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Problem Solver’s HandbookCrime TheoriesThe Problem Analysis TriangleIt shows that all events, problems or incidentshave three components. For crime, they areVictim, Offender and Location. SometimesTime is added and it is described as VOLT.Routine Activity TheoryThis is a theory first developed by thecriminologists Marcus Felsonand Larry Cohen.A likely offenderCrimeA suitabletargetThe absenceof a capableguardianPhysical convergence in time and placeThey argue that when a crime occurs,three things happen at the same timeand in the same space: a suitabletarget is available; there is nocapable guardian to prevent the crimefrom happening; and a likely andmotivated offender is present.A capable guardian is anything - either aperson or thing, which discourages crimefrom taking place. For example: CCTV,police patrols, security guards, fences andlocks.A motivated offender is someone whowants or needs to commit crime. Try tothink like the offender. Why are they committing the crime?Rational Choice TheoryAnother theory that builds upon theRoutine Activity Theory is Marcus Felsonand Ron Clarke’s Rational Choice Theory.It means trying to see the world from theoffender’s perspective: How does theoffender make crime choices? What drivesthem? Why do they pick certain locations,goods or victims?www.sixthsensetraining.co.ukPage 10

Problem Solver’s HandbookBroken Windows TheoryJames Q. Wilson and George Kelling developed the Broken WindowsTheory, which suggests that crime is the almost inevitable result ofdisorder.They suggested that thefollowing sequence of eventscould be expected indeterioratingneighbourhoods:Evidence of decay (brokenwindows, deterioratedbuilding exteriors) remainingin the neighbourhood for areasonably long period oftime.People who live and work inthe area feel more vulnerable and begin to withdraw. They becomeless willing to intervene to maintain public order or to address physicalsigns of deterioration.Sensing this, offenders become bolder and intensify their harassmentand vandalism. Residents become yet more fearful and withdraw evenfurther from community involvement and upkeep.This atmosphere then attracts offenders from outside the area, whosense that it has become a vulnerable and less risky site for crime.www.sixthsensetraining.co.ukPage 11

Problem Solver’s HandbookSituational Crime PreventionIt focuses on reducing the opportunitiesfor criminals to commit crime. Itconcentrates on the criminal and whatthey think about.If they think they can get away with aparticular crime, then make it appearharder, riskier and less rewarding tocommit that crime. It was written byRonald V Clarke.He identified five separate headings.Increase the risksIncrease the effortStrengthen formal surveillanceHarden the targetsAssist natural surveillanceControl the accessUtilise place managersScreen the exitsExtend guardianshipDeflect offendersReduce anonymityControl weaponsReduce the rewardsRemove the targetsDeny benefitsDisrupt the marketConceal the targetIdentify propertyRemove the excusesReduce the provocationSet rulesReduce frustrationsPost instructionsDiscourage imitationAlert conscienceAvoid disputesAssist complianceNeutralise peer pressureControl alcoholReduce emotional arousalwww.sixthsensetraining.co.ukPage 12

Problem Solver’s HandbookThinking CreativelyAs you work through the Problem SolvingProcess you will get to a point where you knowwhat the problem is and you are movingtowards developing options to resolve it.This is the time to have a think about doingsomething creative. Creativity is defined as“Original ideas that have value.”Firstly, assess other’s good practice and seewhether their responses could be employed tosolve your problem. You are likely to have toadapt them to your situation. Making these smaller changes tosomething that already exists is called Incremental creativity. Doingsomething new is called Radical creativity.Realising OpportunitiesHere are four ways we could consider whendeciding how we could change the currentsituation to something better.1Create something new2Increase your capacity3Increase your flexibility4Improve your efficiencyNegotiating the ChangesNow you have gathered your options, you and your partners will needto decide which ones you will use to make the changes needed. Thesechanges can be described as actions.Monitoring is continually assessing whether or not any of yourchanges are working.If the changes are not happening it could be that others who couldassist you are choosing not to do so. This situation is not new to thoseinvolved in problem solving and, as a result, guidance notes have beenproduced on how you can encourage them to accept responsibility.(See next page).www.sixthsensetraining.co.ukPage 13

Problem Solver’s Handbook10 ways to convince others to acceptresponsibility for Problem Solving1. Educate others regardingtheir responsibility forthe problem.2. Make a straightforwardinformal request forothers to assumeresponsibility for theproblem.3. Make a targetedconfrontational forothers request toassume responsibilityfor the problem.4. Engage an existing organisation, that has the capacity to help,to address the problem.5. Press for the creation of a new organisation to assumeresponsibility for the problem.6. Shame the delinquent organisation/ person/ department bycalling public attention to its failure to assume responsibilityfor the problem.7. Withdraw services related to certain aspects of the problem.8. Charge fees for services related to the problem.9. Press for legislation mandating that organisations/ persons/departments take measures to prevent the problem.10 Bring a civil action to compel another organisation/ person/department to accept responsibility for the problem.The above advice has been adapted from a document called: Shifting andSharing Responsibility for Public Safety Problems - Community OrientedPolicing Services by Herman Goldstein and Michael S Scott (2005). – USDepartment of Justice, Office of Community Oriented Policing Services.Response Guide No.3 Available for free download from the Center forProblem Oriented Policing website www.popcenter.orgwww.sixthsensetraining.co.ukPage 14

Problem Solver’s HandbookEvaluationFirstly, Impact Evaluation. Todetermine what happened to theproblem, you need to ask thefollowing questions:Was the Aim met? If not, why not?Did my responses cause the changes?Secondly, Process Evaluation requires you to look at what you’vedone and, regardless of results, to ask what went well and what didn’tgo well and the reasons.Recognising othersIf things improved, then celebrate it! Reward good work. Ensurepeople get the credit they deserve. This is a part of problem solvingthat can get overlooked. If people feel that they have been part ofsomething worthwhile, they will be more inclined to take part again.Sharing good practiceWithin your organisation. Add a section on ‘Sharing Good Practice’into internal staff appraisals on how the person identified and appliedthe good practice.Outside your organisation. Attend a conference and present detailsof your good practice.Further informationA book on problem solving and partnershipworking called “Who Shares your Problem?”has been written by Neil Henson, winner ofthe UK Home Office Tilley Problem SolvingAward.It provides more information on thePARTNERS Problem Solving Process witha number of examples. It is available inKindle and Paperback versions fromAmazon.www.sixthsensetraining.co.ukPage 15

Problem Solver’s HandbookEngaging Communities – Five Stage ProcessStage 1Understand the CommunityTo be efficient in engaging withthe local community it is vitalto find out everything aboutthe people living and workingin your area.This assessment will inform youon how to select the mostsuitable engagement methods.It would make sense to find outif there are other organisations who are currently engaging with yourtarget groups. You could see if you could be part of their programme.How you can divide up your area?In the UK, these are described as Ward, Neighbourhood or OutputArea Summaries. (The Health Service makes use of Output areas)What should be included?It should include: a map; thepopulation statistics and characteristics;services and facilities; housing types;transport; education; corporate andretail businesses: faith centres andlibraries.Also include: Community groups suchas Neighbourhood Watch; Resident andTenant Associations and VoluntaryOrganisations.There are companies that can provideinformation about your area.You could record the results of publicattitude surveys, which identify sites ofAnti Social Behaviour, as well asIntelligence Assessments on crime.www.sixthsensetraining.co.ukPage 16

Problem Solver’s HandbookStage 2Engage with the community andidentify their concerns / problemsOnce you have information about the communities in your area youneed to make contact with them to find out what issues are causingthem most concern. Below are the different levels of engagement.Information GivingPurposeTo provide people with information about your plansand services.Expectation That information will be accurate, balanced and updated as necessary.Information GatheringPurposeTo collect information about attitudes, opinions andpreferences on specific policies and proposals that willassist your understanding and decision making.Expectation That information gathered will be treated and usedresponsibly, that feedback will influence decisions andthat people will be kept informed.Partnership CollaborationPurposeTo establish through consultation and discussion whatthe issues and priorities are and to work together ineffective partnerships to improve services.Expectation That decision making will be shared and someresources will be held in common. That all parties willbe circulated with progress bulletins.www.sixthsensetraining.co.ukPage 17

Problem Solver’s HandbookWays to engage with the communityFirstly, make use of your understanding of your community to identifythe types of people living in your area. For example, they could bepredominantly older people or daily commuters. Select which groupyou are targeting.Secondly, make a decision on what you are trying to achieve fromthe time you have with them. (See the different levels on the previouspage) Do you want to give them information or are you looking todiscuss the priorities for your team?Finally, examine the engagement methods available and apply theones that are most likely to be effective with these people. Forexample, commuters can be best contacted at the train stations.Commonly used engagement methodsKey Individual This is made up of key local people whose viewsNetwork (KIN) can help to establish priorities for policing in theirarea.One of the key activities is to survey their viewsabout local issues of concern and to identifytarget activities for the Neighbourhood Policingteams. There are also ‘on-line’ versions available.SurgeriesThese provide an easy way for people to voiceany concerns. Policing teams organise surgerieswhere people can have a one-to-one conversationwith their local police officer or communitysupport officer about any concerns they have.X marksthe spotThese are similar topostcards but thereis a map of the areaon the card and theperson marks withcrosses the areaswhere they do notfeel safe.www.sixthsensetraining.co.ukPage 18

Problem Solver’s HandbookEnvironmental Visual AuditsAn environmental visual audit (EVA)is away of assessing what an area is like.It can identify the good things in place,but it is generally used to identify thethings in public that are a problem,such as graffiti or fly-tipping.You will need to decide whether it isbetter to have members of thecommunity with you. They will giveyou their perspective of an area, thatyou may not have considered.You could also invite a local councillor to come with you. Not only arethey are going to be a partner, but they may be able to assist youwhen you are trying to make a change. A risk assessment may need tobe undertaken. Here are some other points to consider.LocationConsider the size of location to be covered.TimeWhat is the best time to get an accurateassessment? If checking for drugs paraphernalia, justafter street cleaning would not be a good time.TransportHow to get there and back. If a large area is to becovered, how best can it be done?Method ofA camera the best method, supported by a writtenrecordingrecord. However, individuals should not beinformation photographed as this would require authorisation.Achievabletime limitsCan the EVA be done within a reasonable period oftime? Will splitting an EVA across days affect results?PersonnelHow many people involved? All personnel should begiven a specific task and also given a start and finishtime. Also provide people with a contact number.ContactHow will you all stay in touch? Visual? Radio? Mobile?Everyone should be contactable at all times.How is theDate and time. Precise location. Comments made byinformation people to yourselves as you walk around their area.recorded?Any evidence recorded, such as pictures.www.sixthsensetraining.co.ukPage 19

Problem Solver’s HandbookStage 3Prioritise the problemsYou will reach a point when you have made contact with sufficientmembers of your community and have a good appreciation of theproblems in your area. However, it is not simply a matter of askingpeople what they want and giving it to them. Even if there weresufficient resources to give people everything they wanted, publicpriorities may be contradictory.Therefore, it is about understanding the perspective of the communityand then deciding fairly what can and cannot be worked on. One wayto make these decisions is to hold public meetings to clarify the issuesand select the priorities or have a representative group who thenselect the priorities. This approach has emerged across the UnitedKingdom and, even though the groups have different names andvariations in their approach, they are fundamentally the same. Here isa summary of the main ones.Neighbourhood Action Groups (NAGs)A NAG is a multi-agency, problem-solvinggroup that consists of relevant partneragencies, key stakeholders and membersof the local community.NAGs attract a broad and diversemembership with a variety of skills andexperience. Practical and communicationskills are all highly valued.‘Have your say’ meetingsAt the 'Have your say' meetingpeople tell the NeighbourhoodTeam what issues concern them.Alternatively, some areas offerpeople the facility to registertheir problems and to suggest orvote on the local priorities.After the meeting, a sub group decides how they will work together toresolve the neighbourhood priorities. The Neighbourhood PolicingTeam report back to the next meeting on progress and update theirlocal website.www.sixthsensetraining.co.ukPage 20

Problem Solver’s HandbookPartnership and CommunityTogether (PACT) meetingsPACT meetings are an opportunity for thecommunity to have their say on whatmatters most to them in their area. They provide an accurate pictureof what is really happening locally. The problems encountered arediscussed and solutions explored. From the issues raised at themeeting and those brought to the meeting by the local police theydecide on the PACT priorities.Ward / Neighbourhood PanelsA Panel is made up of local people who live and/or work in the area.They would have been identified through the engagement activitiescarried out in the area. It is important that the group is representativeof the community and has its support.This can be achieved by nominations being made at public meetings orevents. An ideal size for the group would be about twelve people.The Panel negotiates with the Neighbourhoods Policing Teams on thepriorities for the local area by examining the results of communityconsultation and research. It also includes results from public eventswhere the community have voiced concerns. The purpose of thesepanels is to agree a realistic and achievable course of action to addressthe issues raised by the community.What about involving local councillors?The Ward panel may also benefit from the involvement of the localWard Councillors. The role of the councillor is to observe the processand contribute their local knowledge of problems. The Councillorshould abstain from deciding the priorities in order that the delivery ofservices is not seen to be affected by politics.Stage 4Work to resolve the problemsOnce the problems have been identified and prioritised they need to beresolved. Otherwise what was the point of asking people what issueswere causing them concern. In fact, the very process of engaging withthe community will have raised their expectation that something isgoing to be done. The problems identified have invariably been aroundfor a while and so are the ones that are difficult to resolve. Therefore,a problem solving approach is most likely to be needed.www.sixthsensetraining.co.ukPage 21

Problem Solver’s HandbookStage 5Update the communityAt some point, you will want to provide information to the community.It could be information about a future community engagement event,specific crime prevention advice or an update on things that have beendone to resolve a problem. You could create a leaflet, write an articlefor a newspaper, or produce a newsletter. Here is some advice on howto produce them.Guide on writing leafletsSo whyproducea leaflet?A leaflet gives you a chance to draw attention toyour team, cause or event. Furthermore, aspeople can take your leaflet home with them, itmeans they have more time to absorb yourmessage and can keep a visual reminder of it.Indeed, once distributed, the leaflet may end upbeing read by many more people than the personit was handed to, widening its impact still further.What do youwant to sayto the reader?Clearly define your objective in your own mindbefore you start:Are you looking for a response?What action or attitude do you hope to influence?Are you providing information?You may be doing one, or several of these things.But which is the most important? Sort out yourpriorities before you begin to write or yourmessage will be muddled and the reader will getconfused.Who is it for?Your audience will determine (1) the tone of yourleaflet, (2) the kinds of arguments used, and (3)any action requested.You should have information on how large theaudience is, where they are located and someidea of their needs, attitudes and preferences.The contentThe mess

Problem Solver's Handbook www.sixthsensetraining.co.uk Page 5 What is your problem? Defining the problem accurately is the keystone of problem solving. Define it incorrectly and all subsequent work could be aimed 'at the wrong goalposts'. A well-defined problem can usually be recorded in one sentence, but be prepared