GUIDE TO PCSP PLANNING AND DELIVERY Who is responsible

for delivery?

Delivery involves all members of the PCSP (ie political, independent and designated members), working in partnership and combining their individual and organisational knowledge and skills to identify, prioritise and address, at the earliest possible stage, any policing and community safety issues that require local action and resolution.

How is effective delivery achieved?

1. By engaging and consulting with local communities, the statutory and voluntary sectors and other relevant organisations to capture all relevant issues of concern in relation to policing and community safety. This may include:

• facilitating and attending public meetings;

• attendance at community meetings;

• surveys and questionnaires;

• written consultation on policing and community safety issues; and

• targeted engagement by the Policing Committee with communities or groups who do not have a positive relationship with the police.

2. By the PCSP working collaboratively to share and assess information, agree priorities and plan to address priorities.

Why engage? 1. To provide a means of identifying and exploring local problems and concerns.

2. To gather an information and evidence base against which to agree local priorities, and seek local solutions that might help to:

• identify opportunities for early intervention;

• tackle domestic and sexual violence and abuse;

• reduce the level of ASB in local communities;

• increase safety in town and city centres;

• help make rural communities safer;

• facilitate dialogue and build relationships between the community and police so that more effective policing responses can be identified, and to encourage the community to get involved with the police in planning how local policing and community safety issues can be resolved;

• supporting engagement with young people, those who may find it difficult to relate to the police, and those in disadvantaged areas, particularly within loyalist and republican communities;

• help reduce the fear of crime;

• help older and vulnerable people to feel safer; and

• give confidence to individuals to report crime to the PSNI and others.

What is the

Partnership Plan?

The Partnership Plan is the mechanism for planning effective delivery. It should:

• set out the activities agreed by the PCSP to address the needs of the local community;

• take account of:

¾ crime and ASB “hotspots”;

¾ key dates and events that have an impact on the life of the community;

¾ other relevant local issues;

• contain costed key priorities;

• set out details of resources required for delivery; and

• set out the expected outcomes, including details of services to be delivered by the PCSP.

policing and community safety – this lies at heart of effective delivery.

In order to develop an effective Partnership Plan, the PCSP should consider the following steps. Assess

Identify and Analyse the Problem

This Strategic Assessment underpins the Partnership Plan; it sets out the analysis of crime and anti-social behaviour and helps identify the priorities upon which the Partnership will focus its efforts. The PCSP should:

• develop a local process to identify, collate and analyse information from the community;

• identify key priorities – those that pose greatest threat or risk to the safety of the local community, including those for consideration in the development of the local policing plan; and

• identify and target the key individuals and key places that cause most disruption to others.

Plan

Develop Solutions

The Partnership Plan builds on the Strategic Assessment; it takes the priorities forward and identifies the ways in which they will be delivered. The PCSP should:

• develop an active problem solving approach;

• consider actual evidence, rather than feelings, hearsay, personal views or agendas; and

• engage agencies and community in identifying the root cause and finding a sustainable solution that removes the cause.

Deliver

Implement, Monitor and Evaluate The PCSP should:

• consider how best to structure delivery locally;

• develop a performance management framework to monitor and challenge the process; and

• evaluate the overall effectiveness of the delivery of the Partnership Plan.

How is progress monitored?

1. All relevant partners should be required to show how they have contributed to the PCSP Plan, and performance reports should be informed by a range of qualitative and quantitative information. 2. The PCSP should report quarterly to the Joint Committee on progress in implementing its plan. The

Policing Committee has a specific statutory authority for monitoring police performance, and should:

¾ meet quarterly with the PSNI Commander, from whom it should receive a report on police performance;

¾ arrange local meetings, at neighbourhood level, to discuss local policing issues in specific communities; and

¾ maintain regular contact with local police and other fora through periodic meetings of chairpersons, or via seminars and other public events.

How is

performance

As well as reporting quarterly to the Joint Committee on progress in implementing its plan, the PCSP should publish, with its Annual Report to the Council and the Joint Committee, an assessment of the PCSP’s

reported? performance against its plan.

What will be measured?

1. The Joint Committee will assess the level of public satisfaction with the performance of PCSPs and will, quarterly, assess and measure progress by PCSPs against their Partnership Plans, and report to the Justice Minister and the Policing Board.

2. The work of the Policing Committees will be overseen by, and subject to, the strategic direction of the Policing Board. The Board will assess public satisfaction with the performance of the Policing