Public Confidence Route Map

1. Public Confidence Route Map

2. Title 1 Introduction 3 Five themes of Public Confidence 4 Improving Confidence - Overview 5 Effective Community Engagement Citizen Focus Hallmarks and Enablers Hallmarks for Effective Partnerships 6 7 8 Targeted Foot Patrol 9 Effective Joint Problem Solving 10 Provision of Information 11 Treating People Fairly and with Respect 12 Tackling Crime and Protecting the Public 13 14 Delivering a Good Quality of Service Enablers of Excellence 15 - 20 Appendices 21 - 22 Contents Appendix 1 – A summary of the diagnostics indicators of confidence Appendix 2 – References Appendix 3 - Public Confidence Performance Support

3. 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. The Public Confidence Target 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 agreethat 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 suggestsdrives 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. 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) Who is it for? 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. Introduction

4. Tackle ASB and Crime effectively Work with and for the public Drive effective partnerships Develop an empowered, engaged, confidence workforce Deliver a high quality local service Five Themes of Public Confidence 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. 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. 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. The five themes are intrinsically linked. 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. 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. 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.

5. To do these well, focus on: Developing an empowered, engaged, confident workforce Working with and for the public Building effective Partnerships Deliver a High Quality Service Tackle ASB and Crime effectively Improving Confidence - Overview Deliver evidence based activities: We must: Supported By: Driving change through effective leadership Establishing the optimum workforce mix in terms of profile, skills and location Effective Community Engagement Maximising the potential of the workforce – including training, learning and development of the workforce Empowering staff to use professional judgement Delivering fair practices and processes and focusing on equality and diversity issues Targeted Police Foot Patrol Ensuring effective crime prevention including tackling ASB, drug dealing and drunk or rowdy behaviour Tackling serious & organised crime and ensure public protection Providing a responsive, visible and accessible service Effective Joint Problem Solving Strengthening neighbourhood policing and integrated service delivery Delivering the Policing Pledge to a consistently high standard PUBLIC CONFIDENCE Agreeing that the police and local council are dealing with the ASB and crime issues that matter in your local area? Provide Information To the Community Streamlining processes that improve service quality for the public Establishing effective local priority and intelligence led patrol plans Resolving public concerns about service quality quickly and effectively Ensuring effective use of partnership data to understand local communities and address their priorities/ vulnerabilities and needs Treat People Fairly And With Respect Driving collaborative problem solving with local partners and the community Improving information sharing & joining up service delivery - CDRP/ CSP Working with partners to make justice outcomes visible to communities Joining up systems and practices with CJS, LCJB and CDRP/ CSP partners Tackling Crime and Protecting the Public Supporting a citizen focused culture across the CJS Sustaining a seamless service across the CJS Improving the quality and breadth of community engagement Deliver a Satisfactory Service Supporting greater community participation Making use of all communication tools to improve public perceptions of crime & ASB Strengthening the community role in public protection and serious and organised crime

6. Developing an empowered, engaged, confident workforce Working with and for the public Building effective Partnerships Deliver a High Quality Service Tackle ASB and Crime effectively The Route Map builds on the Citizen Focus Hallmarks and Enablers Taking a citizen focused approach to delivery Enabled by: Supported By: Focused on evidence based activities We must: Effective Community Engagement People Understanding People Understanding Services Designing Services Delivering Services Targeted Foot Patrol Partnerships PUBLIC CONFIDENCE Agreeing that the police and local council are dealing with the crime and ASB issues that matter in your local area? Effective Joint Problem Solving Leadership Provide Information To the Community Treat People Fairly And With Respect Processes Tackling Crime and Protecting the Public Communication Deliver a Satisfactory Service For Further Information on the Citizen Focus Hallmarks click here For the Citizen Focus Self Assessment Template click here

7. Develop an empowered, engaged, confident workforce Work with and for the public Build effective Partnerships Deliver a High Quality Service Tackle ASB and Crime effectively Enhanced by : The Route Map builds on the Hallmarks for Effective Partnerships We must: Supported by: Empowered and effective leadership Intelligence-led business processes Effective and responsive delivery structures Community engagement Visible and constructive accountability Appropriate skills and knowledge PUBLIC CONFIDENCE Agreeing that the police and local council are dealing with the crime and ASB issues that matter in your local area? For Further Information on the Hallmarks for Effective Partnerships click here

8. EFFECTIVE COMMUNITY ENGAGEMENT Aim Evidence Base • 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 . Focus on 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 Effective profiling and understanding of communities Targeting engagement to increase access to local policing services Innovation in engagement Empowering communities to influence policing services Gathering, sharing and using community intelligence • 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 Guidance & support Related Areas Pledge Point 7 NIM Digital Engagement Local Confidence Surveys User Satisfaction Surveys Safe and Confident Neighbourhoods Strategy

9. TARGETED FOOT PATROL Aim Evidence Base • 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). Focus on Establishing effective local priority and intelligence led patrol plans Visibility targeted to priorities Clear purpose of patrol Use of data and information Managing demand Guidance & support • Local Policing and Confidence guide / NP Practice Advice • National Contact Management Strategy / Principles and Guidance • Citizen Focus Hallmarks Check-sheet Related Areas Workforce Modernisation (NSIR / NCRS /NIM) Mobile Data Pledge Point 3

10. EFFECTIVE JOINT PROBLEM-SOLVING Aim Evidence Base • 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). Focus on Driving collaborative problem solving with local partners and the community Sharing Information with partners SMART priorities that reflect concerns of a wide range of the local community Priorities that address threat, harm & risk to individuals and communities Multi-agency tasking & effective data analysis to target interventions Guidance & support • 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 Related Areas Local Area Agreements (LAA) Integrated Service Delivery Risk Management Critical incidents

11. PROVISION OF INFORMATION TO LOCAL COMMUNITIES Aim Evidence Base • 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%). Focus on Making use of all communication tools to improve public perceptions of crime & ASB Working with partners to make outcomes visible to communities Quality of information Relevance to the neighbourhood Accessibility of information Integrated use of new technology Use of information for police and partners to be answerable to local communities Guidance & support • 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 Related Areas Pledge Point 2, 8 Justice Seen, Justice Done Local Confidence Surveys National Crime Mapping

12. TREATING PEOPLE FAIRLY AND WITH RESPECT Aim Evidence Base • 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. Focus on Delivering fair practices and processes and focusing on equality and diversity issues Procedural Justice Effective Equality Impact assessments Understanding / reducing disproportionality Guidance & support • 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 Related Areas Pledge Point 1 Stop and search / Stop and account (Flanagan Recommendation 24) PSA 24 (disproportionality in CJS)

13. TACKLING CRIME AND PROTECTING THE PUBLIC Aim Evidence Base • ‘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. Focus on Ensuring effective crime prevention including tackling ASB, drug dealing and drunk or rowdy behaviour Tackling serious & organised crime and ensuring public protection Empowering staff to use professional judgement Strengthening the community role in public protection and serious and organised crime High quality response to all crime and ASB by local agencies Effective reputation management Effective processes for critical incident management Tailored support for victims and witnesses 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) 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) Guidance & support Flanagan Recommendation 21 Victims Code & Witness Charter NSIR NCRS Restorative Justice Related Areas

14. DELIVERING A GOOD QUALITY OF SERVICE Aim Evidence Base • 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. 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 Focus on Understanding needs & expectations Follow-up Responsiveness of contact Guidance & support • 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 Pledge Points 4, 5, 6, 9, 10 Flanagan 21- Proportionate Crime Recording ISIS - information Improvement Strategy for Policing Victims Code & Witness Charter Restorative Justice Related Areas

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

16. DRIVE CHANGE THROUGH EFFECTIVE LEADERSHIP Enabler • 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. Supporting Information Focus on Driving change through effective leadership Leadership Style Values creating a culture and reputation for service excellence Vision well-known and understood throughout the organisation Guidance and Support • 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 Related Areas Pledge 10 Working for the Public – Productivity Framework

17. PEOPLE Enabler Supporting Information • 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. Focus on 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 Empowering staff to use professional judgement Understanding internal service culture Equipping and empowering staff deliver tailored services Performance management linked to customer Service Learning and Development Guidance and Support 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 Service Citizen Focus Hallmarks / Equality Standard / Productivity Framework Check-sheet Related Areas Working for the Public – Productivity Framework Improving Performance – A practical guide to Police Performance Management – Hallmark 3, 4 and 5

18. Enabler 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. Supporting Information Focus on 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 Understanding the customer experience Designing processes/ services to meet the needs and expectations of customers Removing waste that does not add value to the customer Guidance and Support 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 Related Areas Reducing bureaucracy Information Systems Improvement Strategy (ISIS) Workforce Modernisation, Insight and workforce mix QUEST / lean methodology

19. PARTNERSHIPS Enabler Supporting Information • 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. Focus on 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 Working with the Third Sector Staff advocacy for partner services Joined up service delivery by police an all local agencies Integrated Service Delivery 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 Place / Comprehensive Area Assessments / One Place 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 Guidance and Support Related Areas Safe and Confident Neighbourhoods Strategy Local Government White paper – Real People Real Power Flanagan Recommendation 33 Integrated Offender Management PSA 24 Confidence in the CJS

20. Enabler COMMUNICATIONS Supporting Information • 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%) Focus on Identify and understand the audience Identify and anticipate communication requirements and preferences Satisfy communication requirements Consider joint branding with partners Guidance and Support 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

21. Appendix 1 – Summary of the Diagnostic Indicators for Public Confidence

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

24. * 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.