Which of These Problems Can Be Best Solved Through Community Action?

A guide to problem solving

Foreword

Nick Dean - Chief Constable Cambridgeshire Constabulary

'Policing our neighbourhoods' is at the center of what we do hither in Cambridgeshire. We have taken great strides in placing this at the core of our policing model and the future investment in our neighbourhood teams is welcome. The concept of trouble solving as the bedrock of policing; the foundation upon which everything else is built. I am a great believer in investing in tackling the cause of issues and in achieving long term, sustainable solutions. A problem solving arroyo is vital if we are to make a real difference to our communities. Since my inflow in force I take witnessed some fantastic initiatives making a real divergence in improving the quality of life of those nosotros serve. However, problem solving is not just limited to neighbourhoods; it should be at the heart of how we approach issues and concerns in whatever field of piece of work nosotros operate.

Very often communities approach united states or our partners when they really demand help and nosotros have a duty to respond in a positive way. Of course I recognise that we cannot practice everything only those key concerns, affecting people's quality of life, causing harm and distress to communities should be our priority.

We have invested in problem solving preparation and guidance and this certificate adds to the reference material already available. Working together with our communities and partners we can brand a real and sustainable difference; that is why I am a real advocate of problem solving.

Cambridgeshire is a safe county but working together and with our communities we tin can make information technology even safer, protecting the public by getting to the root crusade of issues; taking a problem solving arroyo allows u.s. to reach that goal.

I look forward to working alongside you to make a real difference.

Crime prevention is ultimately problem solving

Introduction to problem solving

The majority of bug we run into seem relatively straightforward on the surface, for example, young people causing anti-social behaviour, and nosotros presume we know how to solve them. Even so issues oft fail to reply to our interventions. Quite often this is considering we haven't taken the time to properly understand the underlying causes of the problem. Due south Cambridgeshire Community Prophylactic Partnership has adopted a trouble solving approach that will enable you to have a thorough understanding of problems that your community faces and aid you to place and address the underlying causes at an earlier stage and ultimately prevent a trouble condign a criminal offense.

The benefits of our approach also include:

• A consequent approach to problem solving across the canton
• The ability to better co-ordinate problem solving activeness with and between partners
• The identification and sharing of effective practice
• A simple procedure with minimal bureaucracy

Identifying problems

A problem can be defined every bit:

• A cluster of similar, related or recurring incidents rather than a single incident.
• An result of substantial community business

      Or a combination of:

• A type of behaviour
• A place
• A person(south)
• A special event or time
• A specific desirable object or hot product

Well-nigh problems tin be resolved with straightforward enforcement and/or prevention measures, and the law and our partner agencies are the initial people that are called. One time that call is made there is an supposition that the matter volition exist resolved. Yet where a trouble becomes more circuitous, persistent or includes a risk of impairment to a victim/community and then a trouble solving arroyo is needed.

A circuitous problem can be described as:

• A complex or persistent issue that cannot be rapidly resolved and which requires to coordinate activity from more than ane agency (may include neighbourhood priorities) and often the community itself.
• An issue which presents a loftier take a chance of harm to a community or an individual (for instance, identified through the vulnerability cess procedure).
• A regular event which has a significant impact on police force/partner resources/the community (for example, mischief at night).

Once identified all the same a problem must be managed in a structured and co-ordinated way that addresses the underlying causes.

Think of information technology as an overflowing bath. You can keep bailing out the water merely unless you turn off the tap the trouble volition still exist.

Please meet the beneath interesting video that describes the SARA model - Scanning/Assay/Response/Assessment.

We have an effect we would like to tackle – what do we do?

The SARA model is a widely used and constructive method to help understand the underlying causes of problems, to identify solutions and to appraise the effectiveness of responses.

The model above has been role of policing for over 30 years. Whilst it is of import to piece of work through each phase of the model the objective stage may become articulate once the scanning stage has been completed.  The problem solving plan will assist ensure that your responses are robust and effective and will provide a clear audit trail.

Scanning

The get-go phase of the model is to ensure that you know at that place is a problem and what the problem is that yous want to solve. The nature of a problem may announced obvious, due east.one thousand. young people involved in anti-social behaviour in a shopping precinct. Withal it is important to conspicuously and concisely define the problem otherwise responses may go too complex and any action you accept may fail to get to the root of the problem.

Scanning will enable you to understand the scale of your trouble.

Perceptions of offense/community safety and the realities of criminal offense levels/community rubber are very different matters. This stage will help you split the ii.

Information technology may be useful to inquire yourself some initial questions to help you ascertain the problem:

1. Does the problem actually exist? – If the problem has been reported past someone you may need to check against criminal offense and incident data or by speaking to communities, voluntary groups, partner agencies etc.
2. How frequently does the problem occur and how long has it been happening?
3. What impact is the problem having on our community, police or other agencies?
4. Is anyone else already dealing with this problem? Do they know what I know? Tin I give them more data to inform their response.
5. What are the risks associated with this problem? – Will the problem resolve itself or does it crave intervention to cease information technology. This will inform the type and level of response.
6. What exercise I want to achieve? – This is a crucial question because the effectiveness of any action you accept will be judged against the objectives you set up. Whilst resolving a problem may be desirable this will not always be possible. Sometimes mitigating or reducing the effects of a trouble through raising awareness of the upshot will be all you tin can do.

The answers to these questions serves to help the police and other agencies to fully acknowledge the impact of the problem and how we can support you to tackle the issue. If this problem is likely to pb to an enforcement initiative, either civilly or criminally then your initial testify of the scanning phase can be vital to agencies in progressing matters.

Analysis

Thorough analysis is the key to developing effective solutions. Inquiry should showtime exist directed towards the problem and its causes earlier you get-go thinking about solutions, otherwise your actions might not actually bargain with the existent problem. In that location are ii cardinal elements to the analysis of a problem:

1. Empathise the problem through enquiry
2. Identify possible solutions

Understand the problem through enquiry – Don't assume y'all know what is causing it as y'all may be wrong! It can be useful to develop a working hypothesis most why the problem is occurring but exist prepared to challenge and modify that hypothesis.

Retrieve of it like an investigation. These questions may be helpful to ask:

• What data is available to help us understand what is happening?
• When is information technology happening and how often? Are there whatsoever key times/days?
• How long has information technology been going on?
• Where is it happening? What are the features of the location?
• Who is affected and how? Do victims have any common characteristics?
• What events and conditions contribute to the trouble?
• What do you know nigh the perpetrators? Practice they have common characteristics?
• Why is information technology happening? What are the motives of those involved?
• How do the incidents happen? Past breaking the problem behaviour down into steps yous may that find each stride provides an opportunity to intervene.
• What partners should exist involved?
• What other resources are available to become a improve understanding of this type of trouble (east.g. specialist communication, academic research, Higher of Policing etc.) Once you lot've been able to answer every bit many of these questions as you can brainstorm to commencement to solve the problem through analysis of the information. The best tool for doing this is the Problem Analysis Triangle.

This is based on the idea that a problem can merely exist if an offender and victim/target are located at the aforementioned identify at the aforementioned time without the presence of a capable guardian. If y'all take away one chemical element of the triangle then the trouble may not occur.

For nigh problems, irresolute some elements of the triangle will have more of an bear upon than changing others would. In general focus on the parts of the triangle that you and your partners can have the most impact on.

From your analysis you lot will quickly place these elements, then where offenders are targeting numerous locations and victims, east.g. burglaries then you would mainly target the offenders. Merely if those burglaries were at repeat locations with repeat victims, then your arroyo might exist to make those locations and victims less vulnerable e.grand. target hardening.  Information technology may too be necessary to work with other residents to ensure that no further opportunities are created for a returning offender.

Run into the Problem Analysis Triangle as a useful tool to 'question' each side of the triangle - what do you know about the offender/victim/location. Then inquire yourself what may be missing and what would you lot need to know.

Identify potential solutions – Having gained a better understanding of the root causes of the problem you demand to consider possible solutions. Information technology is unlikely that one intervention on its own will solve the trouble. Information technology may well require co-ordinated activity by different agencies.

Call up that any proposals y'all come upwardly with need to exist achievable and proportionate to the threat posed by the trouble.

Consider the following:

• How is the problem addressed at the moment and what are the strengths and limitations of the current response?
• What powers or duties do the police or others have to deal with the problem?
• What experience do colleagues or partners have in dealing with this blazon of trouble? – meetings or focus groups can identify things you hadn't considered.
• What other agencies (such equally the voluntary sector) might be able to assist?
• What tin I practice to increase the risk for the offender/s (for instance, increasing the likelihood of being defenseless) or reduce the rewards from their crime (like holding marking)?
• What can I do to discourage offending behaviour or divert offenders?
• How tin can I reduce the likelihood of a person/location being subject to offense/anti-social behaviour?
• What examples of practiced practice are available? - It is likely that someone somewhere has faced a similar problem. At that place are plenty of resources available to you to discover some practiced practice.

Response

By this point you should take plenty of information about the problem, a good understanding of the threats posed, an idea about what you want to achieve and the powers and options bachelor to y'all.

The Response phase involves selecting the most advisable options available and developing an SARA programme. If other agencies are involved in the response and then y'all should develop the programme in consultation with them and be prepared to negotiate. If you disagree on what works or what options to choose and then you might need to compromise or try to influence others. It helps to know what resources/ services other agencies have available to them. For case Local Say-so teams tin can access a range of Early Intervention Services, Registered Social Landlords have a host of tools in their toolbox to manage tenants.

Again, SMART tin can help yous cull the most appropriate actions:

• Specific – Those responsible for delivering an action should have a clear understanding of what it is they are being asked to exercise.
• Measurable – You demand to exist able to assess whether the activity has had a direct impact on the problem. What output and outcomes do yous expect to come across?
• Doable – Setting unrealistic plans can lead to failure, frustration and a loss of               victim/community confidence. Whoever is going to deliver the plan needs to have the chapters, resources and powers to practise so.
• Relevant – There should be a clear link between the action y'all take and what you are trying to achieve.
• Time Bound – Yous should build in regular reviews of your action and agree how long the action will run before information technology is evaluated. The reviews may form part of existing partnership structures, for case trouble solving groups.

In addition your SARA plan should:

• Be proportionate – E.g. covert policing tactics or large numbers of police resources may not exist justified by the threat posed by the problem.
• Be sustainable - If a constant resource is the solution, e.m. frequent constabulary patrols, and then this itself can get a problem, especially if the reason for engaging in the problem solving itself was to reduce the need on the law/partners.
• Accept an leave strategy to move the solution from a police owned and driven response to a sustainable customs-owned response.
• Be cost effective - Funding tin can often be an event when it comes to responses – a broad, inclusive partnership tin can oftentimes bid to funding streams that the police, every bit a sole bureau cannot. Some funding streams only allow applications from non-statutory bodies – nevertheless if, for example, the local church is ane of the stakeholders, then they might bid on behalf of the partnership with the bidding skills of the whole partnership being used to compile the bid.
• 'Think exterior the box' – Innovative (and fifty-fifty bizarre) initiatives accept been the footing for proven long-term solutions.

Having identified options that are SMART you need to agree a commitment programme with partners. The OSARA plan should identify who is responsible for elements of that activity.

• Enforcement – What powers tin can police or partners employ, including investigating offences, pursuing CBOs, tenancy enforcement etc.
• Prevention – Activity tin can exist focused on any element of the PAT triangle, due east.k. target hardening a victim's accost, Neighbourhood Watch, imposing curfews on suspects, encouraging offenders to engage in substance misuse treatment etc.
• Information/Intelligence – Sources of information about a problem should be kept under review and new ones identified. This will help to place any changes in the nature of a problem too equally evidencing the effectiveness of your response.
• Communication – Consider how you volition proceed to engage with partners to review activity and share data. Yous should also consider how you will go on to engage with victim/s and the wider community. This will provide reassurance that you are dealing with their trouble and will encourage the flow of information.

The OSARA programme and the details of activity undertaken should be shared betwixt partners so that anybody knows what others are doing. In Cambridgeshire Constabulary this will more often than not be NPTs who volition exist used for this purpose by constabulary and information volition need to be shared with partners as laid out in an information sharing agreement.

Regular review meetings should exist held during the Response phase. Progress confronting actions agreed as office of the programme should be reviewed, and an assessment made of whether the plan is likely to achieve the overall objectives. If information technology isn't you lot may need to consider revisiting the Scanning stage.

Assessment

Evaluation of the response to a problem is critically important in:

• Determining whether the plan was implemented as intended (if not, why not?).
• Determining whether it had the desired effect (did you accomplish your goals?).
• Identifying what didn't work and any changes needed to the plan. This may involve going back round the OSARA model.
• Identifying what did work as well every bit recognising and sharing practiced practise.

If we don't properly evaluate our response, we can never know if what we have washed really had whatsoever result. This is the case even if the problem has stopped because it may accept simply stopped on its ain and not because of our action.

The assessment can be done using a variety of data which yous volition have identified during the scanning phase, for instance

• Calls for service – Take they increased/decreased?
• Criminal offense and incident data – Has the problem stopped or simply moved elsewhere or changed in nature?
• Victim/Community feedback – What is their perception of the problem now?
• Media and social media reporting reduced or stopped

Debriefing is an important component of evaluation and should always be included and encouraged at the conclusion of all operations or plans where possible. By involving as many stakeholders as you can in any debrief yous will gain a holistic view of what went well, what didn't become well and why?

The details of your evaluation should be recorded on the Problem Solving Program and retained. This is and so that anyone dealing with a similar instance in the future will be able to access the details of your problem.

Consideration should exist given to whether your response could be considered every bit good practice.

This may include:

• Innovative ideas that accept minimised the impact or solved the problem.
• Introduction of a scheme / initiative that has solved or minimised the trouble
• Exceptional multi-agency piece of work to solve a trouble
• Successful use of anti-social behaviour powers/legislation to deal with the problem

Where responses have been successful and represent expert practice they should be shared. Partnerships and Operational Back up can do this via good exercise and may share more widely with policing colleagues on Knowledge Hub, so that others who are dealing with like problems tin can larn from your experience. By doing this nosotros will be able to build up a local library of effective practice that will assist us deliver a consistent service to victims beyond the County and better our overall response to crime and anti-social behaviour.

Identifying skilful practice besides provides usa with an opportunity to recognise the practiced work of those involved. It is a chance for anyone to say thank you and well done or even to nominate someone for a commendation or an honor.

x Principles of Crime Prevention

1. Target hardening
2. Target removal
3. Removing the means to commit crime
4. Reducing the payoff
5. Access command
6. Surveillance
7. Environment change
8. Dominion setting
9. Increasing the chance of being caught
10. Deflecting offenders

Whorl for more

Twenty-five techniques of situational prevention
Increase the endeavour	Increase the risks	Reduce the rewards	Reduce provocations	Remove excuses
1. Target harden - Steering column locks and  immobilisers - Anti-robbery screens - Tamper-roof packaging	6. Extend guardianship - Take routine precautions: go out in a group at night, leave signs of occupancy, conduct telephone - "Cocoon" neighbourhood sentry	11. Conceal targets - Off-street parking - Gender-neutral phone   directories - Unmarked bullion trucks	xvi. Reduce frustrations and stress - Efficient queues and polite service - Expanded seating - Soothing music/muted lights	21. Set up rules - Rental agreements - Harassment codes - Hotel registration
2. Control access to facilities - Entry phones - Electronic bill of fare access - Luggage screening	seven. Assist natural surveillance - Improved street lighting - Defensible space pattern - Support whistleblowers	12. Remove targets - Removable automobile radio - Women's refuges - Pre-paid cards for pay phones	17. Avert disputes - Separate enclosures for rival soccer fans - Reduce crowding in pubs - Fixed cab fares	22. Post instructions - "No parking" - "Private belongings" - "Extinguish camp fires"
three. Screen exits - Ticket needed for exit - Consign documents - Electronic merchandise tags	8. Reduce anonymity - Taxi drivers IDs - "How's my driving?" decals - School uniforms	xiii. Place property - Belongings marking - Vehicle licensing and parts making - Cattle branding	18. Reduce emotional arousal - Control on violent pornography - Enforce good behaviour on soccer field - Prohibit racial slurs	23. Alert conscience - Roadside speed display boards - Signatures for customs declarations - "Shoplifting is stealing"
iv. Deflect offenders - Street closures - Separate bathrooms for     women - Disperse pubs	ix. Utilize place managers - CCTV for double-deck buses - Two clerks for convenience stores - Reward vigilance	xiv. Disrupt markets - Monitor pawn shops - Controls on classified ads - Licensing street vendors	19. Neutralise peer pressure - "Idiots potable and drive" - "It's OK to say no" - Disperse troublemakers at school	24. Assist compliance - Easy library checkout - Public lavatories - Litter bins
5. Control tools/weapons - "Smart" guns - Disabling stolen cell phones - Restrict spray pigment sales to juveniles	x. Strengthen formal surveillance - Ruby calorie-free cameras - Infiltrator alarms - Security guards	15. Deny benefits - Ink merchandise tags - Graffiti cleaning - Speed humps	twenty. Discourage false - Rapid repair of vandalism - V-chips in TVs - Censor details of modus operandi	25. Command drugs and alcohol - Breathalyzers in pubs - Server intervention - Alcohol-free events

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Source: https://www.scambs.gov.uk/community-safety-and-health/community-action/community-safety-toolkit/crime-prevention-in-your-community/problem-solving/

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