Policing Knowledgelibrary.college.police.uk/docs/npia/Police-Knowledge-Action-Plan-201… · Policing Knowledge Sharing what we know, learning what we don’t: an action plan for

Policing KnowledgeSharing what we know, learning what we don’t: an action plan for improving knowledge use in policing 2010-2012

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Knowledge Strategy The Headlines

Creating knowledge•Delivershorizonscansand

analysisaboutfuturethreats,pressures and opportunities

•Prioritisespolicingproblemsandknowledgeneedsforresearchinvestment

•Promotesinvestmentinresearchandinnovationtoaddressthosepriorities

•Deliversthepolicingprojectsofthe2011-2012HomeOfficeResearchandScienceBusinessPlan,theNPIAbusinessplanandHomeOfficeScientificDevelopmentBranch(HOSDB)plan

•Providesinformationthatfostersresearchanddevelopmentpartnershipsbetween police forces and theresearchcommunityinacademia and industry

•Providesspecialistresearch,analysis and science consultancy and access to expertise to directly support police forces creating knowledge

•ProvidesagatewaytoNPIAmanaged data for knowledge creation.

Assuring knowledge•Establishesasystemfor

assuring and labelling policing

knowledgeproductsdealingwithhighrisk,costorvolumeissues

•Establishesasystemforassuringandlabellingpolicingtechnologies

•Continuouslydevelopsresearch,analyticalandscientificcapabilityand expertise.

Sharing knowledge•EstablishesaNationalPolicing

KnowledgeService,accessibletotheservicethroughaknowledgesystemformedbyintegratingtheNationalPoliceLibraryandPoliceOn-lineKnowledgeArea(POLKA)withstronglinkstothePolicingManagedLearningEnvironment(MLE)andanallianceofcriminaljusticelibraries

•ThroughtheNationalPolicingKnowledge Service:

- Alertstheservicetonew knowledge and associated imperativesforchange

- Providesknowledgefor problem solving and to assist decision making

- Highlightsscientific applications and devices thatenhancepolicing effectiveness

- Disseminatesdoctrineand guidanceabouthighrisk, highvolume,high cost practicebenefitingfrom astandardisedapproach

- Embedsfindingsfrom research-derivedknowledge (evidence)intothecurricula

and content of learning programmes.

Using knowledge•Designsknowledgetransfer

models based on learning from othersectorsandpreparesforanevaluationoftheeffectivenessofthesemodels

•Providesaknowledge-rootedcapability support and practice effectiveness development service

•Deliversknowledgebasedchangepromotionprogrammesforprioritytopicsthatfocuson embedding knowledge in operational and strategic decision making practice

•Makesavailabletoolsandmaterialsthatfacilitatetheservice’s use of knowledge throughthePOLKAknowledgebank

•Buildsessentialprofessionaldoctrine,practiceadviceandstandardsonthebestavailableknowledge

•EmbedsknowledgewithinthecurriculumandcontentoftherangeofNPIAlearningprogrammes,initiallyworkingwiththeNationalCollegeofPoliceLeadership

•Developstheknowledgecreation,seeking,sharingandusingskillsandconfidenceofpoliceofficersand staff

•Officersandstaffuseknowledgeto construct business cases and evaluatetheimpactofnewapproachesorapplicationsonpolicing outcomes.

Policing Knowledge 2010 - 2012 3

Alltoooften,decisionmakinginpolicinghastendedtobebasedonopinionratherthanknowledge.Althoughtheservicehasdonemuchtomapcrimetrends,predictfuturecrimeandcomeupwithcreativesolutionsforreducingcrime,notenoughhasyetbeendonetoreviewandcreateevidencefortheimpact,cost effectiveness or transferability ofsuchpracticedevelopmentsandinnovations.

Inhis2008reviewofpolicing,SirRonnie Flanagan called for decision making to take knowledge into account. Good quality evidence and robust cost-effectiveness analysis shouldbethebasisforpolicingdecisions:notmerelyopinion.Atthistimeofreducingbudgetsthisneedisat its most acute.

Toimproveitsabilitytobaseplanningand practice decisions on evidence

Foreword from Nick Gargan

of‘whatworks’,theservicemustalsoimproveitsabilitytoshareanddevelopexpertise,ideas,knowledgeandevidence.Thesharingandcollaborative creation of knowledge and evidence must be central to thesuccessfuldevelopmentofthisapproach;onewhichcorrespondswiththeevidence-based(oratleastevidence-informed)approachtopractice improvement adopted by many public services in recent years.

TheKnowledgeStrategywill,forexample,assistpoliceofficersandstaff:

•indecidingwhetheraproposedinitiative represents value for money;

•byprovidingaccesstoarangeofideas and evidence-based examples ofhowtotacklelocalcrimeproblems;

•inunderstandingwhatisknownaboutaparticularpolicingissue,aswellasthequalityofevidencesurroundingit;

•bysharinginnovativepracticeexamplesforthebenefitofcolleagues;and

•infindingoutaboutemergingtrends,futurethreatsoropportunitiesthatmayaffectpolicing to inform strategic planning.

ThisPolicingKnowledgeActionPlansetsoutadeliveryprogrammethatwillbuildthefoundationsforafuturewherepoliceofficersandstaffhavetheknowledgethattheyneed,whereandwhentheyneedit,topoliceeffectively and economically.

Acting Chief Executive Nick Gargan NPIA

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Contents

Introduction 6

Whyapolicingknowledgestrategyandactionplan? 6

Thevision 7

Thefocusofthe2010–2012actionplan 8

Wheredidtheobjectivescomefrom? 9

Principlesoftheactionplan 9

Howwewillmaketheactionplanhappen 9

Summary of objectives 10 - 11

Creatingknowledgeobjectives 12-13

Assuringknowledgeobjectives 14-15

Sharingknowledgeobjectives 16-17

Usingknowledgeobjectives 18-19

Contributors 20 - 22

References 23

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Introduction

1. Why a policing knowledge strategy and action plan?1.1TheNPIAwascommissionedtodeveloptheknowledgeactionplanbytheAssociationofChiefPoliceOfficers(ACPO)CrimeBusinessAreabecausetheywantedtoimprovetheuseofknowledgeintheservice’s decision making and for ittobepossibletobasethemostchallengingdecisionsonevidenceofwhatworks.ThecommissionreceivedstrongsupportfromACPOFuturesGroup.Specifically,ACPOwantedtheservicetobeabletouseknowledge to:

•policeeffectivelyandeconomically

•manageriskandachievebetteroutcomes

•useinformedprofessionaljudgementratherthanbureaucratic processes

•deployresourcestomaximumeffect

•shareknowledgeofsuccessfulinnovation.

ACPO’sgoalofanincreasinglyknowledge-aware and evidence-based police service is in line withtheapproachtoeffectivespendingrecommendedbytheHouseofCommonsScienceandTechnologyCommittee(2006)andtherequirementsoftheTreasury’sComprehensiveSpendingReview.Theimportanceofknowledgeasadriveroftheabilityoftheservicetodeliver economic as well as effective policingisdescribedintherecentpolicingwhitepaper:Policinginthe21stCentury:ReconnectingthePoliceandthePeople(2010).

1.2ThestrategicgoalsforimprovingtheuseofknowledgeinpolicingwereapprovedbyACPOCabinetaspartofthe2010-2013ScienceandInnovationStrategy(NPIA,March2010).

A joined-up approach to knowledgeTobuildtheevidencebaseabouteffectivepolicingandputthisinthehandsofofficers,across-cuttingKnowledgeProgrammeisbeingdevelopedasanearlypriorityofthisstrategy.Itsgoalsareto:

•Create knowledge by extending thegoodempiricalbasethatexists for some areas of policing withwidercoverageofthemostimportant gaps in our knowledge aboutwhatworks,whenandatwhatcost

•Assure knowledge used to inform police practice by clarifying itssourceandquality;andthestrengthofevidencepresented

•Share knowledge by improving howtheservicesharesevidence,knowledgeandinnovation;enablingtheservicetoactasaco-producer of knowledge

•Equip the service to use knowledgebyhelpingpractitioners and decision makerstoimprovetheirskillsandconfidenceinseeking,interpretingand using evidence and knowledge in decision making.

ThisactionplannowexplainswhattheNPIAanditspartnerswilldointhenexteighteenmonths(October2010–March2012)toachievethosestrategicgoalsandtoenabletheservicetoworktowardstheoriginal 2013 vision.


1.3Thebenefitofactingnowisthatitgivestheserviceabetterchanceoftargetingresourceswheretheywillhavethebiggestimpactthancanbepossiblewithoutknowledge.Specifically,havingtherightknowledgewhenneededenablestheserviceto:

•Bealerttoandthereforebetterprepared for future demands andopportunitiesastheyarise;andabletoprioritisewhatneedsattention

•Savemoneyandresource,reducewaste and inappropriate or disproportionate responses by knowingwheretotargetattentionanddeployresource–andforhowlong

•Improvetheeffectiveness,economy and acceptability of strategic decisions and action by choosingstrategiesoractionwithknown impact and information thathelpsassesstherelationshipbetweencostsandbenefits

•Choosescientificdevelopmentsandtechnologiesthatpositivelyimpactonpractice,increasingthesuccessofpolicing,andsavingtime and money

•Reducethenegativeimpactof indiscriminate information overload(e.g.highvolumesofinformationwithunknownprovenanceorvalidity;reducingdataburdenontheservice)

•Findknowledgethatanswerspolicingquestionswhenandwhereit’sneeded

•Co-produceknowledgeandensurethatitfocusesonprioritypolicing issues.

2. The vision2.1Thevisiondrivingthisworkisapoliceservicethatroutinelyusesgood quality knowledge to decide whattotarget,whatactiontotakeandwhatresourcetodeploy.Usingknowledgeandthebestevidenceavailable to cut crime are important aspectsofthegovernment’sproposed reforms of policing (Herbert,2010;Policinginthe21stCentury)andareinlinewithUKTreasuryadvice(STC,2006).

Sharing knowledge through Evidence-Based Top TipsWiththeincreasedprominencegiventopublicconfidenceinrecentyearsinperformancemanagement,seniorofficershaveasked‘whatdrivesconfidence’?Inresponse,researchersandpractitionerswithintheagencyworkedtogethertoproduceaseriesofnewproducts,shortEvidence-BasedTopTippapers,toraisepractitioners’knowledgeoftheevidence.Thepresentedsummariesoftheresearch-derivedknowledgeandpracticalimprovementactivitiesweredisseminatedwidelyacrosstheserviceandwerewellreceivedasusefulanduserfriendly.ThefindingsfromsocialresearchwerealsogivenaprominentrolewithintheConfidenceRouteMapseenbytheserviceasthekeypolicydocumentexplaininghowtoincreaseconfidenceinthepolice.

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anddescribesobjectivesforthenexteighteenmonths.

•Creationofknowledge

•Qualityassuranceofknowledge

•Improvedsharingacrosstheserviceofknowledge,ideas,successesandchallenges

•Useofknowledgebytheservice.

Theplanaimstogivetheservicetheknowledgeitneedsnowandbuild foundations for future work to continuously improve its use of knowledge.

4. Where did the objectives come from? 4.1Theactionplan’sobjectivesweredesignedinresponsetowhatthepoliceservicetoldusabouttheknowledge it needs for operational andstrategicdecisionmaking,whatworks well and current frustrations infindingandusingknowledge.Wealsoconsultedwidelywiththosewhodevelopknowledgein

By 2013 • Members of the publicagreethattheinformationtheyaccessabouttheirlocalpolicetellsthemwhat

theywanttoknowabouttheirlocalforce

• Police officers and staffincreasinglyuseknowledgetoreducerisk,targetinterventionsanddeploy resourcewheretheywillhavethegreatestimpact,andpoliceeffectively

• Police officers and staffproduceandshareknowledgeandareawarethatthesourceofknowledgeand itsqualityinfluencewhatitcanbeusedfor

• There is a growing body of knowledgeaboutpracticalpolicingissuesandpoliceforces,theirofficers andstaffworkinpartnershipwiththeresearchcommunity

• Police officers and staffcriticallyassessknowledge,andquestionnewscientificdevelopments,weighing uptherisksandbenefitsofbasingdecisionsonthatknowledge

• Police officers and staff accessknowledgethroughthePoliceOn-LineKnowledgeArea,aknowledge portalgivingdirectaccesstoawiderangeofknowledgesources,includingsubscriptiondatabasesanda catalogueofunpublishedliterature.Thesystemisanintegralpartofon-linehighereducationforpolicing

• Knowledge isroutinelyintegratedintopolicingpracticeaspartofthe“waywedoithere”whenproblem solving and looking for ways to save money.

3. The focus of the 2010-2012 Action Plan3.1Ourreviewoftheknowledgeavailabletotheservice,andtheabilityofofficersandstafftoshareandusethatknowledgeshowedthattherearefourchallengesto overcome if we are to make improved use of knowledge a reality:

•availabilityofknowledge

•clarityaboutthenatureandqualityofthatknowledge

•howknowledgeissharedanditsaccessibility

•thewillingnessandabilityofofficersandstafftoapplyknowledgetotheirwork.

3.2Thesechallengescanmosteffectivelybedealtwithbypartnershipworkingbytheserviceandcolleaguesintheresearch,knowledge management and teachingcommunities.Theplanfollowsthefollowingframework

Government,thehealthsectoranduniversities.

4.2Officersandstafftoldustheyneedknowledgethatallowsthemto:

•Prepareforfuturedemandsandopportunities

•Identifyanddiagnoseproblems

•Identifyprioritiesforactionandspend

•Targetdeploymenttomaximiseimpact and save money

•Choosebetweenoptionsonthebasis of:

- context

- knowledge,fromthebest sourceandattheright quality,fortheissuetobe addressed

- evidenceaboutwhat works: interventions and scientificdevelopmentsand technologies

- costinrelationtobenefitof options

•Understandtheimpactoftheiractivity.


4.3Knowledgerequirementsandhowknowledgeissourcedvariesbyroleandfunction.Officersmakingstrategic decisions need knowledge for planning and effective resource deploymentwithknowledgeabouthowtointroduceneworchangeactioninpractice.Theyseekthisknowledge from a wide range ofsourcesincludingpublishedmaterials,guidancedocumentsandnationalassessmentsviatheinternetandlibrary.Theyoftenaskothercolleaguesforconvenienceandbecausetheysummarisewhatisknownandaddthoughtsaboutimplications.Theydon’tfavouroneknowledgesourceoveranotherandrarelycommentonthequalityorreliabilityofadvice.Theyjustsaytheyneed“completeanswers,combiningperformanceandintelligencedata.”

4.4Frontlineofficerssaytheyneedimmediate access to operational knowledgeandguidanceaboutwhattheycanandcannotdowhichtheysource from force policies e.g. new stopandaccountprocedures,orfromsummaries of legislation or powers suchastheDigest.

5. Principles of the action plan5.1Theactionplanisbuiltonthreeprinciples:

•Everyoneworkingintheserviceis

responsibleforsharingknowledgeand contributing to its creation andquality,andforusingthatknowledgeaspartof“thewaywedothingshere”

•Practitionersanddecisionmakerscan be producers and critical users of knowledge

•Knowledgesourcesvaryandtheirrelativemeritsasabasisfordecision making must be clear to practitioners.

5.2Theactionplandoesnotcover:

•Intelligenceordataaboutspecificindividuals(nominals)orcrimesforuse in operations

•Corporateinformationmanagemente.g.fileplans,correspondencemanagement,etc.

6. How we will make the knowledge action plan happen 6.1TheknowledgeactionplansetsoutobjectivesfortheNPIAanditspartnerstoachievebetweenthelatterhalfof2010andMarch2012.Achievementoftheseobjectiveswilllaythefoundationsforfutureworkdesignedtoenabletheserviceto

become better at using knowledge in itsactionsandplanning.Thetablesoverleafexplaininmoredetailtherationalefortheobjectives,whattheybuildonandwhohasresponsibilityforactionstoachievethoseobjectives.

6.2ProgressinachievingtheobjectivesoftheplanwillbereportedtoACPOCabinetanddaytodayoversightoftheworkwillbeprovidedbytheNPIA’sScienceandInnovationDeliveryBoardaspartofensuringdeliveryofthePolicingScienceandInnovationStrategy.

6.3TheBoardwillalsomonitorchangeinthepolicingknowledgeenvironmentagainstthebaselineanalysismadein2009toobservetheimpactoftheactionplanonthecoverageandqualityoftheknowledgebase,knowledgesharingand use.

6.4Itshouldbenotedthattheactionplandoesnotdistinguishbetweenresearchtocreateknowledgeabouteffectivepractice,thatwhichaimstoenhanceourunderstandingofbehaviourorthatforthedevelopmentofscientificapplications.Instead,theactionplanprovidesameansofbetterintegratingphysicalscienceandinnovationwithsocialscience,knowledge transfer and practice developmentbyassumingthateachdisciplinehasaroleinaddressingprioritiesfornewknowledge,researchand science investment.

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Summary of Objectives

Creating knowledge • Deliverhorizonscansandanalysisaboutfuture

threats,pressuresandopportunities

• Prioritisepolicingproblemsandknowledgeneedsforresearchanddevelopmentinvestment

• Promoteinvestmentinresearchandinnovationtoaddressthosepriorities

• Deliveraprogrammeofappliedpolicingresearchasacontributiontothe2011-2012HomeOfficeResearchandScienceBusinessPlan,inpartnershipwithHOSDB

• Deliveradevelopmentprogrammetosystematicallycapture,codifyandmanageexperiential knowledge

• Provideliaisonbetweenpoliceforcesandtheresearchcommunitytofosterresearchpartnerships

• Providespecialistresearch,analysisandscienceconsultancy

• ProvideagatewaytoNPIAmanageddata.

Assuring knowledge• AdaptandapplytheSocialCareInstituteof

Excellenceframework,withasetofsourcespecificstandards,foruseinassuringandlabellingpolicingknowledgeproducts(pleaseseebox1,page15)

• Establishasystemforassuringandreportingpolicingscientificdevelopmentsandapplications

• Establishatransferableprocessforassuringandlabellingpolicingknowledgeproductsdealingwithhighrisk,highcostorhighvolumeissues

• Contributetothecontinuousdevelopmentofresearch,analyticalandscientificcapabilityandexpertiseintheservice.

Models for collaborative workingAcost-effectivesolutiontomaintainingforensicsciencebusiness,researchandlearningintheUK.

Followingamodelmorenormallyseeninhealthcareresearch,theaimofthisproposalwouldbetotrialamodelforimprovingtheprovisionanduseofforensicsthroughajointregionallydefinedinitiative.

Thevisionisacollaborativecapabilitytomaximisetheresearch,innovation,learningandworkforce-developmentinforensicsciencebycreatingajointeducationalprogrammefocusedoncoursesandresearch.TheprogrammewouldbothstimulatenewknowledgeandtransferittothelatestgenerationofforensicpractitionersandcontinuetopromotetheUKasaworldleaderinthissectorwhilstgeneratingbusinessgrowthopportunitiesintheNE.

Thereductioninpublicspendingacrosspolice,universitiesandregionaldevelopmentagenciessuggeststhatmodelssuchasthatproposed,whichcapitaliseonexistingcapabilityandincreaseitsimpact,aretherightapproach.

Thiscollaborationwillnotrequireadditionalmoneybutratherconsolidatesandmaximisesthepotentialofasharedlocalresourcethroughthecollaborationofpolice,higher-educationandtheregionaldevelopmentagency.Thiscanalsohaveapositiveinfluenceonthenationalforensicsagendaandmaintainsanddevelopsacritical-mass in UK forensic science knowledge.


Sharing knowledge• EstablishaNationalPolicingKnowledgeService,

accessibletotheservicethroughaknowledgesystemformedbyintegratingtheNationalPoliceLibraryandPoliceOn-lineKnowledgeAreawithstronglinkstothePolicingManagedLearningEnvironmentandanallianceofUKandinternationalcriminaljusticelibraries

• ThroughtheNationalPolicingKnowledgeService:

- Alerttheservicetonewknowledgeandassociated imperativesforchange

- Provideknowledgeforproblemsolvingandto assist decision making

- Highlightscientificapplicationsanddevicesthat enhancepolicing

- Disseminateprofessionaladviceandguidance abouthighrisk,highvolume,highcostpractice benefitingfromastandardisedapproach

- Embedfindingsfromresearch-derivedknowledge (evidence)intothecurriculaandcontentofon-line learning programmes.

Using knowledge• Designaknowledgetransferframeworkforpolicing

and protocol for its future effectiveness testing

• Provideaknowledge-rootedcapabilitysupportandpractice effectiveness development service

• Deliverknowledge-basedchangepromotionprogrammesforprioritytopicsthatfocusonembedding knowledge in operational and strategic decision making practice.

• Makeavailabletoolsandmaterialsthatfacilitatetheservice’suseofknowledgethroughthePOLKAknowledge bank

• Embedknowledgeincorepolicingdoctrineandguidanceoncriticalhighrisk/highimpacttopics

• Embedknowledgeinspecialistoperationalguidanceprovided to enquirers.

NPIA Knowledge Bank: One-stop-shop for accessing information

TheKnowledgeBankisanareaonthePoliceOnlineKnowledgeArea(POLKA),forsharingevidence-basedknowledgeacrossthepoliceservice.Itallowsmemberstoaccess,shareandcollaborateinthedevelopmentofthelatestpolicingknowledgethroughtheuseofdiscussionforums,blogs,wikisanddocumentstores–whetherthatbeexamplesoflocalpolicingpractice,goodqualitypolicingresearch,informationonfuturetrends,intelligenceandanalysisproductsorguidanceanddoctrineproducts.TheKnowledgeBankprovidesa‘one-stop-shop’foraccessingpoliceinformationacrosstheserviceandencouragesmemberstoaddtheirownknowledgetothecollective.

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Objectives October 2010-March 2012Creating knowledge

What officers and staff say they want

Tobe:

•preparedforfuturedemandsandopportunities

•abletodiagnosewhereandhowtodomoreorbetterwhilstcostingless

•clearaboutprioritiesforactionandspend

•abletochooseoptionsforeffectiveandeconomicaction and to target deployment

•abletotellifactionhashadanimpact.

Ouraimistodeveloptheknowledgebase for policing

WhythisissueisimportantBasingserviceplanningandactiononknowledgeenablesofficersandstaff to spot opportunities for cost saving and impactful policing and toweighupthelikelybenefitofachoiceagainstitscosts.

Theuseofknowledgeindecisionmakinghastheaddedbonusofdemonstratingtothepublicthevalidityandrationaleforchoicesmadewhichmaypositivelyinfluencetheirviewofthepolicingapproachthentaken.

Whatisalreadybeingdone? NPIA,SOCAandotheragenciesassess different threats to the UK from crime. Findings pertinent to policingarepublishedinarestrictedformastheNationalStrategicAssessment;thoseaboutorganisedcrimeastheUKThreatAssessmenthttp://www.soca.gov.uk/threats.

Improvedtechnologyanddataavailability allow more rigorous and quickly available forward looking knowledgethatenhancespolicingeffectiveness e.g. predictive crime mapping can improve resource deployment,pinpointinghotspotsandcrimegeography(Johnsonetal.,2008).

Performance data,highlightingopportunities for improvement are available at force level and nationally fromtheHMICandtheHO.

Knowledge from innovations and trialsofnewapplicationsthatsavesmoney or improves effectiveness comesfromHOSDB,universitiesandindustrybutisnotsharedroutinely.

Overall,thereislittleempirically derived policing knowledge about whatworks,whenand at what cost andwhatthereistendstofocusoncrimereduction(Farrington&Welsh,2005;Lum,2009).Absenceofaprioritisedresearchagendaandlimited capability and resources in theresearchcommunityinfluencetheresearchdone.

Officersandstaffaregainingtheskillstodotheirownresearchandtheserviceisincreasinglyaskingforresearchderivedknowledge.

Modelsforresearchpartnershipsbetweentheserviceandacademiahavepotentialforwiderusee.g.UPSI,TEST,NIJandSIPR(pleaseseebox2).

Prioritisinginnovationandmonitoringnewdevelopments,and better integrating innovation andresearchcouldmaximisetheirimpact on policing outcomes and reduce costs.

Researchfundingcouncilsarewilling to direct limited funds to address policing priorities.

Learningfromeventsandoperations is captured in results analysisanddebriefsbutisdifficultto systematically codify or store for easy retrieval.

NPIAmanagessignificantdatasetsfortheservice(egPNC;MissingPersonsDatabase;NationalDNADatabase;NationalBallisticsInformationSystem).


WhattheNPIAanditspartners will do WorkingwithHOSDBandotherenforcementagencies,NPIAwill manage a policing futures programme thatdelivers:

•Alertstomidandlongertermchallengesandopportunitiesforpolicingbuiltfromhorizonscanningand futures analysis

•Nationalstrategicassessmentsofnewandexistingcrimethreats,thatintegratecrimedataandintelligence and systematically appraisethreat

•Problemprofilesonpriorityissuesandthreats

•Environmentalscanningforopportunities to innovate in policing scienceandtechnologies(byOctober2010-March2012).

NPIAwillhelptheservice prioritise policing problems and knowledge

needsforresearchinvestmenteverytwoyears(byOctober2010and2011).

NPIAwillliaisewiththeUKandInternationalfundingcouncilsandindustry to promote investment in research and innovation to address thosepriorities(byMarch2011).

NPIA,HOSDBandHOwillpreparecomplementary2011-2012 policing researchandsciencebusinessplansaspartoftheHOScienceandresearchBusinessPlan2011-2012todeliver:

•Analyticaltoolsandtechniquestomaximise data use and diagnoses of whatcanbedonebetterandhowtosave money

•Knowledgeabout“whatworks”inpolicing

•Knowledgeaboutleversforchangeinpolicing

•Scientificapplicationsthatincreasepolicing impact and reduce its costs

•Systematicallycaptureandcodifyexperientialknowledge(byMarch2011-2012).

Police forces and the research community will seek opportunities to work in collaborative partnerships to create knowledge about practical policing issues.

NPIAwillsupportthesepartnershipsby:

•Offeringspecialistresearchandanalyticalconsultancy(byOctober2010-December2011)

•Identifyingcentresofexcellenceinpolicingresearchandsciencewillingto support knowledge creation by policingagenciesandstaff(e.g.theforensic valley model for forensic science)(byOctober2010)

•DevelopingamapofUKpolicingresearch(byDecember2010)

•ProvidingagatewaytoNPIAmanageddataforresearchandanalysis(byDecember2010).

Examples of partnerships between police forces and universitiesTheUniversitiesPoliceScienceInstitute(UPSI)inSouthWaleshasdevelopedthe“researchpractitioner”roleasanintegralpartofitsapproachto delivering evidence based policing inSouthWales.

•AllnewrecruitstoSouthWalesPolicearetrainedattheUniversityofGlamorgan,wheretheyareintroducedtopolicingresearchandtrainedinbasicresearchmethods.

•AcademicsfromCardiffUniversityrunresearchprojectsincollaborationwithofficers,utilisingmethodswithaffinitiestothe“streetcraft”ofpatrolofficerstodevelopanevidencebaseabouttheproblems experienced by different communities.

•Aformalresearch-practitionerroleisbeingintroducedwhereasergeantwillworkwiththeuniversityteamanddeliveraPhDstudyonapolicingtopicofinteresttotheforce(policeresponsetoissuesof‘hiddenvictimization’).

OtherexamplesofpartnershiparedescribedontheNPIA’sKnowledgeBank.

Box 2

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Objectives October 2010-March 2012Assuring knowledge

Whatisalreadybeingdone? Systems,frameworksandcriteriaexistforothersectors,usedforclassifying knowledge by type or source and indicating its appropriatenessandtherisksassociatedwithbasingchangeonthatknowledge.Knowledgeclassificationsystemsalsodemonstratewhatdifferingsourcesoffer.Suchsystems,e.g.thatoftheSocialCareInstituteofExcellence(SCIE,pleaseseebox1),thoseusedtojudgeintelligence(PearceandDancy,2008)ortheMarylandScale,usedforcriticallyappraisingevaluations(Sherman1997)couldbe developed for wider application in policing.

TheUKStatisticsAuthoritystatesclearrequirementsforpublished

nationalorofficialstatistics,suchasthosefromNPIA.

Governmentprofessionalcodes,standards and competencies set qualitystandardsforresearch,science and analytical staff.

TheNPIA,HOandMOJshareaprocess for assessing and approving thequalityofsocialresearchdesignsthathasthepotentialforusebyotherscienceandresearchdisciplines.

WhattheNPIAanditspartners will do AdapttheSCIEknowledgeframework for use in assuring and labelling policing knowledge products,forusewithhighrisk,volume or cost issues products initially including:

WhythisissueisimportantTheknowledgeneedsofthepoliceservice are diverse and no one knowledgesourceaddressesthemall.Thestrategy’sprinciplesarethatan appropriate knowledge source shouldbeusedtoaddressparticularknowledgeneedsandquestions;andthatpractitionersneedtobeabletodistinguishgoodqualityknowledge,whateveritssource,fromthatwhichis unreliable for decision making.

Poorreportingofknowledgecanundermineitsusability,leavingpractitionerswithanincompletepictureofitsprovenanceormethodofdiscoveryandthereforeunabletojudgeitsmeritsortointerpretfindings.

Ouraimistomaintainhightrustinpolicing knowledge

What officers and staff say they want:

•Toknowthesourceofknowledgeanditsquality(e.g.whetheritcomplieswithqualitycriteriaforadefinedknowledgesource)

•Toknowifresearchderivedknowledgeisreliableandvalid

•ToknowthatstatisticallyderivedknowledgecomplieswiththestandardsoftheUKStatisticsAuthority.


•Categoriesofknowledgesources

•Commonsourcespecificstandardsfor assuring and reporting knowledge quality

•AprocessforqualityassuranceandinvestmentapprovalofNPIAresearch,scientificdevelopmentandstatisticaloutputs(byDecember2010).

NPIAspecialistresearch,statisticalandsciencestaffwilljoincross-government professional networks andworktotheirstandards(byDecember2010).

NPIAwillreportannuallyonitsresearchandscientificdevelopmentprogrammetotheHomeOfficeChiefScienceAdvisor(byMarch2011andMarch2012).

NPIAwillreportitsofficialstatisticaloutputstotheHomeOfficeChiefStatistician(Attimeofeachstatisticalrelease).

Partnerswillcontributetothecontinuousdevelopmentofresearch,analyticalandscientificcapabilityandexpertiseintheservice(byOctober2010-March2012).

Classification of Social Care Knowledge by Quality and SourceTheSocialCareInstituteofExcellenceusescriteriaintheformofquestionstohelppractitionersappraiseknowledgeanddetermineitsquality(Pawsonetal.,2003).Analystsusesimilarcriteriajudgingintelligence(PearceandDancy,2008).

• Transparency–isitopentoscrutiny?

• Accuracy–isitwellgrounded?

• Purpose–isitfitforpurpose?

• Utility–isitfitforuse?

• Propriety–isitlegalandethical?

• Accessibility–isitintelligible?

• Specificity–doesitmeetsource-specificstandards?

Organisational knowledge: standards can include regulatory and aspirationalcriteria,designedtoensureaccountabilityandbestpracticeinsocialcare,and‘realitychecking’techniques.

Practitionerknowledge:standardsmaybeadaptedfromthoseforqualitativeresearch,reflectivepracticeandwaysof‘articulatingtheunspoken’andincludesourceauthenticity,credibilityandcontent,andsufficientdetail.

Policycommunityknowledge:asignificantproportionofitsknowledge(e.g.ideologicalandpoliticalreasoning)maynotbesusceptibletoformalappraisalexceptwithgenericstandards.However,worktoimprove policy making suggests standards e.g. forward and outward looking,innovative,evidence-based,andsubjecttoreview.

Researchknowledge:therearemanystandardsforthegenerationandcriticalappraisalofresearchknowledge.Keyfeaturesregardingresearchdesignincludequality,appropriateness,transparency,andaccuracy.

Userandcarerknowledge:standardsforknowledgequalityarerare,butareemergingfromconcernswithaccountabilityandparticipation.Theycouldincludeaccountability,useofanexplanatorysocialmodel,clarityofideologicalstandpoint,andempowerment. Box1

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Objectives October 2010-March 2012Sharing knowledge

are beginning to be applied to simplifysearchandretrieval–please see box 3.

Theagencyanditspartnersdelivera vast range of national and internationalteachingandlearningprogrammes.

WhattheNPIAanditspartners will do NPIAwillestablishaNationalPolicingKnowledgeServicethatdelivers:

•Currentaffairsbriefs

•Alertstonewpressures,threatsand opportunities

•Problemprofilesonnewandemerging crimes

•Nationalprofessionalpracticeandstandardsforhighrisk,highimpacttopics,whereastandardisedapproachtopracticeis desirable

•Knowledgesynthesesandsummaries

•Technologyassessments(byMarch2011).

Whatisalreadybeingdone? TheNPIAhasthreeknowledgemanagementchannels:theNationalPoliceLibrary(NPL),thePoliceOn-lineKnowledgeArea(POLKA)andthemanagedlearningenvironment(MLE).Italsopublishesnewsletters and publications e.g. guidanceandtheDigest–focusedonlegalchanges.

NPLprovidesaccesstoarangeofknowledge sources and its functions areaccessiblethroughtheinternet.NPLalsohasthelargestcollectionofPolicingKnowledgeinEurope.Universitylibrariescomplementthepolicingcollection,largelyfocusingoncriminology.FewforceshavelibrariesanddirectenquirerstoNPLfor policing material.

TheScottishPoliceCollegealsohasapolicingcollectionbutonasmallerscaletotheNPL.TheOU policing collection is largely historical.

Theincreasingvolumeofpolicingpublications and knowledge sourcescanbeoverwhelming,butknowledge management solutions

WhythisissueisimportantACPOwanttheservicetobeinnovative and become better at sharingknowledgeofsuccessfulinterventions.Theynotethecollective advantage knowledge sharinggivestheservicespecifically,helpingitto:

•Usewhatworksinsavingmoneyandachievingsuccessfulpolicing

•Learnfromothersinsteadofstartingfromscratchtosolveproblems

•Accesscriticalresourcesfordiagnosingwhattotargetandhow

•Accessacollectivememoryforpolicing

•Co-produceknowledge–ofthreat,opportunityandeffectiveness.

Howweshareknowledgeisasimportantaswhatweshareifthatsharingistobeeffectiveandeconomic.

What officers and staff say they want:

•Toactasco-producersofknowledge

•Torecycleandsharegoodideasfrompractice

•Interactiveopportunitiesfortalkingthroughideasandhowtoachievechange

•Knowledgethatsummarisesandintegrateswhatisknown

•Legislationandoperationalpolicies.

Ouraimistohelppoliceofficersandstaffshareknowledgeforpolicing


Delivertheknowledgeservicethroughanintegratedknowledgesystem,POLKA, whichprovidestheinfrastructure,processes,licensing arrangements and expert knowledge management required tomobiliseandshareknowledgeand:

•CommunitiesofPracticeandinteractivefunctionsofthecurrent POLKA

•NationalPoliceLibrary-externallyfacing electronic access to databasesandsearchengines,nationalpolicingcollection,searchand retrieval expertise.

•OptionsforlinkingtothePolicing

ManagedLearningEnvironment(byMarch2012).

AndenhancedbyknowledgesharingalliancesintheUKandinternationallywith,forexample,HMIC,theScottishPoliceCollege,theCampbellCollaboration,COPSOffice,NationalInstituteofJustice,CEPOL(EuropeanPoliceCollege),PoliceNationalLegalDatabase,theWorldCriminalJusticeLibrariesNetwork,andacademicandservicefocused libraries across policing and criminaljustice(byMarch2012).

ACPOwillalerttheservicetonew knowledge and associated imperativesforchangethroughtargetedemailsandresearchand

sciencebriefings(byMarch2011).

NPIAwillworkwiththeBritishSocietyofCriminologytoexploreanetworktopromotedialoguewithacademicsforadoptionintoPOLKAwhenthisistechnicallypermissible(byMarch2011).

NPIAwillcontinuetoimprovethefunctionalityofPOLKA,andinparticularitssupersearchfunctionality to ensure maximise knowledgereturnsduringsearchanditsaccessibilityto“gsi”and“ac”userse.g.theOrganisedCrimeProjectBoardhasconsideredhousingitsForwardWorkPlanonPOLKA(byMarch2012).

Box 3:

Examples of knowledge management solutions • CampbellCollaborationLibraryofSystematicReview

• COPSOfficeandinparticularthepopcenterwww.popcenter.org<file://www.popcenter.org>

• CEPOLe-library(Europeanon-lineknowledgesharingplatform)

• NationalInstituteforJusticeknowledgeplatform(indevelopment)(basedintheUSA)

• AustralianCentreofExcellenceinPolicing

• DSTLknowledgetranslationinitiative(Defencescienceandtechnologylaboratory)

• ScottishCrimeandDrugsEnforcementAgencyandtheDepartmentforTransportareestablishing knowledgesharingstrategieswhichtheywanttolinktothatforpolicing.

• TheknowledgeHubsattheLibraryoftheUniversityofPortsmouth.

Box3

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Objectives October 2010-March 2012Using knowledge

What officers and staff say they need:

•Helpfindingknowledge

•Implications

•Howtointroduceandsustainchange

•Monitorandknowifthey’vemadethedesireddifference.

WhattheNPIAanditspartners will do NPIAwillworkwithcolleaguesinothersectorsandACPOtoresearch,design and test an effective knowledge transfer framework for policingthatguidesthetranslationof knowledge into policing decisions andactionandthroughtheapplication of capability support andotherchangeprogrammes(ProjectproposalMarch2011).

Deliverknowledgebasedchangepromotion programmes for priority topicsthatfocusonembeddingknowledge in operational and strategic decision making practice (byMarch2011-March2012).

Workinginpartnershipwithpoliceofficers,andstaff,theNPIAwillprovideaknowledge-rooted capability support and practiceeffectiveness/costsavingdevelopmentservicethatprovidestoolsandpracticalassistancewith:

•Diagnosingobstaclesandopportunities for performance improvement

•Planningforandmanagingchange

•Creatingknowledgeandrunning

specialistresearchandanalysisteamstodiagnosetheissuethenfindanduseknowledgeaboutwhatworks to improve policing.

Theagency’seffectivenessandQUESTteamshelpforcesdiagnosethecostsavingpotentialofprocesses and systems.

Theagencyalsousesexperientiallearningthattakesintoaccountcontextual factors in its guidance publications.

HighereducationsuchastheCambridgeExecutiveprogramme,thePoliceSciencemastersatUCLandtheundergraduateteachingatUPSIareallbuildingafoundationofanalyticallyconfidentofficersandstaffreadytoleadtheuseofknowledge in action.

TheNationalLeadershipCollegeforPolicingisworkingwiththecurrentRAIstafftodevelopanalytical,researchconfidentleaderswhoselearning is based on a robust knowledge base.

TheNPIAoffersoperationalsupporttoforcesthatdrawsdirectlyonagency-deliveredanalysis(e.g.SCAS)andknowledgefromarangeofsources,integratingresearchfindingsintotheiradvicewherefeasible(SOC).

WhythisissueisimportantUsing knowledge when making decisions

Inpolicingdecisionsaretraditionallybasedonopinion,derived from a mixture of experienceandvalues.However,thedrivetoconserveresourcewhilstcontinuingtomaximisebenefitfromactionhasgivenknowledgebased decision making a renewed significance.Inpolicing,thereisa similar drive to reduce spending and to allocate resources stringently toactivitythatisknowntobeeffective,economicandacceptable.

Whatisalreadybeingdone?Therearegoodexamplesofcollaborative learning between theserviceandprogrammeteamsbasedintheagencywhointegratelearningfromresearchknowledgewithpracticalplanningforimplementatione.g.intheCitizenFocusandLocalPolicingProgramme

TheNPIA’sCapabilitySupportUnitis a resource dedicated to enabling changeandimprovementinpolicing.Itworkswiththeagency’s

Ouraimistopromotetheuseofknowledge in operational practice and strategic decision making


empirical studies in-force

•Translatingknowledgeintodecisions and action

•Conductingpost-implementationreviewsandevaluation(byOctober2010-March2012).

TheNPIAwilldevelopandsharetoolsandmaterialsthatfacilitatetheservice’suseofknowledgethroughthePOLKAknowledgebank

•Riskassessmenttools

•Predictivepolicinganddatamining tools

•Diagnostictoolstounderstandperformance and target cost-savings

•“Howto”guides–critical

appraisal,usingknowledgeindecisionmaking/deploymentetc.(byOctober2010-March2012).

NPIAwillbuildessentialprofessionaldoctrine, practice advice and standards on the best available knowledge inlinewiththerecommendationsfromtheon-goingreviewofdoctrine(byOctober2010-March2012).

NPIAwillembedknowledgewithinthecurriculumandcontentoftherangeofitslearningprogrammes,initiallyworkingwiththeNational College of Police Leadership (byOctober2010-December2012).

NPIAandhighereducationsectorwilldeveloptheskillsandconfidenceofofficersandstaffincreating,seeking and using knowledge

•ACPOtoconsiderencouragingofficersandstafftoundertakehighereducation,andparticularlythestudyofcrimeandpolicescience,andcriminology

•NPIAwillprovideintroductorymodules on evidence based policing and crime science to entrylevelofficersandstaff

•Seniorofficerswillencouragetheiranalyststafftoundertakehighereducationthatdevelopstheiranalyticalknowledgeandcompetency range

•Embedknowledgeinspecialistoperational advice provided to enquirers(byOctober2010-March2012).

Example of a knowledge management initiative: Translating Research into PracticeGeorge Mason University evidence based policing programmedevelopsmechanismstoshareresearch findingswithofficersandstaff.TheEvidence-Based PolicingMatrix,developedbyCynthiaLum,ChristopherKoper(PERF),andCodyTelepisanexampleofsuchaknowledgesharingtool.It’saafree,onlineinteractivetoolthatprovidesaneasy-to-useframeworkforsummarizingallpoliceevaluationstudiesofmoderatetohighrigor.(assessedbytheMarylandScale)http://gunston.gmu.edu/cebcp/Matrix.html

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Annex1ContributorstotheKnowledgeStrategy

Jeremy Crump DirectorofStrategy,Chair NPIA

Derek Barnett ChiefSuperintendent,President PoliceSuperintendentsAssociation

Alison Cotterill KnowledgeManagementand HomeOffice InformationExploitationLead

John Elliott ChiefEconomistandHeadof HomeOffice Social Science

John Giblin Chairman,SergeantsCentral PoliceFederation Committee

Ian Hassall DetectiveChiefInspector,Standards MerseysidePolice forBernardLawson,CBA

Giles Herdale HeadofPracticeImprovement, NPIA CapabilitySupportGroup

Alf Hitchcock DCC,HeadoftheNationalCollege NPIA forPoliceLeadership

Martin Innes Director,Universities’Police CardiffUniversity ScienceInstitute

Sue Macallister HeadofPoliceReformUnit, HomeOffice Kathryn Hammond PRRD,CPG

Steve Mortimore ActingDeputyCEOandDirector NPIA ofPolicingPolicyandPractice

Hannah Sharpe SeniorPolicyOfficer APA

Larry Sherman ProfessorofCriminology, UniversityofCambridge InstituteofCriminology

Betsy Stanko Head,Strategy,ResearchandAnalysis MetropolitanPolice UnitStrategyandImprovement DepartmentDirectorateofResources

Julia Stocken HeadofInformationManagement KnowledgeCouncil andPractice

Knowledge Strategy Steering Group


Knowledge vision and action workshop participants

Sean Byrne HeadofStrategyUnit NPIA

Gary Collet KnowledgeandInnovationNetwork, UniversityofWarwick Facilitator

Alison Cotterill KnowledgeManagementLead HomeOffice

John Day HeadofKnowledgeManagement& SellafieldLtd IntellectualProperty

Nick Fyfe ProfessorofHumanGeography, DundeeUniversity DirectorScottishInstitutefor PolicingResearch

Frank Glen HeadofSpecialistOperationsCentre NPIA

Kate Grady NewMediaManager NPIA

Alf Hitchcock DCC,NationalPoliceLeadership NPIA College

Erica Hurley KnowledgeandInnovationNetwork, UniversityofWarwick Facilitator

Nick Keane KnowledgeManager NPIA

Gloria Laycock DirectoroftheJillDandoInstitute UCL

Mick Maguire ChiefSuperintendent(CriminalJustice SouthYorkshire Administration)

Nicky Miller PrincipalResearchOfficer NPIA

Kabilan Satyamoorthy Technology&BusinessAssurance HOSDB ManagerInvestigation,Enforcement &Protection

Helen Schofield HeadofLearningProgrammes NPIA

Peter Stelfox HeadofInvestigativePractice, NPIA PracticeImprovementUnit

Sean Sutton SeriousCrimeAnalysisService NPIA

Rachel Tuffin HeadofResearchAnalysisand NPIA Information

Jo Wilkinson PracticeManager(Knowledge) NPIA

Charles Yates KnowledgeandTaskingHQ SOCA

22

SirNorman Bettison CC,ACPOFutures(2008-2009) WestYorkshire

Keith Bristow CC,CrimeBusinessArea,ACPO Warwickshire

Jackie CheeseboroughLearning&DevelopmentManagerfor RoyalCollegeofNursing Information&KnowledgeManagement

Geraldine Cunningham HeadoftheInstitute,leadforknowledge RoyalCollegeofNursing management:education,knowledgeservices

Margaret Demian HeadofKnowledgeManagement,NHS Warwick InstituteforInnovationandImprovement

Nick Gargan ACPOIntelligencePortfolioandDeputyCEO NPIA ofNPIA/DirectorofPolicingPolicyandPractice

SirMuir Gray PreviouslyNHSChiefKnowledgeOfficer, DepartmentofHealth leadforNHSEvidenceandevidencebased practice

Angelika Hibbett PolicingResearchProgrammeManager HomeOffice

Bernard Lawson DCCCrimeBusinessArea,ACPO Merseyside

Gerry Liddell HeadofKnowledge SOCA

Paul McKeever President PoliceFederation

Ian Mckinnell Knowledgeconsultant(IT,libraries) Independentknowledge consultant

Paul Morrison OSCT HomeOffice

Jacqui Rees KnowledgeLead Treasury

Kate Seers PARIHSProject UniversityofWarwick

Ian Shannon DCC,ACPOFutures,ResearchLead(2010) NorthWales

Mark Whyman ACCFuturesResearchLead(2008-2009) SouthYorkshire

ParticipantsinthebackgroundanalysisandresearchHerMajesty’sInspectorofConstabularyAssociationofChiefPoliceOfficersAssociationofPoliceAuthoritiesHomeOfficeNationalPolicingImprovementAgencyGovernmentSocialResearchNetworkAnalystsinforces

Experts consulted


References

StaffandofficersinforcesACPOfuturesgroup(2008-2009)

Farrington,D.&Welch,B.C.(2005)Randomizedexperimentsincriminology:Whathavewelearnedinthelasttwodecades?JournalofExperimentalCriminology,1,1:9-38

Johnson,S.,Birks,D.,McLaughlin,L.,Bowers,K.andPease,K.(2007)Prospectivecrimemappinginanoperationalcontext:finalreport.HomeOfficeOnlineReport19/07

Lum,C.,Koper,C.,andTelep,C.(2009).http://gemini.gmu.edu/cebcp/matrix.htmlCenterforEvidence-BasedCrimePolicy

Pawson,R.,Boaz,A.,Grayson,L.,Long,A.,andBarnes,C.(2003).Knowledgereview3.Typesandqualityofknowledgeinsocialcare.SocialCareInstituteforExcellence.

Pearce,KandDancy,T(2008).AnalysisPracticeAdvice,NPIA

SCT.HouseofCommonsScienceandTechnologyCommitteereport(2006)ScientificAdvice,RiskandEvidenceBasedPolicyMaking.Seventhreportofsession2005-2

NPIA (headquarters) 4th Floor10–18VictoriaStreet London SW1H0NN

Tel02071478200

NPIA Bramshill Hook Hampshire RG270JW

Tel01256602100

www.npia.police.uk

Documents

Policing Knowledgelibrary.college.police.uk/docs/npia/Police-Knowledge-Action-Plan-201… · Policing Knowledge Sharing what we know, learning what we don’t: an action plan for