MG DOC v6 Final

LEARNING ABOUT COMMUNITY ENGAGEMENT IN GREATER MANCHESTER
A PARTNERSHIP RESOURCE PACK

JUNE 2013 MUTUALGAIN
page 1
page 2
Who is this pack for?

This pack is for all those people who are responsible for delivering public services in Manchester. It is for those who strive to understand communities and deliver services which positively impact upon their behaviours.
People delivering public services in Manchester are responsible for approximately 21.5bn of public money. They pride themselves on delivering high quality services to those who live, work and pass through the areas they serve. Whether the agency is GMP, local councils, housing providers, NHS providers or localised voluntary and community services, the resident voice must be an integral part of the design and delivery of a new public service. Community engagement is the vehicle to access and understand the social norms of those we serve, which means that it is everyones business and everyones responsibility, irrespective of rank, role or organisation. Organisations that might find this useful include: Police (detectives, response and neighbourhoods) PSCOs Specials Police Staff Community and Voluntary Organisations Housing Associations Council NHS Organisations Fire Service Ambulance Service
Who Contributed to the Learning in this Pack?

ROLE
ACC Chief Superintendent Superintendent Chief Inspector Inspector Sergeant Constable PCSO Neighbourhood Manager Compliance Officer Customer & Community Engagement Lead Councillors Strengthening Communities Manager Community Safety Manager Residents
ORGANISATION
Greater Manchester Police Greater Manchester Police Greater Manchester Police Greater Manchester Police Greater Manchester Police Greater Manchester Police Greater Manchester Police Greater Manchester Police Salford Council Manchester City Council Manchester City Council Manchester City Council Tameside Council Manchester City Council Cheetham Hill & Moss Side Communities
page 3
What is in this pack?

Welcome to the Greater Manchesters legacy pack. The contents of this pack were gathered during a six month programme of work commissioned to enable Greater Manchester Police to better engage with, and listen to, the communities that they serve. The programme commenced in October 2012 and focused on two areas: Cheetham Hill and Moss Side in the North and South Manchester Divisions.
The focus was to find out what communities are saying about community issues phase one of the engagement process. Over a six month period participants were encouraged to capture the relevant learning points through a variety of medium: community events/meetings, film, learning logs, images and presentations. This legacy pack contains the essential elements of their learning and makes it available to others who either werent part of the process, or to those who go to work in the Moss Side and Cheetham Hill areas in the future. It has been structured in sections so that you can dip in and out at convenient points and it brings together comment from MutualGain (the organisation that supported the learning) and practical tips and tools from those that delivered the community engagement (frontline staff from a variety of agencies). If you have a new learning experience as a result of using this pack or by working with others who were part of this process, you are invited to contribute to Manchesters learning resources and create a body of evidence to show what works and (perhaps more importantly) what doesnt work!
Help your colleagues get this right, and help communities to solve their own problems but most importantly, remember to CAPTURE THE LEARNING!
page 4
Resources
The materials you will find in this pack include
Section 1 : What was the process of learning? 1.1 1.2 1.3 1.4 1.5 1.6 Challenge 1 Rethinking Community Engagement Challenge 2 Policing with the Public Lessons Learned Key Messages The Participant Learning Experience : short stories Community Engagement and the Peelian Principles Challenge 3 Developing Reflective Practitioners
Section 2 : Methods : How did we engage with the community? 2.1 2.2 Challenge 4 fit for purpose methodologies World Caf 2.2.1 What is a world caf? 2.2.2 Film of a World Caf held in Moss Side 2.2.3 Visual Minutes of Moss Sides world caf 2.2.4 Report from the world cafe 2.2.5 Example documents 2.3 Appreciative Inquiry
2.3.1 What is Appreciative Inquiry? 2.3.2 Film of an Appreciative Inquiry event held in Cheetham Hill 2.3.3 Visual Minutes of Cheetham Hills AI event 2.3.4 Report of Findings 2.3.5 Preparation Checklist 2.3.6 Example outline for follow up meeting
page 5
2.4
Focus Groups 2.4.1 What is an Effective Focus Group? 2.4.2 Notes from a focus group
2.5
Participatory Budgeting 2.5.1 What is Participatory Budgeting?
Section 3 : Hidden Insights 3.1 3.2 3.3 3.4 3.5 3.6 A Different Approach to Learning Data, Data - The Right Data? The Power (and bias) of a Uniform May: Becoming an active citizen The need for a paradigm shift Incentivising communities to participate
Section 4 : Challenge 5 Building Purposeful Partnerships 4.1 Challenge 5 building purposeful partnerships 4.1.1 New approaches to running partner meetings 4.1.2 New partners
Section 5 : Hardwiring Community Engagement 5.1 5.2 Challenge 6 Changing Perceptions : beyond the fluffy stuff Challenge 7 - The Senior Leadership Challenge
page 6
SECTION 1 Snapshot of learning

1.1 Challenge 1 Rethinking Community Engagement
Organisations each have their own community engagement programmes. The underlying aims are often similar - to deliver better services. But often experience has been disappointing in terms of turnout and dialogue. The box below is a snapshot of some of the statements people make before starting out on a new engagement programme.
Our residents dont want to engage This is what we do all day every we ask them all the time but they day why do we need a course on it? dont come forward If we meaningfully engaged with What do we really mean by our residents we would be picking community engagement? up litter and not solving crime Weve done it all before football teams, gala events, meetings Is meaningful engagement really possible given the rich tapestry of citizen experience in Manchester?
Learning Point:
Often when we start to plan community engagement the process is stalled or delayed because we cant agree on what we mean by it. Do we mean communication? Engagement? Involvement? Consultation? Empowerment? Participation?
Some years a g Sherry Arnste o social scientist in create participation to demonstra d a ladder of community p te the variou s levels of articipation (a nd influence) th at agencies devolved to c itizens. Over the yea rs it has been arg majority of e ngagement fa ued by many that the lls s non participa tion and toke omewhere between nism d intentions of those deliveri espite the best ng the activit y.
page 7
8 7 6 5 4 3 2 1
Citizen Control
Delegated Power
Citizen Power
If you would like to read more about this ladder you should Google ladder of participation or access the original text using this reference, Arnstein, Sherry R. "A Ladder of Citizen Participation," JAIP, Vol. 35, No. 4, July 1969, pp. 216-224
Partnership
Placation
Consultation
Tokenism
Informing
Therapy
Non-participation
Manipulation
I Participate
WE ALL PROFIT
A French student cleverly summarised this using a similar visual which shows that more social participation can bring much profit to communities.
He Participates
We Participate
She Participates
page 8
VIEWS OF COMMUNITY ENGAGEMENT

THEN
At the start of the programme, 53 people across a range of organisations in the GMP area (three Councils, Housing, Police, Politicians, VCS) were asked what community engagement looked like in Manchester.
This is what they said: High visibility, reassurance policing Attending partner and public events, being at schools, nurseries etc. Talking to the public when patrolling Talking to faith communities and holding police and political surgeries in communities Community forums Gala events Online engagement using Twitter, Facebook, emails etc.
NOW
We need to listen more, step back and let people tell us how crime affects them. Give the community their voice, so we know what they want instead of what we want. We think what we are doing is right but thats not always the case we now understand how to use different skills and achieve different things. I have learnt a lot which is sustainable but you need to want to do it.
Weve listened they do the talking, we It is not about an event, it is about do the listening. We acted together. involving people in a process and listening not telling. Really good way to run community policing With fewer resources, we need to Completely changed my outlook on policing I didnt know anything about community engagement be trained to do it (community engagement) better together.
page 9
page 10
Community engagement should be about to people who dont normally get heard through traditional channels (Independent Advisory Groups (IAG), meetings, Community Forums or Committees). This programme of work turned the existing perspective of engagement on its head: it parked the (and communications) approach and focused on how to differently.
Next time you think about engaging the community ask yourself:
1. Exactly who is it that you want to engage with? 2. Why do you want to engage with them - to tell them something or to listen to their experiences? 3. If they dont normally engage, what might incentivise them to come along? (use a common sense approach here, not an organisational preference) 4. What will you do with the information that you glean? 5. How could you involve the community in the design and delivery of your engagement activity? 6. Who could act as a critical friend and help you think through your approach? (see page 31 for more information) 7. Which other agencies should be involved?
page 11
1.2 Challenge 2 Policing with the Public

With each spending review and associated change programmes, it becomes even more important to focus on community resilience and behavioural change approaches so that communities can positively unite and develop shared ways of supporting each other.
GMPs Sevice Promise

Your views count We will: Listen to you and understand your concerns Take action to address the crimes and incidents that are your priorities Work with you to make your neighbourhood safer When you contact GMP We will: Let you know when we will turn up Agree with you what action will be taken Tell you about the progress and the end result With the community helping you, you will be able to tap into the assets that are already in communities so that together you can get the information and intelligence you need to keep people safe and make them feel safer. In short, you will feel proud of delivering what the community want and they will feel pride in their community. The objective ofquality serviceis to deliver a police service that the public want (Waters, 1996). As the public become more conscious of their rights, and their expectations of public services increase, citizens are not only likely to ask for more services, but they are likely to expect higher quality (Butler, 2000). Waters (1996) divides the concept of quality service into three areas functional; internal quality and interactional.
page 12
So what does a good quality service look like?
Functional:
this is the aspect of service which occupies and preoccupies most of those working in the police (and its equivalent partner agencies). It is what happens on a day to day basis and is driven by, and informs, performance management. In GMP that might include attending Pace Setter meetings, organising and attending sec diary appointments, and executing warrants. At a corporate level the functional will include corporate performance meetings which track crime and clear up rates using R(red) A (amber) G (green) performance management systems. Whilst these are useful meetings they focus on the immediate challenges of policing the community i.e. burglary and wanted individuals (fugitives). Their immediate nature means that they rarely nurture and develop long term relationships with the community which can lead to improved information and intelligence and enable a more pro active approach to policing.
Internal Quality: this dimension is focused
on organisational culture, management and staff development. Often a lot of time and energy is spent on restructuring and change programmes which can redirect staff from frontline policing to strategic projects and programmes. Doing more with less is a phrase often overused, but by focusing on the interactional it really is possible!
Interactional: This relates to inter agency partnerships,
When you meaningfully engage the community, you access their resources, enabling you to do more policing, with more resources (community), but less police.
responding to community requirements and the provision of a reassuring police service. Community Safety Partnerships have a statutory requirement to respond to local priorities at a strategic level. The priorities are often agreed through the use of a survey and/or other statistics. As a frontline officer, it is your role to ensure that you work with your local partners to fully understand and resolve local priorities. Finding the right partners to help you identify the right priorities (those identified by communities, not organisations) will give you a partnership that has purpose.
By investing your resources in the interactional element, you will soon discover that it is easier to achieve the internal quality dimension, and the functional focuses on what feels right to the community
page 13
page 14
page 15
captures re n io t c e s 1.3 This g points. These a learnin ut this the main further througho d develope pack.
We dont get trained in this - it changes the way you do business by focusing on most important
It was a win for community engagement as our department leader heard first-hand the audiences views on where they thought GMP was up to.
We need this in recruitment training, and continued professional development Ive never had training like this its what policing is about.
From a personal perspective I have found the training extremely rewarding and I am genuinely excited about the relationships that we can build within the community.
page 16
Its hard to visualise how we could deliver the training, but with support we did.
Its one thing having training, its another knowing how to do it for real MutualGain support you to do it. Id like to help others do it well too.
My personal view of MutualGain is its a great opportunity for frontline police officers and staff to learn about and experiment with the delivery of new ideas of community engagement.
Many officers have engagement in their title or job description, but very few people have a sound understanding of the processes involved. More often than not, people do what has been done before as it is easy or what has always been done by an organisation.
page 17
Resources are important - invest to save and energise
We spend a lot of money on response policing after an incident, but it could be better spent in the long term to work on preventing it happening in the first place. Im now working with people I didnt know to help reduce crime and ASB. I need to be doing this all the time.
We can look at problems from a different perspective and tap into spirit of volunteering. That means the police act as a catalyst for action, and will end up being invited in. This is about changing culture so the police support communities.
Engagement is about doing things differently which make a difference to peoples lives. The cost of crime is horrendous. We are trying to invest in stopping crime from happening. That means we have to invest to save. We need to be getting the right people involved to help prevent crime, and the savings will be tremendous.
page 18
Invest to help people help themselves
I was surprised by how much the community really want to get involved. I hadnt realised my uniform could be a barrier. By removing other barriers we can help communities to help themselves.
Its hard work, and you do need the right skills, but we can really help unlock all the knowledge and ideas to make peoples lives better.
The community are putting in a proposal to take over the old police station so that it becomes a community resource. The police will be just one small part of that. Thats how it should be its their community. They just needed the spark to light the flame.
page 19
It helps move beyond moaning to resolving
Its one thing for me and others to do all we can to open opportunities for engagement with the local community here, but if it isnt an equal partnership it will not gain the levels of trust and relationship essential for full engagement (from a community leader)
This is brilliant! Ive learned so much about what these guys do, and I want to get more involved (resident). Most of the community meetings I go to or have organised end up with people just moaning. I thought this would be the same, but when you know how to engage properly you get people actually resolving problems with you and solving them themselves.
page 20
STEP BACK....LISTEN.... then solve the right problems
As cops were too quick to jump in and solve what we see as the problem, and forget to really listen. This taught me to step back, listen and then solve the right problems with the right people.
Ive learned that its not just about an event, but it is a journey of engagement. We speak more and more to members of the community and find out their issues and how we can serve them rather than telling them what we think is happening in the area.
Ive done a lot of community engagement before but with MutualGain theyve taught us how to listen to the community, give the community their voice, let them show us what they want, and we learn from that.
page 21
Not hard to reach if you have the right skills and incentives
We used to hold gala events and sometimes no one would turn up, or if we were lucky we might get five or ten people. The community arent hard to reach now we just need to be open and learn new skills to engage them. Then you get 160 people turn up and have to turn people away!
We knew we had a neighbourhood police officer but we didnt really talk to him now we love him and are working closely with him and his team. Its great (resident)
We just do what we do, know what we know. I wouldnt have thought about an incentive. Its great. It works. We now speak to people that we didnt before.
page 22
Good community engagement leads to a fun, efficient, learning exchange
Community engagement and accessing community resources is the logical way to prevent and reduce crime I didnt expect it to be such good fun.
Planning the event was hard work but we shared the learning across teams and supported each other so that we could get the best result
page 23
Provides good opportunities to work across teams and organisations
I didnt even know these people and they do the same job in a neighbouring area this is great cos we can now share ideas and help each other out
I didnt even know who my community bobby was. Now I am able to bid for resources to achieve what we all want, and we are doing it together.
I didnt really know the council had community guardians across Manchester, and neither did the residents. Now we are using them to pick up litter!
page 24
You go into more depth. It makes you more confident. It sharpens your skills
I dont like doing presentations, but we were made to do them, and now I am more confident in presenting to the public and partners
We just used to do an event and that was it really. I didnt even know how to capture the data, let alone code it! So now I can produce reports which reflect what the community said, and put them on our reporting system
This whole process has made me much more confident in engaging the community and much better able to do my job. The challenge now is for everyone to do it and we will change the way we police
page 25
ing hs w paragrap ey points of learn g in w o ll o k r to The f gram. They refe learners. roughout the pro th
1.4 earning l t n a ip ic The part short stories ce: ed by the experien ere provid
Without trust and understanding of the community and what their issues and
Building Trust
priorities are, we would be unable to move forward with the engagement process. By knowing what they require we can work for them, with a clear view of what is needed to achieve it. And by proving we can understand, we relate to them and with the continuity, we can look to sustain that trusting relationship.
During our training with MutualGain we have been given new methods to
engage with the community, these methods include Participatory Budgeting, Using Recruitment Appreciative Inquiry for Service Change and Effective Focus Groups. & Training At our event in Cheetham Hill we used the method of Using Appreciative Inquiry for Service Change and the night was a great success with over 160 people taking part and enjoying the experience. I believe that these methods should be introduced into the training model for new recruits and especially for Police Community Support Officers. I also believe that all current Neighbourhood Beat Officers (NBO) and Police Community Support Officers (PCSO) should be introduced to these new methods of working.
Police
During the recruitment for our event a door knocking exercise was conducted
with an officer out of uniform and a member of the local community. This proved to be a success as over a two day period almost 30 residents from all different backgrounds let us into their homes to talk about the local event. All of these people provided us with their e-mail addresses for the newsletter, they committed to coming to our event and stated that they would like to get involved within the community to make it a better place to live. In the past the uniform has been a barrier when attending at residents front doors, some people dont like uniformed presence due to the fact that they could be classed as informers. Although they did not want officers in uniform at the front door, they did want to see a uniformed presence on the street.
Recruiting to events
page 26
It is important that people/residents have a good and positive experience of

engagement at the very start of the process. This will help to ensure the continued interest with residents spreading their great experience of your event. It is vital that residents are engaged at a level that they are comfortable with and in a manner and format that will allow them to have the best opportunity to get involved. The training has provided a variety of processes and activities that I would never have thought of and reminded me that not every shoe fits.
Different methods for different people
Appreciative Inquiry was a new and fun approach and a creative way to
engage with the community. Not the usual monotonous meeting or PowerPoint session where the public discuss their issues, only to be sent on their way with no evaluation and feedback. Appreciative Inquiry allows for the community to voice their concerns, hopes and even dreams in an informal, friendly and fun way. This information is then compiled in a feedback document, in their own words. The groups interacted well together and found the experience very positive. Appreciative Inquiry
There are many ways to engage communities. This is currently done

by conducting surveys every three months, KINS and emails. We learnt that the face to face contact works better in the recruitment process and the role of the Neighbourhood Beat Bobby needs to be protected in order to maintain this level of contact. It did show that if you are prepared to put the time in then you will get the rewards. With this approach to engagement it taught me how to achieve results.
Are surveys community engagement?
The valuable thing I learnt was to re-invent the structure of a meeting: the days
Rethinking the normal meetings of the officials being sat on a table at the front of the room and the public being sat in rows of seats needs to change to the format of tables, chairs and the wonderful Post It pads for them to write down their opinions etc. So a meeting where people can be creative and start off with a discovery interview to get them talking to each other, and hopefully me, will flow during the meeting.
page 27
Telling or Listening?
The way in which the public sector responds to the complexity of social problems is now under scrutiny: localisation, Big Society, social capital, co creation, community budgets etc. are all schools of thought or conceptual guides to improve the way the state relates to those it serves. Are we sure that telling our communities to stay safe will result in them staying safe? Are we sure that if we tell communities we are serving them well, that they will believe we are serving them well? Often community engagement is about much more than a communications campaign. Cultural variety and the diverse lived experience of being in Manchester demands a more sophisticated approach to community engagement than that which has historically been identified with the public sector. Relying on the 3 7 % who attend community forums or Independent Advisory Groups often leaves politicians and
practitioners wondering whether they are tackling the right problems and responding in a way that the whole community would want. In their attempt to engage the whole community universal approaches are used an open public meeting, leaflet drops, posters etc., or in more recent years, Twitter, Facebook, YouTube, websites and the like. In other words the public sector is often guilty of thinking about community engagement as a telling exercise. By working on the premise, if we create the right message on a leaflet, website, Twitter, newsletter etc. and tell enough people repeatedly, somehow the public will change their minds, and (hopefully) their behaviour, resulting in a reduction in demand on public services. However, we now know that telling is only half of the picture and that listening might provide a better insight into the reality of a given situation.
1.5 Community Engagement and the Peelian Principles

The police regularly quote the Peelian Principles as being the foundation of modern day policing. The Principles make reference to the importance of the relationship between the police and the public and the fact that the police could not do their job without the public. The Principles that are most relevant to community engagement are: -
The ability of the police to perform their duties is dependent upon public approval of police actions. Police, at all times, should maintain a relationship with the public that gives reality to the historic tradition that the police are the public and the public are the police; the police being only members of the public who are paid to give full-time attention to duties which are incumbent on every citizen in the interests of community welfare and existence.
How the police maintain and develop their relationship with the public is a basic principle of neighbourhood policing. The police can and do try a number of methods of engaging with the public, but reflecting on what works and what doesnt work should be a key element of this process.
page 28
1.6 Challenge 3 Developing Reflective Practitioners

With a refined definition and clarity on what community engagement is and isnt, officers participated in a process of supported delivery which contributed to the content of this pack. As anyone who has attended a training course on Microsoft Excel will know, it is all too easy to remember the simple bits of the training (how to move from one cell to another) and forget the more complex parts (the use of formulae and charts). Having the knowledge of how to make the complex simple is one thing, getting the opportunity to practice the skills needed to make that knowledge a reality is something else. And making the time to reflect with colleagues and learn from practice to improve is almost non-existent in big organisations. Not all police officers think and act in the same way they will bring together their knowledge, experience and values to enable them to police in the best way known to them. The same is true of residents; our values and practices inform the way we go about our daily business what we embrace, what we are prepared to accept, what we turn a blind eye to, and what we are fundamentally opposed to - all important elements of tackling crime and disorder effectively with communities. The MutualGain approach provided the knowledge (training) and helped participants to implement the elements of the training (skills) that most suited their needs (experience). To do that a programme of supported delivery and reflective learning took place over a six month period where officers were challenged to reflect with peers and build on what they know, to improve the way they engage.
Why Do We Need Reflective Practitioners?

Developing reflective practitioners is essential as organisations attempt to transform themselves. Professionals must learn to understand, guide, influence and manage transformation at all levels. Having the capacity to make learning integral to ourselves and to our institutions means we must have the opportunity to become adept at learning. We must become able not only to transform our institutions, in response to changing situations and requirements, but to invent and develop institutions which are learning systems, that is to say, systems capable of bringing about their own continuing transformation which reflects the social reality of those they serve. Reflective practitioners enable that transformation to take place when officers have the knowledge, skills, space and opportunity to reflect with peers and supervisors. Reflective practitioners allow themselves to experience surprise, puzzlement, or confusion in a situation which they find uncertain or unique. They reflect on the phenomenon before them, and on the prior understanding which has been implicit in their behaviour, and they carry out an experiment which serves to generate both a new understanding of the phenomenon and a change in the situation (Schn 1983: 68). Bringing together the existing qualities of response and reaction that police do exceptionally well, with the skills and patience to reflect, was the focus of one day per month for a core group of participants. Officers set aside time to come together and reflect on practice so that they left with ideas and actions to implement their new found knowledge.
page 29
Learners Reflections
Ive learned new ideas when working with people that I have never met before
There is a lot more formal, structured information/ strategy behind community engagement than I would have expected
I have learned that I dont have all the answers
Neighbourhood beat officers dont spend enough time on their beats
Dont be too quick to take action and solve problems first engage and find out what they think and what would the incentive be for them to engage
Six people from different departments all have the same aim
Its made me question whether I am telling or listening
It made me much more confident as a person and as an officer
I like the idea of the community owning their own problems with the help and support of other agencies
page 30
Critical Friend
Reflection is strengthened if you have a critical friend to help hold a mirror up to your practice. A critical friend can be defined as a trusted person who asks provocative questions, provides data to be examined through another lens, and offers a critique of a persons work as a friend. A critical friend takes the time to fully understand the context of the work presented and the outcomes that the person or group is working toward. The friend is an advocate for the success of that work.
Who is your critical friend?

A core group of officers and partners engaged in action learning sets to help develop their role as a critical friend, and improve their approach to community engagement. The confidence of individuals grew by understanding how they could help each other. Being able to receive constructive criticism with a positive mindset can be challenging, but all participants embraced it for the learning and enjoyed the time spent with colleagues to think through complex social problems. Seek out a peer who was part of this process and ask for their support.
What is an action learning set?

An action learning set is a group of 6-8 people who meet on a regular basis to explore day to day challenges, and identify actions that enable front line leaders to trouble shoot. Action learning can maximise financial savings, improve productivity and identify new ways of working with limited resources. To achieve significant change, it is essential that independent, expertly trained facilitators are used at all times. Action learning is more than the questions set out on the next page, but the questions are a useful aide memoire for individuals to use in their daily professional life. Try them out and see how much more you learn with genuine inquiry!
page 31
Questions to ask in an Action Learning Set

what result do you want? what is your biggest difficulty or problem? how do you feel about this situation? what could you do differently? how does the situation affect you? what dont you know about the situation? whats the most extreme measure you could take?
what do you want the other person to do differently?
what judgements are you making about the other person and/or the situation? how do you know this? can you explain that further? what would make the situation better?
whats the best possible outcome from this situation? whats the worst thing that might happen? what options are open to you now? what could you start to do differently? what action are you going to take? what learning are you taking from this action learning session?
page 32
SECTION 2 Methods
Challenge 4 2.1 Fit for Purpose Methodologies
What works?
That depends! Do you mean what works in communicating effectively? Do you mean which initiatives you should use to reduce crime with specific groups of people? Do you mean how can I better engage with the voluntary and community services that currently work with residents so that i can learn from them? Or do you mean, how can I better engage with the community itself to help create a localised neighbourhood policing response? Each will come with a raft of literature sitting behind it with a plethora of examples of what works and what does not work. What works is in itself a problematic starting point works for who? The police? The council? The housing provider? Or the community? What works can be informed by what the purpose of engagement is why do you want to engage? Often councils and police arent clear about the purpose, nor are they clear on the realistic timescale for delivery, or the resources needed. Talking to the public using methods that suit them (not you) and listening to what they say so that you can respond in a way that is helpful, supportive and legal, requires thoughtful investment (people, money and time). Solutions to ALL social challenges lie in communities, not in the offices of the public sector. The most well intentioned social policy can have the most undesirable negative social outputs, BECAUSE the community havent been involved in thinking through the consequences of their demands. Only by listening, understanding their behaviours, and continuing the dialogue can any public sector organisation begin to offer a service that meets the needs of those they serve.
Use decid the table below e wha t i t i s you to Look want meth down for to do exam ods th . p at you les of to cho might w ant ose.
IMPROVING BEHAVIOURAL SERVICE CHANGE PROVISION
Surveys Focus groups Positive deviance Community coaching
COMMUNICATION (INFORMATION GIVING)

Leaflets Community messaging Public meeting (presentation w/ Q&A) Information sessions Twitter Facebook Newsletters
UNDERSTANDING THE INDIVIDUAL

Service user interviews Non service user interviews VCS provider interviews/ workshops
LISTENING TO THE RESIDENT VOICE TO UNDERSTAND HOW TO WORK BETTER

Deliberative events World caf
BUILDING SOCIAL ACTION

Participatory budgeting Social network analysis and development workshop Community coaching of active and non active residents
Appreciative inquiry
Workshops
Focus groups Open space technology Social media analysis
page 33
page 34
2.2 World Cafe

2.2.1 What is a World Caf?
The World Caf methodology is a simple, effective, and flexible format for hosting large group dialogue. A World Caf can be modified to meet a wide variety of needs. Specifics of context, numbers, purpose, location, and other circumstances are factored into each events unique invitation, design, and question choice, but the following components comprise the basic model: The setting is designed tocreate a special environment, most often modelled after a caf, i.e. small round tables covered with a checkered tablecloth, butcher block paper, coloured pens and a vase of flowers. The host begins with a warm welcome and an introduction to the World Caf process, setting the context, sharing the Cafe Etiquette,and putting participants at ease. The process begins with the first of three or more twenty minute rounds of conversation for the small group seated around a table. At the end of the twenty minutes, each member of the group moves to a different new table. They may or may not choose to leave one person as the table host for the next round, who welcomes the next group and briefly fills them in on what happened in the previous round.
(www.theworldcafe.com)
Each round is prefaced with a question designed for the specific context and desired purpose of the session. The same questions can be used for more than one round, or they can be built upon each other to focus the conversation or guide its direction.
After the small groups (and/or in between rounds, as desired) individuals are invited to share insights or other results from their conversations with the rest of the large group. These results are reflected visually in a variety of ways, most often using graphic recorders in the front of the room. The basic process is simple and simple to learn, but complexities and nuances of context, numbers, question crafting and purpose can make it optimal to bring in an experienced host to help.
2.2.2 See DVD on the opposite page which shows the Moss Side world cafe
page 35
2.2.3 Visual Minutes of Moss Sides world cafe
page 36
2.2.4 Report from the World Cafe

An example Moss Side Report Question 1 What does it feel like to live here? are proud to live here stay here out of choice. People who work here are totally committed. There are improvements in every area. Moss side is showing other areas what can be done, its ahead of its time. 16. Happy to live and die in Moss Side
Positive comments Negative comments
17. Colin the shop keeper is a good member of our community he cares about regular customers 18. No problems from Moss Side anymore
Positive comments
1. 2. Feels good living here for 35 years, good to live and die in Moss Side Love my back yard garden, my friend called it a patio
19. People in Moss Side are friendly and approachable 20. Ive lived in Moss Side for 50 yrs I have my family grown up here I never got much trouble, I never got robbed or my house broken into. Moss Side is not a bad place to live, most time its people who come into Moss Side that do the bad thing 21. 22. I love Moss Side lived here 16 years Good to speak to Police out of uniform
3. Plus point for students lots of cafes restaurants 4. 5. 6. 7. Easy access to the airport Excellent transport links Brilliant parks well maintained A positive aspect is the diversity
23. Improved perception was viewed as scary 24. 25. 26. 27. Great by difference safe area Diverse cultural amenities Safety improvements Not viewed as a scary place anymore Example Moss Side Report
8. Friend recommended me to come from Edinburgh 9. Lived 3 years in Moss Side likes the diversity 10. Really strong feeling for those that care
28. Great place to write poetry about can be inspired 29. 30. 31. 32. 33. 34.
page 37
11. Cheap to live here so have money to do things 12. 13. 14. 15. Love it Wouldnt give up Moss Side for the world I love my area A part of a family The best world in Manchester people
Diversity embraces all cultures Close to City Centre Friendly community Ambience to inspire Feel safer safer for the children Friendly community
35. Tidy 36. Can leave my flat door open
Good amenities and services

1. Plus point for students lots of cafes restaurants 2. Easy access to the airport Excellent transport links Brilliant parks well maintained
37. Local Mosque is now more accepted more integrated
Feels good to live here Amenities and services Diversity Community Police and safety Perception Environment
3. 4.
5. Cheap to live here so have money to do things 6. Close to City Centre
Diversity
1. A positive aspect is the diversity 2. Lived 3 years in Moss Side likes the diversity 3. 4. Diverse cultural amenities Diversity embraces all cultures
38.
The problems are not as big as we think
Feels good to live here

1. 2. 3. 4. 5. 6. 7. 8. Feels good living here for 35 years, good to live and die in Moss Side Love it Wouldnt give up Moss Side for the world I love my area A part of a family The best world in Manchester people are proud to live here stay here out of choice. People who work here are totally committed. There are improvements in every area. Moss side is showing other areas what can be done, its ahead of its time. Happy to live and die in Moss Side No problems from Moss Side anymore I love Moss Side lived here 16 years
5. Local Mosque is now more accepted more integrated
Community
1. Really strong feeling for those that care 2. Colin the shop keeper is a good member of our community he cares about regular customers 3. People in Moss Side are friendly and approachable 4. 5. Friendly community Friendly community
Example Moss Side Report
9. Great place to write poetry about can be inspired 10. Ambience to inspire
6. Local Mosque is now more accepted more integrated 7.

page 38
Friendly community
Police safety
1. 2. 3. 4. 5. 6. Ive lived in Moss Side for 50 yrs I have my family grown up here I never got much trouble, I never got robbed or my broken into. Moss Side is not a bad place to live, most time its people who come into Moss Side that do the bad thing Good to speak to Police out of uniform Great by difference safe area Safety improvements Feel safer safer for the children Can leave my flat door open
Negative comments
1. 2. Cost of this event? Mosscare housing should carry out five yearly roof inspections on all properties
3. People taking clothing out of bins is it lawful? 4. 5. 6. 7. 8. 9. 10. Bins Dont blame people for all problems, sometimes council workers dont sweep for weeks and sometimes when they sweep they dont sweep properly. Dorothy - shopping to heavy to carry no bus near. People drive in the area and dump rubbish It used to be nice put the bins out in the right place Students moving in landlords need to take more control Refuse collection is fantastic shame about some residents No one cares whats going on next door
Perception
1. Friend recommended me to come from Edinburgh 2. 3. 4. Improved perception was viewed as scary Not viewed as a scary place anymore The problems are not as big as we think
11. Not intergrating leads to lack of language employment 12. Disheartening
Environment
1. Love my back yard garden, my friend called it a patio
13. Poverty 14. 15. 16. 17. 18.

page 39
People dont care about cleanliness no sense of cleanliness How difficult is it to put your rubbish in the bin Other mums that dont speak English sometimes prefer to communicate in languages other than English and that can be isolating Rubbish outside their homes for months they step over it I know families who teach their children Example Moss Side Report
2. Tidy
19. 20.
not to mix with westerners, I feel hurt and sad about this its hard being the local infidel I try to talk to people who have been here years yet they have not made the effort to learn English. They dont see us as worth mixing with, its so hard I try to reach out and overcome these barriers but the husbands dont like it ( sad face ) Negative in the press Most people who live in Moss Side dont benefit from the new improvements
people looking through the bins and litering 37. 38. 39. 40. 41. 42. 43. 44. 45. 46. 47. 48. Target people who are not using the bins, litering the area ( name and shame ) Equal funding houses roads certain areas being left out Designated car parking for local mosques churches as its an issue for local residents Residents have to pay for bins that have been stolen Longer living residents feel they are being forgotten and not treated the same Rubbish in the area is a massive issue in the area and has been for many years Students who are there temporarily not looking after the area ( respect the area ) Private Landlords leave rubbish at end of academic year Romanians sifting through bins / leaving rubbish on the floor Attract criminals Student accommodation ruining the community quick turnaround of students Recycling why have we failed. Students not taking pride
21. Poverty 22. People searching through bins leaving mess 23. 24. 25. 26. 27. 28. 29. Not good for shopping People forget the history of Moss Side No jobs unemployment in the area Area should be clearer Less community spirit in Moss Side over the last 30 years eg pubs closing down, no places where people can meet up No support over the last couple of years from Police / Council Students should be more responsible
30. Hate new houses they dont blend in hate design & colour they are an architectural nightmare from my point of view. 31. Example Moss Side Report 32. 33. 34. 35. 36. No space to park Not taking bins in, ask neighbours to bring bins in Separate parking places for parents dropping school children off Main issue is the bins rubbish from other students pay for a bin if stolen A lot of students be more friendly Gates to be put on alleyways to prevent
49. Student parties a problem lived in Moss Side 50 years was lovely then gone downhill 50. 51. 52. 53. 54. 55. BBQs / Parties students not contributing leaving rubbish noise Somali community not engaging Increase in breakings Arent shopping opportunities Poor community services too many pot holes drains blocked pavements crumbling Dont like houses converted for students too many people in one house
page 40
56. 57.
Main issue is rubbish and students not respecting the area Crime rate gone high in past 20 years
F eels bad to live here E nvironment, rubbis h and bins A menities and s ervic es C ultural is olation P overty and unempleymen t polic e and c rime C ommunity and res idents New hous es and regenration P arking S tudents R omanains L andlords
58. The landlords need to be brought to the book 59. Hit the landlords where it hurts
60. Some of these scum landlords need to be approached 61. 62. 63. 64. 65. 66. When brown bins have black bin bags in them they are not taken away We need to stop people opening the bins and throwing things on the floor Prosecute the alleged offenders Have to walk in the road due to dozens of abandoned bins its dangerous Particular residents may have MN issues and cant dispose of their rubbish or even look after themselves at home People dont want to pay to send rubbish to the tip afraid to challenge offenders
Feels bad to live here

1. Disheartening 2. 3. 4. Negative in the press People forget the history of Moss Side Longer living residents feel they are being forgotten and not treated the same
Environment, rubbish and bins

1. People taking clothing out of bins is it lawful? 2. 3. 4. 5. 6. 7. Bins Dont blame people for all problems, sometimes council workers dont sweep for weeks and sometimes when they sweep they dont sweep properly. People drive in the area and dump rubbish It used to be nice put the bins out in the right place People dont care about cleanliness no sense of cleanliness How difficult is it to put your rubbish in the bin Rubbish outside their homes for months they step over it Example Moss Side Report
8. People searching through bins leaving mess 9.

page 41
Area should be clearer
10.
Not taking bins in, ask neighbours to bring bins in
11. Gates to be put on alleyways to prevent people looking through the bins and litering 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. Target people who are not using the bins, litering the area ( name and shame ) Main issue is the bins rubbish from other students pay for a bin if stolen Residents have to pay for bins that have been stolen Rubbish in the area is a massive issue in the area and has been for many years Main issue is rubbish and students not respecting the area When brown bins have black bin bags in them they are not taken away We need to stop people opening the bins and throwing things on the floor Have to walk in the road due to dozens of abandoned bins its dangerous Particular residents may have MN issues and cant dispose of their rubbish or even look after themselves at home People dont want to pay to send rubbish to the tip afraid to challenge offenders
1. 2.
I know families who teach their children not to mix with westerners, I feel hurt and sad about this its hard being the local infidel I try to talk to people who have been here years yet they have not made the effort to learn English. They dont see us as worth mixing with, its so hard I try to reach out and overcome these barriers but the husbands dont like it Other mums that dont speak English sometimes prefer to communicate in languages other than English and that can be isolating
Poverty/unemployment
1. Disheartening 2. Poverty 3. Poverty 4. No jobs unemployment in the area
Police and crime

1. 2. 3. 4. 5. Cost of this event? No support over the last couple of years from Police / Council Increase in breakings Crime rate gone high in past 20 years Prosecute the alleged offenders
Amenities and services

Example Moss Side Report 1. 2. 3. 4. Dorothy - shopping to heavy to carry no bus near. Not good for shopping Arent shopping opportunities Poor community services too many pot holes drains blocked pavements crumbling
Community and Residents

1. 2. 3. 4. Refuse collection is fantastic shame about some residents No one cares whats going on next door Less community spirit in Moss Side over the last 30 years eg pubs closing down, no places where people can meet up Attract criminals
Cultural Isolation
page 42
5.
Somali community not engaging
9.
Dont like houses converted for students too many people in one house
New houses/regeneration
1. 2. view. 3. Most people who live in Moss Side dont benefit from the new improvements Hate new houses they dont blend in hate design & colour they are an architectural nightmare from my point of Equal funding houses roads certain areas being left out
Romanians
1. Romanians sifting through bins / leaving rubbish on the floor
Landlords
1. 2. Mosscare housing should carry out five yearly roof inspections on all properties Private Landlords leave rubbish at end of academic year
Parking
1. 2. 3. No space to park Separate parking places for parents dropping school children off Designated car parking for local mosques churches as its an issue for local residents
3. The landlords need to be brought to the book 4. Hit the landlords where it hurts
5. Some of these scum landlords need to be approached
Students
1. 2. 3. 4. 5. 6. Students moving in landlords need to take more control Students should be more responsible A lot of students be more friendly Students who are there temporarily not looking after the area ( respect the area ) Student accommodation ruining the community quick turnaround of students BBQs / Parties students not contributing leaving rubbish noise Example Moss Side Report
7. Student parties a problem lived in Moss Side 50 years was lovely then gone downhill 8. Recycling why have we failed. Students not taking pride
page 43
Question 2 What do these pictures say to you
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15.

50 45
Fly tipping should be cleaned Too much rubbish not clean might bring rats and insects Is it flytipping, likely to be rubbish Stereotyping at the area Take some responsibility Individual bins Community day clean up Who has dumped it Too much rubbish What can residents do what should the council do Has to be cleaner Could be a landlord refurbishing property The council should clear it up The council could help the residents to do more give residents a broom Poor reputation which still persists Have to cleaning ( info and communication ) free companies to waste companies to report litter etc might get more people phoning up to report waste litter Pic 1 Could be any place in the UK not just Moss Side I would feel bad if it was outside my back yard, no pride in area people complain about rubbish litter to others but dont report it to the council. Some people friends worry because I live in Moss Side
16. 17. 18. 19.

page 44
40 35 30 25 20 15 10 5 0 Rubbish and bins Burglary and crime Homewatch
20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31.
Question 1 people responsible or councils not emptying regularly or outsiders dumping, terrible waste of coloured bins 1 Represent a national picture not just Moss Side 1 Would make me feel angry 1 Waste of material can be reusable 1 No pride in area 1 Danger for kids 1 People do not report such things Bin men attitudes differ some do not empty the bins as they should 3 More enforcement on fly tipping and rubbish ie warnings and fines Private landlords to take responsibility for tenants, register council more action against private landlords Pride in community People going through bins on Deramore Street leads to crime opportunity for Police / Council to inform residents about security and identify theft
40.
Happy with the system
41. Produced by landlords agreement with tenancy 30+ hours perhaps 5 bins taken out 42. 43. Money being spent unfairly proportions being done up we are being left as we are decent + take responsibility Bins / rubbish sympathy for the refuse collectors with the public being lazy with how they dispose of their rubbish supported housing on Great Western Street needs more work on managing the rubbish from their properties
44. Ambulance emergency services commuter parking in the area dangerous for pedestrians 1- challenge people about the bins ie dirty people 2- 3- campaigns to know student houses to post flyers It shows people are dirty Huge issue Romanian people looting bins leave a mess Council have an excellent service but a dirty community, sworn at when challenged, sworn at. More companies for students bin fires identity theft
32. Who to contact to get rid of large items from alleyways to stop fly tipping what laws have we got for fly tipping, are they used? 33. 34. 35. 36. 37. Certain areas identified as problem areas for rubbish Pic 1 rubbish
4-
Not sure of procedure Name and shame needed Name and shame needed
38. Experience of bin being stolen and 25 charge 39. Scared of putting bin out fear of being stolen
page 45
Flytipping
Fly tipping should be cleaned Is it flytipping, likely to be rubbish More enforcement on fly tipping and rubbish ie warnings and fines
Rubbish and Bins
Too much rubbish not clean might bring rats and insects Too much rubbish Who has dumped it Has to be cleaner Have to cleaning Waste of material can be reusable Bin men attitudes differ some do not empty the bins as they should Experience of bin being stolen and 25 charge Certain areas identified as problem areas for rubbish Scared of putting bin out fear of being stolen Pic 1 rubbish Bins / rubbish sympathy for the refuse collectors with the public being lazy with how they dispose of their rubbish supported housing on Great Western Street needs more work on managing the rubbish from their properties
Landlords
Could be a landlord refurbishing property Private landlords to take responsibility for tenants, register council more action against private landlords Produced by landlords agreement with tenancy 30+ hours perhaps 5 bins taken out
Residents and community
Take some responsibility Community day clean up Poor reputation which still persists Would make me feel angry No pride in area Danger for kids
page 46
Pride in community Ambulance emergency services commuter parking in the area dangerous for pedestrians people responsible or councils not emptying regularly or outsiders dumping, terrible waste of coloured bins Money being spent unfairly proportions being done up we are being left as we are decent + take responsibility campaigns to know student houses to post flyers It shows people are dirty Council What can residents do what should the council do The council should clear it up The council could help the residents to do more give residents a broom Happy with the system Reporting ( info and communication ) free companies to waste companies to report litter etc might get more people phoning up to report waste litter People do not report such things Who to contact to get rid of large items from alleyways to stop fly tipping what laws have we got for fly tipping, are they used? Not sure of procedure Name and shame needed Name and shame needed challenge people about the bins ie dirty people People going through bins People going through bins on Deramore Street leads to crime opportunity for Police / Council to inform residents about security and identify theft
Huge issue Romanian people looting bins leave a mess Council have an excellent service but a dirty community, sworn at when challenged, sworn at. More companies for students bin fires identity theft Not In My Back Yard Stereotyping at the area Some people friends worry because I live in Moss Side Represent a national picture not just Moss Side
page 47
18. I would report sus circs to the Police if it concerns me 19. Very interesting way of holding a meeting colourful, friendly and lovely food dont feel threatened living in Moss Side but I am careful and confident 20. Make more use of local space community fear 21. Insecurity fear 22. Would not have glass in my door as it makes easy target 1. Crime not safe 2. Excalibre harass, high visabillity 3. Police should do more projects in Moss Side Powerhouse and skill training 4. More Police know their faces 5. Scary crime used to feel safe and could leave door open, cant anymore 6. Gangs not here anymore feel safe to walk around 7. People are able to walk around safe 8. An intruder, safety lock, fear from crime 9. I dont know anyone who has been burgled apart from 20years ago my neighbour was burgled 10. TV and media a lot of people believe what they read and see about Moss Side 11. People are afraid going out at night time 12. People make themselves a prisoner in their homes because of burglary and fear of being burgled 13. Local Police making a difference 14. I have more security in place for such circumstances 15. Fear / scared 16. Worried 17. Media put a negative spin on crime creating fear
page 48
23. Common in area of theft 24. Burglary is common in this area 25. More PCSOs in Moss Side 26. Burglary student accommodation attracts thieves electrical equipment 27. leaflet with information 28. happens in student houses student houses are picked on, keep themselves to themselves 29. Not heard much about this in community happens in student areas 5 laptops students target students 30. Student homes being burgled
Theft/burglary
I dont know anyone who has been burgled apart from 20years ago my neighbour was burgled Common in area of theft Burglary is common in this area
Safety
Crime not safe An intruder, safety lock, fear from crime People are able to walk around safe Scary crime used to feel safe and could leave door open, cant anymore I have more security in place for such circumstances
Fear
People are afraid going out at night time Fear / scared Media put a negative spin on crime creating fear TV and media a lot of people believe what they read and see about Moss Side Make more use of local space community fear Insecurity fear Would not have glass in my door as it makes easy target
Police
Excalibre harass, high visabillity Police should do more projects in Moss Side Powerhouse and skill training More Police know their faces Local Police making a difference I would report sus circs to the Police if it concerns me More PCSOs in Moss Side
Gangs
Excalibre harass, high visabillity
Gangs not here anymore feel safe to walk around Students Burglary student accommodation attracts thieves electrical equipment Happens in student houses student houses are picked on, keep themselves to themselves Not heard much about this in community happens in student areas 5 laptops students target students Student homes being burgled
page 49
more about Home Watch on Great Western Street we dont know if it still operates / students talks needed / Publicity needed on home watch 18. Mix and get to know each other / we have free English lessons people keep themselves to themselves / People dont come together / People cant wont speak English / close knit community / not convinced we have a real community / Need to address why people dont mix 1. Use skills at young people skills board sharing skills use Powerhouse 2. Neighbourhood Watch 3. Language is a barrier problem 4. Picture has no real impact on me 5. Got very good friends neighbours in Moss Side and its lovely I hope Im a good neighbour to them 6. How information is communicated, who is included accessibility, languages 7. Young people, Twitter, You tube, BB 8. Need for youth voice to be heard, included in conversation dialogue 9. More community engagement utilising people skills to put back into the community with them not without them 10. Greenheys Adult Education could be used to engage in the future 11. Need to come up with a new way to engage youths in Moss Side, where are they Example Moss Side Report 12. Some people dont want to do it 13. All 3 residents experienced 14. Homewatch Neighbourhood watch, no schemes in area students not interested 15. Posters with updates of things going on 16. Sticking with own community 17. Community Guardians needed, never heard
page 50
19. Tell more people about homewatch
Category
Young People
Negative Need to come up with a new way to engage youths in Moss Side, where are they
Positive Use skills at young people skills board sharing skills use Powerhouse
Young people, Twitter, You tube, BB Need for youth voice to be heard, included in conversation dialogue More community engagement utilising people skills to put back into the community with them not without them Greenheys Adult Education could be used to engage in the future Posters with updates of things going on Tell more people about homewatch Community and neighbours Sticking with own community Got very good friends neighbours in Moss Side and its lovely I hope Im a good neighbour to them
Engagement
Mix and get to know each other / we have free English lessons people keep themselves to themselves / People dont come together / People cant wont speak English / close knit community / not convinced we have a real community / Need to address why people dont mix Language Language is a barrier problem How information is communicated, who is included accessibility, languages Picture has no real impact on me Some people dont want to do it Homewatch Neighbourhood watch, no schemes in area students not interested
No Interest
page 51
Misc
1. Who funds this event 2. Leaflets in other languages etc 3. Private landlords should be held responsible for the quick turnaround of students 4. Local youth employment is low 5. Mixed up area people born in the area 6. Need for local youths to be employed locally
Question 3 - What could the police council do in this area, what could you do in this area?
Police More community support officers Excalibre dressed in all black More community Police interaction with young people Young person need to know what their rights are if stopped by police let community know
Council Gates for bins More support Security gates on alleyway
Community Young people engage in activities, vouchers, advertise on social sites Get together and communicate we are lacking a forum Students engage at the pub on campus Parking in spaces for disabled people
So much has been promised with environmental improvements but nothing has materialised I would like to see in Moss Side ( a unique place and that Ive lived here all my life diversity is amazing ) but Haydn / Ruskin have been left out of funding except hanging basket Council improve the bins arrangements Council to give residents sweeping brooms Clear council responsibilities / clear resident responsibilities
They should be outside more and talk to more people
Respect other peoples parking spaces
Communicate and target and enforce Police using CCTV to deal with more issues Police making good use of CCTV
Talking to each other
Include new communities Clear council responsibilities / clear resident responsibilities
page 52
Police making arrest more active
Council can do more project and funding Reporting noise issues Police dont get involved straight away not there issue Public transport timetables, lighted bus stops. Dissagree with Metro has to run on tracks Help and advise resident how to take control of their environment Cash grant
Neighbours looking after each other
Police more engaging
Check on next door neighbour
Police more proactive and visible
Learn from each other
Police more Police
Residents to become a strong team cleaning caring Let us join together and let Moss Side be a better place let us keep it nice and tidy good for living, caring, growing our children. God bless this place love it and be greatful for it thanks I could go and shift the bins so people dont make a mess and rip open bags For Somalis. Always good to contact Mosques and authorities there, people to come out and shift their bins and make Moss Side cleaner and safer for the growing ones 4/5 residents to look after the street and keep it clean, cooperate with Council staff Parking more responsibly not on pavements etc
Work together
Police need to communicate with youth and be role model The Police and the council need to let the people of the community know there is a heavy fine if caught picking out of dustbin and leaving rubbish on the floor. Organise football music events More Police involvement with the youth fun rather than the usual style of policing football tournaments, ( Moss Side, Fallowfield, Trafford, Rusholme ) Also prosecutions Police should be identifiable in uniform Police dressed all in black are intimidating no wonder we run off More community policing interact with youths
Work with others
Funding need cash grants, community first panel grants.
Say hello to each other more Landlords to take more responsibility with their rubbish / waste Student work more with Uni from a community point Make meetings to bring community together. Young people issue
page 53
Communicate Target Enforce Police use twitter not emails use both methods not just one
Improve communication, more meetings, make links, meetings at Greenheys regularly (who will pay for it ) We need to get more young people involved Neighbours need to be involved with keeping this community positively alive community cohesion bring back the pride within our community involve young people in forums. Young voice every type of voice student elders young people joint outreach workers to support young people Youths need to know their rights Youths need to know their rights Youths end up committing crime Use of Greenheys Adult education centre as a hub for youth activities on a weekend and during school holidays Helping the young voice of Moss Side Young or old we are the great and loved Moss Side
Misc
Every saint has a past every sinner has a future. Oscar Wilde Example Moss Side Report Cats can go through your rubbish Why was the leaflet for this meeting only in English
page 54
An Example facilitator Guide, Moss Side
www.mutualgain.org
World Cafe Briefing notice/ pointers for the Moss Side World Cafe 26th January 2013
Order of the day 08:00 09:00 10:30 MutualGain arrive for set up Facilitators briefing held by Sue Ritchie Cup of tea and start to welcome residents: Music on, flowers out and loosen up! Familiarise yourself with your table set up and what you will do at each round of conversation Residents start to arrive check they live in the designated area by asking their postcode or street name (we do not need to get any more than that at this stage) Get them to put their name on a sticker, show them where the tea and cake is and ask some curious questions - get to know them before we start. 11:00 Sue introduces the caf culture theme and what they might expect: Ok to write on the table cloths! Host stays at the table so they will be moving around Ill keep them broadly to time Chat and enjoy
Example facilitator guide, Moss Side
11:10
Question 1: What does it feel like to live here?
This is an introductory question but very powerful data is gathered from this round PLEASE DO NOT SHOW ANY SIGNS OF DISAGREEMENT OR STRONG AGREEMENT look curious, you want to know more! 11:30 Move to next table
Supported by Susan Ritchie, MutualGain. Contact : 07875237846/susan@mutualgain.org
page 55
www.mutualgain.org
11:35
Host to show new caf participants what previous round said. Ask the second question What do the following pictures say to you? Picture 1 = Waste Picture 2 = Burglary Picture 3 = Neighbourhood Watch
12:30 12:45
Room feedback Question 3 What one thing could the police and/or council do to improve your area? (on post its)
12:50
Question 4 What one thing could you do to improve your area?
12:55
Councillor/Police to close next steps Analyse the data on all the sheets Develop themes Re contact those who are interested in taking this forward (or those who just want to know how it has been taken forward) provide details to people on the desk
page 56
www.mutualgain.org
I am a table host what do I do? Ensure the briefing is attended at Greenheys Adult learning centre, 9am, 26th January 2013 You must ensure you smile, mingle and stay calm (even if chaos ensues!) generally make people feel welcome and as if nothing is too much trouble. If youre not sure about anything, ask me. You task is to ensure residents do not think about the national picture and think only Moss Side - stop any conversations about David Cameron, Nick Clegg, Labour etc and ask people about what that means locally, followed by the question can you give me an example of that around here? You are there to facilitate dialogue so even if you completely disagree with what is being said you must CONTROL YOUR BODY LANGUAGE! Smile, hands and arms UNFOLDED, no shaking or nodding heads, generally keep an inquisitive friendly persona The outcome of the session is to understand what matters most to residents and how collectively we can start to improve the quality of life for people Ask people at your table to jot down key connections, ideas, discoveries and deeper questions as they emerge. To encourage the use of the cafe etiquette as previously mentioned. Remain at the table when others leave and welcome travellers from other tables. Briefly share key insights from the prior conversation so others can link and build using ideas from their respective tables
page 57
www.mutualgain.org
Collect the ideas and writings for use in discussion and analysis at a later date Now have a read about world cafs to get you in the right mood for hosting one
page 58
www.mutualgain.org
Cafe Guidelines and introduction Conducting this World Cafe event is the first of its kind to be held by GMP in Moss Side. The purpose of this cafe is to engage the residents of defined area of Moss Side in particular some of the harder to reach groups of the community to find out their views on what matters to them. In order to achieve this, the persons employed today need to be enthusiastic about the aims and objectives, have a clear understanding of what it is we are looking to achieve, and create an atmosphere that will make it easy for the residents to feel comfortable in sharing their views.
Creating the right atmosphere Cafs around the world are widely recognised for creating a warm, comfortable and safe environment. They are seen as welcoming, and a place where customers open themselves up for creative thinking, speaking, and listening. It is with this in mind we will look to find out the residents views on what matters to them. Explore Questions that Matter 3 questions have been framed and will be put to the residents who are participating (see below). The results of these questions will be recorded, analysed and acted upon by the local partnership and residents. This an area where thought and attention can produce profound results. In this case, the Caf questions and the resultant conversations will be used to discover and explore the key issues.
Encourage Everyone's Contribution It is important to encourage participation. By turning up, the residents are showing that they want to participate. Some people will want to actively contribute to making a difference. It is important to encourage
page 59
www.mutualgain.org
everyone in your meeting to contribute their ideas and perspectives, while also allowing anyone who wants to participate by simply listening to do so. We will aim to practice shared listening and paying attention to themes, patterns and insights offered by those present. Conversation at a Glance In keeping with the Cafe etiquette: See below (to be handed out on arrival) Seat people at small Caf-style tables. 3 questions will be asked to set up progressive rounds of conversation of approximately 20-30 minutes each. Questions or issues that genuinely matter to your life, work or community are asked Encourage both table hosts and members to write, doodle and draw key ideas on their tablecloths or to note key ideas on the post it notes provided. The facilitators will collect and sort into themes. Facilitators will welcome the new guests and briefly share the main ideas/themes. Encourage guests to link and connectlistening carefully and building on each other's contributions. After several rounds of conversation, initiate a period of sharing discoveries and insights in a whole group conversation. It is in these town meeting-style conversations that patterns can be identified, collective knowledge grows, and possibilities for action emerge.
page 60
www.mutualgain.org
How we will create a Caf Ambiance It is essential to create an environment that evokes a feeling of both informality and intimacy. We will promote to the residents on arrival that this is no ordinary meeting. The Greenheys Adult Learning Centre will be made to look like an actual Caf, with 25 small tables that seat four or five people. The Cafe tables will be arranged in a staggered, random fashion rather than in neat rows. Colourful tablecloths and small vases of flowers will be placed on each table and where possible a candle. 3 tablecloths will be placed on top of each other with paper and pens, post it notes to encourage scribbling, drawing, and connecting ideas. In this way people will jot down ideas as they emerge. One additional Caf table will be placed in the front of the room for the Host's and any presenter's material Posters and art will be added to the walls (as simple as flip chart sheets with quotes), and music will be played as people arrive and are welcomed.
page 61
www.mutualgain.org
Beverages and snacks in the form of tea, coffee, cakes will be provided. HAVE FUN AND ENJOY THE DAY. SEE YOU THERE :-))))))
page 62
Example - To Do List
To do or to resource Book Venue Design Invitation Sign off invitation Print invitation Design recruitment process (face to face, postal, email, media announcements etc) Agree questions to be asked Print Questions (informal look) for tables Order graphic recorder/illustrator Identify table hosts (1 per 5/6 residents) Write and print table hosts briefing Schedule briefing time in before the caf (allow two hours) Consider and agree preferred incentives Organise incentives Agree if any restrictions to attendance (world cafes should allow anyone by their free nature but seek agreement on this) Buy/resource cakes Rolling white boards, flip chart tripods or flat wall space for the mural Print Caf Etiquette for each table/or to give to each person as they arrive (see guide for world caf for the printout) paper or posting table doodle sheets (if you have plastic table cloths). Microphones- portable hand held style Variety of sizes of post-it notes (especially 3 x 5 or 4 x 6 unlined) CDs (mellow music) and CD player, speakers Coffee, tea, water Bell or chime to alert Lead Person Red/Amber/Green
page 63
participants of timing or to get their attention Artist tape (sticks but easily comes off without tearing the paper) Roll of mural paper (for harvesting and posting collective insights) Markers- thin or medium felt tip water based pens in a variety of darker colors for each table Votive candle and holder for each table Flower vase and flowers (small) for each table Flip chart paper for group graphics and one or more sheets on each table for participant drawing/notes/doodles Tablecloth for each table (usually red and white check plastic) 4 or 5 chairs per table Round 30 to 36 diameter folding tables ( 4 or 5 people to a table)
page 64
Example Event Feedback, Moss Side
Mosside World Cafe Event 26th January 2013

Following on from the event, below are 3 tables laying out all of the feedback that was captured from that event.
Table 1
Summary of results from the four questions that attendees were asked
Questions asked Enjoyment
1 = Excellent 18
2 = Good
3 = Poor
Format/style Opportunity to share your thoughts What would you change?
17 15
1 3
Comments General comments included Great community event, relaxed, easy to talk, loved the theme The square tables were a bit uncomfortable, round tables would have been better Conversation was taken over by one individual/Councillor on our table 20 sheets were recorded with a number of comments on. These have been listed and categorised below
Table 2
Below is a list of all of the comments that were left of the feedback sheets, relating to changes. Some of these relate to changes that could be made, to improve the event for the future. Others relate to wider changes around engagement and how residents feel the whole process of getting people there could be improved. What would you change about the event?
Ideas for changes

Engagement/Publicity
Example event feedback More publicity about the event in different languages Would like to see a more wider community getting involved Engage a wider audience Would like to see a more wider community from Mosside represented Would like to have had the chance to talk about elderly residents - maybe next time have themed tables
page 65
Council/Councillors
Maybe only have Councillors as people to meet and greet, not sat on tables - it made it hard for residents to talk Next time invite a Councillor, so they can bring residents who talk to them Council and Councillors often have their own agenda, so it doesn't matter what we say - they do what they want any way - this felt different Might have been more conversation on our table, if we didn't have a Councillor talking at us
Feedback
I would like to see the feedback I have been to many Council and Councillor events before and no feedback has been given - will the Police be any different?
Venue
Think the room may have been too small, if more residents had come Room was a little small Refreshments Have water or juice on tables Smaller snacks Could we think of some smaller snacks next time - fairy cakes, biscuits etc.
Young People/Incentives
Example event feedback How do we get the information out there esp young people Would have been better if some students had come Maybe have some way of giving money or vouchers to students and residents. As times are hard I think residents would appreciate/welcome the gesture Give vouchers etc to encourage residents to come
page 66
Give something away to get other residents interested, maybe vouchers etc to young people/students Give students something to encourage them to attend these types of event - Maybe money or vouchers Offer more to make young people/students attend Try using vouchers to make residents attend
Table 3
This is a list of all other comments that were also left on the feedback sheets.
Comments from the feedback sheets

Loved event I was surprised by the number of GMP, in the Great event room. It was nice to see so many of them, they are normally just a uniform and don't listen I would change nothing about the event Event was relaxed and made it easy to talk about where we live without offending anyone. I was surprised by the number of Bobbies, in the room. It was nice to be listened to and have meaningful conversation Police in plain clothes is a great idea. I felt like I was talking to someone normal and didn't feel intimidated and conversation just flowed
We need more meetings like this Loved the event More community meetings not by Council or Councillors as they have their own agenda and Great event the community has theirs Tea and Cakes- lovely idea Great event Example event feedback More events like this The free brush idea is great Action Comments More enforcement is needed around fly tipping and general rubbish in our community Try to support the Police more
page 67
Enjoyed the fact that GMP were actually listening to what we had to say, although we didn't know it at the time!! Good to see GMP listening and working with the community
Example Follow up meeting
After the world caf event was held, a few of the participants got together to think about how they move the ideas forward. Here are some of the issues and ideas raised.
1. How do we ensure that the issues relating to council services get heard by the council, and that the council remain listening and willing to respond? 2. How does or could this link up to the wider work on gang and youth violence? (ARIF?) 3. Some opportunities to link up with Excalibur on this agenda and bridge perception gaps could do goldfish bowl exercises. 4. How can we develop the good bits about NHW and the newer Community Reporter Scheme and enable local people to do the good bits even if it doesnt take the brand? Eg NHW looking out for each other, and Community Reporting real time, anonymous reporting 5. Linked to the above, we could look at a project that brought young peoples skills and knowledge together on a community designed police related app that enables neighbours to message neighbours but so that the police can see it and respond? 6. And again, linked with the above how might we develop a campaign and active support programme that encourages positive neighbourliness (community coaching?) Example follow up meeting 7. Does Moss Side want a Positive Deviance approach? 8. We need to be clear when we are working on community activity/events about our purpose for engagement is it to bring people together and feel nice, and develop community cohesion. Or is it about learning to listen differently in a structured way so that we develop community knowledge and respond differently?
9. Would be good to do an event with the 30/40 Somali people that stand outside the cafes getting their khat etc? 10. What are the day to day issues that the community wish to discuss? Arent they the things they raised at the world caf? And if so, lets make sure we discuss them. 11. There seems to be an appetite for a youth forum in Moss Side we need to think about the most appropriate way to develop that in a bottom up way 12. Give Private landlords and students appear to be the problem when it comes to litter and the students are the victims of crime, should we bring landlords together for a discussion about possibilities? What would incentivise them to attend something like that? 13. Could we develop an adopt an alleyway scheme that young people or students (young and old) lead as part of their citizenship or active community accreditation? 14. The group said they wanted a street party but expressed concerns about the wrong people attending should the community be provided with conflict resolution training? 15. What does Moss Side have to do to get Jason to report hes tried once or twice but was unimpressed with response and now doesnt bother. He is active resident and works with young people and wants a better relationship with police but he didnt feel the need to report.
page 68
The World Cafe Team
page 69
2.3. Appreciative Inquiry (AI)

2.3.1 What is Appreciative Inquiry? Appreciative Inquiry is a form of organisational study that seeks to locate, highlight and illuminate the life-giving forces of the organisations or communities existence. It:
seeks the best of what is to ignite the collective imagination of what might be; focusing on moments of excellence, periods of exceptional performance; times when people have felt most alive and energised. is strength based and uses positive approaches for creating and sustaining organisational or community change. builds in dialogue and shares stories. hands the stick to the people - if they find their own solutions, they will own the change. discovers what they know rather than what we know. recognises that all of us are smarter than one of us.
page 70
2.3.2 See the results on the DVD titled Appreciative Inquiry (on the next page) 2.3.3This is the graphic illustration from the Cheetham Hill event
page 71
page 72
An example Cheetham Hill Report
FEEDBACK FROM THE EVENT 4TH MARCH 2013
Example Cheetham Hill Report
ITS TIME TO CHANGE, ITS TIME TO ENGAGE.
page 73
Thank you for attending at the community engagement event at the Waterloo Centre on Monday 4th March 2013. The team will be holding a follow up workshop on Wednesday 10Th April 2013 at 6pm. The session will end at approximately 8:30pm The aim of the workshop is to identify actions and responsibilities which were highlighted at the main event. Members from North West Ambulance Service will also be present on the night looking for volunteer First Responders within the Cheetham Hill area. They will provide information and show the equipment on the night. Please confirm your attendance by E- Mail ilovecheetham@gmail.com or by contacting the Waterloo Centre on 0161-795-4121.
page 74
Outline of the evening
17.45hrs served.
Residents start to arrive, registration, food and refreshments
18.30hrs Susan Ritchie opens the evening, everyone sat and ready to go. 18.45hrs Supt Vanessa Jardine welcomes everyone. 18.40hrs Cllr Ali welcomes everyone. 18.45hrs Exercise 1 discovery interview on a 1-1 basis with each other on each table. 19.15hrs feedback from each table about the discovery interview. 19.30hrs - Exercise 2 Fruits and Roots. As a table decide on a high level aspiration Visualise (draw and create) that aspiration using the craft material Fruits- what will things look like for the community Roots what can the community do to achieve the vision. 20.00 hrs feedback, each table given the opportunity to describe their thoughts. 20.30hrs Event closed, final thanks and vouchers given out, and raffle called.
page 75
Peoples aspirations for Cheetham Hill

Communication Everyone Litter free shops, takeaways taking responsibility to be clean, no boarded up shops in the precinct and more community pot A nice area to live and visit with good job opportunities and youth employment Clean Cheetham hill A more safer place to live A safe integrated, inclusive community To feel safer as a community To make Cheetham a clean safe place in 6 months A clean free, well educated community More communication with each other in Cheetham Hill Library Police A vibrant, thriving Cheetham Hill
Cheetham Hill Report
ITS TIME TO CHANGE, ITS TIME TO ENGAGE
page 76
Fruits / Roots
Fruits what will happen for us? What will things look like?
Clean and safe environment with more Green areas. To arrange more meetings like this one so we can communicate. Police officers to walk the streets to make us feel safe. More police on the streets and a local police station. More cleaning, more help, more security. More bins. Home watch schemes to be set up. Treat others the way you want to be treated. Reduce car crime. More youth activities. More communication. More police to patrol on mountain bikes and foot. How people can contact police for reporting crimes and concerns. Active park. Swimming days for ladies. People to be friendlier. Night school for girls. Police to tackle drug dealing. No bus lanes. Communal bins.
page 77
We want the council to make Cheetham rid of mice Extra training centres. School problems. Better parking for disabled people. Improve broadband speed and enable fibre optic Be more aware of activity that attracts pests. Improve the visual environment. Learn to live together. Additional learning opportunities. Bicycle lane on Cheetham Hill Road. People to stop throwing food and feeding the pigeons. More community participation Youth Zone Better parking facilities for shoppers on Cheetham Hill Road. Seminars on a variety of topics held locally. Additional learning opportunities. What about bringing our police station back Not safe to walk the streets at night Too much traffic and dangerous driving on Cheetham Hill Road. To many pot holes on the roads. Very surprised that more people have not been killed. Council to provide skips Bring back weekly bin service.
Cheetham Hill Report
Toddlers play area and skateboard park in Cheetham Hill Too much noise. ITS TIME TO CHANGE, ITS TIME TO ENGAGE
page 78
Dirty and Filthy. All groups to come together talk and share with each other. Where a meeting like tonight, does something about the issues. Use this meeting to do something about it. Better spending of council money. Why no Christmas lights. We need feedback and an action plan. Centre for senior citizens. Youth club for all ages. More voluntary neighbourhood watch help the elderly. What is the difference between 101 and 999- please can someone stand up and tell us. Litter spree take responsibility to the shops and takeaways. Newspaper tells us what is going on. More places to sit. The police should be more careful with security. Rewards and incentives to people that help. Good communication between cultures. Aiding those less fortunate. More appealing for visitors and shoppers clean and welcoming. More conscientious businesses/land owners.
page 79
Community fundraising Additional investment in the area. Diversity of shopping area. Young teens should be given a chance of volunteering ( under 18) Regular bin collection 2 x per week. More communication from services phone/internet. Rubbish to be put in the right bins by residents and takeaway owners. More CCTV The council and Social services need to help us improve as well. No knifes. No Drugs Regular Cheetham Hill neighbourhood watch. Bye Laws saying no litter on the streets. Stop the drug dealing on Heywood street. Police back in Cheetham Hill.
page 80
Roots What could we possibly do ?

We are short of shoeshops More cleanliness on the road Stop public feed pigeon Stop people to throw rubbish on the roads on the road and residents gardens Parking spaces for shoppers and disable people Report to police any crime or potential crime. Share a smile. Participate in neighbourhood watch programme. Speak to your neighbours and be pleasant. Working and thinking together to help each other. Keep my area tidy by not littering. Treat others the way you want to be treated. Better traffic management. More bobbies on the beat. Sports events. Community and business watch. Crime being reported. More partnership working. Inform people about the next event, thinking of a home watch team in my area Pick up the litter in front of my house, back alleys and nearby Educate people around me to make my area better Speak to people have a voice Do our bit
page 81
We should have community events like this every 3 months, we need the feedback from the partners Come to meetings like this in the future Name and shame criminals. Environmental education for residents. Better understanding of the system for immigrants, refugees on entering the uk. Community initiatives to deter ASB, Crime and Environmental issues. Police have been told where the drug dealers live, why do they not raid the premises, drugs are a big problem. Cinema Park. Cheetham hill is friendly and is very nice place. Be more neighbourly, do you know your neighbour Fundraising Clean up days Buddy up / help neighbours with shopping Give elderly / lonely company Organise walking / running club Plant more trees Not throw rubbish on the floor Help everyone Keep the front and back garden clean, cutting back trees etc Being a law abiding citizen
Improved housing. Help each other. People to take more responsibility to keep the area clean.
page 82
More provisions for youth. Be united and work together to make Cheetham Hill a better place. Have your say raise you voice and be heard. City council to do more to make Cheetham Hill a safer and cleaner place. People making a positive Share knowledge and experiences together. Different faiths coming together. Learn to respect one another. Better public transport. People to make a positive contribution. Doing things for one another. Use the old library as a community hub. Local markets and more shops. Be more eco friendly by recycling. Local events in the community- Like this one. Learn other languages. Better traffic management on Cheetham Hill road. Better understanding of different cultures. Good schools, mosques and churches. Library. Close nit communities. Why is a beautiful Architectural such as the old library been shut and left to ruin. Drink, smoke and drug free To make bus fares cheaper
page 83
Artist impression of the night
page 84
Feedback gathered at the end of the evening
I am very happy, I am very enjoying today. Very good, nice to get all people together, different views, staff lovely, thank you Informative It was a great event and i wish we get a great result I would like action not just meeting there nothing new, it was the issue as usual We feel better and we meet each other I am very happy and good dealing and very enjoy It has been definitely positive and informative; this event has brought the sense of community back. I am definitely interested in participating more events, if there is anything I can do to help improve my surrounding and for my children. I am very happy and had a nice day, good dealing I have enjoyed tonight, good food, I won, good by police It was very good I learnt alot all the people were very nice, i hope to do it again Tonight was good experience for our community to get together; i enjoyed it and would come back again I very like today By introduce this type of workshop time to time. It was very constructive I would like to participate in any learning activity, i would like to teach others about computer basics, email, how to browse the internet, use social media etc, so it is teaching others or giving training. ( if this is your comment please get in touch) The good thing about this meet is there was a lot of good ideas which we hope will put into action. Nice, friendly and welcoming atmosphere, appreciative of everybodys views. ITS TIME TO CHANGE, ITS TIME TO ENGAGE.
page 85
7 19
21 Closure of Police Station Police Prescence & Crime Reporting Rubbish & Bins 3 3 Drugs & Knives Youth/Sport Facilities CCTV & Safety Partnership Working Better Shopping facilities 14 31 Neighbourghood/Business Watch Traffic Issues Education/Jobs Community Hub Taking Pride in your Community More Council involvment 13 5 7 12 4 11 Other
Top 5 Priorities
1. Rubbish & Bins 2. Taking Pride in your Community and Working together 3. Police presence and Crime reporting 4. Traffic & Parking Issues 5. Partnership Working and Events
What has become evident is that local people would like to become involved with Neighbourhood & Business Watch in their local area. Information on how to get involved will be available on the night.
page 86
Thank You for your attendance & your contribution in creating this feedback We now look forward to seeing you at our next event on Wednesday 10th April 2013, where together we can make this a reality.
If you need to contact the Police, Call:

999 - Emergencys only 101 Non-Emergency Switchboard 0161 856 3925 - North INPT office manchesternorth@gmp.police.uk 0800 555 111 CrimeStoppers
Follow us @GMPCheetham
'Like' us on Facebook! GMP Manchester North
page 87
Example Facilitator Guide, Cheetham Hill
www.mutualgain.org
Facilitators Guide for Cheetham Hill Appreciative Inquiry Event 4th March 2013, Waterloo Centre, Waterloo Road
Order of the day 16:30 17:00 17:45 Planning groups arrive for set up Briefing held by Sue Ritchie Residents start to arrive tick their name off the registration sheet no need to ask any more than name as we will do that at the end when they collect their vouchers Cup of tea and start to welcome residents: Music on, loosen up and encourage residents to come and eat at your table and guess the table fact while we wait to start. DONT ASK CRIME RELATED QUESTIONS ask some curious questions - get to know them before we start. 18:30 Sue introduces the reason for the event - to discuss how Cheetham Hill can look and feel safer for all and for the police to start working differently with them as residents. She explains the approach and what they might expect from the evening: Some good food!
Example facilitator guide, Cheetham Hill
Meet some of your neighbours in Cheetham Hill and hopefully get to know some new people Talk and draw your thoughts, opinions and ideas about what Cheetham Hill is like Meet local SuperIntendent, and those elected to represent their views in Cheetham Hill. Visual record of what is being said so can move forward together (film and visual minutes)
page 88
www.mutualgain.org
Ill keep them broadly to time Chat and enjoy a collective and collaborative experience
18:35
Supt Vanessa Jardin has 5 mins to set the scene TO LISTEN AND LEARN COS NEED THEIR HELP TO KEEP THEM SAFE (Police are members of the public in uniform and want to help build strong relationships with the rest of the public care about them). The evening IS NOT ABOUT NAMES, ADDRESSES OR INFO BEING PASSED. But if people do have info they want to share about specific issues ask that they please talk to us at the end.
18:40
Cllr Ali/Khan to say hello and repeat in their own words that they are here to listen and learn too, so that they can better understand the needs of the community when they represent them. Remind the group that like the police this is not your surgery but if they have specific issues at the end you will happily take them then.
18:45
Getting to know you and Cheetham Hill (reminder that get the voucher at end for working with us like this value their time and contribution). Exercise 1 : SR to facilitate from front but planning team have the questions to hand in case people get stuck Look around the room. Find someone who you dont know and who looks different to you younger/older; male/female, different ethnicity.
page 89
www.mutualgain.org
Spend the next 15 mins asking your partner to share a story of when you felt good in Cheetham Hill a positive experience. Then swap and do the same again: Who was involved? How do you think the good feeling was started? What were the things that made this happen? And how did you/someone else/situation change as a result of this good experience? What values and strengths are you describing?
19:15
SR to take some feedback from the tables about their stories ask about the links to safety/crime if not immediately apparent
19:30
Exercise 2 : Fruits and Roots
1. Take 5 minutes on each table to agree a high level aspiration for Cheetham Hill which reflects all of those positive stories, values and experiences? 2. 10 mins to visualise (draw and create) that aspiration by using the pastels, card and art boxes around the room
3. Facilitators show the fruits and roots sheet to the group and attach it somewhere to the picture 4. 15 mins : as a group use the post it notes to record: a. Fruits : what will happen for us if we achieved the aspiration? What will things look like? b. Roots : what could you and the community do to achieve that vision?
page 90
www.mutualgain.org
Facilitators may need to help people write these down. If someone looks irritated or bored or lost it may be because he/she doesnt understand, is nervous or cant write clearly etc so dont ask, just start to ask the questions and write as they answer, or seek out a translator to do it. 20:00 20:15 Feedback a look at what weve managed to think about SR to log some immediate actions on flipchart at the front, and check (show of hands) who would be willing to help achieve the aspirations theyve identified today Well done and final thanks from Cllrs and Vanessa Collect vouchers and be safe going home.
20:30
page 91
Example preparation checklist
Cheetham Community Event: 4 March 2013, 6 8.30 pm. Waterloo Centre, Waterloo Rd.
PLEASE PUT YOUR NAME TO THE ACTIONS YOU WISH TO DO, AND LET US KNOW WHEN IT WILL BE COMPLETED BY :
Action
Other Mutual Gain Colleagues to be included if required. All facilitators to arrive promptly at 5 pm on 4 March for briefing. May has secured a donation of a 20 Voucher for Asda.
Facilitators
Assigned to
Pat Leslie, May El Fituri, Nicola Ellison, Sam Davies, Adam Wignall, Gurnam Singh, Claire Johjnson, Lyndsey Batty, Colin Barnes, Graham Rothwell, Claire Myatt, Anthony Johns, Khouloud Azzouni, Jayne Baker.
Additional info
Completion date
Food hot or cold Lots of food will be required.
Graham Rothwell, Arthur Smith, Lyndsey Batty, May El Futuri, Claire
Drinks
Claire Johnson
2.3.5 Example To Do list, Cheetham Hill
Crche Workers
Lyndsey Batty, Sam Davies
page 92
Activities for Children
Lyndsey Batty, Pat Leslie, Gurnam Singh
Claire has secured a donation of refreshments etc from Tescos Sam to contact Sure Start Centre for assistance. Lyndsey to organise colouring/craft activities Pat to bring some toys Gurnam organise soft play
Transport
Pat Leslie, Adam Wignall
Interpreters
Khouloud Azzouni, Gurnam Singh
Raffle
Pat Leslie, Nicola Ellison
Creche and activities in the port-a-cabin. Pat to offer some transport on the evening. Adam - contact local taxi firms/ring and ride Khouloud - Arabic. Gurnam ESOL Students - Various. Pat - has secure 26 prizes. Any additional raffle prize donations advise Pat. Nicola to supply tickets.
Freebies (give-away gifts) Invite Homewatch Coordinators Invite Migrant Students Invite A.I.G. Members
Lyndsey Batty.
Gurnam Singh Colin Barnes
Promote on local radio
David Grey, Adam Wignall, May El Futuri
David Grey
Local Radio - David/Adam Key 103 - May
Invite the Faith Network eloop Invite the Sikh Community Invite the Victims of Crime Invite local children in youth groups Invite disabled residents Invite Northwards residents Claire/Lyndsey - Abraham Moss Nicola - North Mcr Youth network. Disabled Living Face Book, Revolve newsletter, door knocking.
Sam Davies GMP Claire Johnson, Lyndsey Batty, Nicola Ellison
Sam Davies Nicola Ellison
Jayne Baker Gurnam Singh Jayne Baker
15.02.2013
Nicola Ellison Lyndsey Batty Sam Davies
Example preparation preparation checklist checklist Example
page 93
Invite local Volunteers Invite ESOL Classes Invite the Guardians & In Bloom Invite Housing Wardens Invite Zest Invite Ad Action Drug Service Invite Youth Offending Service Travel Cost Funds limited. Please discuss with Gurnam in advance.
Adam Wignall
Gurnam Singh
Nicola Ellison, Claire Myatt Sam Davies, Graham Rothwell May El Futuri Gurnam Singh, Graham Rothwell Graham Rothwell, Jayne Baker Claire Johnson ?
Graham will invite Sian, Huxley
Susan Ritchie Andrew McWilliam, All to promote on known social media channels.
Security Packs Invite Local Businesses Invite Tung-sung Invite Guinness Housing Invite Addactus Housing Invite Johnny Johnson Invite Arawak Walton housing Invite the PCC Invite to be put on M/cr council website Promoted on Facebook/Twitter Door Knocking/leaflet
Claire Myatt, Anthony Johns, GMP
Colin Barnes, May El Futuri
Jayne Baker Andrew McWilliam Community Groups, Resident Associations, CASH Grant recipients Local residents/groups/ Councillors Northwards have donated 500 Mutual Gain have donated 800 10 voucher for first 130. Residents must stay for duration of event and make active contribution to proceedings.
Dropping Invite Energy team Ward Co-ordination contacts Neighbourhood Delivery Team contacts More incentives Bonus Vouchers
Claire Myatt, Anthony Johns
Nicola Ellison Susan Ritchie
***
Council Press Office Promotion within Local Schools Band/Entertainment/Music Beginning of Event Music from local Youths Group decided to provide back ground music (6 6.30 pm)
Jayne to liaise Lyndsey Batty, Sam Davies, Graham Rothwell
page 94
Speak to Europa Invite Trinity Church Bowls of Sweets Table Decor / Talking points
John Butler ??? Sam Davies Gurnam Singh
PCSO 65590 Fallows
Gurnam to liaise with students/tutors, any items to Gurnam.
All Claire Johnson
Invite to living city (Redbank) Face to Face recruitment Invites to be given out at Tesco Invites to be given out at Fort Retail Park Room Design set up 4 March
Sam Davies Room set up must be completed by 5pm before facilitator briefing begins. PA equipment - Gurnam to check and ensure it is in good working order.
Pat Leslie, May El Futuri, Lyndsey Batty, Claire Johnson, Graham Rothwell, Colin Barnes, Sam Davies, Gurnam Singh, Jayne Baker, Andrew Mcwilliam
Invite to the Irish Centre
Colin Barnes
GMP
Invite to be placed on GMPs newsletter Invite to be e-mailed to NM survey applicants Capturing the evening GMP - Force photographer Gurnam - ESOL Students - film making. Personally invite and bring along 5 residents.
GMP
GMP, Gurnam
Bring 5 People
ALL
page 95
Example follow up meeting, Cheetham Hill
Mobilising Communities for Positive Change

Follow Up Planning Meeting for the Cheetham Hill Community 28th March, 11:00 @ The Waterloo Centre
On 5th March 2013 GMP police, partners and residents organised, and facilitated, an Appreciative Inquiry event for local people. The event was a huge success both in numbers of people turning up, and diversity of backgrounds present. A broad range of ages, ethnicities, and cultures were present all identifying very similar issues. 130 Cheetham Hill residents shared their priorities for the area. Approximately 40 of those people expressed a desire to take things forward in partnership with this planning group.
The event on 10th April requires some planning from ourselves to help those residents develop a new and evolving relationship with the various partners responsible for the issues identified. Thank you for taking the time to work with GMP to make this happen in partnership. The next public event will be held on 10th April 2013 at the Waterloo Centre from 18:00 to 20:00. The outline of the day is set out below. Please join us on 28th March to help plan for success.
Suggested Outline of the event planned for 10th April

Timing 18:00 18:15 18:20 18:35 18:45 Activity Welcome, register, tea and cake Outline of session and who is in the room Feedback from last event using large graphic and further data emerging from detailed analysis Questions and thoughts Speed Presenting : Taking ideas forward 5 mins presentation which sets out the big challenge on each theme whet the appetite for further discussions 1. Community Centre/Police Station 2. Rubbish 3. Drugs 4. Volunteering opportunities 5. Reporting crime Themed tables : residents show of hands which theme they want to talk more about Possibility Thinking about Social Action, Community Responsibility, and Partner Roles Feedback from table People All Susan Ritchie Claire Johnson and Colin Barnes SR, CB, CJ
Example follow up meeting
Gurnham Singh Cllr Ali plus Waste Officer Sgt Wignell and Add Action NW Ambulance Service and Jayne Baker (Community Guardians) PC/PCSO All All
19:15 19:20 20:15
page 96
2.4. Focus Groups

2.4.1. What is an effective focus group?
A dialogue method whereby a discussion group is assembled for the purpose of exploring participants views and attitudes to a structured set of questions and issues. It is normally run by a trained facilitator with between 4 and 12 participants and will last for approximately 1.5 hours.
2.4.2 An example of recording the conversation of a focus group

Mutual Gain Cheetham Hill: Focus Group One Held at George Halstead Elderly Residential Court , Crumpsall. 11am Monday 4th February 2013
relationships with local communities and make it a better place to live. Q1 What are your feelings in relation to the closure of the local police station last year.... - - PCSO Lyndsey Batty (Facilitator) PC Graham Rothwell (Scribe) Lots of crime happening People in the area keep changing
- The local takeways attract the wrong people. - - Drug Dealing an issue near Tescos Too much under-reporting re : ASB
Attendees: Bill Smith Sandra Hayward Colin Newark Inyat Begum Margaret Moffatt. Ned Edgar
- Drug dealing is so blatant, shops are involved. Lawlessness crosses numerous issues - traffic i.e parking on double yellow lines. - - The closure of the other North Manchester Police Stations ie Plant Hill and now Collyhurst sends out the wrong message to the public. They appreciate that its a Government issue and that the economy has been in decline for the past 30 years.
Example notes from a focus group
Group Purpose: To engage the residents of the Sheltered Accomodation to express thier understanding of how the police and partners might build
- A lot of vulnerable people live in the Sheltered Accomodation in Cheetham and they feels that they are frightened of collecting their pensions from the Post Office.
page 97
Police response times are poor since the closure of station.
1. What do you think the Police can do to improve the confidence amongst the Community / Residents - Educate more people on how to report quality information
- - - -
The local Housing Wardens dont patrol any more Joint patrols with them around the area. The residents wanted to know how they could get an electric gate for the car park to stop thieves breaking in to their cars. A new station for the Police / Shared with other community activity. Attend at the other residents meetings and hold similar Focus Groups.
- More events like Cheetham Festival - big turnout. - - - More of a spread of residents associations and groups. Neighbourhood Watch Schemes. Extra patrols / More High Visibility.
The meeting came to a close at 11.45am
page 98
2.5. Participatory Budgeting (PB)

2.5.1 What is Participatory Budgeting?
A dialogue method whereby a discussion group is assembled for the purpose of exploring participants views and attitudes to a structured set of questions and issues. It is normally run by a trained facilitator with between 4 and 12 participants, and will last for approximately 1.5 hours. In practice, PB provides citizens with information that enables them to be engaged in prioritising the needs of their neighbourhoods, propose and debate new services and projects and set budgets in a democratic and transparent way. As the process becomes embedded it involves citizens being engaged in an annual budgetary cycle of setting priorities and budgets and monitoring the delivery of projects and services. For more information - www.participatorybudgeting.org.uk
* note to reader: GMP is planning to hold Participatory Budgeting events in 2013. Once completed the information and resources will be added to this section.
page 99
page 100
SECTION 3 Hidden Insights
3.1 A Different Approach to Learning

A Flexible, Fun Learning Approach
We did an exercise yesterday where we used craft materials. It was a different way of learning but it got everyone involved
s com ix of t This s h six munit e key ection inc mon y en insig high abo luded ths of gagem hts th lights a t s u e the t whe o help uppor nt exp t good t y r G e e qu os d M of e mig t nga ht c hey st P and delive ed dur ality on ing an ry ge to th und your c ment. tribute d on th eir par . They the ecid olle See t a e t ed o agu wh o the issue ners th re s a n e r un s fo t yo atio , an ink d r s u n out ure ab more think al pict how com out det u a e yo how ail if nd spe re y a uw ant to achi ou are k . eve the
The police are the public and the public are the police Unlike teaching and nursing it is still unnecessary to have a degree level qualification to enter the profession. When training and supporting work based learning, the approach must meet the needs of all students. The GMP frontline consists of those with GCSEs to Masters Qualifications (from school classroom experience to university lecture hall). The diversity results in a range of expectations in terms of preferred learning style: some people like pictures, some like facts, some like to read and some like to be told. The learning approach therefore has to be flexible.
Its been really good, really dynamic. Theres been a different person delivering the training each day which I think has helped
It is easy to forget that some have recently left full time education which did not provide a positive learning experience. The MutualGain programme is designed to bring training, work based learning and supported delivery together so that the learning experience is full and meaningful, embedding knowledge and skills in the daily experience of the learner. The training is provided by a variety of trainers using different styles that incorporate video, practical exercises and creativity. This enabled those who did not feel comfortable in a classroom environment to feedback, and ensured the programme was tailored to suit them.
After the training a core group of students committed to engage in six months of action learning and reflection. It is here where much of the learning took place: a challenging process of selfreflection which altered their outlook, approach and delivery of community engagement. Training alone does not provide that experience the combination of peer support and challenge with a critical injection of expertise, created a powerful resource to do things differently. The insight here is to ensure that learners have fun. Learning about ourselves can be difficult, but in a supported lively and fun environment it becomes essential to transforming organisations - people will take in the information if it is delivered in a fun and relaxing style. This was the rule that was followed throughout the programme and the impact can be seen in the DVD opposite that are enclosed in this pack.
Continue on next 3 pages

page 101
A Confident Workforce
Frontline officers are blessed with the confidence that their uniform provides its authority often leads people to make assumptions about the skills and confidence that sit beneath it. Comfortable in their day to day conversations with the public and peers, this programme provided an opportunity to develop leadership, and more formalised presentation skills, so that the findings of good community engagement could be confidently re-presented to senior officers. Throughout the programme the participants were given an opportunity to develop and hone their presentation skills. This included formal presentations; elevator pitches, planning exercises and an understanding of their social style. As time progressed the style and delivery of the presentations improved and knowledge embedded. Visibly enhanced confidence was demonstrated by participants, as was their creativity. When asked to prepare presentations on specific community engagement methodologies the group unleashed their creative skills and supported it with an in depth knowledge. Permission to learn (success or failure) encouraged the group to test their new found knowledge and skills, and undertake a new way of delivering community engagement. The success can be seen in the videos elsewhere in this pack. Their energy and passion had generated a new way of thinking and doing, and they wanted everyone to know about it! They had become expert practitioners. After two days of residential download of learning the group prepared to present to senior officers. They rehearsed what they wanted to say, how they wanted to deliver it and invited their peers to act as critical friends. The presentations demonstrated the journey that the group had been on. They wanted to tell the Senior Leadership Team (Superintendents and above) what they had learned and, importantly, how they had used their new knowledge and skills to engage with communities. Watching the teams plan and prepare for their moment was interesting as there was a balance of confidence and concern. Who was going to say what? Who speaks next? Who is going to answer the questions? Despite all the passion and learning that was exciting them, they were concerned about having to present to senior officers. In their rehearsal the energy was suppressed, and the MutualGain programme described in terms of process and tasks rather than learning. The learners reverted to type and behaved as they believed senior officers would have expected. Collective reflection highlighted their discomfort in being the subject matter expert and their deference to rank. After some discussion they developed the confidence to present using an authentic voice the realities of their own experience. The result? Interesting, powerful presentations which kept senior leaders fully engaged and wanting to learn more. All partners on the programme used their knowledge to challenge audience comments, and used evidence from their experience to show how the senior officers could take a different viewpoint. Permission to learn and permission to be honest with peers and senior officers resulted in a positive learning experience for all.
The presentations drew a round of applause and very positive comments from those present.
page 102
breath-taking
an industrialised version of Dixon of Dock Green A really good use of my time today
Comments
wanted to foresight to carry this on hear honesty today and Ive clear evidence of personal heard it development has taken place; we need to give this more care and consideration blown away with the passion and ability to deliver
we need to the patience and
Recording and Analysing Data

When we prepare a statement we listen to a persons story and probe where we need clarity. The same is true of community engagement. How we handle that information, code it and analyse it is central to ensuring the data can influence service delivery. When we write a statement or a report we tend to use templates, standards and organisation specific requirements. The same is true of community engagement, but officers generally dont receive training in how to capture, code and analyse community stories and often dismiss them as anecdote. Community stories contain hidden insights into crime and anti-social behaviour which can act as a trigger to identify emerging issues, and if ignored can be the key to reduced confidence. Data collecting techniques were used throughout the programme to listen to the stories from communities and from learners. The simplicity of pinpoint or Post It notes grouped together to identify emerging clusters and themes helped groups of residents and learners clarify their stories and experiences. The outcome was the same in each instance; just like a statement of evidence the information was refined and filtered to the point that a coherent document could be put together. As people tried this process it built their confidence. For example, the data from the two key events in Cheetham Hill and Moss Side was recorded on table cloths and flip charts. This had to be analysed and presented in a document in such as way that it represented what people were saying to the police. Those involved in the programme received specific training in information handling, data analysis and coding data. Whilst this sounds very dry, it is exactly what the
page 103
police do from the point that a crime is reported. Someone has to analyse the content of the call and code it onto a call handling system, someone is deployed and listens to the story of the victim/witness and anaylses the information to decide whether a crime has been committed. The evidence is filtered, refined and recorded in a file of evidence to allow someone to make a decision on next steps. The MutualGain process uses the same principles but collects the data using different techniques. Officers analysed, coded and documented the data to a standard which enabled decisions to be made on next steps. Training in police related issues is ongoing. New legislation, new policies, new structures, new teams, new divisions. All of which adds up to continual change. Commitment to reflective learning and experimental I was a bit apprehensive approaches will enable the staff of GMP and its partners to at first but going through respond differently to communities. Participants in this process the process I have learned demonstrated clear growth in confidence. Just like giving a lot and I know what I evidence, once you have done it a few times it becomes easier. The challenge for GMP is to build on this for the future and sustain the learning. Opportunities for officers to be supported in their delivery and approach to community engagement can be drawn from within and outside the organisation. Since the conclusion of the programme a number of people have been recognised for their MutualGain training and have been tasked with developing new ways of engaging different communities.
have learned is sustainable. We can carry it on. You just have to be a committed individual and want to do it basically
I think over the last 6 months for me it has been personal development. Ive become a lot more confident doing this course. Ive also learned new skills that enable me to engage with the community on a day to day basis a lot better
Those people are now demonstrating the value to GMP and are playing a significant part in achieving the Chief Constables promise: -
Greater Manchester Police has made a promise to provide you with the best possible service and to work with you to make Greater Manchester a safer place.
page 104
page 105
3.2 Data, Data The Right Data?

Community engagement sounds simple doesnt it? On a typical day thats what beat bobbies and PCSOs do. Neighbourhood teams speak to people and do that engagement stuff; walking the streets in hi vis jackets so people can feel safe. Law abiding people understand that the police are there to protect the public, or to help them out if they have a problem. We engage to make them feel safe and secure. Engaging communities and speaking to people is a key role of the new Integrated Neighbourhood Teams (INPTs). They are the face of GMP - the ones who, every day, have the most direct contact with people. The picture of the friendly bobby or PCSO is the vision that most people conjure up when they think of the police. So when a neighbourhood officer appears on the doorstep to ask whether the person is willing to answer questions as part of a survey, many people will agree and invite the officer in. The point of the survey is to allow the police to gain a better understanding of the public and respond to their needs and expectations. Surveys provide an opportunity to access peoples lives and open up the possibilities of learning about how people live and work. In the course of getting survey data people will often share stories that contribute to an effective problem solving approach their priority may be the removal of empty beer bottles from a nicely pruned hedge, or the fact that that lots of young people seem to spend a long time in a phone box when they all have mobiles etc. This data has value outside of the individuals circumstances.
Alternative approaches
Despite many hours of walking the streets and door knocking, officers often wonder about the value of the data from surveys when informing a localised policing response. They challenge the survey process, arguing that it doesnt enable them to speak to those who they really need to speak to (new communities, young people, the disengaged). Officers say that the information which is useful to them is provided outside of the survey questioning process. They say that there must be a better way of gathering the real data and insights of the community they serve. So are surveys the best way of gathering data about how people feel about the police? They have their place and they provide a snapshot perspective on satisfaction and confidence, but they dont get into the day to day lived experiences of residents. They can also be expensive and time consuming (resource deployment, printing and analysis). How do we access those people who do not want to allow the police into their homes, or who do not feel comfortable speaking to the police in open spaces, but do want to have a relationship with them? Is there a better way of gathering data that is less expensive and time consuming?

page 106
Communities are complex, and engaging communities is not as simple as it might seem we have learned that from the numbers that turn up for PACT meetings or gala events maybe 20 if you are lucky? People are selective and the fact that Britains Got Talent is on TV, and its cold and damp outside may just encourage people to stay indoors, after all, someone will turn up to speak to the police, wont they? Sometimes visibility does not always equate to trust and can act as a barrier, especially in areas where communities are under stress or feel that no one cares. In these instances the police need to think about different ways of engaging communities, new ways of gathering data, new ways of building relationships and gaining the trust of people. New ways of engaging means new possibilities to speak to those people who either do not trust the police or are uncomfortable speaking to them on their doorstep, or in public places. Communities need something to get them started they need to see a strong reason why they should engage. They need to have a good experience, see the police in an alternative light and see the value of going to meet with the police on a cold damp evening (and record Britains Got Talent on Sky Plus! ). Cheetham Hill and Moss Side discovered it is possible to encourage communities to come and speak to the police, and there are better ways to listen to residents stories. It is possible to attract those who do not normally speak to the police. Despite a healthy cynicism at the start, a core group of officers volunteered to learn about new ways of engaging communities, building relationships, building trust and seeing whether they could get more data from the people who live in the area in which they worked, with a view to being able to deliver an improved service. Following the training both teams applied their learning by organising engagement events that were attended by large numbers of people. The data gathered, coded and analysed provided a clear insight into communities and their priorities. The coding of qualitative data was a new skill learned. Often at Gala events the views of those in attendance is not captured in any systematic way, so if a minor point was raised and dismissed by an officer in Cheetham Hill, and then again by an officer in Moss Side, there is no way of spotting emerging issues. By coding and analysing the data and producing reports with original contributions, the police and partners can start to problem solve in a different way, and identify emerging trends across areas. Each Post It note and table cloth comment was input into a spreadsheet and grouped according to themes a time consuming, but rewarding process. The teams produced reports which were made available to those in attendance and uploaded on to the neighbourhood reporting tool. Imagine a time when all these data lines can be analysed force wide, and the data used to influence partnerships? The shared initiatives across agencies can also be better utilised, and the community more effectively mobilised, as a result of better data gathered in a face to face way. For example, Manchester City Council have a Community Guardians scheme which is a volunteer database. Despite lots of communication about the scheme and support to raise awareness, residents still hadnt heard about it (neither had the police!). When litter was raised as an issue partners were able to signpost them to the Guardian scheme. In Cheetham Hill new local residents are actively using the scheme to improve their area. This is a good example of the police acting as a catalyst for shared conversations, but where the police themselves dont need to provide the response.
page 107
Listening rather than telling became the key focus and officers were struck by the diversity
of those who attended, including residents who have recently arrived in the UK (from Iraq and Afghanistan), young and old, and people with disabilities. All had a story to tell and in two events they all had an opportunity to make their voices heard and build relationships with their local INPT. The data is openly available for all to see. The police listened intently. A new listening relationship will in time provide strong information and intelligence to help us protect the public and make them feel safer. A new approach opens new opportunities for new relationships that might lead to renewed legitimacy. So when we think about data we can consider new ways of capturing those conversations that officers often hear outside of formal consultation and engagement (surveys, gala events). Its an opportunity to hear the stories of communities and bring them into the systems and processes that lead to the deployment of resources.
page 108
3.3 The Power (and bias) of a Uniform

The British police uniform is a global branding success. What would Marks and Spencers or John Lewis give to have a brand that is instantly recognisable and instantly associated with a positive image? How many times have you been stopped by tourists and asked to pose for a photograph with families? The police uniform was carefully thought out in 1829 by Sir Robert Peel and his first two police commissioners; Sir Charles Rowan and Sir Richard Mayne. Peel wanted a uniform that was distinguishable from the militia; a softer more approachable uniform which would encourage the public to talk to them and ask for help. In September 1829 the first of the new police stepped onto the streets of London wearing a long blue waistcoat, blue trousers and a tall black hat. Police officers of the day were provided with a pair of white trousers to wear in the summer months and a lamp to enable them to see during hours of darkness.
A lot of consideration went into the design of the uniform which was provided by Charles Herbert. A high collar was provided to prevent the police from being garrotted - a favourite method of attacking police officers at the time. A company called Parker supplied 1,000 rattles, batons and handcuffs, but they had to be kept out of sight in an inner pocket so as not to frighten people. Initially Inspectors were also provided with cutlasses and pistols. The whistle did not supercede the rattle until the 1860s, and it remained an essential part of the police uniform for many decades thereafter. The police uniform didnt change a great deal until the early 2000s when high visibility jackets were introduced. The fluorescent jackets enabled the public to see the police, and allow colleagues to see each other in crowds. Perhaps the only other significant change has been the introduction of the stab proof vest. Even these, when first introduced, were designed to be worn covertly under the shirt rather than on top of the shirt. Over time the police have rightly become proud of wearing their uniform: when the public are asked about crime they regularly demand more police walking the beat. The police are the authoritative body that use their powers to keep us safe. This is supported by the current Home Secretary who states the police are the fundamental basis of our society. The public know and love the uniform, but what are the implications of it and its associated power when police embark on meaningful community engagement? Community engagement is another type of social research: it requires the same skills, draws on some of the same techniques (surveys, focus groups etc.) and seeks to capture the authentic voice and experience of those engaged. Providers of community engagement pride themselves on adhering to a code of conduct where confidentiality and independence is paramount. GMP want

page 109
their officers to conduct meaningful engagement, which means some of the usual organisational norms and behaviours have to change to capture the authentic voice of the community. The police are all too aware that the community are their eyes and ears and they want to build a refreshed relationship with those they serve. But the uniform can sometimes be a barrier to that. Imagine that you live in a street where your neighbours are involved in a lifestyle of criminality and/or possibly violence. You want to stop crime and keep your family safe - maybe your child is involved in, or on the periphery of, criminality or anti social behaviour. You want it to stop and you wish the police would 'just do something about it'. Currently your opportunity to influence the way you are policed is:
Contact the call centre or stop an officer who is patrolling to give information on your child/partner/neighbour activity Complete a survey which the PCSOs conduct at your door Attend a gala event Attend a PACT meeting Write to your local councillor or MP
Police and PCSOs (and housing and council officers) often complain that the public just don't want to engage with them; that numbers are low or it is the same people turning out. It is well known by social researchers and independent providers of community engagement that the public do want to engage but they are suspicious and nervous about the implications and associated repercussions of ' speaking to someone in authority', despite the good intentions and the friendly nature of the individuals delivering the engagement activity. Those working in the public sector often express their frustration at knowing the community has information and experiences which can be acted upon but they won't talk or act with those that can help. MutualGain worked with officers to break down those barriers and were prepared to take off the uniform! During the period that MutualGain has been working with GMP there have been a number of occasions when the police were encouraged to remove their uniform, particularly with the recruitment to, and facilitation of, community events. Moss Side and Cheetham Hill officers wore non uniform and acted as facilitators alongside people from partner agencies and members of the community. Despite it feeling odd and contrary to what they believed was 'right' the advantages of not being in uniform at community events became apparent. In the planning stage of one of the events a constable went door knocking with a member of the community to encourage people to attend. Door knocking is not new or unusual but doing it in a uniform may have repercussions for the resident; whilst they may love the police, they want them off their doorstep ASAP for fear that they may be perceived as a 'snitch' or a 'grass'. The fear of reprisal was removed when the officer recruited with one of his active community members and was out of uniform. In this case the police officer and member of the community were invited into many of the houses and people wanted to share experiences and information. At the end of the day the police officer had recruited almost 30 people who committed to attend the event and wanted to work with him. Both events were attended by a Superintendent in uniform. This was the correct thing to do as they were the host of the event representing GMP, and as we know the community like the authority that the uniform brings; they like to see that someone in charge will be doing something
page 110
The uniform would have been a barrier to the conversation. The fear from some officers is that the community might be upset or feel deceived when the facilitators revealed themselves as police officers or PCSOs at the end of the event. Nothing could be further from the truth. The participants built a relationship with the officers and saw them as people who also wanted to make a positive change to the area - people, not officers. The authoritative barrier had gone and the community sympathised with the challenge they have in tackling crime; they could see that community relationships are key to helping resolve crime and enjoyed having informal (but structured and documented) dialogue with those in authority.
At the Cheetham Hill event I spoke to a family from the Afghanistan community about how they felt living in the area. Im not sure that would have been as candid as they were if I was in uniform. I learned a lot from that family.
with the information shared. All other officers acted as facilitators on tables with members of the community and they did not wear uniform. The result was a free flow of information about the area that people lived in and how they thought that it could be improved.
They got a better outcome without their uniform

THE COMMUNITY STILL WANT VISIBLE POLICING, JUST NOT SO VISIBLE DISCUSSIONS. Of course there has to be a balance. There are times when wearing uniform is essential and appreciated, but there are times when engaging with communities when taking your uniform off can have a positive impact too. As the Peelian Principles state Police, at all times, should maintain a relationship with the public that gives reality to the historic tradition that the police are the public and the public are the police; the police being only members of the public who are paid to give full-time attention to duties which are incumbent upon every citizen in the interests of community welfare and existence.
page 111
3.4 May : becoming an active citizen

May Elfituri has been a resident of Cheetham Hill for three years. She is a native of Northern Ireland and lives in the area with her daughter and granddaughter.
May was born and raised in Northern Ireland and moved to the Cheshire area as a result of her daughter witnessing an incident. Things seemed to be going well for May and her family. They lived in the same area for 20 years, but things started to go wrong when she started to suffer racism. You see, May is married to Ismail (a Muslim) and her daughter Allana was also going out with a Muslim boy. The incidents of name calling towards the family increased, including to her young granddaughter, Chadlea. As is often the case the family started to change their behaviour in an effort to stop the racism: her daughter stopped wearing her hijab for fear of suffering violence, but it didnt stop and the last straw came when Ismail was assaulted and someone fired a bullet through Mays front window. May recalls that the police response was lamentable. The family had no trust in the police to protect them so on the advice of a friend they moved to Cheetham Hill in 2010. Moving to a new area, especially a multi-cultural area was a bitter sweet experience. May felt like a foreigner in a new place with new people and with many people who didnt speak English. The gregarious woman that she is, May enjoyed the multi-cultural aspects of the area and quickly became involved with the Tung Sing housing association working as a treasurer and secretary. All seemed to be working out well until there was an increase in anti-social behaviour associated with drug taking. Complaints were made via the tenants association, but action seemed to be limited. It was at this point that May decided enough is enough. She did not want to move her family again and liked the people who she had befriended. But it was another criminal act that started Mays relationship with the local police officer Colin Barnes. While conducting a walkabout of the area with Tung Sing someone attempted to break into her house. The matter was reported to the police and Colin turned up on her front door. Having heard about a scheme called Home Watch May contacted Colin to ask for details. By this stage Colin had become involved in the MutualGain training programme and knew that a community engagement event was being planned for the Cheetham Hill area. Seeing May as a potential community activist Colin suggested that she may wish to come along to one of the planning meetings. This opened a very large door for May. She met the rest of her community policing team, people from other agencies and other residents with a similar passion for active citizenship; the meeting opened up a whole new network of people who would be able to support her. Mays first thoughts were that she was with a group of people who wanted to make a difference to Cheetham Hill, wanted to make the area safer and that is exactly what she was trying to do. Colin and the neighbourhood team were acting as catalysts for social change.
Continue on next page

page 112
One of the people who May met was Mrs Pat Leslie. Pat has been a Home Watch leader for some time and is well known to the neighbourhood policing team. Just having someone to talk to regarding Home Watch was a great help to May. Whatever they spoke about seems to have worked as to date May has recruited over 100 people in the surrounding area to become a part of her Home Watch group. But Mays story does not stop there. As well as helping Colin Barnes recruit people for the Cheetham Hill Appreciative Inquiry event, May has also become a Community Guardian for Manchester City Council and a First Responder for the local ambulance service (North West Ambulance Service). She acknowledges that before she became involved with MutualGain and her local policing team (INPT) she would not have known how to start a Home Watch scheme or become a Community Guardian or First Responder. MutualGain has opened up many possibilities for May and her network of support is increasing almost daily. In essence, May has turned from a person under pressure from being a victim of hate crime and suffering a lack of action to deal with drugs and crime issues, to a full blown community changemaker working with the police and partner agencies to make Cheetham Hill a safer place. And as for the MutualGain event, May says that the impact has been fantastic. In her own words
Everyone is talking about it. People stop me in the street and ask me how they can get involved.
There are assets in every community people, places and resources. Opening one door and providing proper support can give the police access to many more resources. Imagine if one hundred plus residents became Mays? Local policing has the potential to change; local communities just need the right investment.
page 113
3.5 The Need for a Paradigm Shift

Definition of a Paradigm Shift - a fundamental change in approach or underlying assumptions
[Oxford English Dictionary] n
During a six month programme of support people at all levels, from all organisations, within the learning sets and outside of the sets, described the need to do the right thing for and with communities: they wanted localised neighbourhood policing that built relationships with the public so that crime was reduced, and the public felt safer. Greater Manchester Police and their partners have a strong desire to put the community at the heart of the new Integrated Neighbourhood Policing Teams (INPT) and other partnership arrangements, so that they can create better relationships with those who they serve. In short, they want to be one public sector organisation working with one public. Despite goodwill and energy, those on and off the programme experienced practical dilemmas and conflicting voices which contributed to an overall feeling of apparent contradictions when trying to deliver meaningful community engagement. Some of the issues that they grappled with included:
Focusing on burglary when burglary wasnt the real problem Being called to diary appointments which drew them away from their own neighbourhood Demand for execution of warrants consuming their daily activity Inflexible shift patterns that restricted team work Command structure that puts community engagement activity in the nice to do or if we have time box Time to capture, codify and analyse data after the event Time to follow up Access to resources (internal and external) Escalated decision making for small things like printing invitations or refreshments Devolved decision making which wasnt matched by partner agencies

page 114
Many of the issues listed above are influenced by a particular view of community engagement which encompasses some of the following feelings: Community engagement is easy to do and therefore doesnt require any specialist skills Community engagement is only an event and we do events all the time (PACT,GALA etc.) Community engagement is pointless community wont turn up and if they do it will be the same old faces and therefore why bother? MutualGain is a new initiative that will pass.
With the exception of those on the programme and some energised, progressive senior individuals, community engagement is not commonly thought of as real policing. Those that attended the events spoke about the strong need for seeing is believing; when you see meaningful community engagement you believe in its power. Due to its pilot nature not all the force experienced it, and therefore those who want to continue and to embed it in the culture of the organisation are, at present, a minority. Extending the seeing is believing will be key if GMP want to ensure their local policing approach reflects the subtleties and nuances of any given community. This written insight uses the GMP experience to argue the need for a paradigm shift across policing nationally. It is not specific to GMP the issues were echoed and evidenced beyond the world of policing and should therefore provide a useful insight into the challenge of putting communities at the heart of service delivery for all public services.
The Approach: Culture

The current paradigm of policing involves a long history and culture of command/control management. As progressive leaders attempt to change that culture, and develop a more dialogical learning organisation, they will need to feel comfortable with new attitudes and assumptions which support experimentation, iterative learning and reflective practice. A paradigm shift could empower local police teams to respond to the dialogue and narrative of a local community rather than the (sometimes limited nature of) statistics. Conversations could inform policing, but to do so those conversations will need to capture a wider voice than the Independent Advisory Group (IAG), community forum or PACT meeting the culture of engagement will need to change if it is to inform the culture of policing. Internal culture is not something that exists outside of people it is the behaviour and practice of all those working in the organisation, and yet it was often referred to within the organisation as something that belongs to someone else. There is a well-known saying that culture eats strategy for breakfast, which means no new strategy will change the organisation unless the people in it are willing to think and act differently their approach and assumptions need to change. As forces try to innovate they will need to be open to new ways of capturing learning and embrace the emerging contradictions as an opportunity to shift the cultural paradigm. The cultural approach to performance management is to use the RAG (Red, Amber, Green) action plan. Officers within this programme challenged where community engagement featured in the performance management structure, and expressed concerns about the short termism associated with achieving success: the approach exposed the limitations of project boundaries and RAG assessments. In other words they felt that the needs of the community were squeezed into the narrow confines of a project rather than the needs of the community influencing the longer term approach to policing.
page 115
This challenges the cultural norms of police officers who pride themselves on their ability to RESPOND to tackle problems quickly and deploy all resources necessary to solve a problem. By responding quickly, measurement is easy and time bound. But as many leaders and officers know, when you are dealing with crime, often the problem is displaced and/or doesnt go away for long, even with very good problem solving approaches. A new paradigm relies on the adoption of some new assumptions, not least that crime will not reduce without effective and meaningful community engagement. And if that is accepted, the activity and culture of engagement must be embedded within the system of the organisation. Earlier in this document (page 13) you will find a simple breakdown and description of what informs a quality service within policing: the functional, internal, and interactional elements. This insight challenges police to prioritise the interactional so leaders can drive a new approach to the functional. Response and reassurance policing are not cost effective long term solutions to tackling crime. They tend to focus on the functional (day to day response) and internal (leadership) at the expense of the interactional (community and partnerships). By doing so they miss the opportunities to utilise the assets within the community to fully understand, and realise the potential for reducing crime by the community itself. Long term solutions require socially responsible citizens. This idea is not new to Greater Manchester Police Chief Constable Peter Fahy wrote about socially responsible citizens some years ago. Putting it into practice requires systemic changes to the current approach and a change in attitudes and assumptions about what real policing and real community engagement is.
Shifting the paradigm Real Policing

Who does real policing is often the topic of much banter within many police teams is it those who do the actual arrests and operations that take people off the street? Is it those who do the detective work behind the scenes to gather the evidence to arrest? Or is it those who work in communities to nurture strong relationships which build intelligence and encourage communities to police themselves? The current paradigm tends to favour the enforcement arm of the service when describing real policing. But how does that fit with the original aims, aspirations and principles of Sir Robert Peels police service: that the police are the public and the public are the police? And if the police and public are to meld into one collaborative partnership, what does it really mean to engage the community in shaping a localised, more personal police service? Lets explore Greater Manchester Police know the cost of crime all too well, and have, unfortunately, felt the frustrations of a community who are reluctant to come forward and enable them to do their job. Greater Manchester Police know that they must find a different way of engaging with those that they serve: they must ensure that they understand all the lifestyle and experiential evidence to help identify appropriate solutions. As with perceptions of real policing there are often different perceptions of real community engagement. When uniformed officers embark on a community engagement exercise which involves setting up a football match or organising a community party, they are often accused of having an easy day by their colleagues. Football matches and parties/celebrations have their place in bringing people together and breaking down some of the barriers between police and the public, and they are nice things to do, but they are not meaningful community engagement. The results of the activity rarely result in a more active community who help reduce crime: they do not, therefore, constitute real or meaningful community engagement.
page 116
Real Community Engagement

When officers embarked on the MutualGain programme, there was an assumption made by their peers that they werent doing real policing but instead having a jolly! In fact they went through a rigorous programme of training and supported delivery which enabled them to do what theyve always wanted to do real policing through real community engagement. They had fun doing it because it was what they joined the job to do, and felt as though they were making a difference to peoples lives. Real community engagement uses techniques that support people to be the eyes and ears of a community; the techniques capture information, intelligence and ideas from people from all communities, and ensure the public view is built into the systems and processes which are there to serve their needs. Real community engagement in other words means the public influence the way they want to be policed, using a bottom up approach. Real community engagement makes good use of the assets within a community to help build not just strong and resilient communities, but communities who are the police, and police who are the community they become one in their fight against crime and anti-social behaviour, share information with each other and help each other out like good neighbours would. Real community engagement doesnt end with an event that is the starting point of a new approach to local policing. The relationship has to be strengthened and deepened; it needs the right time, resource and commitment to follow it as it would if you were tackling a spike in crime using the RAG system, but this needs to be on-going. Good community engagement doesnt stop if its taken seriously: it is resourced as a core function like communication or HR. Good community engagement is long term not short term, and reaps the rewards of capturing high quality information and intelligence - it helps resolve crime and build confidence. Whether you are a detective dealing with a specific case, or a uniformed officer problem solving a recurring crime, the pieces of your jigsaw will fit together neatly when you have real community engagement hard wired into your thinking and approach. Real policing is therefore only possible with real community engagement. Creating a paradigm shift which puts the community at the heart of local policing does indeed require a fundamental change to the underlying approach and assumptions of what it is to police with, by and for communities. What this work has shown is the commitment from GMP to lead the way nationally on improving the conversations it has with communities. It demonstrates the willingness from a core group of staff to move beyond the transmitting and the transfer of knowledge to the creation of more reflective and reflexive practice. It makes learning the primary goal of measurement and it demonstrates a commitment to invest in staff and communities to facilitate a new relationship. There is a new knowledge sitting in communities but it needs a new cognitive mindset that can look beyond the existing paradigm of objectivity and facts to one which engages with a commitment to understand the context and conditions of peoples lives, and facilitates a platform of collaboration and knowledge sharing. In doing so they will create a renewed sense of purpose for decision making and co produce solutions with communities. Real policing will become community policing.
page 117
3.6 Incentivising Communities to Participate

Local politicians are volunteers who work for the common good of society. They work for and on our behalf representing those who elected them, and those who didnt. Each Council is run on the basis that Councillors set the strategic direction of policy which they believe reflects the interests and needs of those who they serve. Our democracy works on the basis that we entrust politicians to make decisions on our behalf, and if we dont like those decisions, we can vote them out in four years time (or thereabouts) Greater Manchester Police covers 10 Council areas The new Police and Crime Commissioner has a similar role (but salaried) and is passionate about working with the Chief Constable to ensure the views of the public inform the strategic direction of Greater Manchester Police.
Politicians face the same challenge as those working in the organisations they direct how do they better understand the needs of the communities that they serve? How do they ensure their communities are part of the solution to what are often seen as intractable (wicked) problems? This insight draws on the learning around incentivisation and how it might act as a catalyst to engage those who are not currently involved in local dialogue about service provision.
Political Engagement

page 118
Voter turnout at local elections is often less than 20%. Those who engage in forums, committees and other structured forms of governance constitute between 3% and 7% of the population. The other 73% of the population often go unheard until elections.
There is little evidence that the public want to dispense with representatives, but there are indications that the public would like a more open and more direct relationship with their politicians (Howe, C (2013) The Networked Councillor: A research report by Public-i for Improvement East). In the same report it is noted that the 2011 Audit of Political Engagement described the publics discontent with politicians, but went on to describe the potential at a local level: People are far more positive about the efficacy of getting involved in their local community than they are about getting involved in politics. Around half of the public (51%) agree that when people like me get involved in their local community they really can change the way their area is run... The challenge for politicians is how to ensure one person (the representative) understands thousands of experiences and ideas within a given geographical area, and inspires local people to become active citizens. Greater Manchester has a rich tapestry of cultures which can make representation challenging. With more listening, we encourage and create more learning. With more learning we become more enlightened and tolerant. Listening and learning should be essential dimensions of our representative democracy. This programme of work revealed that the electorate expect representatives (councillors and PCC) to encourage those serving us (police, health, council, housing) to gather our opinions and ideas in innovative and creative ways so that public services are improved.
Incentivising Community Engagement

MutualGain was commissioned by GMP to build the capacity of the workforce to better engage with communities. They were keen to work in partnership with the local authority from the outset which resulted in local authority staff being given access to free training and support to deliver meaningful engagement. The idea underpinning this approach is one public service for one public. A capacity building programme was used to generate fresh thinking about community engagement in policing. One small but significant part of that process was to use financial incentives. A key challenge in most community engagement is how to encourage those who dont normally engage to give up their valuable time to share their experiences with those responsible for serving them. The intended audience in Manchester, therefore, was those who dont normally engage in gala events, surveys or council committees. Trainees needed to test the whats in it for me? principle. Many years of experience has shown that a financial incentive attracts those who NEVER engage. It doesnt need to be a large incentive but it can be the catalyst for attracting what we often call the hard to reach (those who dont want to talk to those in authority, and dont want to use the normal democratic approaches). Incentives accompanied by good, wide partnership planning processes guarantees high turnout and is tried and tested practice across the country, and within Manchester. It is worth noting that you do not incentivise every meeting just the first one to attract those who dont normally engage. Once they attend, you must make sure the event is inclusive, focused on listening, and results in action.
page 119
The engagement activity should feel good and leave people feeling positive and energised to engage further. With that in place you have a strong start to a new long lasting relationship with the public which will benefit the following groups: Residents feel listened to, start to identify what they can do for themselves, and gain a better understanding of what is already there for them to access. Politicians a wider set of residents who get to know their councillor (and may vote next time as a result of having a positive conversation with them!) Service Providers a better insight into behaviours, opinions and solutions to what seem to be intractable problems Opinion on the use of incentives can be divided and as such must be sought at the start of the process. Officers must be clear that they plan to use financial incentives (not just refreshments). Although not controlled trials one area in Manchester tested the use of incentives and the other didnt. Decisions on the use of incentives were informed by local councillors. The area where incentives were used has a history of non-participation. The other area attracts a small number of interested and active residents who have an appetite to engage the wider community. Feedback from both areas about the engagement itself has been exceptionally positive, but the difference was noted in terms of numbers. The area which used incentives attracted a much wider audience which reflected the diversity of the community. They discovered the views of new and indigenous populations in a way they hadnt heard before, and are now actively working to improve their own area:
114 new residents engaged in a new neighbourhood watch community organising has led to an application to use and fund the old police station as a community asset communities now task (previously unknown) community guardians to help clean up the area; and so the list goes on.
In the area that didnt use incentives a new programme of focus groups is being planned to listen to key absent communities. Building on their learning from the programme they are using incentives and successfully engaging with specific groups on specific issues.
Some hints and tips drawn from the learning include:
We often expect Councillors to be experts in community engagement rather than representatives of their communities. Many have never been trained in the tools and techniques to increase participation, capture voice or build capacity. By bringing their local knowledge of the area together with trained experts in effective community engagement the councillor is able to capture the learning and build new relationships with new communities. Despite living and working in an area for many years there is still a lot of untapped knowledge about the experiences and opinions of those who dont normally engage:
page 120
some communities will be hard to hear. Incentives attract a voice which isnt usually heard and enables a greater insight into how to represent their views in other decision making processes. Councillors should be a partner in a shared approach to delivery, and keep an open mind to the operational techniques used to attract non participants Find out who else is struggling to engage and bring them to the table. In this instance Northward Housing had a budget to incentivise the hard to reach in Cheetham Hill so they were able to provide a valuable resource for a shared outcome. Attracting a large number of people improves community leaders understanding of how the public are feeling about the police and partners, and how an improved relationship can be created Communities want to see more opportunities for the resident voice to be heard and they expect councillors to enable that to happen in the first instance. The challenge is they dont want to go to council meetings. By incentivising and designing new formats of engagement councillors demonstrate leadership based on active listening In general you should only use the incentive once and ensure that the experience you provide is one of officials listening not telling that way residents will want to engage again. An incentive fund can cost a lot less than door knocking and has the additional benefits of a collective conversation when participants attend an event - new communities talk to indigenous communities and identify their shared concerns and expectations. The use of an incentive is viewed by communities as a demonstration of how serious you are about listening often they dont take their incentive once they feel heard Make sure people sign for their incentive on the night but dont ask them to complete intrusive data collection forms, as this leads to suspicion about how you might use the data
If we want a socially responsible and active citizenry (also known as social capital), we must incentivise people to come to the table to talk and share. Once they are there, we must make it a good experience. We wont have everyone actively engaged overnight but we can certainly start to build what is called social capital. Areas that have high social capital, experience low levels of crime. It is right and proper that our Politicians seek out fresh and alternative methods for energising our democracy. Exploring new ways of engaging residents in between formal decision points can not only contribute to better decision making, but can help to build cohesion in communities. We need to help politicians open up the democratic space and create a new type of politics which is flexible and inclusive to all.
page 121
page 122
SECTION 4
Building Purposeful Partnerships
4.1 Challenge 5 Building strong local partnerships
It is well understood by those in leadership positions across the globe that wicked social problems require complex social solutions (Grint, K)
By a wicked problem we mean a problem which is impossible to solve by one agency alone because of the multiple influences on the individual or groups involved. Forces across the UK are often heard to argue that we cannot arrest our way out of this problem: enforcement is just one part of tackling the crime problem in this country. Prevention services are another, but for the purposes of this document, the community is key to problem solving. If you seek to solve a challenging problem without the community helping you it is likely to fail. If there was one answer to solving crime, we would all be doing it and crime would be lower, but there is no one answer; it requires a holistic and integrated approach. The multiple variables that influence how we tackle crime means that inevitably there will be conflicting views. GMP and partner agencies need their staff to be able to manage conflicting conversations with positive outcomes. Through the process of reflection they should work with each other to cross pollinate the dialogue so that they develop a shared understanding and a shared solution to problems. The MutualGain process acted a catalyst for stronger, purposeful partnership working not a formal group that meets regularly, but a group of frontline workers who all passionately want to make a difference in their community. They recognised they werent able to do it alone. Despite many studies of how to do good partnership working it is often argued to be down to personalities. The action learning and reflection process that officers engaged in enabled their personalities to flourish, and their differences to be explored. As a result mutual gain was achieved by all.
The learners discovered that the good practice of engagement isnt limited to the public, and that you can practice new ideas and skills as part of your own meetings. Police in GMP lead from afar and empowered their peers in other agencies to bring their knowledge, skills and resources to the table so that the public benefited.
page 123
4.1.1 New Approaches to Running Partner Meetings

The responsive nature of the police means that when they organise a community meeting they have a tendency to take the lead. In doing so they often miss opportunities to tap into the resources that are available to them within the community. With this in mind, participants were encouraged to practice the skills they were trained to use in community engagement with their partners; they were encouraged to run their partner meetings in a similar way to that which they planned to do with the community. By practising what they had learned, partners were able to experience the proposed approach and as a result were able to contribute to the planning and resourcing of the event. Adopting an asset based approach to meetings as well as community engagement means that better partnerships are developed and the whole event is owned by all partners.
Key Skills: facilitation and listening Planning Questions: Which residents will attend? Will
interpreters be needed? What materials will be needed to capture the data? How many facilitators and scribes are required? What might incentivise local people to attend? What are the shared key questions that needed to be asked? What would success look like? Who and how will you recruit residents?
Partners provided:
Facilitators - the Local Authority, Northward Housing and the team from Moss Side Translators - the voluntary sector The food - Tesco and a local restaurant The majority costs of the incentive was covered by a Northward Housing The venue Waterloo Centre (VCS) Advertising - local radio station Recruitment - Police, partners and volunteers from the community
Planning meetings were led by the MutualGain participants and provided an ideal learning opportunity to feedback the skills they had learned. Good facilitators make the art of facilitation look easy. It is, however, much harder than it looks and requires significant planning and preparation. In this case there was a need to do a number of different things within one and a half hours, including: Build a sense of partnership between diverse partners who didnt know each other Develop shared agreement of the success criteria Enable the development of a shared project plan
page 124
The more traditional way of doing this is for officers to take the lead, enable a discussion and leave with the task of coming up with an action plan which reflects the conversation. Using different, collaborative techniques meant the tasks were created by the partnership and the police acted as coordinators. Moving from telling and responding, to listening and facilitating proved challenging: it is tempting to become drawn into the conversations instead of facilitating them (nb. if you want to contribute you should not facilitate). Practising with partners means that new learners were able to improve their skills ready for the big event - feedback was given to all concerned and was discussed at a later meeting. As a result future meetings showed a marked improvement.
4.1.2 New Partners

In designing and delivering a new way of working, the core officers learned new ways of engaging local partners. The outcome of better engagement was increased knowledge about what each other were doing and what they were trying to achieve, and soon they were able to share resources and knowledge to collaborate in a way that they had not previously experienced. The list below gives an indication of the types of partner they worked with. PARTNER RESOURCE
Local neighbourhood volunteers, including Community Guardians, Manchester in Bloom Manchester City Council Customer & Community engagement teams - community contacts, faith groups and BME community volunteers Incentives fund Cllr Bernard Priest Councillors Cllr Ali Khan Cllr Alistair Cox Access to a wealth of community information and facilitated meetings with other active citizens. Also completed surveys in relation to closure of local police station Access to new communities and in depth knowledge of community funding AI and PB practitioner First Responding Access to a wide range of services, individuals who are community activists and resident groups
APPLICATION
Access to a large and diverse volunteer workforce based in many of the areas of Manchester
Northward Housing
An annual pot of money used to encourage community participation
Home Watch
Mrs Pat Leslie Mrs May Elfituri
Community Support Plus Salford Council NWAS
Mr Gurnam Singh Ms Tracey Jacobs Iain Proctor Dow

page 125
page 126
SECTION 5
Hardwiring Community Engagment
5.1 Challenge 6 Changing Perceptions - beyond the fluffy stuff
They did a fantastic job!

Each and every officer that participated in full spoke about the powerful learning experience they had and how they wished everyone could experience it so that it would be core business for all agencies. They worked in purposeful partnership to experience the power of what good community engagement can provide. Residents worked with them to take social responsibility for their areas people who they had never met before are now working in partnership with them. In one area alone a new resident has recruited over one hundred new Neighbourhood Watch members. In another, young people are talking to the Integrated Neighbourhood Policing Teams (INPT) teams about how they can work more effectively together: the experience has embedded the knowledge and skills that they have learned along the way. But this is just phase one of a good community engagement programme:
Phase 1 What are people saying about crime (policing) in the area?
Phase 3 How can people take the new relationship forward so that the whole community benefits?
Phase 2 What can people do about reducing crime in the area?
page 127
As the community become more active and develop strong relationships with their INPTs, they will need to be ready to use the information and intelligence that the community provides, and to work with their partners to ensure community priorities are resourced. A good quality local partnership will use the interactional element of quality service to ensure the functional reflects local priorities. (refer back to pg.13)
Putting community engagement on the Pace Setter agenda, and ensuring the neighbourhood reporting tool is used to its full potential will be a good start it should ensure the Neighbourhood Beat Officer (NBO) remains on their neighbourhood, and that PCSOs are recognised, with their NBOs as having expertise which should be trusted; in other words the senior leadership of all organisations need to allow local partners to work together as they see fit, and resource their work so that the findings are hardwired into the performance management regime of the organisation. Community engagement is NOT the fluffy stuff it is the hard stuff of public services. Its difficulties and challenges must not result in it being relegated to project or pilot status, but must ensure it is given its rightful place the centre of public policy making. As agencies demand more responsible citizens, those citizens will expect responsible services, not tokenistic initiatives. What that looks like will need to be developed with the partner agencies and the community. Much of the expectations may already be in place and require word of mouth communication and support to capacity build the residents that come forward. But some of this learning requires a paradigm shift internally (see Hidden Insights).
Only people can change culture so investment in the right people support needs to be put in place for it to change. Action learning sets are an easy, cost effective way of enabling culture change to be explored within the organisation, and as we have seen from this work, a valuable staff empowerment tool which doesnt discriminate according to rank. Empowering the frontline to expose the challenges to internal culture enables senior leaders to transform their organisation its a win-win (MutualGain!). By transforming organisations the public are better served and their elected representatives confident in their ability to listen to constituents. So the big challenge is how GMP and partners roll this out across the force so that it becomes the natural and easy part of policing a modern version of what Peel envisaged. By using those who are trained and know how to reflect and critique themselves and others, GMP and partners have an opportunity to cascade the learning in other areas and reduce the external costs by using their own staff to deliver some of the programme.
page 128
5.2 Challenge 7 The Senior Leadership Challenge
Innovation, creativity, efficiencies and high quality services are the order of the day across the public sector, but how can that be achieved with ever decreasing resources? The learning from this work reveals it can only be done with, by and for the public.
So here is the challenge to Manchesters senior leaders:

How do we enable new approaches and practices in public service systems while simultaneously sharing their actual public value, and at the same time, building the operational capacity and administrative capability to develop and govern them effectively? Does your organisation have openness to iterative processes (and implicit acceptance of failure as contributing to learning)? Does your organisation accept that a new knowledge is out there and in itself requires a different approach to risk management that goes beyond rational knowledge and norms of governance? Does your organisation want to develop a new cognitive mindset beyond the myth of certainty, facts, objectivity, predictability? Does your organisation have a willingness to rehearse the future through a beta approach to prototyping (not piloting)?
(Nesta, 2013 )
New approaches bring new outcomes. GMP and its partners have started an adventure that has the potential to unleash the positive assets in communities which will benefit all, and keep communities safe. If this work is continued, developed and supported effectively it has the potential to not only change internal quality (culture) but to influence national approaches to real community policing.
page 129
References
Butler, A.J.P. (2000) Managing the Future: A Chief Constables View. Chapter in Leishman, F., Loveday, B. & Savage, S. (Eds) (1999) Core Issues in Policing. Essex. Longman Christiansen, J & Bunt, L. (2012) Innovation in policy: allowing for creativity, social complexity and uncertainty in public governance (Nesta) Mind Lab Grint, K. (2008) Wicked Problems and Clumsy Solutions: the Role of Leadership Clinical Leader, Volume I Number II, Kets de Vries, Manfred (2006) The Leadership Mystique: Leading Behaviour in the Human Enterprise; London, Prentice-Hall Schon, D. (1983) The Reflective Practitioner: How professionals think in action. London: Temple Smith Waters, I. (1996) Quality of Service: Politics or Paradigm Shift? Chapter in Leishman, F., Loveday, B., Savage, S.P. (eds.) (1st ed) (1999) Core Issues in Policing. Singapore. Longman Group
page 130
page 131

MG DOC v6 Final

Uploaded by

Copyright:

Available Formats

MG DOC v6 Final

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

MG DOC v6 Final

Uploaded by

Copyright:

Available Formats

LEARNING ABOUT COMMUNITY ENGAGEMENT IN GREATER MANCHESTER

A PARTNERSHIP RESOURCE PACK

Who is this pack for?

Who Contributed to the Learning in this Pack?

What is in this pack?

Participatory Budgeting 2.5.1 What is Participatory Budgeting?

SECTION 1 Snapshot of learning

VIEWS OF COMMUNITY ENGAGEMENT

1.2 Challenge 2 Policing with the Public

GMPs Sevice Promise

So what does a good quality service look like?

Internal Quality: this dimension is focused

Interactional: This relates to inter agency partnerships,

Resources are important - invest to save and energise

Invest to help people help themselves

It helps move beyond moaning to resolving

STEP BACK....LISTEN.... then solve the right problems

Good community engagement leads to a fun, efficient, learning exchange

Provides good opportunities to work across teams and organisations

It is important that people/residents have a good and positive experience of

Different methods for different people

There are many ways to engage communities. This is currently done

Are surveys community engagement?

1.5 Community Engagement and the Peelian Principles

1.6 Challenge 3 Developing Reflective Practitioners

Why Do We Need Reflective Practitioners?

I have learned that I dont have all the answers

Neighbourhood beat officers dont spend enough time on their beats

Its made me question whether I am telling or listening

It made me much more confident as a person and as an officer

Who is your critical friend?

What is an action learning set?

Questions to ask in an Action Learning Set

what do you want the other person to do differently?

COMMUNICATION (INFORMATION GIVING)

UNDERSTANDING THE INDIVIDUAL

LISTENING TO THE RESIDENT VOICE TO UNDERSTAND HOW TO WORK BETTER

BUILDING SOCIAL ACTION

Focus groups Open space technology Social media analysis

2.2 World Cafe

2.2.3 Visual Minutes of Moss Sides world cafe

2.2.4 Report from the World Cafe

Positive comments Negative comments

35. Tidy 36. Can leave my flat door open

Good amenities and services

37. Local Mosque is now more accepted more integrated

5. Cheap to live here so have money to do things 6. Close to City Centre

The problems are not as big as we think

Feels good to live here

5. Local Mosque is now more accepted more integrated

Example Moss Side Report

6. Local Mosque is now more accepted more integrated 7.

11. Not intergrating leads to lack of language employment 12. Disheartening

13. Poverty 14. 15. 16. 17. 18.

Feels bad to live here

Environment, rubbish and bins

8. People searching through bins leaving mess 9.

Area should be clearer

Not taking bins in, ask neighbours to bring bins in