This document discusses implementing intensive engagement in neighbourhood policing. It notes issues like fragmented communities, austerity cuts, and the need for early intervention and integrated working. The Gloucestershire Police and Crime Plan prioritizes preventing crime, partnership working, and a preventative approach. Intensive engagement is described as a capacity building model that generates community participation, targets solutions to locally identified problems, and emphasizes early intervention and integration. It involves evidence-based capacity building, implementation, and coaching teams through an 8-step process to clarify issues, identify community assets, stakeholders, develop rich pictures of problems and solutions, agree interventions and evaluate outcomes. Reasons intensive engagement may be effective include developing an in-depth understanding of issues, full application of interventions
This document discusses the approach of "Intensive Engagement" in neighbourhood policing. It provides context on past issues with community engagement in policing. It then outlines the 8 step process of Intensive Engagement, which involves in-depth understanding of community issues, forming a working group, and jointly developing and implementing solutions. The document notes challenges in evaluating Intensive Engagement but argues it facilitates better interventions by fully involving communities. Realist evaluation concepts are also introduced to understand how features of Intensive Engagement can lead to improved outcomes in different community contexts.
Intensive Engagement in Gloucestershire Training Package June 2018Tim Curtis
This document discusses an approach called Locally Identified Solutions and Practices (LISP) for neighborhood policing. It notes current challenges with neighborhood policing being disconnected from communities. LISP is presented as an 8-step process for intensive community engagement to co-produce solutions with communities. The steps include identifying stakeholders, mapping problems and solutions, forming a working group, and agreeing on interventions. Benefits include gathering different perspectives and focusing on community capabilities rather than deficits. Tasks of the approach include rapid appraisal of neighborhoods, developing community networks, and identifying community assets. Motivational interviewing strategies are also discussed to support behavior change.
Evidence and policy suggests that people with multiple needs and exclusions often struggle to engage with services because of the way those services are set up. People may be well known to agencies and professionals but may not have been able to make and sustain changes in their lives. This webinar will provide an overview of the issues facing adults with multiple needs and exclusions. Due to agreements with the individuals involved, in the recording we are unable to show Leah’s story and Tommy’s story. These segments have been removed from the recording. If you have any queries please email: help@ripfa.org.uk
Diversion First Stakeholders Group Quarterly MeetingFairfax County
The document provides an agenda for a Diversion-Oriented System of Care Collaborative meeting on April 4, 2016. It includes reports from various work groups on diversion efforts including communications and public outreach, CIT training, the Merrifield Crisis Response Center, data collection and evaluation, fire and rescue diversion, juvenile diversion updates, and leadership group updates. The agenda also includes announcements and stakeholder updates.
Sue quinnpresentation for the chyps conference nov 12FDYW
The document discusses the National Youth Agency's Tailored Support programme which provides consultancy to local authorities on youth services. It outlines common changes among the 65 local authorities served, including budget cuts forcing restructuring, a shift to more targeted prevention services delivered through area hubs in partnership with voluntary organizations. It emphasizes the need for services to demonstrate impact through outcomes data and quality standards to ensure effective support for young people.
The document provides an overview of the new funding model being implemented by the Global Fund. It discusses key aspects such as the country dialogue process, concept note development, community system strengthening, gender equality, human rights, and CCM eligibility standards. Countries are encouraged to engage with civil society, key populations, and other stakeholders in developing national strategic plans and concept notes to apply for funding. The new process aims to provide more predictable, flexible, and streamlined funding based on country ownership and priorities.
Diversion First Stakeholders Meeting: July 11, 2016Fairfax County
This document provides updates from the Diversion-Oriented System of Care Collaborative stakeholders meeting on July 11, 2016. It discusses good news including increased funding for diversion programs, grant awards, and Fairfax County being accepted to a national leadership academy. Work groups gave reports on activities. Data was presented showing increases in cases handled by the Merrifield Crisis Response Center and emergency custody orders from 2015 to 2016. Training numbers and juvenile diversion pilot program details were also summarized. The document outlines progress and future goals of the collaborative.
This document discusses the approach of "Intensive Engagement" in neighbourhood policing. It provides context on past issues with community engagement in policing. It then outlines the 8 step process of Intensive Engagement, which involves in-depth understanding of community issues, forming a working group, and jointly developing and implementing solutions. The document notes challenges in evaluating Intensive Engagement but argues it facilitates better interventions by fully involving communities. Realist evaluation concepts are also introduced to understand how features of Intensive Engagement can lead to improved outcomes in different community contexts.
Intensive Engagement in Gloucestershire Training Package June 2018Tim Curtis
This document discusses an approach called Locally Identified Solutions and Practices (LISP) for neighborhood policing. It notes current challenges with neighborhood policing being disconnected from communities. LISP is presented as an 8-step process for intensive community engagement to co-produce solutions with communities. The steps include identifying stakeholders, mapping problems and solutions, forming a working group, and agreeing on interventions. Benefits include gathering different perspectives and focusing on community capabilities rather than deficits. Tasks of the approach include rapid appraisal of neighborhoods, developing community networks, and identifying community assets. Motivational interviewing strategies are also discussed to support behavior change.
Evidence and policy suggests that people with multiple needs and exclusions often struggle to engage with services because of the way those services are set up. People may be well known to agencies and professionals but may not have been able to make and sustain changes in their lives. This webinar will provide an overview of the issues facing adults with multiple needs and exclusions. Due to agreements with the individuals involved, in the recording we are unable to show Leah’s story and Tommy’s story. These segments have been removed from the recording. If you have any queries please email: help@ripfa.org.uk
Diversion First Stakeholders Group Quarterly MeetingFairfax County
The document provides an agenda for a Diversion-Oriented System of Care Collaborative meeting on April 4, 2016. It includes reports from various work groups on diversion efforts including communications and public outreach, CIT training, the Merrifield Crisis Response Center, data collection and evaluation, fire and rescue diversion, juvenile diversion updates, and leadership group updates. The agenda also includes announcements and stakeholder updates.
Sue quinnpresentation for the chyps conference nov 12FDYW
The document discusses the National Youth Agency's Tailored Support programme which provides consultancy to local authorities on youth services. It outlines common changes among the 65 local authorities served, including budget cuts forcing restructuring, a shift to more targeted prevention services delivered through area hubs in partnership with voluntary organizations. It emphasizes the need for services to demonstrate impact through outcomes data and quality standards to ensure effective support for young people.
The document provides an overview of the new funding model being implemented by the Global Fund. It discusses key aspects such as the country dialogue process, concept note development, community system strengthening, gender equality, human rights, and CCM eligibility standards. Countries are encouraged to engage with civil society, key populations, and other stakeholders in developing national strategic plans and concept notes to apply for funding. The new process aims to provide more predictable, flexible, and streamlined funding based on country ownership and priorities.
Diversion First Stakeholders Meeting: July 11, 2016Fairfax County
This document provides updates from the Diversion-Oriented System of Care Collaborative stakeholders meeting on July 11, 2016. It discusses good news including increased funding for diversion programs, grant awards, and Fairfax County being accepted to a national leadership academy. Work groups gave reports on activities. Data was presented showing increases in cases handled by the Merrifield Crisis Response Center and emergency custody orders from 2015 to 2016. Training numbers and juvenile diversion pilot program details were also summarized. The document outlines progress and future goals of the collaborative.
Diversion First Stakeholders Meeting: Nov. 12, 2015Fairfax County
The document summarizes the agenda and discussions from a meeting of the Diversion-Oriented System of Care Collaborative. It provides updates on several work groups focused on improving diversion efforts, including communications, evaluation, CIT training, and the new CIT assessment site. The groups discussed their progress establishing diversion programs and collecting data to evaluate the initiatives. Representatives from public safety, behavioral health, and the courts provided status updates on their diversion components. The next meeting was announced for December to continue coordinating the multi-faceted diversion system being launched in January 2016.
Diversion First: Briefing, Progress-to-Date, and a Look to the FutureFairfax County
Diversion First: Briefing, Progress-to-Date, and a Look to the Future
Presentation to the Public Safety Committee of the Fairfax County Board of Supervisors
Diversion First Stakeholders Meeting: Dec. 7, 2015Fairfax County
The document summarizes the agenda and notes from a meeting of the Diversion-Oriented System of Care Collaborative. The agenda included updates on local diversion components and timeframes, reports from working groups on CIT training, the CIT assessment site, communications, and data evaluation. There was also a discussion of proposed terminology for the assessment site and draft criteria for diversion. Key points included launching diversion programs by January 2016, forming communications subcommittees, and developing plans for data collection and reporting during the implementation phase.
2010 ALLIES Learning Exchange: Naomi Alboim - Making Change Happen: Building ...Maytree
The document provides an overview of the public policy process, including identifying issues, developing policy options through research and consultation, influencing government decisions, implementing policies, and monitoring/evaluating outcomes. It discusses the roles of different levels and actors in government and how community groups can engage more effectively at various stages of the process to shape policies that expedite labor market integration for skilled immigrants.
Colin Rhinesmith - New Approaches to Bridging the Digital Divide - GCS16KC Digital Drive
This document summarizes a presentation on new approaches to bridging the digital divide. It found that digital inclusion organizations use a four-part strategy: providing low-cost broadband, digital literacy training, low-cost computers, and public computing centers. These organizations connect to broader city initiatives but few use outcomes evaluation. Addressing digital divide requires understanding how poverty limits broadband adoption and emphasizing human connections over technology access alone. Recommendations include addressing ability to pay over willingness, sustaining inclusion programs, and developing evaluation frameworks.
Diversion First - Feb. 7, 2017: Stakeholders UpdateFairfax County
The document provides an agenda and notes from a February 7, 2017 stakeholders meeting for the Diversion-Oriented System of Care Collaborative. The agenda included reviewing accomplishments from 2016, sharing success stories, and hearing reports from various work groups. A survey of stakeholders found that the top priorities over the next year were progressing specialized court services, developing an evaluation system, and ensuring access to treatment for diverted individuals. Preliminary data from 2016 showed increases in diversions and Emergency Custody Orders. Work groups discussed continued communications efforts, recent data and evaluation findings, and workforce development initiatives like Crisis Intervention Team training.
04 Laura Stewart Making Community Engagement Policy MatterLaura Stewart
The document discusses the importance of community engagement policies for public infrastructure projects. It examines community engagement policies from various Australian state and territory governments. The research analyzed the policies according to ingredients for good engagement like being accessible, influential, deliberative, local, sustainable, and providing resources and feedback. The analysis found varying definitions of engagement, a lack of commitment to sharing decision-making power with communities, and a lack of national standards. The key reasons for a community engagement policy are for good decision making, legitimacy and acceptance of decisions, and to avoid public outrage over decisions.
Diversion First Stakeholders Meeting: July 17, 2017Fairfax County
The document summarizes updates from the Stakeholders Meeting on July 17, 2017. Key points include:
- The meeting included briefings on super utilizers, housing updates, the problem-solving team, and the Merrifield Crisis Response Center.
- Data was presented showing increases in screenings and placements for pretrial supervision since screenings began occurring at booking rather than in court.
- Goals for the next 3-6 months include finalizing hiring, expanding crisis response services, tracking outcomes, and continuing to address issues for high utilizers.
Purpose of the guidelines on Coordination and Governance of Coordination is to support countries as they work to provide essential services for all women and girls to ensure that:
A comprehensive survivor centered response is provided to all women and girls who have experienced violence
Services and providers are accountable to survivors and to each other
The document provides an overview of the Workforce Investment Act (WIA) and its youth services programs. It discusses that WIA was signed into law in 1998 to streamline employment services and increase accountability. It outlines the roles of federal, state, and local workforce development boards in administering WIA programs. At the local level, Youth Councils guide youth programs and services. These include outreach to low-income, at-risk youth aged 14-21 and providing activities like tutoring, paid work experiences, and mentoring to improve educational and employment outcomes.
Diversion First Stakeholders Group: Jan. 29, 2018 Fairfax County
The Diversion First Stakeholders Group meeting covered the following topics:
1) A year in review of 2017 which focused on broadening court efforts and where the group is heading in 2018 by continuing current initiatives, designing a pilot co-responder program, and focusing on re-entry.
2) Updates from the last quarter including recognition of Lt. Redic Morris for his distinguished service award and comments from visitors from the National Institute of Corrections and Bureau of Justice Assistance.
3) Presentations on the Leadership Fairfax Program Day, the 5-year budget process and proposed budget, and updates on the Merrifield Crisis Response Center, court system involvement, and data evaluation.
Diversion First Stakeholders Group Meeting: Sept. 17, 2018Fairfax County
The document summarizes discussions from the Diversion First Stakeholders Group meeting on September 17, 2018. Key points include:
- A new Diversion First Director was announced and award recognitions were given.
- Budget and grant updates were provided regarding funding for pilot programs and initiatives.
- Updates were provided on efforts like the Merrifield Crisis Response Center, housing programs, court dockets, and data sharing/evaluation work.
- A recidivism analysis of jail inmates with behavioral health issues from 2016 was presented, finding over 60% recidivated within a year with risk factors like substance use disorders and previous incarcerations.
Diversion First Stakeholders Update 2017 First Quarter (January-March): April...Fairfax County
This document provides a summary of updates from the Diversion First Stakeholders meeting for the first quarter of 2017 (January-March). Key points include: the leadership group continued meeting regularly and advocated for Diversion First funding; the problem-solving team reviewed concerns and cases; the communications team gave presentations on Diversion First; preliminary data from a pilot study showed individuals with potential charges had higher rates of law enforcement encounters, arrests, and incarceration; and CSB updates included housing individuals, adding jail diversion staff, and collaborating more closely with Court Services.
This presentation discusses lessons learnt in the implementation of community policing in Nigeria and what steps should be taken in institutionalising the programmes.
The document discusses Fairfax County's Diversion First program, which aims to provide alternatives to incarceration for those with mental illnesses, substance abuse disorders, or developmental disabilities who come into contact with the criminal justice system for low-level offenses. It outlines the goals of treatment and prevention over incarceration, describes how the program works across various intercept points, and highlights the roles of the police department, community services board, courts, and other county agencies in making the program a success.
This document summarizes the monthly call between Problem Gambling Treatment Providers in Oregon. It includes the following:
- Announcements about upcoming trainings, a training calendar, treatment system documentation, and working with the criminal justice system.
- A presentation on documenting family involvement for site reviews.
- Highlights from quality improvement reports, including access to care wait times, client retention rates, reporting timeliness, and other metrics.
- A question and answer period to discuss working with cultural populations, referrals for gambling addiction, and ideas to increase enrollments.
The New Zealand Productivity Commission is conducting an inquiry into local government regulation. It has released a draft report for consultation and submissions are due by 6 March 2013. This overview of the key issues was presentted to Local Government New Zealand in February 2013. For more information: www.productivity.govt.nz/inquiry-content/local-government.
Building Capacity for Evidence-Informed Policy-Making Lessons from Country Ex...OECD Governance
Presentation by Stéphane Jacobzone, Head of Unit on Evidence, Monitoring and Policy Evaluation. For more information see: http://www.oecd.org/gov/building-capacity-for-evidence-informed-policy-making-86331250-en.htm
SEPB Conference 2018 evidence based discoveries that change the way you policeTim Curtis
The document discusses the Locally Identified Solutions and Practices (LISP) toolkit, which is an 8-step process for intensive community engagement used by police in the UK. It was created to address issues with previous community engagement strategies that failed to represent all community groups. The document outlines the LISP methodology, relevant evidence from community policing, and mechanisms through which LISP aims to create social innovation and improve police-community relationships. It also provides analysis of a case study where LISP was implemented to identify strengths and weaknesses in how the approach was carried out.
This document provides an overview of a training on community engagement for West Yorkshire Police. The aims of the training are to raise awareness of the key role community engagement plays in policing, describe intensive engagement principles and how they are applied, discuss opportunities and challenges, and explore practical next steps. Learning outcomes include describing the definition of engagement, understanding its importance, how it can reduce demand, and applying principles operationally. The training covers why community engagement is useful for tackling criminality and disorder, scenarios to explore effective engagement challenges, and preparing for post-training tasks. It emphasizes the importance of community engagement in the future vision of policing.
Diversion First Stakeholders Meeting: Nov. 12, 2015Fairfax County
The document summarizes the agenda and discussions from a meeting of the Diversion-Oriented System of Care Collaborative. It provides updates on several work groups focused on improving diversion efforts, including communications, evaluation, CIT training, and the new CIT assessment site. The groups discussed their progress establishing diversion programs and collecting data to evaluate the initiatives. Representatives from public safety, behavioral health, and the courts provided status updates on their diversion components. The next meeting was announced for December to continue coordinating the multi-faceted diversion system being launched in January 2016.
Diversion First: Briefing, Progress-to-Date, and a Look to the FutureFairfax County
Diversion First: Briefing, Progress-to-Date, and a Look to the Future
Presentation to the Public Safety Committee of the Fairfax County Board of Supervisors
Diversion First Stakeholders Meeting: Dec. 7, 2015Fairfax County
The document summarizes the agenda and notes from a meeting of the Diversion-Oriented System of Care Collaborative. The agenda included updates on local diversion components and timeframes, reports from working groups on CIT training, the CIT assessment site, communications, and data evaluation. There was also a discussion of proposed terminology for the assessment site and draft criteria for diversion. Key points included launching diversion programs by January 2016, forming communications subcommittees, and developing plans for data collection and reporting during the implementation phase.
2010 ALLIES Learning Exchange: Naomi Alboim - Making Change Happen: Building ...Maytree
The document provides an overview of the public policy process, including identifying issues, developing policy options through research and consultation, influencing government decisions, implementing policies, and monitoring/evaluating outcomes. It discusses the roles of different levels and actors in government and how community groups can engage more effectively at various stages of the process to shape policies that expedite labor market integration for skilled immigrants.
Colin Rhinesmith - New Approaches to Bridging the Digital Divide - GCS16KC Digital Drive
This document summarizes a presentation on new approaches to bridging the digital divide. It found that digital inclusion organizations use a four-part strategy: providing low-cost broadband, digital literacy training, low-cost computers, and public computing centers. These organizations connect to broader city initiatives but few use outcomes evaluation. Addressing digital divide requires understanding how poverty limits broadband adoption and emphasizing human connections over technology access alone. Recommendations include addressing ability to pay over willingness, sustaining inclusion programs, and developing evaluation frameworks.
Diversion First - Feb. 7, 2017: Stakeholders UpdateFairfax County
The document provides an agenda and notes from a February 7, 2017 stakeholders meeting for the Diversion-Oriented System of Care Collaborative. The agenda included reviewing accomplishments from 2016, sharing success stories, and hearing reports from various work groups. A survey of stakeholders found that the top priorities over the next year were progressing specialized court services, developing an evaluation system, and ensuring access to treatment for diverted individuals. Preliminary data from 2016 showed increases in diversions and Emergency Custody Orders. Work groups discussed continued communications efforts, recent data and evaluation findings, and workforce development initiatives like Crisis Intervention Team training.
04 Laura Stewart Making Community Engagement Policy MatterLaura Stewart
The document discusses the importance of community engagement policies for public infrastructure projects. It examines community engagement policies from various Australian state and territory governments. The research analyzed the policies according to ingredients for good engagement like being accessible, influential, deliberative, local, sustainable, and providing resources and feedback. The analysis found varying definitions of engagement, a lack of commitment to sharing decision-making power with communities, and a lack of national standards. The key reasons for a community engagement policy are for good decision making, legitimacy and acceptance of decisions, and to avoid public outrage over decisions.
Diversion First Stakeholders Meeting: July 17, 2017Fairfax County
The document summarizes updates from the Stakeholders Meeting on July 17, 2017. Key points include:
- The meeting included briefings on super utilizers, housing updates, the problem-solving team, and the Merrifield Crisis Response Center.
- Data was presented showing increases in screenings and placements for pretrial supervision since screenings began occurring at booking rather than in court.
- Goals for the next 3-6 months include finalizing hiring, expanding crisis response services, tracking outcomes, and continuing to address issues for high utilizers.
Purpose of the guidelines on Coordination and Governance of Coordination is to support countries as they work to provide essential services for all women and girls to ensure that:
A comprehensive survivor centered response is provided to all women and girls who have experienced violence
Services and providers are accountable to survivors and to each other
The document provides an overview of the Workforce Investment Act (WIA) and its youth services programs. It discusses that WIA was signed into law in 1998 to streamline employment services and increase accountability. It outlines the roles of federal, state, and local workforce development boards in administering WIA programs. At the local level, Youth Councils guide youth programs and services. These include outreach to low-income, at-risk youth aged 14-21 and providing activities like tutoring, paid work experiences, and mentoring to improve educational and employment outcomes.
Diversion First Stakeholders Group: Jan. 29, 2018 Fairfax County
The Diversion First Stakeholders Group meeting covered the following topics:
1) A year in review of 2017 which focused on broadening court efforts and where the group is heading in 2018 by continuing current initiatives, designing a pilot co-responder program, and focusing on re-entry.
2) Updates from the last quarter including recognition of Lt. Redic Morris for his distinguished service award and comments from visitors from the National Institute of Corrections and Bureau of Justice Assistance.
3) Presentations on the Leadership Fairfax Program Day, the 5-year budget process and proposed budget, and updates on the Merrifield Crisis Response Center, court system involvement, and data evaluation.
Diversion First Stakeholders Group Meeting: Sept. 17, 2018Fairfax County
The document summarizes discussions from the Diversion First Stakeholders Group meeting on September 17, 2018. Key points include:
- A new Diversion First Director was announced and award recognitions were given.
- Budget and grant updates were provided regarding funding for pilot programs and initiatives.
- Updates were provided on efforts like the Merrifield Crisis Response Center, housing programs, court dockets, and data sharing/evaluation work.
- A recidivism analysis of jail inmates with behavioral health issues from 2016 was presented, finding over 60% recidivated within a year with risk factors like substance use disorders and previous incarcerations.
Diversion First Stakeholders Update 2017 First Quarter (January-March): April...Fairfax County
This document provides a summary of updates from the Diversion First Stakeholders meeting for the first quarter of 2017 (January-March). Key points include: the leadership group continued meeting regularly and advocated for Diversion First funding; the problem-solving team reviewed concerns and cases; the communications team gave presentations on Diversion First; preliminary data from a pilot study showed individuals with potential charges had higher rates of law enforcement encounters, arrests, and incarceration; and CSB updates included housing individuals, adding jail diversion staff, and collaborating more closely with Court Services.
This presentation discusses lessons learnt in the implementation of community policing in Nigeria and what steps should be taken in institutionalising the programmes.
The document discusses Fairfax County's Diversion First program, which aims to provide alternatives to incarceration for those with mental illnesses, substance abuse disorders, or developmental disabilities who come into contact with the criminal justice system for low-level offenses. It outlines the goals of treatment and prevention over incarceration, describes how the program works across various intercept points, and highlights the roles of the police department, community services board, courts, and other county agencies in making the program a success.
This document summarizes the monthly call between Problem Gambling Treatment Providers in Oregon. It includes the following:
- Announcements about upcoming trainings, a training calendar, treatment system documentation, and working with the criminal justice system.
- A presentation on documenting family involvement for site reviews.
- Highlights from quality improvement reports, including access to care wait times, client retention rates, reporting timeliness, and other metrics.
- A question and answer period to discuss working with cultural populations, referrals for gambling addiction, and ideas to increase enrollments.
The New Zealand Productivity Commission is conducting an inquiry into local government regulation. It has released a draft report for consultation and submissions are due by 6 March 2013. This overview of the key issues was presentted to Local Government New Zealand in February 2013. For more information: www.productivity.govt.nz/inquiry-content/local-government.
Building Capacity for Evidence-Informed Policy-Making Lessons from Country Ex...OECD Governance
Presentation by Stéphane Jacobzone, Head of Unit on Evidence, Monitoring and Policy Evaluation. For more information see: http://www.oecd.org/gov/building-capacity-for-evidence-informed-policy-making-86331250-en.htm
SEPB Conference 2018 evidence based discoveries that change the way you policeTim Curtis
The document discusses the Locally Identified Solutions and Practices (LISP) toolkit, which is an 8-step process for intensive community engagement used by police in the UK. It was created to address issues with previous community engagement strategies that failed to represent all community groups. The document outlines the LISP methodology, relevant evidence from community policing, and mechanisms through which LISP aims to create social innovation and improve police-community relationships. It also provides analysis of a case study where LISP was implemented to identify strengths and weaknesses in how the approach was carried out.
This document provides an overview of a training on community engagement for West Yorkshire Police. The aims of the training are to raise awareness of the key role community engagement plays in policing, describe intensive engagement principles and how they are applied, discuss opportunities and challenges, and explore practical next steps. Learning outcomes include describing the definition of engagement, understanding its importance, how it can reduce demand, and applying principles operationally. The training covers why community engagement is useful for tackling criminality and disorder, scenarios to explore effective engagement challenges, and preparing for post-training tasks. It emphasizes the importance of community engagement in the future vision of policing.
This document provides an overview of a training on community engagement for West Yorkshire Police. It aims to raise awareness of the key role community engagement plays in neighbourhood policing, describe intensive engagement principles and how they are applied, discuss opportunities and challenges, and explore practical next steps. The training covers why community engagement is useful for tackling criminality and reducing demand on police. It defines community engagement, outlines the purpose of neighbourhood policing, and discusses principles like the Peelian Principles. The training explores making community engagement effective through scenarios and criteria. It emphasizes that everyday activity contributes to strategic community engagement.
Approaches to inequalities whose business is it? conferenceTim Curtis
The document provides an analysis of the Locally Identified Solutions and Practices (LISP) toolkit, which was developed as a tool for neighbourhood policing to engage communities and address local crime issues. The analysis uses a critical realist framework to examine how the toolkit was implemented in case studies and identify the mechanisms involved in producing outcomes. 27 mechanisms are identified and analyzed for their role in connecting community contexts involving crime and deprivation to policing outcomes related to performance, effectiveness, and legitimacy. The analysis finds the most active mechanisms involve utilizing highly connected community members, developing an understanding of community dynamics, building police skills, and demanding effort from stakeholders. The study demonstrates the LISP toolkit can be an effective tool for engaging vulnerable neighborhoods
EMES Conference July 2019 Critical Realism and Soft Systems in Social InnovationTim Curtis
This document summarizes a case study analyzing the use of a community engagement toolkit called LISP (Local Information Sharing Profile) by UK police in vulnerable localities. It identifies 27 potential mechanisms by which LISP could work and analyzes evidence from a case study to determine the most and least active mechanisms. The analysis found that mechanisms involving highly connected community members, understanding community dynamics, building police skills, and demanding effort from stakeholders were most active. It concludes that LISP is an effective tool for police to engage with high-risk neighborhoods in a legitimate and confidence-building manner.
Social innovation in neighbourhood policing colloquium sept 2017Tim Curtis
This document provides an overview of a research project investigating social innovation in neighbourhood policing using soft systems methodology and critical realism. It describes the context of limited community engagement by neighbourhood police teams. The research questions examine how a toolkit was created and implemented by PCSOs to design socially innovative interventions. It also explores the mechanisms at work in the toolkit and how it can be improved. The investigation does not aim to evaluate social impacts or police effectiveness, but rather take a retrospective critical realist view of the social innovation in action.
A summary of the University of Northampton Participatory Action Research project, Locally Identified Solutions and Practices in intensive engagement in Policing, with Northamptonshire Police
The document discusses the history and key concepts of community policing in the United States. It outlines how community policing emerged in response to rising crime rates and civil rights issues in the 1960s. This led to more research on policing strategies and greater emphasis on community engagement and problem-solving approaches. The core elements of community policing are defined as collaborative community partnerships, organizational transformation, and problem-solving processes. While community policing takes on different forms in different communities, the overall goal is to engage citizens as partners to jointly address public safety issues.
The document discusses the history and key concepts of community policing in the United States. It outlines how community policing emerged in response to rising crime rates and civil rights issues in the 1960s. This led to more research on policing strategies and greater emphasis on community engagement and problem-solving approaches. The core elements of community policing are defined as collaborative community partnerships, organizational transformation, and problem-solving processes. While community policing takes on different forms in different communities, the overall goal is to engage citizens as partners to jointly address public safety issues.
Vivien Carli - International Centre for the Prevention of Crime (ICPC)Geneva Declaration
This document discusses success factors for crime observatories and analyzes some case studies. It identifies political support, coordination among actors, training, sustainability, neutrality, visibility, and clear scope/functions as key requirements. Two case studies are presented - one regional initiative that failed due to issues like lack of funding and buy-in, and one municipal Brazilian observatory that has been successful due to priorities of local officials, solid partnerships, and data influencing policies and community work. The document suggests rethinking success to include indirect impacts like capacity building, discourse changes, networks, and prevention strategies.
These PowerPoint presentations are intended for use by crime prevention practitioners who bring their experience and expertise to each topic. The presentations are not intended for public use or by individuals with no training or expertise in crime prevention. Each presentation is intended to educate, increase awareness, and teach prevention strategies. Presenters must discern whether their audiences require a more basic or advanced level of information.
NCPC welcomes your input and would like your assistance in tracking the use of these topical presentations. Please email NCPC at trainings@ncpc.org with information about when and how the presentations were used. If you like, we will also place you in a database to receive updates of the PowerPoint presentations and additional training information. We encourage you to visit www.ncpc.org to find additional information on these topics. We also invite you to send in your own trainer notes, handouts, pictures, and anecdotes to share with others on www.ncpc.org.
This document discusses an approach called Locally Identified Solutions and Practices (LISP) for neighborhood policing. LISP is an 8-step process that emphasizes intensive community engagement to better understand problems from different perspectives and co-produce solutions. It involves gathering information, identifying community assets, and analyzing problems in a way that avoids prematurely jumping to solutions or simplistic explanations. Key aspects of LISP include using techniques like "rich pictures" to map how various stakeholders perceive issues, forming working groups of community members and agencies to develop solutions, and establishing accountability for interventions. The goal is to take a more collaborative, asset-based approach versus a traditional deficit or problem-oriented model.
Module 2 - LAW ENFORCEMENT OPERATION AND PLANNING WITH CRIME MAPPING.pdfJaironnNavarro
The document discusses police planning and operations procedures. It outlines the importance of planning, different types of police planning including strategic, tactical and operational planning. It also discusses different policing models like traditional, problem-oriented, community-oriented and intelligence-led policing. Key steps in police operations include securing pre-operational clearance, coordinating with relevant units, and properly documenting activities for accountability. Planning and following procedures are essential for effective and lawful police operations.
21st century policing pillar three - technology and social media and pillar...DiscoverPolicing
This document discusses two pillars of 21st century policing: technology and social media, and community policing and crime reduction. For pillar three, it recommends technology be implemented based on local needs and aligned with national standards. It also suggests using social media to engage the public by considering perspective, being clear and concise, using visuals, and listening and engaging. For pillar four, it emphasizes integrating community policing throughout police culture and using collaborative, multidisciplinary approaches to issues like crisis intervention. It also provides strategies for positive interactions between officers and youth.
This document outlines a joint effort between the Office for Victims of Crime and the International Association of Chiefs of Police to enhance law enforcement response to victims. It introduces the organizations and describes a 21st Century Strategy that provides a framework for agencies to place victims' needs at the center of their response. The strategy involves 4 core elements - leadership, partnering, training, and performance monitoring - and agencies implement it through a 4-step process of starting, charting, implementing, and sustaining changes. Accompanying volumes provide an implementation guide, resource toolkit, and upcoming supplemental training materials.
Presentation delivered at the Assoication of Police and Crime Commissioners conference in Manchester 20 June 2013: Working with multiple and complex needs.
The document outlines a plan to institutionalize community engagement within a city government. It discusses establishing a community engagement coordinator role to provide resources and training to staff. It also describes forming an internal staff group to develop an action plan for adopting a community engagement process, identifying stakeholders, allocating resources, and evaluating impact. The group has met several times and approved an internal document on community engagement practices. Next steps include finalizing the action plan timeline and integrating community engagement practices across departments.
Similar to Intensive Engagement in Gloucestershire initial meeting April 2018 (20)
FDN018 01 Exploring professional sectors TCTim Curtis
This document outlines an introductory professional development session that explores career options and professional sectors. The session introduces the concept of professional sectors and has students identify sectors related to their degree program and interests. Students complete career personality assessments, research potential career paths, and find a video about a prospective job. The goal is for students to develop a realistic understanding of their career options and pathways.
1) The document outlines a planning challenge where a team must arrange transportation for all members to arrive at the Arc de Triomphe in Paris by 6am the next morning from their various homes using public transit and limited taxis or bicycles.
2) It then discusses steps for conducting research interviews and a survey about student food poverty for a class project. This includes contracting with interview subjects, developing interview questions, and planning to collect survey responses and conduct practice interviews with classmates.
3) The document provides guidance on interviewing best practices and emphasizes the importance of care, consent, and follow-up for interview subjects. It also discusses working collaboratively in groups to plan collecting surveys and practicing interviews for their research
This document provides a systems thinking approach to developing a working definition of student food poverty. It defines student food poverty as dysfunctions (e.g. financial, skills, insecurity) within the system of student food provision. This system aims to keep students fit and healthy and involves shops, supermarkets, fast food outlets, and delivery services. The purpose is to improve educational outcomes by involving students, parents, caterers, and shopkeepers in processes like buying, preparing, and cooking food within boundaries of campus, halls, student housing, and home. This working definition considers student food poverty in a complex systems context rather than isolated factors.
The document provides a working definition of student food poverty from a systems thinking perspective. It defines student food poverty as dysfunctions (such as financial issues, lack of skills or security) within the system of student food provision. This system aims to keep students fit and healthy through parts like shops, supermarkets and fast food outlets. The outcomes should be improving educational attainment by involving people like friends, parents and caterers through processes of buying, cooking and preparing food, within boundaries like campus, halls or student housing. The working definition is complex but aims to provide a thorough and useful framing of student food poverty as a systems issue.
This document provides an introduction and overview to the FDN016 module on social problem solving. It outlines the structure and expectations of the module. Students will investigate the social problem of "student food poverty" through 5 phases: identifying the problem, planning an investigation, collecting evidence, analyzing the evidence, and proposing a solution. Assessment will include journals documenting the investigation and a presentation. The tutor, Tim Curtis, is introduced and contact details are provided. Overall, the module will guide students through exploring an undefined social issue using a structured problem-solving process.
Final week rich pictures social venture canvasTim Curtis
This document provides an overview and recap of the key concepts covered in the FDN016 Last Class module, including systems thinking, tackling supercomplex problems, the hidden rules of university, and Changemaker skills. It discusses using rich pictures and systems diagrams to demonstrate the complexity of a problem situation and the relationships between key root causes and factors. Examples of good, less detailed, and more advanced systems diagrams are shown. The document then introduces the Social Venture Canvas as a tool to develop ideas and solutions. It provides examples of Northampton students who have used this tool before closing with reminders about module deadlines and evaluations.
Fdn016 term 2 week 6 systems thinking to solutionsTim Curtis
This document discusses systems thinking and mapping. It encourages watching a film on systems thinking while drawing a systems thinking diagram to engage in active learning. Systems thinking allows us to map all aspects of a problem situation without oversimplifying, and identify root causes versus symptoms. An example systems map is provided related to student food poverty based on literature reviews, surveys, interviews and observations. Participants are instructed to map out everything they know about student food poverty using these sources and techniques, drawing and redrawing diagrams to separate root causes from symptoms. Interventions can then be identified to address dysfunctions.
Fdn016 term 2 week 6 systems thinking to solutionsTim Curtis
Systems thinking allows mapping all aspects of a problem without oversimplifying to develop a rich understanding. This includes identifying the differences between surface symptoms and underlying root causes. The document discusses using systems thinking and mapping to thoroughly understand the current state of knowledge regarding overuse of bottled water due to anxiety about tap water quality and perceptions of bottled water being purer. It also outlines initial plans to address this through a tap water versus bottled water taste test competition on campus involving student pledges.
Fdn016 term 2 week 4 interview analysis finalTim Curtis
This document discusses analysing text data in qualitative research. It provides information on computer assisted qualitative data analysis software (CAQDAS), grounded theory, coding text data, and lessons learned from analysing interview responses about preferences for drinking bottled water versus tap water. Key points include the importance of cleaning and preparing text data before coding, identifying concepts and ideas through first and second level coding, observing the progression of ideas in the text, and noticing that students are anxious about tap water cleanliness and unaware of drinking water standards.
This document provides instructions for coding qualitative text data using grounded theory. It discusses conducting first and second level coding to identify key ideas and concepts across a text. Students are asked to code interview transcripts about time and breakfast, looking for quotes related to the idea of 'time'. They are also asked to code quotes about water from the interviews by coloring similar ideas. The homework assigns analyzing responses to one interview question from multiple students to identify common themes and outliers.
This document provides instructions for analyzing text related to time and meals from student interviews. It directs students to:
1. Code all interview text related to 'time' and breakfast.
2. Compare coding with other students and collect all time-related quotes.
3. Note observations about what the qualitative data suggests and what does not fit.
It then provides sections of text from interviews to code related to time and meals, and water preferences to also code. Homework involves analyzing responses to one interview question from 10-15 students.
This document provides an overview of a data analysis exercise for students. It includes objectives of introducing basic data analysis skills without proving conclusions, ensuring statistically significant sample sizes, and using basic spreadsheet functions and statistical tests. It then outlines plans to analyze previously collected student food survey data using Excel functions like median, mode, average, and count to make observations about the full population. Questions are provided to guide analysis, including whether results are representative and data is reliable. Comparisons will be made between halls students and home students, and first and second year students.
This document outlines the schedule and activities for Term 2 Weeks 1 and 2 of a course. It includes recapping and introducing complex systems analysis. Students are asked to complete a project recap checklist, identify personal risks to managing their work, and do surveys and interviews. Rich picture mapping exercises are described as a way to represent problems holistically using nodes, links, boundaries, and perspectives. Students map out the system of making toast and identify potential interventions. Comparing individual and composite rich pictures can incorporate different experiences and perspectives.
Fdn016 week 9 interview design & test #2Tim Curtis
This document outlines an activity where students will practice interviewing skills by interviewing a classmate roleplaying as an 18-year old student experiencing food poverty.
The class will be divided into groups to interview the student, with each group designing 3 questions. They will practice contracting into and out of the interview, asking follow up questions, and recording the interview.
Afterwards, the whole class will discuss which interview questions worked well and propose 3 common questions for future interviews on this topic across all classes. The goals are to learn interviewing best practices like caring for the interviewee and obtaining informed consent.
Fdn016 week 4 & 5 defining food poverty 2019Tim Curtis
This document provides an overview of course content for FDN016 Weeks 4-5. It discusses defining student food poverty and signing into a Google register. It introduces systems thinking concepts like root definitions, hard and soft systems, and developing a working definition of student food poverty from a systems perspective. Students are asked to find definitions of student food poverty from different sources and compare them. They then create their own definition or express it using systems terminology involving parts, boundaries, processes and people. The document emphasizes applying soft systems methodology to conceptualize the student food system and its purpose, outcomes, and dysfunctions related to food poverty.
Fdn016 week 9 interview design & test #2Tim Curtis
The document outlines instructions for a class activity where students will conduct a mock interview. Students have one hour to self-organize into groups and design 3 semi-structured interview questions to ask an 18-year old student character about student food poverty. Two students will interview the character for up to 5 minutes while audio recording. In the second hour, the class will discuss which questions worked well and propose 3 common questions for a wider investigation.
This document provides guidance and instructions for students regarding a survey design project. It discusses:
1. Completing the first draft of Journal B tasks by the end of the year.
2. Designing a 3-5 question survey in small groups, testing it on another group, and analyzing the results to learn from the experience.
3. Collecting both quantitative and qualitative data through surveys and interviews to understand the experiences of students regarding "food poverty" from a range of perspectives.
This document provides an overview of the tasks and schedule for students in the FDN016 module over the next 4 weeks. It includes:
1) A planning challenge activity where students must arrange transport for a 6am trip from their homes to Luton airport.
2) A reminder of upcoming tasks like designing surveys, interviews, and empathy maps.
3) A suggestion to "projectise" one's life by scheduling studies, work, home responsibilities, and social activities to fit within 100 hours per week using a provided spreadsheet planning tool.
4) Instructions for the Journal B Task B5 activity which involves using the planning tool to schedule expectations for all home degree modules along with FDN016 over
FDN016 Defining food poverty 2019 final versionTim Curtis
This document provides an overview of course content for FDN016 Weeks 4-5. It discusses defining student food poverty and signing into a Google register. It introduces systems thinking concepts like root definitions, hard and soft systems, and developing a working definition of student food poverty from a systems perspective. Students are asked to find definitions of student food poverty from different sources and compare them. They then create their own definition or express it using systems terminology involving parts, boundaries, processes and people. The document emphasizes applying soft systems methodology to conceptualize the student food system and its purpose, outcomes, and dysfunctions related to food poverty.
FDN016 Week 4 and 5 defining food poverty 2019Tim Curtis
This document discusses student food poverty and soft systems methodology. It begins with a discussion of how Google search results can be biased and how the system NELSON aims to provide neutral searches. It then prompts the reader to develop a working definition of "student food poverty" and considers it an "unknown problem situation." It introduces concepts from soft systems methodology like root definitions, cognitive blind spots, and managing "messes" rather than solving problems. The document provides guidance on developing a root definition and modeling a purposeful system using parts, boundaries, processes and people. It includes an activity to find definitions of food poverty from different sources and compare them. Finally, it prompts developing a model of a functioning "student food system" at a
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
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Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
2. Why do things have to change?
International
• Fragmented communities, alienation, disaffection, radicalisation.
• BREXIT
National
• Austerity - impact on public sector- agencies facing substantial cuts
• Demand focus emerging
• New PM- ‘My government will continue to work to bring communities together and
strengthen society.....Legislation will be introduced to prevent radicalisation, tackle
extremism in all its forms, and promote community integration.’ Queens speech 2016
• NPCC Vision 2025
• HMIC PEEL 2017
• National Violence Strategy
Local
• Police and Crime Plan aspirations
• NHP Review 2017- Same problems in the same places, alongside new complex settings
• Harm Reduction Review 2017- the need for integrated early interventions adopting
problem solving approaches
• Need to develop and deliver ‘Evidence-based’ policing
2
3. Gloucestershire Police and Crime Plan
priorities
Gloucestershire Police and Crime Plan 2017-21
• A determined approach to prevent crime, disorder and
manage demand effectively
• Creation of a depth of partnership supporting public
service integration
• Becoming better at prevention rather than increasingly
being focused on reacting
• Collaborative Working
3
4. Safer Gloucestershire
• Reducing demand for public services through early intervention and
a preventative approach.
• Using an evidence based decision making approach to determine
priorities and problem solve
• Being more proactive and responding quickly to new threats.
• Proactively managing community relations and tension in
partnership with the local community and networks.
• Ensuring services are centred on people and communities – and
reducing duplication.
• Working with people and communities – building on their strengths
and encourage self-help
4
5. What is Intensive Engagement?
• A response to the increasing expectations for local
policing and partners to deliver community safety
• A ‘lean’ and universally applicable model of capacity
building that builds the capacity of locally integrated
teams
• A focus on generating active community participation
• Targeted activities and contextualised solutions- Locally
Identified Solutions and Practices (LISP’s)
• Early intervention and integrated working
• An evidence and research based approach
5
6. Intensive Engagement- What does it
look like?
• Evidence Based Capacity Building
– ‘On location’
– With partners/ stakeholders
– 8-step repeatable/ scale-able and evaluated approach- including ‘Rich
Picturing’
– Teaching application of ‘mechanisms’ that are known to work
– On-going advice, support, coaching, networking and access to Subject
Matter Experts (SME’s)
• Evidence Based Implementation
– Face to face working with stakeholders at all levels, internally and
externally
– Application of systems based techniques to embed change
– On-going advice, support, coaching, networking and access to Subject
Matter Experts (SME’s)
– BAU focus
6
7. Training- some problems!
• Limited research exists in UK (some more in USA)
• Not ‘context-specific’
• Too often not evidence based
• Not undertaken with ‘partners’
• Not aligned to business priorities
• Not seen as important by operational business-
often seen as ‘counter culture’.
• Limited effect (often ‘decay’ has occurred within
6 months)
7
9. The context
• “engagement and consultation with their
communities was predominately focused on
public meetings, local priorities were based on
the concerns of a small and unrepresentative part
of the community, and some hard-to-reach
groups in these areas reported that
neighbourhood teams did not engage with them”
• Myhill, A (2006/12) Community engagement in
Policing; Lessons from the literature. National
Policing Improvement Agency
9
10. Community Engagement
• “The process of enabling the participation of
citizens and communities in policing at their
chosen level, ranging from providing
information and reassurance, to empowering
them to identify and implement solutions to
local problems and influence strategic
priorities and decisions”.
• Myhill (2012:1) and repeated by Simmonds
(2015:1), College of Policing.
10
11. Definition of Intensive Engagement
“A structured and consistently repeatable
process of community engagement and
involvement activities aimed at improving co-
production of community safety and resilience,
shaping policing strategies and resources to
prevent and resolve problems in order to
improve legitimacy, sustain visibility and
ensuring procedural justice.”
11
13. The 8 step process
13
Intensive Engagement- Locally Identified Solutions and Practices (LISP)- 8 step toolkit
LISP step 1 Clarify the justification for commencing Intensive Engagement -scan what is known about the neighbourhood. What does
crime and other data tell us? What are the issues identified? What is the evidence for this? Is there an evidence base for
adopting as a location?
LISP step 2 What community assets already exist in the location? What networks and associations are there? What are the
vulnerabilities are in the area? (what makes this area already mostly successful?)
LISP step 3 Who shares the problem? Stakeholders & networks Identify who are directly involved in this issue? (individuals, agencies,
businesses, residents etc). How are all people/ agencies involved associated?
LISP step 4 Develop Problem Rich Pictures – Engage with community members to establish how all stakeholders see the problem?
Where do the issues arise? What parts of the neighbourhood are successful? Map the results
LISP step 5 Form a working group made up of stakeholders who are engaged and able to make changes
LISP step 6 Develop Solution Rich Pictures –Engage the working group to identify what the solutions look like from the stakeholders
perspective? How can they be achieved? What would the neighbourhood look like if all the issues were solved?
LISP step 7 Agree Interventions & Evaluation (Who is doing what, when, how, by when, what does success look like?)
LISP step 8 Establish escalation processes with stakeholders, authorities and agencies- what will make the interventions fails? What are
you going to do about it to prevent that happening? Who will you need to approach to unblock barriers to progress?
Builds on the SARA model, but asks different questions and tackles a different type of
problem: super complex and messy community problems
14. ‘Some’ of the reasons why IE works
Community Policing Research
Evidence
Features of LISP based Intensive Engagement
In-depth understanding of people, place
and problems
In-depth investigation of the police crime problem in the context of the other problems
experienced in the locality
Full and consistent application of
interventions
The training and subsequent evaluation of the quality of LISP work, and standard
proforma
Sufficient ‘dose’ of intensive engagement
with sufficient time
Success, i.e. depth of understanding of the problem and success of the interventions is
determined by the working group rather than police timeframes
Proactive contact Deliberate choices are made at the screening stage about the importance of the locality to
policing outcomes. Process requires identification of all potential stakeholder groups,
including hard to reach.
A group of residents Where community organisations appropriate to the problems don’t exist, the LISP process
creates the social capital and networks to allow this to happen
Joint problem solving Co-production of the problem analysis and solving stages is central
Highly connected individuals The LISP working group is made up of highly connected and highly capable people,
Support is won Working group members elicit a clearly understood self-interest that underpins
expected successes to secure and ‘win’ support
Attuned to community dynamics The rich picturing processes develop a nuanced and empathetic understanding of the
community and the issues and tensions within it.
Tacit skills Training, with the aid of the publicly available handbook, briefings to senior officers and a
process of identifying the best implementations of LISP and mentoring of officers ensure
that police skills are embedded and propagated across the force
Not reliant on multi-agency delivery Where statutory partners are actively engaged, LISP provides a clear and discrete
method for limited involvement. Where statutory agencies are not engaged, LISP provides
a clear evidence base for Police and community to hold statutory agencies to account.
From CoP ‘What works’ Centre
14
15. Vertical/horizontal delivery of IE
15
Senior leadership
Sergeants
PCSOs
Priority Area
Neighbourhood Police Officers
Community Partnership officers
Force-wide Specialists, ASB etc
Investigative & Reactive officers aware
Inspector
16. The Training Process
• 1 day, with detailed coaching at each step
• 15 participants; horizontal and vertical teams
• Handbook for reference after training
• Developing the learning relationship
• Understanding the policing problem from their
perspective
• 1hr guided ‘walkabout’ in target locality to experience
the whole ‘problem situation’
• Practice in rich picturing and problem solving
• Shifting from deficits to assets-based thinking
• Setting evaluation criteria
16
17. Small team coaching at each step of
implementation
17
Intensive Engagement- Locally Identified Solutions and Practices (LISP)- 8 step toolkit
LISP step 1 Clarify the justification for commencing Intensive Engagement -scan what is known about the neighbourhood. What does
crime and other data tell us? What are the issues identified? What is the evidence for this? Is there an evidence base for
adopting as a location?
LISP step 2 What community assets already exist in the location? What networks and associations are there? What are the
vulnerabilities are in the area? (what makes this area already mostly successful?)
LISP step 3 Who shares the problem? Stakeholders & networks Identify who are directly involved in this issue? (individuals, agencies,
businesses, residents etc). How are all people/ agencies involved associated?
LISP step 4 Develop Problem Rich Pictures – Engage with community members to establish how all stakeholders see the problem?
Where do the issues arise? What parts of the neighbourhood are successful? Map the results
LISP step 5 Form a working group made up of stakeholders who are engaged and able to make changes
LISP step 6 Develop Solution Rich Pictures –Engage the working group to identify what the solutions look like from the stakeholders
perspective? How can they be achieved? What would the neighbourhood look like if all the issues were solved?
LISP step 7 Agree Interventions & Evaluation (Who is doing what, when, how, by when, what does success look like?)
LISP step 8 Establish escalation processes with stakeholders, authorities and agencies- what will make the interventions fails? What are
you going to do about it to prevent that happening? Who will you need to approach to unblock barriers to progress?
Senior leaders
28. Barriers
• Community engagement unfocused, inconsistent and speaking to
the wrong people
• Communities disengage over short-term ‘have your say’ and ‘world
cafe’ events
• Abstraction and unplanned ‘busyness’- reactive, downstream
• Lack of triage in calls for service
• Officers lack ‘street craft’ to observe root causes of problem
• Where middle management are not experienced in NP, PCSOs are
being treated as ‘shift officers’, and deployed on low grade data
collection tasks
• PCSOs responding to problems that are not resolvable by PCSOs
(bilking, catalytic converter theft)
• Removal of ACA may result in less connection to victims and wider
community
• Not being ‘driven’ by management performance needs
28
29. Conclusions
• “This study has demonstrated that the 27
mechanisms satisfactorily map from the
vulnerable locality contexts to the PEEL
policing outcomes, therefore LISP is an
effective new tool in the neighbourhood
policing toolkit for engaging with high risk
vulnerable neighbourhoods in an effective,
legitimate and confidence building manner.”
29
30. To recap
• PCSOs are, on the whole, already capable and experienced
in community engagement
• Intensive Engagement brings a procedurally fair, consistent
and repeatable process to that engagement
• It focuses effort on locations that are provide greatest calls
for service and are most vulnerable
• Enriched engagement with non-statutory partners,
residents and businesses
• Legitimacy and proactive visibility improves
• Improves community resilience and capable guardianship
• Allows public opinion to be balanced against victims
experience and what police know to be crime problems,
and challenges the stakeholders to present solutions rather
than just problems.
30
31. Organisational Benefits
• Opportunity for early intervention
• Tactical integrated working
• Addressing local priorities
• Increased community intelligence
• Effective problem solving
• Increased community capacity and participation
• Reduced demand on services
• Access to wider support and funding opportunities
• Aligned to Gloucs Police NHP model and Harm reduction strategy
• Addressing HMIC PEEL feedback
• Meeting aims and objectives of Gloucs Police and Crime Plan
31
32. Challenges for Senior Managers
• To understand and advocate the approach
internally and externally
• To actively support the training
• To create capacity for training and
implementation
• To monitor, support and evaluate progress
alongside current performance framework
32
Editor's Notes
Intensive engagement builds on existing problem solving experience and models like SARA, and ‘have your say’, ‘world cafes’ etc but intensifies and enhances those basic steps to build procedural fairness, legitimacy and confidence in policing and community resilience.
Sherry Arnstein’s (1969) now globally famous ladder of participation should be our guide to ‘dose’. The more the citizens have influence over the ‘process’ of decision-making the more legitimate they see the decisions of the police, even when they disagree with the result
The left hand column is the important bit here- this is what is already known to work from research. IE makes sure that we use those successes
Rather than horizontal delivery by training all PCSOs, shift to vertical delivery in a few priority locations, Chalvey etc
These are examples of where other people’s skills or lack thereof get in the way