research too

14. Information captured by traditional evaluations – Limitations for informing policy and delivery, and guiding practice Impact evaluation – knowledge too narrow (cost-effectiveness) for Selection of Interventions – need a ‘Choice’ guide on multiple dimensions Process evaluation – too simplified for Replication and Innovation

15. …like a wardrobe with no shelves or hangers

16. Elements of new framework Definitions Including crime prevention and community safety Process – 5Is Know how – a language and a map for describing all the tasks of the preventive process and thereby capturing, evaluating and sharing good practice knowledge

17. Elements of new framework Conjunction of Criminal Opportunity Know about crime, know what works to preventit Conceptual framework to map immediate causes of criminal events and preventive interventions in those causes

18. Definitions Crime Prevention Ethically acceptable and evidence-based advance action intended to reduce the risk of criminal events… • by intervention in their causes Or alternatively put: • by frustrating criminal goals, through disrupting activities and organisations directed towards their pursuit Risk = possibility, probability and harm Community Safety defined positively, in terms of quality of life

19. NTELLIGENCE NTERVENTION MPLEMENTATION NVOLVEMENT The Five IsThe tasks of the Preventive Process MPACT

20. 5Is builds on SARA to describe the process of prevention SARA Scanning Analysis Response Assessment 5Is Intelligence Intervention Implementation Involvement Impact But is more detailed, more structured

21. 5Is – The Zoom Structure Map:Causes, Risk & Protective Factors • General social/geographical context • Evidence of crime problem – sources of information and analysis • The crime problem/s tackled - pattern, trend, offenders, MO • Wider crime problems • Consequences of the crime problem/s • Immediate causes, risk & protective factors, criminal careers Methodology:Conjunction of Criminal Opportunity framework Message: Intelligence Meat:Specificcontent of knowledge - particular causes of crime problem

22. Detour:Conjunction of Criminal Opportunity

23. Immediate causes of criminal events: the Conjunction of Criminal Opportunity

24. A crime prevention intervention Intervention in cause Disruption of Conjunction of Criminal Opportunity Decreased risk of crime events Reduced crime Wider benefits

25. Interventions: crime prevention principles and the Conjunction of Criminal Opportunity

26. Illustrations of 5Is + CCODrink and disorder – problem-oriented partnershipYouth centres – Irish RepublicGrippa clips – product design

27. Operation Moonshine

28. Operation Moonshine –Intelligence General social/geographical context Evidence of crime problem – sources of information and analysis The crime problem/s tackled – pattern, trend, offenders, MO Consequences of the crime problem/s Immediate causes, risk & protective factors, criminal careers

29. Operation MoonshineIntelligence: Causes – CCO Offender Presence Target Enclosure Resources for Crime Readiness to Offend Crime Preventers Crime Promoters Wider Environment

30. Operation Moonshine Intervention 1. Modification of carrier bags 2. Targeted high visibility police patrols 3. Acceptable behaviour contracts for persistent offenders • Target hardening of retail store to prevent alcohol theft 5. Removing flowerbed from the front of row of shops 6. Community clean up • Youth shelter • Mobile recreation unit 9. Arresting/cautioning of anti social behaviour offenders 10. Drop in centre for youths 11. A healthy living centre for youths 12. A forest location as alternative place for youths to gather 13. Disrupting a possible drugs market targeting youths

31. Operation Moonshine –Intervention Method: • Removing the flowerbed from the row of shops Principles: • Environmental design • Restricting resources for crime • Deflecting offenders from crime situation • Reassurance Risks of countermoves: • Ram-raiding Counter-countermoves: • Bollards! • With sharp bits

32. Operation MoonshineIntervention Method: Community clean up Principles: Reassurance Mobilising preventers Building cohesion

33. Operation Moonshine Intervention Method: Youth shelter for local kids Principles: Removing offenders from crime situation and from alcohol Reducing readiness to offend by meeting needs legitimately Risks of countermoves: Inappropriate graffiti

34. Operation Moonshine Implementation Converting method into action on the ground – management, planning and supervision Targeting of the action on the crime problem, offender, place and victim Inputs of £, HR, capacity-building Monitoring, quality-assuring and adjusting the action in the light of feedback – adaptability Outputs achieved for each method Risks/blockages in implementation Exit strategy/ expansion/ continual revision in case of changing fashions in ASB

35. Involvement

36. Irish Youth Centres Visits to 10 centres in Dublin and Limerick, Republic of Ireland Meetings with each team and local Garda (police), Probation Over 120 practice knowledge items harvested, from tactical to strategic

37. Involvement – Mobilisation process Clarify crime prevention roles/ tasks – needexpert supervisor for motorcycle project, volunteer youth centre staff, community rep Locate appropriate preventive agents – trawl organisationseg angling societies such as Dublin Angling Initiative, and local angling enthusiast Alert them that they may be causing crime and/or could help prevent it Inform them – challenge joyriding audience behaviour by showing video of consequences to stop them acting as crime promoters Motivate them – get children off parents’ hands… in extreme circumstances pressure parents to send yp to youth centre by arranging conditional stay of eviction order Empower them – increase capacity – training staff/volunteers Direct them - objectives, standards – Health & Safety/ Child safety rules

38. Involvement – Partnership Partnership as strategic background to individual operational actions Each project had connections with wider ‘justice family’ of agencies eg on local probation project management ctee. Discussions between agencies on what activities to be done on whose premises Partnership in operations Meetings with parents of young person at youth centre if problem arises – for every negative issue, ensure they discuss 3 positives first = the ‘compliment sandwich’ Agreement with local Garda that no yp was to be picked up whilst on youth centre activity or at the centre itself – a means of preserving trust between centre and yp

39. Involvement – of offenders Outreach – how to recruit young people to join youth centres & be treated Another crossover – outreach may itself act as preventive Intervention via development of trusting relationships and even the process of volunteering But that is no reason to confuse ‘working the streets’ with clear understanding of Intervention mechanisms Building trust on street – at both individual/group levels What if the street workers see the yps doing bad things – how to respond so they maintain trust – eg by asking ‘should you really be doing that?’ Softly-softly approach – crime problem not directly raised at first, may be mentioned in passing… get to know them initially Voluntary participation of yp rather than as forcible condition of, say, cautioning Anticipatory mobilisation of clients – building relationships with yp that offer ‘handles that can be pulled on’ when yp starts offending Once joined Keeping in – maintaining motivation – ‘career structure’ of building responsibility and status in the youth centre Handling of incidents such as theft/damage with acceptance & inclusion Contact and re-entry Methods for maintaining continuity pre imprisonment, during and post release

40. Involvement – Climate Setting Creating/maintaining conditions of mutual trust, acceptance and expectation in support of preventive action, whether through professional intervention, partnership or mobilisation Importance of staffing continuity so personal trusting relationships can develop – how to preserve this with changeover to more centrally-managed arrangements? Sensitivity in handling serious incidents eg theft or damage in youth centre – implications for relations with young people and their families; but also with Gardai Maintenance of good relations between enforcement and juvenile support arms within Garda Openness and fairness in making resources of youth centres available to wide range of young people Making youth centre facilities available to wider community – helped to build trust and credibility

41. Grippa clips – preventing theft of customers’ bags in bars

42. Grippa clips – aspects of ‘Involvement failure’ Senior management of bar company agreed to let us trial the clips Then many of them were ‘let go’ and we were passed to more junior management We piloted prototype clips in 4 bars, and found that the public: Liked the designs and the concept, but Didn’t actually use them! Customers unaware of what clips for and how to use them

43. Problems in Involvement Card hangers to alert and inform customers without scaring them – some hangers ended up on floor in 2 bars with less staff involvement Overall, bar staff not well-informed or motivated to care for customers (contrasting experience in Barcelona where customer care stronger and crime widely understood as serious risk) Supportive posters confined to toilets Little communication of purpose of project from regional managers to individual bar managers Just before first evaluation in 13 bars, bar company pulled out of entire project due to the recession and slackening of police pressure

44. Grippa clips – Involvement success Subsequent development and pilot with major coffee chain at London rail terminus, combining clips with Stop Thief chairs Clips frequently used – why the difference? Customer care focus Revised design, easier to use Self-explanatory logo – and no falling card hangers Implicit imagery – paintings of Stop Thief chairs on café walls Staff involvement and retention policy of café company

45. Impact - Moonshine

46. Impact – ‘Choice magazine’ approach to selecting interventions to replicate: Multiple dimensions of policy performance • Selecting interventions that are effective, cost-effective and whose benefit significantly outweighs cost • Efficienttargetingon causesof crime/ safety problem • Prioritisationon harm, needs of victim & wider society • Coverage on the ground – how much of crime problem tackled? • Scope – narrow range or broad range of crime types tackled? • Adaptability – proofed v soc/ tech change/ adaptive offenders • Taking action overappropriate timescales • Pursuing policies sustainable financially and in HR terms • Avoiding undesirable side-effectsof action and balancing tradeoffs with other policy values • Maximisinglegitimacy/ acceptability of actions • Ensuring policies aredeliverablein rollout of programs

47. Further applications for 5Is framework Beyond capturing good practice examples and failure mode analysis: Synthesis/ testing of principles and theories Framework and source for toolkits and training Supporting gap analyses for research, and strategic overviews for policy and delivery Prospective business-planning/appraising tool, for project development and monitoring of implementation – ‘playback’ beside ‘record’

48. Further applications for the Conjunction of Criminal Opportunity Organised crime/ drug dealing Terrorism Cybercrime Design Against Crime – crime proofing of products Crime Impact Assessment/ Risk Assessment Horizon scanning Offender interviews Investigation of crime Understanding / describing Modus Operandi

49. The question of simplicity Crime prevention/ community safety are messy and complex So: It’s futile dumbing down to communicate with practitioners, if what you communicate can’t deliver successful prevention These are issues for designers to address in making the framework usable Overall philosophy – high investment in design leads to high return in successful performance of crime prevention

50. Where to find information on 5Is and CCO http://5isframework.wordpress.com www.designagainstcrime.com/crimeframeworks Ekblom, P (2011) Crime Prevention, Security and Community Safety with the 5Is Framework Basingstoke: Palgrave Macmillan Please send comments, suggest improvements or participate in development! p.ekblom@csm.arts.ac.uk