Scanning

Scanning involves identifying and selecting a problem for analysis. Sometimes problems are readily apparent, in others they only emerge on closer investigation – say, as the result of a local victim survey. Once problems have been identified, they need to be prioritised, such that effort is focused on the most serious problems.

A problem can be defined in any number of ways, but might include:

• A cluster of similar, related or recurring incidents (e.g. robberies at stations);

• A type of behaviour (e.g. loitering at stations or stops);

• A place (e.g. a particular section of track);

• A person or persons (e.g. homeless persons at stations);

• A special event or time (e.g. football matches).

You may become aware of problems in a number of ways, including:

• Analysing records held by management (see sample incident reporting forms produced by the Department for Transport at http://www.mobility-unit.dft.gov.uk/getonboard/guidance/index.htm);

• Consulting with colleagues in the police service (police may be able to undertake crime and incident data analysis of reported incidents occurring at stations or on routes – looking specifically for repeat events);

• Consulting with members of the community, local politicians, community groups, etc;

• Reviewing public complaints and letters;

• Information from neighbourhood associations; and

• Reviewing media coverage both local and national.

Other valuable sources of information, which may assist in the identification of a problem, include:

• Personal observation and experience

• Interviews with victims of crime and members of the public

• Interviews with offenders

• Public opinion surveys

Clearly, there are numerous sources of information, which may indicate the presence of a problem. A primary skill of problem solving is to look across these various sources (or scan) to identify problems. Organisations need to create the necessary structures and processes, and managers need to create the appropriate working conditions, to allow this to happen.

In selecting a problem on which to focus, you may wish to consider the factors presented below (the first should be the most important determining factor):

• The presence of any life-threatening conditions to passengers, employees or other members of the public

• The possibility of injury (physical or psychological) and harm to or loss of property

• The impact of the problem on the patronage of the system and the impact on the wider community

• The likely impact of not dealing with the problem

• Potential liability for failing to take appropriate action

• Community interest and likely support for actions designed to address the problem

• The extent to which the problem is capable of resolution with the resources which could be made available. Exploration may identify a problem and a need for more resources that can currently be made available, but this will be of value for longer term planning

• The interest of the employees and police partners in the problem and the degree of support for addressing it

• Potential threat to civil rights of the problem and the solution.

Once problems have been scanned and prioritised, the next stage is to identify relevant stakeholders. Stakeholders are private and public organisations or groups of people that will benefit if the problem is addressed, or may experience negative consequences or harm if the problem is not addressed. Stakeholders may include:

• Local Authorities, Police Services, Social Services, and Health Authorities with ‘jurisdiction’ over the problem or an interest in an aspect of the problem;

• Victims of the problem, or associations representing victims;

• Agencies or people that have some control over offenders (e.g. parents, relatives, friends, school officials, probation);

• Commercial establishments adversely impacted by the crime or disorder problem (e.g. retailers in the vicinity of the station);

• Neighbours, co-workers, friends and relatives of victims, neighbourhood residents affected by the problem;

• Ethnic minority organisations, race equality councils, women’s and gay and lesbian organisations; and

• National organisations or trade associations with an interest in the problem.

Involving these stakeholders in problem solving can bring a range of benefits. Each stakeholder may bring different knowledge and different leverage for impacting on the problem. The more stakeholders that are identified, the more resources you will have to address the problem. However, involving too many stakeholders can be counter-productive. It has sometimes been found that the problem solving effort progresses most efficiently if only two or three stakeholders – a core group – work on the problem throughout the project. Other, more peripheral stakeholders often have something to contribute at specific stages of the project but not throughout the entire effort. Stakeholders can easily lose commitment if not involved in a constructive and useful manner. Attending meetings without a genuine role can be very demoralising and diminish their involvement.