“how responsive should policing be to community priorities and concerns?”
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“How responsive should policing be to community priorities and concerns?”. Jayne Pascoe: Citizen Focus Delivery Manager. Frontline Staff - ‘Can do’ attitude. Want to: help communities do a good job change things for the better Need: clearly defined role - PowerPoint PPT PresentationTRANSCRIPT
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“How responsive should policing be to community priorities and concerns?”
INVESTOR IN PEOPLE
Jayne Pascoe: Citizen Focus Delivery Manager
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Frontline Staff - ‘Can do’ attitude
• Want to:– help communities– do a good job – change things for the better
• Need: – clearly defined role – robust performance management framework
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Impact of Quantitative Targets
√ Defined police role in the community√ Defined what good looks like√ Played to our strengths√ Police can achieve alone
• Emphasised quantity over quality• Very little discretion in response
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“How much would you agree or disagree that the police and local council are dealing with ASB and crime issues that matter in this area?”
The Single ‘Confidence’ Target
References: Cabinet Office 2008; Home Office 2008; British Crime Survey. INVESTOR IN PEOPLE
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Challenges
• ‘Good’ looks very different • Excellent performers may now be poor • Redefined role in communities• Cannot achieve alone• Need to provide tailored services• Qualitative performance management• Empowered communities
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Implications of the ‘Confidence‘ target
• New skills required• More effective ways of engaging and
involving communities• More effective ways of working with
partners • New performance management framework
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Culture Change
Police ledPublic led
Acting aloneAcross departments / in partnership
One size fits all Tailored services
Blame Learning
Telling Empowering
ReactiveProactive
Enforcement Problem solving
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Strengths
• Neighbourhood policing structures• ‘Excellent’ forces identified by HMIC• Hallmarks defined • New complaints procedures and ethos• Focus on equality and diversity• Crime reduced• Performance data on quality issues
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What do people think?
Victim satisfaction surveysBritish crime survey
Witness and Victim Experience Surveys
Complaints data
Supervisor ring backs
Feedback forms
Focus Groups
Letters of appreciation
Customer Journey Mapping
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Keeping people informed
Marketing and mediaLocal Crime Information
Crime MappingPolicing Pledge
Victim’s Code / Witness Charter Force web sites
E mailText messaging
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Trends in public confidence (PPAF)
Footnote: Being confident in the police does not include those people who assess them to do a ‘fair job’. Qualitative evidence suggest that a ‘fair’ response is equivocal, and cannot be assumed to be positive.Reference: British Crime Survey.
0
20
40
60
80
100
Per
cen
t
Very or fairly good jobExcellent or good job
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Comparisons with other professions
9
23
24
24
29
36
37
39
43
43
48
51
69
77
81
84
93
0 20 40 60 80 100
Newspaper journalists - the Sun, M irror or Daily Star
Government ministers
P eople who run large companies
Estate agents
MP s in general
Senior managers in local councils
Top civil servants
Newspaper journalists - the Times, Telegraph, or Guardian
Senior managers in the NHS
Local councillors
Your local MP
TV news journalists
Senior police officers
Local police in your area
J udges
Head teachers in schools
Family doctors
Per cent
References: Ipsos MORI / Committee on Standards in Public Life 2006. INVESTOR IN PEOPLE
Trust in the local police to tell the truth compared favourably to many other professions.
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75
58
66 65
72
6561 63
65 65
55
4650 51
54
48
42 42 4139
0
20
40
60
80
100
1996 1998 2000 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08
Per
cen
t
Whole country
Local area
The Reassurance Gap
INVESTOR IN PEOPLEReferences: British Crime Survey.