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Local Connections - Policing with the Community
CHAPTER 6 COMMUNITY COHESION
6.1 Introduction
Anti-social behaviour and its impact are recognised to be serious threats to the safety and well-being of our communities. Tackling anti-social behaviour is high on the agenda of both national government and local authorities, with local partnerships actively encouraged to identify local problems, develop strategies and action plans and evaluate their interventions to inform future practice.
Critical to the area of Community Planning is the concept of community cohesion and the need to work with partner agencies towards building safer, inclusive and more tolerant communities. Central to this theme is the recognition that communities are composed of diverse and disparate groups, along with an acceptance within the Community Planning ethos that no 'one size fits all' approach would be appropriate.
Given the Scottish Executive's investment towards 'Building Strong, Safe and Attractive Communities', 52 and the significant additional levels of funding for 'Quality of Life' initiatives and community wardens, there is a need to ensure that Community Planning arrangements include mechanisms to facilitate the early identification of any potential breakdowns in community cohesion.
6.2 Anti-Social Behaviour: Is it a New Phenomenon?
The term anti-social behaviour may seem to describe a fairly recent phenomenon. However, the behaviour it describes, from young people causing a nuisance by their hanging about at street corners to unruly neighbours and generally unacceptable levels of noise nuisance, perpetrated by adults and young people, has been discussed for many years. The concept of 'anti-social behaviour' is not new. Historical police records going back over a century reveal that police officers were routinely deployed to deal with complaints of rowdy, nuisance and drunken behaviour, often involving young people, within their local communities.
As referred to in Chapter One, social tensions between older and younger members of the community can be problematic. Though this tends to be repeated through the generations, there is a perception that levels of tolerance of some types of behaviour have decreased. It is also accepted that what is considered to be excessive noise within a rural neighbourhood may go unnoticed within an urban area, and vice versa.
The Crime and Disorder Act 1998 defines anti-social behaviour, in relation to obtaining an Anti-Social Behaviour Order (ASBO), as:
'acting in a manner that caused or was likely to cause harassment, alarm or distress to one or more persons not of the same household'.
This definition describes the consequences of certain behaviour as opposed to the behaviour itself, and as such, it is open to different forms of interpretation. HMIC has observed that in England and Wales, this lack of clarity regarding the precise definition has resulted in many Crime and Disorder Reduction Partnerships (CDRPs) adopting their own definition in consultation with local community and partnership agencies.
In a Scottish context, HMIC recognises that the benefits to local communities and partnerships in taking this approach are:
- The terminology can be tailored to the local context, allowing a wider interpretation as compared to one which is largely generic and all encompassing
- Those who helped to define the problem at local level experienced enhanced local ownership
- A standard definition used by all partner agencies can help to minimise confusion and enhance standardisation of monitoring practices.
As well as the problem of definition, there are also difficulties in measuring anti-social behaviour. Data relating to many aspects of anti-social behaviour are collected individually by a variety of agencies, including the police, environmental health, housing departments and the fire service. It is recognised, however, that there are grey areas involving aspects of behaviour, such as being insolent or abusive, that are difficult to define and measure. From a police perspective, there will be some behaviours, such as rudeness or youths 'hanging around', which although perceived by some individuals to be anti-social, will not amount to criminal behaviour.
Overall reported crime levels have reduced by a quarter over the last 10 years in Scotland. In contrast, it is widely held that anti-social behaviour crimes and offences are on the rise, with reported breaches of the peace and petty assault offences having increased by a third and vandalism/fire-raising having risen slightly by some 6% over that period. 53
HMIC suggests that those increases be considered in a broader perspective, taking into account improved methods of recording crimes, advancement of information and telephone technology, higher levels of public expectations and social change.
6.3 Why Does Anti-Social Behaviour Matter?
Several studies have suggested that if anti-social behaviour is not addressed, it can act as a catalyst for more serious crimes. 'Contagion theory' 54 suggests that the 'presence of vandalism stimulates more vandalism'. This is supported by further studies which found that the presence of anti-social behaviour, such as vandalism, dumping rubbish or criminal damage, leads directly to more anti-social behaviour. By further extending this contagious effect as in the 'broken windows theory', 55 studies support the contention that an area with existing deterioration such as graffiti and vandalism, conveys the impression that residents do not or are less likely to care. This theory asserts that if a window in a building is broken and left un-repaired, all remaining windows will soon be broken. One unrepaired window is a signal that no one cares, so breaking more windows costs nothing.
This link between disorder and crime is further supported by the results of the British Crime Survey 2000, 56 which suggest that areas in which respondents perceived disorder to be the highest also had the highest levels of actual crime. Research and anecdotal evidence suggests that anti-social behaviour can have a debilitating effect upon communities, by increasing fear and social withdrawal, undermining residents' ability or desire to exercise a level of control of the situation. This is evidenced through a reluctance to become involved in crime prevention efforts or other community activities.
Anti-social behaviour is costly for communities, for the individual, local business and the community as a whole. At its most extreme, aggregate costs estimated by one English local authority suggested that anti-social behaviour can cost individual authorities anything up to 5 million per year. 57
In the Scottish policing context, a recent study undertaken by Stirling University and commissioned by the Scottish Executive, 58 concerning the role of mediation in tackling neighbourhood disputes and anti-social behaviour, found that forces do not routinely hold detailed information concerning officer deployment, time and outcomes of dealing with reported and found instances of anti-social behaviour. One police force was able to provide estimates for involvement in ASBO cases, including total cost calculations. A second force was able to provide time estimates that could not be linked to particular cases. This gives an indication of police time involved in anti-social behaviour related neighbour disputes. In analysing the ten cases reported, it was estimated that the time spent per case ranged between nine hours to over 56 hours, with an average of 21 hours taken in attending to complaints, preparing police reports and administration tasks. This equates to an average net cost of approximately 420 in police time per case (excluding travel and overheads), with the net cost rising to over 1,100 for more serious cases.
HMIC recognises the high costs associated with demand for police service in this area. It strongly supports early identification of emerging patterns of anti-social behaviour that require a speedy response and effective early interventions from both the police as an individual service, and from a wider partnership arena when appropriate.
6.4 Anti-Social Behaviour Strategies
Within the recently launched Scottish Executive initiative 'Putting our Communities First: A Strategy for tackling Anti-social behaviour', 59 the behaviour was interpreted as including:
- Harassment and intimidating behaviour
- Behaviour that creates fear and alarm
- Noisy neighbours
- Drunken and abusive behaviour
- Vandalism, graffiti and other deliberate damage to property
- Nuisance from vehicles, including parking and abandonment
- Fly tipping and litter
The strategy is based on an understanding that anti social-behaviour stems from a number of sources; problems within families, education, fractured relationships, unemployment and social and medical problems. Active engagement of communities in the decisions that affect their lives, underpins many of the Scottish Executive's priorities in regard to community regeneration. It is accepted that local people are the ones who experience the impact of anti-social behaviour and need to be closely involved in developing the solutions.
The Local Government in Scotland Act 2003 placed a duty on local authorities to advance partnership activity across a wide range of services under the banner of Community Planning, thus enabling them to work in a more innovative and creative way in response to the needs of their local communities. HMIC recognises that Community Planning provides the appropriate framework in Scotland for bringing agencies and people together to improve local services, effectively tackle locally agreed priorities and hold agencies accountable at the local level. HMIC acknowledges that this will be the overarching framework for tackling anti-social behaviour.
The Criminal Justice (Scotland) Act 2003 places a duty on each local authority to prepare and publish jointly with the relevant chief constable, a strategy for dealing with anti-social behaviour. This should explain clearly how the authority and the police will coordinate their services and exchange information. This part of the Act was never fully enacted and a provision for joint strategies is within the Anti Social Behaviour Bill currently before the Scottish Parliament. Ahead of the pending legislation, HMIC is pleased to note that all forces are working in partnership with their respective authorities in the development and implementation of local strategies.
It is widely accepted and understood that anti-social behaviour is a complex social problem that enforcement alone will not resolve. Clearly, successful strategies will need to take into account a balanced view of preventative measures, education, enforcement and strategic management. HMIC recognises that whilst existing force strategies have been developed to tackle anti-social behaviour, they now fall under the overarching aims of the local authority, and in particular should now be encompassed within the generic 'Community Plan'. HMIC considers it important to recognise that existing or proposed measures in this vital area may be resource intensive and need to be balanced against capacity levels and the service's capability of meeting demands.
6.5 Partnership Working
Within their 'Partnership Agreement' framework, the Scottish Executive has encouraged local authorities to set up pro-active anti-social behaviour units. It was anticipated that these units would comprise specialist teams with the responsibility for tackling such behaviour at local authority and community levels, involving a range of agencies including the police, housing managers and community wardens. It was also anticipated that members could further act as professional witnesses and that early action would lead to early intervention, improved response times and improved levels of service through integration.
In general, HMIC supports the view that, within wider partnership arrangements, there is a need to progress complementary community based initiatives including:
- Intensive intervention and supervision of anti social families at neighbourhood level
- Mediation and arbitration to resolve neighbourhood disputes
- Support for witnesses and victims and 'hot line' reporting that enables witnesses and complainants to report incidents quickly and safely
- Use of Acceptable Behaviour Contracts (ABCs).
6.6 CASE STUDY |
Fife Constabulary: 'Safe Houses Project' At a strategic level, the Anti-Social Behaviour Task Group of Fife Community Partnership oversees close partnership working between Fife Constabulary, senior local authority officers (housing, environmental health, social work, law and admin.), SACRO, Community Mediation Project, Victim Support Fife, and housing associations. Aims and objectives, including partnership responsibilities, are set out in the force's Anti-Social Behaviour Strategy and are available to all staff. A partnership involving the police, West Fife Community Safety Partnership, West Fife Crime Prevention Panel, Fife Fire and Rescue Service, Fife Special Housing, Bield Housing Association, CR Smith and Fife Council, was formed for the purpose of delivering the 'Safe Houses Project'. This project, which was part funded by the local Community Safety Partnership, was initiated in 2002 and involves the speedy provision of free security equipment to victims of crime or people assessed as being vulnerable to crime or fire. CR Smith, a local firm, has provided two marked vehicles and vetted tradespersons who undertake work on behalf of the scheme as part of their ongoing duties. All referrals are managed by Fife Constabulary and relate to persons aged 70 years plus who have been the victim of crime or fire, or who are in genuine fear of crime. An independent evaluation of the project has highlighted that 90% of service users felt that the project had been helpful, with 70% reporting that the project had made them feel safer. HMIC regards this as an excellent partnership initiative, utilising local business links, which has made a significant positive impact on fear of crime, particularly amongst the vulnerable, elderly community. |
6.7 CASE STUDY |
Lothian and Borders Police: Anti-Social Behaviour Policing Teams The City Division within Lothian and Borders Police has recently entered into a groundbreaking initiative with the City of Edinburgh Council Housing Department to tackle anti-social behaviour effectively in the longer term through the establishment of Anti-Social Behaviour Policing teams. Through the Scottish Executive's Quality of Life fund, Edinburgh City Council is providing funding for 36 police officers to be fully engaged on anti-social behaviour work in designated neighbourhoods. Subject to successful evaluation, officers will be introduced in three annual increments of 12, and will be jointly tasked by the police and by the Housing Department using shared community intelligence. The teams will be co-ordinated by a local authority neighbourhood manager who will have responsibility for linking the initiative to other partners, such as the Environmental and Consumer Services Department, Social Work Department, Housing Investigation Team, Local Housing Officer and Community Concierges. Information sharing will be a key driver in the success of the initiative, supported by already established anti-social behaviour information sharing protocols. The initiative, which commenced in November 2003, has performance indicators measured against force goals. Targeted crimes and truancy levels will be monitored locally. The scheme has developed joint performance indicators and will be evaluated by the police and housing department, as well as being subject to independent evaluation. To date, six officers have been introduced into the Drylaw and Craigmillar areas of the city. Officers in Drylaw are solely deployed to deal with anti-social behaviour calls, while officers in Craigmillar have been attached to existing community beat teams who respond to wider community issues. HMIC notes that this will enable the force to review what works best, and will inform the deployment of the remaining 24 officers over the next two years. While formal evaluation is in the initial stages only, HMIC is aware of early indications which suggest that the initiative has enhanced patrol visibility and increased the level of community satisfaction. |
6.8 NOTEWORTHY PRACTICE: ANTI-SOCIAL BEHAVIOUR PARTNERSHIP WORKING: |
Central Scotland Police has seconded an officer on a full-time basis to Falkirk Council's fast track anti-social behaviour unit, Falkirk Investigation Response and Support Team, (FIRST). This secondment facilitates information sharing and co-ordinated joint action in tackling anti-social behaviour within the local authority area. The team has successfully used Acceptable Behaviour Contracts (ABCs) with adults and children, as well as providing other remedial services to prevent further acts of nuisance behaviour. In ensuring that potential internal communication loopholes are closed, details of ASBOs granted by the Sheriff Court are entered on PNC and the force command and control system. Dumfries and Galloway Constabulary has established a number of multi-agency groups, specifically intended to consider issues of anti social behaviour and other socially unacceptable issues such as drug and alcohol abuse. This has been widely regarded as a successful approach. Each group, normally chaired by the local council elected member, brings together a wide variety of partner organisations into a forum where the ethos is to work to improve life within communities. One example includes the South Machars Multi Agency Group, which was formed to consider elements of anti-social behaviour involving young people in the local area. A Summer Activities Programme of events for youths in the area, part funded by the local Community Safety Partnership, resulted in around 270 young people engaging in a wide variety of activities previously considered to be out of their reach. Statistical comparison with previous years' experiences confirm that this programme was successful at reducing instances of reported vandalism and other anti-social behaviour. |
6.9 Monitoring of Anti-Social Behaviour
HMIC recognises that the tasking and co-ordinating process of the National Intelligence Model (NIM) provides the opportunity for analysis of reported incidents, crimes and intelligence reports from a number of sources. Evidence suggests that forces have extended the analyses of the types of information available to them. However, some disparities were found in the methods of recording community information/intelligence which needs to be captured at the most basic, level one category of NIM. Methods of recording vary from word of mouth updates to local supervisors, through recording information on paper forms to inclusion of information on force intelligence systems. As a consequence, it is apparent that not all relevant information relating to quality of life issues and community concerns was readily available for analysis or subsequent action through the tasking and co-ordinating process at either tactical and strategic levels.
It is recognised that the majority of community intelligence will come through interaction between community officers and their respective communities. Through their attendance at various meetings, personal contact with local people, council officials and elected representatives, dealing with correspondence and going into schools, the community officer will, as a core duty, have ready access to information relating to community concerns. HMIC is encouraged by the finding that forces are reviewing methods of recording community intelligence to ensure that incidents of anti-social behaviour are recorded in a standardised fashion. Whilst local or informal intelligence filing can assist local efforts, the only effective database for recording information of this nature is the Scottish Intelligence Database (SID). This is the only method which will offer a complete picture, as evidenced by the South Lanarkshire case study featured at Chapter 3, and provide the analysis, mapping and profiling to inform appropriate policing deployments to tackle anti-social behaviour and other quality of life issues.
While HMIC supports the development of robust liaison arrangements and operational protocols between police and local authorities in respect of community wardens, and recognises their potential contribution as a visible presence to community safety, HMIC will also be interested in the longer term evaluation of comparative approaches, such as the funding of additional police officers to combat anti-social behaviour in Edinburgh.
In the modern age, however, community safety must be a shared responsibility between police, relevant agencies and communities themselves, and the key to effective monitoring of anti-social behaviour lies beyond monitoring by a single agency. HMIC recognises that monitoring of community cohesion can only truly be effective when information held by respective partners is shared. It is envisaged that this will range from information about targeted individuals to areas identified as 'hot spots' for actual or potential disorder and should include standardised classification of incidents and accurate geographic mapping.
6.10 CASE STUDY |
Fife Constabulary: Community Intelligence Initiative Fife Constabulary has recently introduced a pilot initiative within the force's Eastern Division, concerning the recording and management of community intelligence. The force took into account a previous HMIC report, 'Winning the Race', 60 which recommended that forces recognise community intelligence as being as valuable
as crime intelligence to effective policing and quality of service. Within this initiative, the force has defined community intelligence as being: 'local information, direct or indirect, that when assessed provides intelligence on the quality of life experienced by individuals and groups that informs both the strategic and operational perspectives in the policing of local communities'. The force has acknowledged that service delivery is aimed at improving the quality of life of people living, working and visiting local areas. Intelligence related to communities need not be exclusive in nature, but nonetheless can have an affect on how the force prioritises local policing demands for service. Such information can be gathered from a multitude of sources, including partnership groups, media, educational establishments and community groups as well as from internal information recording systems. Fife's current Force Information Management System has the capacity to record community intelligence, with information being recorded under 'community intelligence' to facilitate easy searching. In terms of data protection, there is a clear understanding that it must be accurate, relevant, proportionate and up to date. Information no longer meeting the above criteria will be weeded after a period of 6-24 months. Officers within the division have been briefed accordingly, with inputs being assessed at daily and fortnightly tactical tasking and coordinating group meetings. This information, in accordance with National Intelligence Model protocol, is fed into the relevant Intelligence Unit and evaluated and analysed. Where appropriate, an officer or officers will be tasked to formulate a suitable action plan to tackle the problem. Following Problem Oriented Policing guidelines, officers apply the SARA problem solving model and implement an agreed action plan, once approved, through the tactical tasking and co-ordinating process. Designated community officers are involved in most initiatives carried out to tackle anti-social behaviour, because of the specialist community knowledge they possess. This initiative contributes community intelligence to a single intelligence database within the force. This will be the approach taken when the Scottish Intelligence Database is implemented during May 2004. |
6.11 Young People: Diversion and Intervention
A healthy, cohesive community requires tolerance and understanding between all groups, especially between adults and young people. The police are often called to deal with complaints about young people 'hanging around', who are not always committing any offence but who simply through their presence and boisterous behaviour can cause fear and alarm within the community. A recent survey by Youthlink Scotland (based upon a sample of 2,124 schoolchildren, aged between
11-16 years, in schools) found that more than half of this age group spend their time out on the streets 'not doing anything in particular', and highlighted that, for the majority of teenagers, activity of this nature is an important part of youth culture. 61 Further information can be obtained from www.youthlink.co.uk
6.12 NOTEWORTHY PRACTICE: DIVERSION AND INTERVENTION |
HMIC was pleased to note that all forces are involved in a wide range of activities to facilitate early intervention or diversion of young people away from anti-social or criminal behaviour. This Inspection revealed the following areas of noteworthy practice: Fife Constabulary has been actively involved in the acquisition of funding to provide communities with either youth shelters or other youth recreational facilities. Efforts to identify what they as a community feel they would most benefit from has resulted in positive interaction with young people. In partnership with local authority youth workers, some nineteen varied bids have been submitted to the local council seeking approval and provision of youth shelters, kick walls or skateboard parks. A very careful monitoring process has been adopted to ensure that all necessary consultation is undertaken and agreed. Grampian Police has developed a 'Youth Offender Tracking' system linked to the force's Crimefile crime recording system. Although in the early stages of development, the system shows great promise in ensuring early intervention, particularly regarding persistent young offenders. Additionally it offers a tool to evaluate the effectiveness of diversion programmes which are tracked on the system, particularly rates of re-offending on certain schemes. Young offenders are particularly relevant to anti-social behaviour issues, and the tracking system will assist greatly in monitoring and hope-fully addressing this behaviour by means of early intervention by diversion schemes. Central Scotland Police regularly consults with youth organisations such as the Young People's Parliament, and Student's Union at Stirling University. Recently, the Chief Constable joined a group discussion with six senior pupils from the Stirling area, during which their views on community reassurance were sought and freely given. Within the past year, the Chief Constable has also held 'road shows', with the stipulation that at least 20% of the audience were teenagers. The last session was held with the entire audience comprising youths. The ensuing discussion was recorded and broadcast live by a local radio station. |
6.13 Use of Anti-Social Behaviour Orders
There are many tools available to police and local authorities to deal effectively with anti-social behaviour in communities. At the top end of the scale, an Anti-Social Behaviour Order granted by the Sheriff Court is available to deal with more serious or sustained instances of anti-social behaviour. This is usually when other alternative remedial or intervention measures have been unsuccessful.
A recent study undertaken by the Chartered Institute of Housing identified a wide variation in the number of ASBOs applied for by local authorities, with Fife and North Lanarkshire local authorities accounting for almost 50% of all applications. 62
The study found that in the period between April 1999 and March 2003, 20 out of the 32 local authorities had applied for anti-social behaviour orders. This information does not take into account ASBOs/interim ASBOs applied for after that date. Authorities not featured in the table did not process any ASBO applications during this period.
Figure 5: ASBO Applications by Local Authority
Local Authority | ASBO Applications | ASBOs Granted |
Aberdeen | 10 | 9 |
Aberdeenshire | 1 | 1 |
Angus | 1 | 0 |
City of Edinburgh | 1 | 1 |
Dumfries and Galloway | 4 | 1 |
Dundee | 8 | 6 |
East Ayrshire | 5 | 2 |
Fife | 30 | 22 |
Glasgow | 4 | 3 |
Highland | 5 | 4 |
Midlothian | 1 | 1 |
Moray | 4 | 3 |
North Lanarkshire | 35 | 27 |
Orkney | 1 | 1 |
Perth and Kinross | 1 | 0 |
Renfrewshire | 7 | 2 |
Scottish Borders | 8 | 5 |
South Lanarkshire | 20 | 5 |
Stirling | 3 | 2 |
West Dunbartonshire | 8 | 4 |
Total | 157 | 99 |
In summary, following their introduction in April 1999 and up until 2003, some 368 ASBOs have been applied for in total, with 226 being awarded by Sheriff Courts. It is of note that the majority of applications came from local housing authorities, with some 89% concerning local authority tenants only.
While statistics available may be more representative of a local authority's attitude towards the use of ASBOs, HMIC recognises that this sanction is only one of a number of tools available to deal with anti-social behaviour, and one that does not address the underlying causes of such behaviour. Although not all authorities have used the legislation, this does not indicate an unwillingness to tackle incidents of anti-social behaviour effectively. There are a number of other preventative and remedial measures, including mediation, available to both police and the local authorities which have been successfully used in resolving community and individual problems. One local authority expressed the view that the application of ASBO legislation is the last option and should be used accordingly.
This Inspection found varying levels of frustration experienced by officers across the service, concerning the apparent length of time it took for Anti-Social Behaviour Orders to be applied for and subsequently granted by Sheriff Courts. This is best evidenced from the table below, though with the caveat that the total depicted does not match the total number of ASBOs awarded, as not all local authorities were able to supply this information.
Figure 6: ASBO Application Timescales
Length of Time | ASBO granted (number) |
1 Dec. 2001 - 30 Nov. 2002 | 1 Dec. 2002 - 31 Mar. 2003 |
Less than 2 weeks | 3 | 0 |
2-4 weeks | 8 | 1 |
1-3 months | 37 | 17 |
4-6 months | 10 | 7 |
6-9 months | 9 | 2 |
More than 9 months | 2 | 0 |
Total | 69 | 27 |
While there are justifiable reasons for the apparent delays, a concern is that these can compound the situation, with the continuing problem behaviour placing additional demand on police and other services. In an effort to reduce these delays, HMIC is pleased to note the new legislation empowering Sheriff Courts to grant interim ASBOs, that can be applied to both adults and children, at a much earlier stage of the process.
While the legislation is fairly new, its interpretation and practical application still evolving through experience and evaluation, local authorities have reported difficulties in obtaining sufficient evidence to ensure that a case proceeds quickly. A main obstacle appears to be the constraints placed on information exchange. HMIC is pleased to note that forces have devised or reviewed protocols and guidance on information sharing aimed at alleviating this problem. Those protocols take into account the fine balance must be struck, between ECHR articles and the Data Protection Act 1998 relating to privacy rights, and the need to take legitimate steps to protect the community from crime and disorder. As reported in Chapter 2, the Work of the Scottish Data Sharing Working Group 63 will impact on this area.
Concerns were also raised relating to breaches of ASBOs and to how behaviour could effectively be monitored by police and the local authority to ensure compliance. HMIC notes that forthcoming legislation will make it a statutory responsibility for local authorities to record fully all information relating to ASBO applications, grants, breaches and other actions, which will greatly assist in monitoring community cohesion in this area.
RECOMMENDATION 14
HMIC recommends that forces, in partnership with their respective constituent authorities, examine current arrangements in respect of the application and grant of ASBOs, to ensure the most effective use of this sanction in promoting community cohesion.
6.14 Monitoring Community Cohesion
Community cohesion is at the very heart of community safety and wellbeing. HMIC recognises that it is not enough for the police to consult with communities but to demonstrate effective interventions to community concerns. The service is responsible for providing appropriate interventions and sustainable solutions to community concerns, both as an individual organisation and as a key partner within the wider Community Planning framework. Feedback to the community around the priorities and decisions made concerning community issues, including the delivery of the policing service, are central to full and inclusive community engagement.
While patrol is the essential core of policing, within this the importance of the role of the community officer, whether designated or otherwise, cannot be overstated. It is these officers in particular who are proactively working and engaging with their communities and peer group agency partners on the 'front line'. In doing so, they build upon local connections and gather a tremendous wealth of local knowledge. In this respect, they can be regarded as the 'eyes and the ears' of the service. They are key to monitoring community cohesion and tensions through their attendance at local community meetings, liaison with local elected members and community council representatives.
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