Appendix K: Worked Example
How the new business process might work:
Leadership established at district and county level.
Information-sharing Protocol agreed and signed by all responsible authorities and other agencies.
Information Shared, both depersonalised information sets included in new legislation, information gathered from community and additional information.
Community consulted about their priorities.
Strategic Assessment conducted to identify crime issues.
Priorities identified, for e.g. street crime, and escalated to county-level group in two-tier areas – passed to Local Strategic Partnership for possible inclusion in Local Area Agreement.
Partnership Plan produced to outline how to deliver on priorities in coming year and three years, e.g. accessing funding through Local Area Agreement (Safer and Stronger Communities and other blocks).
Summary of Partnership Plan published, outlining steps that will be taken to deliver on priorities and consult communities.
Delivery Structure considered, e.g. setting up an action group to deal with street crime, or city centre issues.
Further Analysis of individual priorities, using depersonalised and personal information shared between partners, to further define the problem and establish baselines e.g. the street crime, action group may identify that students walking along a particular street in the evening are one group of victims and that the majority of offenders are already known within the criminal justice system.
Tactical Options considered e.g. the street crime, action group may consider running an information campaign through the local university, focusing on rehabilitation of offenders once they are released from prison, or improving street-lighting. The solutions are chosen will depend on the precise problems identified through analysis, but should consider the role that can be played by other agencies, including those from the criminal justice system.
Governance within the action group agreed e.g. deciding responsibility for actions, a meeting structure, 6 monthly and annual targets and how to report to relevant partners.
Evaluation of initiatives on an ongoing basis to ensure real improvements e.g. reductions in street crime, and ensuring crime is not simply being displaced elsewhere.
Leadership within partnership to monitor progress on reductions in street crime, e.g. considering number of street crime, incidents at quarterly meetings, involving representatives of the criminal justice agencies at meetings.
Strategic Assessment following year to reassess priorities e.g to identify whether street crime, should still be a priority.
Refresh Partnership Plan outlining what will be done to address new priorities, e.g. whether more will be done to address street crime.
Publish Summary of Plan in order to report back to community on progress e.g. reductions in street crime.
