NEIGHBOURHOOD POLICING - West Midlands Police and Crime ...

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2Reference Groups6. Reference Groups exist at various levels across the Force; some are at early stages ofdevelopment and understanding their purpose, whilst others are thoroughly incorporated intodaily business practice. (e.g. BE LPU groups operating to tackle inter community violenceand the presence of extremist preachers).7. The numbers of groups on each LPU vary, for example; three constituency aligned groupswithin one LPU, with another reporting attendance at 50 statutory and non statutory groups.The consistent theme in terms of “type” of group is Faith based other types vary. In relation tohow representative the groups are within the LPU‟s, this is described overall as being self led,large community groups.8. The key theme across LPUs, is that Reference Groups are used for delivery of keymessages intended for further dissemination to communities and in particular to headsof faith.9. Reference Groups are reported to be used at a combination of Ward, Constituency andLPU Levels. Two examples of terms of reference are:• Memorandum of Understanding for the role of a member of the reference groupincluding responsibility around disclosure of information and confidentiality which eachmember is asked to sign up to. (BS)• IAG constitution setting out what the group will / will not do as a critical friend tothe police. (SH)Key Individual Network (KIN)10. The creation of the Force KIN Principles aimed to simplify the governance and maintenanceof KIN placing emphasis on the importance of the relationship (between the police andKIN). To complement the KIN Principles a redesign of the KIN database is currentlyunderway and will form part of the Corvus Neighbourhood Profiles.11. KIN are members of the public who are willing to engage in active citizenship, they should beconsidered as „critical friends‟ and potential advocates for the Force. KIN must have trust intheir relationship with West Midlands Police and be confident in our integrity; they must feelwilling and able to share community feelings with us. At times KIN may be critical of ourwork, this is part of their role and should be valued and respected.12. KIN are a Force commodity and therefore the relationship that develops must be professionaland personable. Consideration must always be given to „consultation fatigue‟ consultationmust be fair and proportionate and should complement the ongoing relationship with theindividual concerned.13. Neighbourhood/Constituency Inspectors should own and preserve the integrity of theirrespective KIN database. Utilise community mapping to determine gaps around skills andknowledge within the KIN database and identify actions to close those gaps throughengagement.14. There is evidence that Key Individuals within communities are actively engaged with Policeat a local level in a manner consistent with the Forces KIN Principles. However, the methodsof recording such relationships is inconsistent, this may be due to a reluctance to record KINon Corvus.15. The definition of „KIN‟ has been stretched by some LPUs and has culminated in a blurring oftitles such as „critical friend‟, „community contact‟, „street champion‟, and neighbourhoodwatch member across many LPU‟s. The Force accepts local flavour in defining communitycontacts in line with the guiding principles. Ethnicity is the most consistently representeddemographic group overall. Underrepresented groups highlighted by LPU‟s within the reviewwere young people, business community, Travelers, asylum seekers and disability groups.
3COMMUNITY PRIORITY SETTING16. Community engagement and problem solving will remain at the heart of neighbourhoodactivity and is defined by the Continuous Improvement process to enable the NHTs tounderstand and meet the needs of the community by encouraging better planning,providing more targeted action and improving feedback to the community. The keyaspects to this are:Step 1: Engage17. WMP‟s neighbourhood policing model is based on the „bottom-up‟ principle that prioritiesshould be identified, scoped and agreed locally with the community. Therefore, the firststep in the process is to engage at a local level, gathering relevant issues and prioritiesfrom the local area, partner agencies and professional knowledge. This builds upon andformalises existing processes and the core aspects are summarised below. Moredetailed information about the tools, methods and options are available to Officers in theContinuous Improvement Creative Engagement Toolkit.Step 2: Establish the issues and set the priorities18. Visible neighbourhood policing alone will not deliver safe and satisfied communities.Instead, the key is to recognise and understand that different communities requiredifferent forms of access and engagement from our Neighbourhood Teams.19. This is done by establishing the neighbourhood issues and setting priorities that needadditional internal or partner support to manage effectively.i) Understanding local concernsNeighbourhood officers should engage with the community to understand localconcerns – this can be done in conjunction with partners.ii)iii)Establish the issuesAn issue is anything which can be managed locally as part of daily business, whichmay or may not require partner assistance. Issues requiring longer-term resolution(including CAPT support), should be escalated to the priority setting process.Set the prioritiesUsing the priority setting process, Neighbourhood officers can obtain widersupport. Each priority must have a SARA problem-solving plan and be recordedon CORVUS.Step 3: Plan20. Planning is central to the revised neighbourhood approach, ensuring robustmanagement and a means to measure progress against the agreed community priorities(and any issues deemed sufficiently important by the Neighbourhood Inspector). It alsoprovides the basis for community feedback and for ensuring resources are beingdeployed effectively and appropriately.Steps 4 and 5: Action and Evaluate21. Once a problem solving plan has been completed, NHT should ensure that actions andprogress are monitored and completed operations evaluated appropriately. This willensure that the NHT resources are being used to best effect and will also help to informthe final step in understanding the community – resolution and feedback. Moreover, theforce will ultimately be held to account by the public for progress against problem solvingplans and, therefore, must provide a quality of service which enhances trust andconfidence.Step 6: Resolve and feedback22. Feedback to the community is the final step in the revised approach. This is afundamental part of our strategy to keep the community informed of the actions beingtaken and ensuring that they remain confident their problems are being addressed. Allproblem solving plans must include feedback actions. A community priority will not beclosed until all actions have been undertaken and completed, including communityfeedback.
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