Preventative Policing in Practice by UNICRI Publications

PREVENTATIVE POLICING IN PRACTICE

Guidance on Developing and Implementing a Crime Prevention Approach

PREVENTATIVE POLICING IN PRACTICE

Guidance on Developing and Implementing a Crime Prevention Approach

Abdulrazaq Al Morjan (NAUSS)

Odhran McCarthy (UNICRI)

Sundaresan Ramachandran (NAUSS)

Michael O’Connell (UNICRI) Guy Collyer (UNICRI)

Preventative Policing in Practice: Guidance on Developing and Implementing a Crime Prevention Approach Abdulrazaq Al Morjan1, Odhran McCarthy2, Sundaresan Ramachandran1, Michael O’Connell2, Guy Collyer2 1

Naif Arab University for Security Sciences, Saudi Arabia United Nations Interregional Crime and Justice Research Institute (UNICRI).

‫ دليل استرشادي لتطوير منهج للوقاية من الجريمة‬: ‫العمل الشرطي الوقائي‬ 2

‫ غاي كوليير‬،2‫ مايكل أوكونيل‬،1‫ سنداريسان راماشاندران‬،2‫ أودران مكارثي‬،1‫عبد الرزاق المرجان‬ ‫ المملكة العربية السعودية‬،‫جامعة نايف العربية للعلوم األمنية‬1

‫ إيطاليا‬،‫معهد األمم المتحدة اإلقليمي لبحوث الجريمة والعدالة‬2

pISBN: 978-603-8487-59-4 pDeposit: 1447/15096 eISBN:978-603-8487-60-0

doi: 10.26735/978-603-8487-60-0

eDeposit: 1447/15103

© Naif University Press 2026 This work is published under an open access system and is licensed under the Creative Commons License “CC BY-NC 4.0”. Some images, figures, or any other content included in this work may not be subject to the Creative Commons License, and permission must be obtained from the copyright owner. All ideas expressed in this work represent the opinion of the author and do not necessarily reflect the University’s viewpoint.

TABLE OF CONTENTS DISCLAIMER 5 ACKNOWLEDGEMENTS 5 1. EXECUTIVE SUMMARY

2. INTRODUCTION

2.1 Foundations and Scope

2.2 From Analysis to Prevention

3. KEY RECOMMENDATIONS

4. STRUCTURING CRIME PREVENTION: THE CRIME PREVENTION TOOLKIT AND PILLARS

Pillar One: Community Engagement

Pillar Two: Intelligence

Pillar Three: Physical Security

Pillar Four: Environmental Design

Pillar Five: Situational Problem Solving

Pillar Six: Technical Solutions

5. IMPLEMENTING A CRIME PREVENTION APPROACH

6. CONCLUSIONS

BIBLIOGRAPHY 34 ANNEX: CRIME PREVENTION JOB PROFILES

DISCLAIMER The opinions, findings, conclusions and recommendations expressed herein do not necessarily reflect the views of the Naif Arab University for Security Sciences (NAUSS), United Nations Interregional Crime and Justice Research Institute (UNICRI). This publication does not constitute an endorsement by NAUSS and UNICRI of such opinions or conclusions. The designations employed and presentation of the material in this publication do not imply the expression of any opinion whatsoever on the part of the Secretariat of the United Nations concerning the legal status of any country, territory, city, or area, of its authority, nor concerning the delimitation of its frontiers or boundaries. The contents of this publication may be quoted or reproduced, provided that the source of information is duly acknowledged.

ACKNOWLEDGEMENTS This guidance document is the product of an initiative launched by the Prince Naif bin Abdulaziz Chairs Program for the Development of Crime Prevention Methods in the Training Fields, NAUSS in partnership with the United Nations Interregional Crime and Justice Research Institute (UNICRI). We thank Ms. Marina Mazzini and Ms. Marianna Fassio, UNICRI contributed to document editing and design. Particular thanks and appreciation to the Supreme Committee of Prince Naif bin Abdulaziz Chairs Program for the Development of Crime Prevention Methods for their support and guidance. We would also like to thank the participants who attended the workshop hosted by NAUSS, helped to refine and inform its development. NAUSS and UNICRI wish to extend their sincere gratitude to all those who generously gave their time to be interviewed for the purposes of this research, in particular reviewers from the Office of the High Commissioner for Human Rights (OHCHR), the United Nations Development Programme (UNDP), and the United Nations Programme for Gender Equality and the Empowerment of Women (UN Women).

PREVENTATIVE POLICING IN PRACTICE:

Guidance on Developing and Implementing a Crime Prevention Approach

1. EXECUTIVE SUMMARY This guidance document outlines how a preventative approach to crime can be designed, implemented, and sustained in practice. It recognizes that effective crime prevention extends beyond reactive law enforcement and involves complex coordination across multiple agencies and sectors, working together for the benefit of local communities. Successful prevention depends not only on structures and tools, but also on institutional change, partnership-based decision-making, and community consent, informed by cultural context and human rights considerations, including robust oversight mechanisms. Drawing on international good practices, the guidance document presents a structured framework for preventative policing. It introduces six interrelated pillars of crime prevention, underpinned by established criminological principles and practices: 1) Community Engagement; 2) Intelligence; 3) Physical Security; 4) Environmental Design; 5) Situational Problem Solving; and 6) Technical Solutions. The guidance emphasizes that these pillars are most effective when applied in a coordinated manner and adapted to local crime patterns, risks, and social contexts. The document also highlights the importance of clear governance and role definition across national, regional, and local levels. It outlines how national strategy, regional coordination, and local delivery functions can be aligned to support implementation, learning, and continuous improvement. Throughout, attention is given to organizational culture and professional development, the role of community engagement, and the need to ensure that prevention efforts remain human-centred, respectful of human rights principles and standards, and responsive to the needs of victims and vulnerable groups. To support implementation, the guidance also identifies four core job profiles: Crime Prevention Strategic Lead; Crime Prevention Manager; Crime Prevention Practitioner, and Environmental Crime Prevention Specialist. Together, these roles reflect the strategic, managerial, practitioner, and specialist capabilities required to translate national policy into effective regional coordination and local delivery. These profiles describe core functional capabilities that can be adapted or integrated into existing structures depending on national context to support clear accountability, professional development, and sustainable capacity across the crime prevention system. They emphasize leadership, partnerships, community engagement, and technical expertise. This guidance document provides a practical framework for a preventative policing approach, clarifying how governance structures, defined professional roles, and an integrated crime prevention toolkit can be brought together to support coordinated implementation, learning, and continuous improvement. It is intended as a practical reference for policymakers, law enforcement leaders, and partners seeking to shift toward a proactive and preventative policing model and is designed to be adaptable to different legal systems, institutional capacities, and cultural contexts.

2. INTRODUCTION 2.1 Foundations and Scope Effective crime prevention strategies can deliver significant benefits not only in terms of public safety, but also in financial and environmental sustainability.1 By reducing crime, the burden placed on law enforcement can be lowered, potentially resulting in fewer personnel and vehicles being deployed to reported crimes and a more efficient allocation of public funds. The College of Policing in the United Kingdom demonstrated in its 2020 report ‘Cost Benefit Model for Crime Prevention’ that preventative approaches can generate measurable efficiencies while improving overall policing outcomes. The social and economic benefits of crime prevention are further detailed in the text box below.2 Crime Prevention – A Social and Economic Enabler: Policing is essential for economic growth. By reducing crime and limiting its wider harms, policing can minimize the social and economic costs of crime and help establish the necessary conditions for spending, investment and prosperity. The costs of crime fall on individuals, businesses and the public sector, impacting public safety, community stability, economic confidence, house prices, and poverty, among other factors, and leading to a range of economic outcomes which in turn negatively affect economic growth. Spending on policing is not just an investment in improving public safety but also in stimulating economic growth. This guidance document examines how a law enforcement agency can shift from a reactive to a preventative model of policing. It does not seek to restate the rationale for prevention, but instead focuses on the practical steps required to design, implement and sustain a preventative policing approach. To this end, it analyses good practices in crime prevention, examining how resources are deployed and how strategies are continuously assessed for effectiveness and impact. Its objective is to present a practical model for agencies and partners to consider when moving to a proactive, preventative policing strategy. The guidance presented in this document draws on international research conducted across several countries, as well as structured interviews with relevant practitioners and policymakers. In addition to examining national models, this guidance has also drawn on lessons emerging from international and regional policy dialogue mechanisms that facilitate the exchange of good practice, including through the United Nations Congress on Crime Prevention and Criminal Justice,3 the European Crime Prevention Network4 and the International Forum of Mayors on Security and Crime Prevention.5 Each of these platforms contributes to the systematic sharing of experiences regarding crime trends and proven solutions at the international and regional levels. 1

J. Rockey, J. Matheson, B. McConnell, and L. Ward, The Contribution of Policing to UK Economic Growth (Office of the Police Chief Scientific Adviser, National Police Chiefs’ Council, 2025).

United Nations Office on Drugs and Crime, Crime Congress – About, https://www.unodc.org/unodc/en/crimecongress/about.html

European Crime Prevention Network, EUCPN – European Crime Prevention Network, https://www.eucpn.org/

United Nations Interregional Crime and Justice Research Institute, International Forum of Mayors on Security and Crime Prevention in Urban Settings, https://unicri.org/topics/urban_security/conference

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Guidance on Developing and Implementing a Crime Prevention Approach

Among the national models examined, three particularly mature and diverse approaches to crime prevention were identified: New Zealand, Singapore and the United Kingdom. It merits noting that each of the three countries examined are contexts with particularly established institutional frameworks and resources. The insights and resulting principles distilled from these experiences are, however, not limited to such environments. In contexts affected by crisis, fragility or conflict, where institutional capacity, resources and security conditions may differ significantly, the core emphasis on coordination, legitimacy, accountability and structured prevention remains relevant, although implementation may need adaptation, sequencing and incremental development in order to reflect the operational realities on the ground. The following brief summaries outline how crime prevention is conceptualized and approached in each of the three identified contexts: In New Zealand, prevention is mainstreamed across the entire police service through the “Prevention First” strategy.6 Rather than being confined to specialist units, crime prevention is embedded as a shared responsibility across all officers. The model emphasizes early intervention, vulnerability reduction, problem-solving, and strengthening community trust, reinforcing prevention as a core operating philosophy rather than a discrete function. In Singapore, crime prevention is framed as a whole-of-society responsibility. Coordination is facilitated through the National Crime Prevention Council, bringing together government, law enforcement, and community actors7. A strong emphasis is placed on public awareness, education, and citizen participation, embedding prevention as a social norm and reinforcing shared ownership of public safety.

New Zealand Police, Prevention First: National Operating Strategy 2011‑2015 (March 2012), https://www.police.govt.nz/about-us/publi‑ cation/prevention-first-national-operating-strategy-2011-2015

National Crime Prevention Council, National Crime Prevention Council (NCPC), https://www.ncpc.org.sg/

In the United Kingdom, crime prevention is established as a defined policing function, articulated through national strategy and supported by designated roles at national, regional, and local levels.8 Responsibility is clearly allocated to nominated officers and specialist practitioners, ensuring structured governance, accountability, and professional capability across the system. Implementation is coordinated across tiers, with strategic direction at the national level translated into regional management and local delivery. As seen in these brief descriptions, and as evidenced further internationally, the institutional arrangements for crime prevention differ, however the common feature that can be extracted from all three is the importance of aligning national strategy, regional coordination, and local delivery. At the same time, these models reflect underlying professional, political and social cultures in each of the countries, which serves to underscore the need to always remember that prevention is not solely structural, but also cultural. Indeed, while international experience provides valuable guidance in shaping a crime prevention approach, its ultimate effectiveness will depend on how approaches are implemented within specific national, regional, and local contexts. Cultural issues must therefore be addressed at all levels, reflecting differences between communities. Cultural change within key agencies responsible for creating and implementing a crime prevention strategy is also important. Within law enforcement agencies, the focus has commonly been on apprehending offenders and investigating crime – a reactive approach, rather than on reducing or preventing crime, which requires a more proactive orientation. Shifting toward prevention represents a significant paradigm change and requires deliberate leadership, communication, and change management.

National Police Chiefs’ Council, Prevention Coordination Committee Disclosure Log, https://www.npcc.police.uk/publications/disclo‑ sure-log/prevention-coordination-committee/

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Guidance on Developing and Implementing a Crime Prevention Approach

Accordingly, it is important to note from the outset that the model presented within this guidance document is not intended to be directly applicable. Countries seeking to adopt such an approach will need to consider their societal structures, organizational culture and laws and adapt this model to local needs in a manner consistent with the rule of law and international human rights standards in order to develop a strategy that is achievable, effective, and sustainable. In this regard, a preventative model of policing is driven as much by organizational culture and institutional behaviour as by legal or structural considerations, as well as community needs. At this juncture, it also merits recognizing that crime prevention extends beyond the remit of law enforcement alone. Structural drivers such as poverty, inequality, social exclusion, limited access to education and employment, weak institutional capacity, corruption and restricted civic space all contribute to environments in which crime and serious criminality emerge and persist. Addressing these root causes requires whole-of-government and whole-of-society approaches, often led by social, economic and governance actors. While this guidance focuses specifically on the policing contribution to prevention, it is critical to recognize that effective and sustainable crime reduction depends on coordinated action across sectors, including development, social protection, education and justice institutions. Law enforcement can play a supporting role by identifying patterns that signal structural vulnerabilities and by contributing operational insight to broader policy responses. Regardless of the context, crime prevention must always be firmly anchored in the rule of law and implemented in full respect of international human rights standards. Prevention measures should at all times remain lawful, proportionate and transparent, and be designed to uphold equality and non-discrimination, including through gender-responsive, victim-centred and trauma-informed approaches that strengthen safe reporting and reduce repeat victimization.

2.2 From Analysis to Prevention Adapting a preventative policing approach to local contexts requires, as a fundamental first step, the development of a clear understanding of how and why crime occurs within local environments, including the conditions that enable offending and shape risk. Two established criminological frameworks provide a useful foundation for this: the Problem Analysis Triangle9 (Figure 1) and Routine Activity Theory10 (Figure 2). The Problem Analysis Triangle (PAT) examines the key elements that must be in place for a crime to be committed. By removing one of the three elements of PAT, a crime cannot occur. For example, potential victims can be educated and made aware of higher-risk crimes and the steps they can take to avoid becoming a victim, and measures can be taken to remove offenders, such as arrest, restriction of movement and imprisonment. Opportunities to commit crime at any given location can also be reduced or eliminated through proven criminological practices.

Center for Problem‑Oriented Policing, The Problem Analysis Triangle, https://popcenter.asu.edu/content/problem-analysis-trian‑ gle-0

Ayesh Perera, Routine Activities Theory: Definition & Examples, Simply Psychology, updated October 8, 2025, https://www.simplypsy‑ chology.org/routine-activities-theory.html

fen de

n tio ca Lo

Similar to PAT, Routine Activity Theory (RAT) examines the motivation of the offender. It also examines the characteristics that may make a target attractive to a potential offender in a particular location. This document focuses on reducing the opportunity to commit crime, which within PAT and RAT is associated with the convergence of a motivated offender, a suitable target, a specific location and the absence of a capable guardian.

PROBLEM

A likely offender

CRIME A suitable target

The absence of a capable guardian

Victim

Simple structures, such as PAT and RAT, help to provide a clear understanding of how and why most crimes occur. These types of crime are distinct from more serious forms of criminality, such as serious organized crime groups,11 where planning, funding and expertise are deployed to commit targeted forms of crime. Building on an understanding of the most common crime types and their underlying drivers, countries can then proceed to identify and deploy appropriate solutions to reduce and prevent crime. These solutions form part of a crime prevention “toolkit”, organized in this guidance as six interrelated pillars implemented across national, regional and local levels: 1) Community Engagement, 2) Intelligence, 3) Physical Security, 4) Environmental Design, 5) Situational Problem Solving, and 6) Technical Solutions. In addition to these Six Pillars, several enabling factors cut across the entire framework. These include alignment with human rights, the rule of law and applicable safeguards to ensure legitimacy and public confidence; sustainable financing and resource allocation to support long-term implementation; and clear political and legislative support to provide authority and strategic direction. Together, these enablers form the institutional foundation of an effective and durable preventative policing approach. In practice, a Crime Prevention Strategic Lead is responsible for setting national direction, informed by policy, legislation, prevailing crime patterns, and cultural considerations. This strategic intent is translated by Crime Prevention Managers, who adapt priorities to regional 11

Europol, Defining Serious and Organised Crime (part of European Union Serious and Organised Crime Threat Assessment 2017), https://www.europol.europa.eu/socta/2017/defining-serious-and-organised-crime.html

PREVENTATIVE POLICING IN PRACTICE:

Guidance on Developing and Implementing a Crime Prevention Approach

and local contexts. Crime Prevention Practitioners and Environmental Crime Prevention Specialists then apply the crime prevention toolkit at the local level, designing and implementing targeted interventions. This process must be supported by ongoing assessment and review to ensure effectiveness is sustained and problems do not re-emerge. Each of these job profiles is further detailed in the sections that follow. The Table below, Table 1, provides a high-level illustration of how these pillars operate across national, regional, and local levels. It highlights the relationship between strategic leadership, managerial coordination, and specialist practice, and shows how policy direction, implementation, and feedback are connected in practice. The table is intended as an orientation tool, supporting understanding of how the overall approach functions before each pillar is examined in detail in subsequent sections.

PILLAR

Pillar One

COMMUNITY ENGAGEMENT

Pillar Three

Pillar Two

PHYSICAL SECURITY

INTELLIGENCE

Pillar Four

Pillar Five

ENVIRONMENTAL DESIGN

MULTISYSTEM SETTING

Establish CPTED policy

Promote evidence-based policing and innovation

Pillar Six

TECHNICAL SOLUTIONS

Regional

National

LEVEL JOB PROFILE

Crime Prevention Strategic Lead

Crime Prevention Manager

Guide national direction

Set intelligence sharing protocols

Engage with strategic leaders

Disseminate intelligence

Promote partnership and cohesive approach

Coordinate and share national crime data

Stay abreast of technological advances

Guide integration of emerging technology

Empower and assist practitioners to engage with communities to asses needs

Manage local crime prevention hubs

Coordinate with local partners Support community initiatives

Coordinate national testing of physical security measures

Ensure practitioners have access to training and expertise

Ensure access to and integrate crticial data sources

Oversee operations of Local Crime Prevention Hub implementation Liaise with local authorities to encourage effective use of physical security measures

Identify and engage communities

Gather local and open intelligence

Be aware of and apply physical security mesures

Include local authorities, police and health professionals

Identify local crime trends

Engage with planning authorities to create sustainable safer envronments

Local

Share insights gathered

Environmental Crime Design Specialist

Maintain relations with communities and an understanding of common crime problems Work with community leaders

Be aware of intelligence sources and how to apply data to crime problems Assist in gathering data through targetted EVAs

Enable partnerships and collaboration with academia and industry

Be aware of security physical security measures Test & improve design measures Liaise with industry on improved design solutions

Coordinate with local authorities and regional groups to implement measures utilizing environmental design Build partnerships with academia and industry

Manage problem solving activities by target setting Support enhancing measures at regional level, by ecommending improvements Ensure practitioners have skills and resources required

Manage problem-solving activities by target setting and enhancing regional measures. Allocate resources to complete tasks

Develop and maintain knowledge of good practices, including the SARA model Build partnerships to enhance problem solving and assessment interventions

Develop professional relations with planers, architects and developers

Set governance & safeguards Promote responsible practices Align with international standards

Support technical deployment by building practitioner capacities Be aware of and manage emerging risks

Implement operaitonal requirements to integrate and use technology based security systems Maintain awarness of advancements in technology

Stay current on technology

Maintain knowledge of CPTED and its application

Overview of PIllars Across Levels TABLE 1

Encourage partnerships working with support from data sources

Mandate integration

Support analytical capacity through new technologies

Oversee implementation of national strategy

Crime Prevention Practitioner

Coordinate testing standards for physcial security measures

Assist in problem solving activities

Pursue effective and sustainable solutions

3. KEY RECOMMENDATIONS The research conducted for this guidance document identified eleven fundamental recommendations to be considered when developing a national approach to crime prevention. Collectively, these recommendations are intended to support a shift toward a proactive, preventative model for crime prevention and policing that is effective, sustainable and responsive to local contexts, while remaining grounded in international good practices. 1.

Developing a national crime prevention strategy based on the model of national, regional and local roles, is the most effective way to reduce and prevent crime. Evidence demonstrates that a multi-level model is among the most effective approaches for reducing and preventing crime. Such a strategy should be developed in partnership with all key agencies involved in its implementation, such as law enforcement, local authorities, health authorities, education providers, communities and their representatives, and others.

The Six Pillars of crime prevention should form the foundation of both the national strategy and its associated implementation activities. The pillars should not function in isolation from one another. International good practice demonstrates that their effectiveness is maximised when they are applied in an integrated and coordinated manner, supported by a coherent national policy and/or legislative framework.

Clear role profiles and governance structures should be established to support the implementation of the strategy at national, regional, and local levels. Four role profiles are outlined in this guidance document and are intended to serve as a reference for implementation. Minimum requirements for new post holders are listed, but these should be enhanced through further qualifications and continuous professional development throughout the post holder’s career.

Supporting policies or legislative frameworks should be developed collaboratively with key stakeholders and be designed in a manner that is cognizant of an evolving intelligence picture. This helps ensure that the crime prevention strategy can be activated, adapted, and refined as crime patterns, risks, and opportunities change, enabling a truly multidisciplinary approach.

Crime prevention strategies must reflect national and local cultural contexts, as well as institutional structures and community dynamics. Approaches that are not aligned with societal norms and organizational realities are less likely to achieve the required legitimacy, effectiveness and long-term sustainability.

A preventative approach must be human-centred in both design and delivery. All prevention measures should be lawful, proportionate and transparent, implemented in accordance with the rule of law and human rights, and incorporate victim-centred approaches and appropriate consideration of gender-responsive practices to uphold equality, non-discrimination and the protection of vulnerable groups.

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Guidance on Developing and Implementing a Crime Prevention Approach

The transformative potential of artificial intelligence (AI) should not be overlooked, and AI should be integrated into crime prevention through the development and implementation of a national AI-enabled preventative policing strategy, underpinned by a robust governance framework. Such a strategy should include clear human rights safeguards, transparency requirements, accountability mechanisms, and ongoing oversight to ensure the responsible, proportionate, and lawful use of AI in crime prevention.

Investment should be made in a multidisciplinary training programme for law enforcement and police personnel to build capacity in all elements of the strategy. Such a programme should support professional development, enhance institutional capacities, create clear career paths for junior staff and include structured content on situational problem-solving, intelligence analysis, community engagement, the lawful and proportionate use of technology, and victim-centred and gender-responsive practice.

Governments and law enforcement agencies should seek to foster collaboration between academia, technical experts, legal scholars, civil society, and community representatives to co-design crime prevention approaches that are fair, transparent, accountable and responsive to community needs.

10. An independent audit and oversight body should be established to monitor the implementation and impact of the crime prevention strategy. The body, which should include relevant independent stakeholders and expertise (e.g., oversight and legal actors, community representatives, and specialists on vulnerable groups), should promote accountability, assess effectiveness, and ensure that implementation remains aligned with the rule of law and applicable safeguards, while supporting continuous improvement and refinement of the strategy. 11. Agencies are encouraged to promote international cooperation and knowledge exchange, including good practices, technological developments, and regulatory standards for crime prevention in law enforcement. Sustained international engagement supports resilience against evolving crime threats and emerging technological risks.

4. STRUCTURING CRIME PREVENTION: THE CRIME PREVENTION TOOLKIT AND PILLARS The crime prevention “Toolkit” refers to the full range of methods and approaches used to prevent crime. Building on the framework previously introduced and for the purposes of this guidance document, the toolkit is organized into six core components, referred to as “pillars”. 1. 2. 3. 4. 5. 6.

Pillar One: Community Engagement Pillar Two: Intelligence Pillar Three: Physical Security Pillar Four: Environmental Design Pillar Five: Situational Problem Solving Pillar Six: Technical Solutions

Each of the Six Pillars is a proven method of preventing crime. However, their effectiveness is maximized when they are applied in a complementary and coordinated manner – and not in isolation. For the effective deployment of the pillars, it is recommended that an appropriate governance structure is put in place to oversee and manage implementation. Effective crime prevention depends on the coordinated application of multiple pillars, rather than reliance on any single method

Implementing an Integrated Crime Prevention Approach Governance and Coordination National

Pillar Two

Regional

Crime Prevention Strategic Lead

National Strategy

Pillar One

Community Engagement

Crime Prevention Manager

• Strategy

• Intelligence

• Policy

• Assessments

• Tasking

• Feedback

Implementation

Pillar Three Physical Security

Pillar Four

Environmental Design

Pillar Five

Situational Problem Solving

Local Environmental Crime Prevention Specialist

Intelligence

Pillar Six Crime Prevention Practitioners

Technical Solutions

Implementing a Preventative Policing Approach

Implementing a Preventative FIGURE 3 Policing Approach FIGURE 3 17

PREVENTATIVE POLICING IN PRACTICE:

Guidance on Developing and Implementing a Crime Prevention Approach

The above figure 3 illustrates how a preventative policing system can be structured, applying the Six Pillars across national, regional and local levels. Strategic direction and governance are provided at the national level, regional coordination translates strategy into priorities and tasking, and local practitioners apply the approach in partnership with communities. Intelligence, assessment, and feedback from local delivery inform continuous review and adaptation across the system. Specific job profiles are indicated in this illustration, which will be further elaborated upon in section 5 of this guidance document and its annex. While Situational Problem Solving is one of the Six Pillars, it should also be a central feature underpinning all crime prevention efforts. Once a crime problem has been identified, solutions should be considered using Scanning, Analysis, Response and Assessment12 (Figure 4). Successfully applying the SARA model requires involvement of key partners such as police, community representatives and local authorities, including health authorities.

ASSESMENT

SCANNING

Did the response work?

What is the problem?

SARA RESPONSE

REGIONAL

What can we do to improve the problem?

Crime Prevention Manager

The SARA Model FIGURE 4

The advantage of using a process such as the SARA model is that practitioners and project managers can evidence the decisions they have made and the actions they have taken to measure success and effectiveness, which is a fundamental element of what is commonly referred to as ‘evidence-based policing.13 It is the responsibility of the Crime Prevention Manager to ensure that practitioners have the time and resources available to conduct effective problem-solving activities. The SARA model provides a common implementation framework across all pillars and is elaborated further in the section on Situational Problem Solving.

College of Policing, SARA Model, published October 19, 2022, https://www.college.police.uk/guidance/problem-solving-policing/ sara-model

Lawrence W. Sherman, Evidence‑Based Policing (Washington, DC: Police Foundation, July 1998), https://www.policinginstitute.org/ wp-content/uploads/2015/06/Sherman-1998-Evidence-Based-Policing.pdf

4. STRUCTURING CRIME PREVENTION: THE CRIME PREVENTION TOOLKIT AND PILLARS

The Crime Prevention Manager: A Crime Prevention Manager’s primary role is to lead strategies

and teams to reduce crime by identifying root causes, developing multi-agency plans, and implementing evidence-based solutions to lower threats, risks, and harm within communities, often focusing on vulnerable groups and repeat offenses.

Much like Situational Problem Solving, AI and new technologies should also be considered as cross-cutting enablers of the entire crime prevention structure. Advances in such technologies have significantly enhanced traditional crime prevention practices, expanding the range and effectiveness of available tools, making technology more indispensable than ever. As AI capabilities and computing power continue to advance, these technologies offer increasing potential to support proactive, data-driven approaches to crime prevention, complementing established methods when deployed within appropriate governance and ethical frameworks. The role of AI within specific pillars is explored in more detail in later sections of this guidance document. The crime prevention Toolkit, together with the Six Pillars, provides a structured and practical framework for translating strategy into action. While each pillar represents a distinct area of crime prevention practice, their effectiveness depends on coordinated application, informed by local context and supported by appropriate governance, partnerships, and resources. The following sections examine each of the Six Pillars in turn, outlining their purpose, key components, and role in supporting a comprehensive and preventative approach to policing.

Pillar One: Community Engagement Community engagement is essential to building public trust and legitimacy, which are foundational to effective and sustainable policing and, thus, also the success of all crime prevention strategies. Communities play a significant role in crime prevention and should be consulted on how to achieve the best solutions, as opposed to having measures dictated to them. International good practice has demonstrated that communities are seen as the local experts and often possess greater knowledge than the police and other authorities regarding the underlying causes of crime problems in each area. Community involvement in preventing crime has been shown to achieve greater success when working in partnership with the police, rather than when law enforcement or local authorities operate in isolation. Effective engagement must also ensure inclusive participation, particularly of vulnerable or marginalized groups who may experience crime differently or face barriers in accessing law enforcement services. In the UK, a system referred to as Community Safety Partnerships is used14. This brings together key local agencies and the data they possess so that they can share findings, identify trends and respond in a coordinated manner to reduce and prevent crime. The United Arab Emirates launched their community programme ‘Hand in Hand,15 at the beginning of 2025. 14

UK Government, Community Safety Partnerships, published October 3, 2023, updated May 13, 2024, https://www.gov.uk/government/ publications/community-safety-partnerships/community-safety-partnerships

Ministry of Interior, UAE, Community Protection and Crime Prevention Explores Expanded Initiatives in the “Year of Community” (Janu‑ ary 29, 2025), https://moi.gov.ae/en/media.center/news/012925n04.aspx

PREVENTATIVE POLICING IN PRACTICE:

Guidance on Developing and Implementing a Crime Prevention Approach

This focuses on leveraging volunteerism, community trust, the integration of technology and Crime Prevention Through Environmental Design (CPTED). Neighbourhood engagement groups are common, with good examples in Singapore,16 the United Arab Emirates17 and the United Kingdom.18 Residents within a defined area are encouraged to form groups aimed at monitoring and reporting suspicious behaviour and crime, with the support of local law enforcement agencies. This initiative is facilitated through a National Neighbourhood Watch organization or, in the case of the ASEAN region, through a Southeast Asian model for member countries.19 In the UK, community engagement has been enhanced through an independent national ‘hot line’ for the public to report suspicious behaviour and criminality called ‘Crimestoppers20’ – operated as a charitable institution. In the UAE, there is a similar online platform which encourages a two-way exchange of information between the police and the public. This scheme also features appeals for information and campaigns to prevent unlawful activity such as drink- or drug-driving. In international good practices, it is found that community engagement is often led locally by a senior police officer supported by Police Community Officers and a local Crime Prevention Practitioner. The senior police officer leads engagement with community leaders to identify the main crime concerns, drawing on the insights and experience of local community police officers. It is then for the Crime Prevention Practitioner and Design Practitioner to address the crucial issues through structured problem-solving and to make recommendations based on their expert knowledge. Solutions are then shared as good practice nationally.

Bridge the

COMMUNITY

GAP

POLICE

Singapore Police Force, Community Watch Scheme, https://www.police.gov.sg/Join-Us/Volunteer/Community-Watch-Scheme

News Bureau, Dubai Police Unveils Smart “Your Neighborhood Police” Platform, Emirati Times, August 21, 2025, https://emiratitimes. com/your-neighborhood-police-smart-platform/

Neighbourhood Watch Network, Neighbourhood Watch – Crime Prevention and Community Safety, https://www.ourwatch.org.uk/

H.S. Khoo, “ASEAN as a ‘Neighbourhood Watch Group,’” Contemporary Southeast Asia 22, no.2 (2000): 279–301, https://www.jstor.org/ stable/25798493

20 Crimestoppers UK, Crimestoppers – Independent Crime Prevention Charity, https://crimestoppers-uk.org/

4. STRUCTURING CRIME PREVENTION: THE CRIME PREVENTION TOOLKIT AND PILLARS

Pillar Two: Intelligence Intelligence is information that has a proven reliability, usually verified through multiple sources, including community reporting, and it has a high value in fighting or preventing crime.21 Intelligence that has been processed through the intelligence cycle22 will inform the best strategy to prevent crime. Technical intelligence (TECHINT), which refers to information derived from technical systems and sources, including sensors, surveillance systems, digital records, and other technology-enabled data streams used in policing, is particularly useful within crime prevention. This includes use in crime mapping and predictive proactive policing. Advanced, AI-based technologies are increasingly finding utility in this space – not without controversy.23 The role of AI and the need to ensure good governance and responsible practices around AI are detailed below in Pillar Six – Technical Solutions. While sources of intelligence will vary, consistent crime classification and reliable data are essential to identify crime types, concentrations and potential underlying causes. Human Intelligence Sources (HUMINT) can also provide reliable data but should be cross-referenced with other sources and corroborated before being acted upon. This is especially the case regarding drug abuse, whereby some drug dealers will inform on their competitors to eliminate them from a particular area of drug dealing. International best practice highlights that the use of these HUMINT intelligence assets requires specialized handling and management by dedicated units (Dedicated Source Units). Community engagement schemes, as discussed above, can also be a valuable source of HUMINT. Open-Source Intelligence (OSINT) can add value when seeking to anticipate crime trends and identify offenders. National and international news media, social media, websites and government reports can assist in predicting this through analysis and interpretation. There are many tools available online that can assist with this process. There are many other sources of information which, when brought together and examined through the intelligence cycle (Figure 4), can become useful intelligence. Healthcare, transport records and education are just a few examples of agencies that hold information which may be useful when examining crime problems.

LRQA, The Difference between Information and Intelligence, https://www.lrqa.com/en/insights/articles/the-difference-between-in‑ formation-and-intelligence/

22 Central Intelligence Agency, The Intelligence Cycle (Briefing), https://www.cia.gov/spy-kids/static/59d238b4b5f69e0497325e49f‑ 0769acf/Briefing-intelligence-cycle.pdf 23 https://www.gov.uk/government/news/ai-to-help-police-catch-criminals-before-they-strike

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Evaluation

Dissemination and Integration

Analysis and Production

Planning and Direction

MISSION

Collection

Processing and Exploitation

& Feedback

The fusion of these various information sources and intelligence leads needs to be managed through an intelligence hub or similar centralized specialist capability. Using dedicated analytical capacity and associated strategic decision-making, intelligence outputs can then be disseminated to local units to achieve a coordinated and sustained crime reduction impact. Examples of a model that activates this approach include the UK’s National Intelligence Model (NIM). 24 Any such centralized collection and integration of data must, however, fundamentally be governed by robust privacy protections and a clear legal framework regulating how information is accessed, stored, shared and retained. Intelligence practices should operate in line with national law and international human rights standards, including principles of necessity, proportionality and data protection, supported by appropriate oversight and accountability mechanisms. Intelligence outputs should also inform the development and refinement of any crime prevention strategy’s legal, regulatory and policy framework. This gap analysis will ensure that any strategy does not operate in a regulatory vacuum, as international good practices demonstrate that the application of all pillars is most effective when enabled by legislative and policy frameworks that authorize their implementation. The development of intelligence to inform a crime prevention programme is a role primarily for the Strategic Lead and the Managers. They have the responsibility to gather data for analysis, which in turn will inform their decision-making. Their decisions can then be evidenced and disseminated to the crime prevention practitioner team. 24 College of Policing, Intelligence Management, updated January 13, 2026, https://www.college.police.uk/app/intelligence-management

4. STRUCTURING CRIME PREVENTION: THE CRIME PREVENTION TOOLKIT AND PILLARS

Pillar Three: Physical Security Physical security is sometimes referred to as ‘Target Hardening’. This can be achieved at different levels depending on the nature of the venue and the risks associated with it. As examples, a military base will have multiple layers of security starting at the perimeter with fencing, alarms and electronic surveillance, progressing inwards towards buildings that store high-value and/or dangerous goods such as weapons. As proximity to the highest-value assets increases, security measures become progressively more stringent. A different approach is taken to locations such as public buildings and housing estates, whereby access must be given to the public, but the same ‘onion peeling25’ principle is applied to control access progressively towards protected spaces. In many regions, physical security measures such as doors, windows, locks and fencing are tested by accredited bodies such as the Loss Prevention Certification Board (LPCB),26 which has global outreach. Physical security equipment must be tested to ensure it achieves the purpose for which it is intended. This includes the necessary time delay that the equipment is required to achieve in order to delay offenders sufficiently for a response to arrive. To provide the public with tested and proven security hardware, the police in the UK introduced the police owned ‘Secured by Design’27 scheme in 1989. Physical security and environmental design are used to improve new and refurbished buildings. In Professor Rachel Armitage’s research publication “Crime Prevention Through Housing Design” (2013), it was found that crime was reduced by 65% when the Secured by Design scheme was used. Physical Security technology includes the use of closed-circuit television (CCTV), alarms and sensors. When such measures are deployed, it is important to ensure they are part of an integrated security system, rather than each element operating in isolation, with national standards governing functionality, data retention and image quality. This means that if a sensor or alarm is triggered, and CCTV is also deployed, the cameras automatically reposition to record the area where the alarm or sensor has been triggered. It should be noted that there is no hard evidence to prove that CCTV prevents crime.28 It may displace crime to nearby areas with similar environmental characteristics; however, it remains one of the most effective investigative tools available. It also presents an opportunity to operate as a local, regional or national digital image platform, with further enhancements available using AI technologies that include facial recognition, object and anomaly detection and number plate recognition (ANPR).29 As outlined in section 6, these intelligence feeds need to be integrated into a coordinated intelligence response. 25 Nasr Haque, The Onion Approach to Physical Security: Layers of Protection with Graphite Security, Graphite Security, October 23, 2023, https://www.graphite-security.co.uk/blogvr//2023/10/23/the-onion-approach-to-physical-security-layers-of-protec‑ tion-with-graphite-security/ 26 BRE Group, Loss Prevention Certification Board (LPCB) – Third‑Party Certification for Fire and Security Products, https://bregroup. com/products/lpcb 27 Secured by Design, Secured by Design – Official Police Security Initiative, https://www.securedbydesign.com 28 College of Policing, CCTV, https://www.college.police.uk/research/crime-reduction-toolkit/cctv 29 Police.uk, Automatic Number Plate Recognition (ANPR), https://www.police.uk/advice/advice-and-information/rs/road-safety/auto‑ matic-number-plate-recognition-anpr/

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Physical security and environmental design work in conjunction with each other. A Crime Prevention Practitioner should have a good knowledge of both, but the expertise falls within the role of the Environmental Crime Prevention Specialist, who should be qualified, as described in the role profile. Use Case Example: In the UK, the police-owned ‘Secured by Design’ scheme operates on two levels to create secure buildings, whether they are dwellings, schools or business premises. A series of publications provides guidance on how to best deploy physical security equipment that has been tested and approved for this use. Independent academic research by Professor Rachel Armitage (see bibliography) has proven that the offence of burglary falls by over 56% on housing estates where the scheme is implemented correctly. Environmental design also plays a significant role in this scheme.

Pillar Four – Environmental Design Crime prevention through environmental design (CPTED) is aimed at reducing the opportunity for people to commit crime in the built environment.30 The following principles should be considered in its implementation: Environmental quality and sense of ownership: The care and maintenance of an area are essential, as they give the impression that the space is actively used and informally monitored by law-abiding members of the community. This visible presence can deter would-be offenders who wish to avoid detection. Where such care and oversight are absent, this may reflect what is described in criminological theory as the ‘absence of a capable guardian.31’ Defensible space: The principles introduced by Oscar Newman32 include defining what is private space, semi-private space, semi-public space and public space. This is achieved by setting boundaries, whether there are changes in surface treatment or perimeter controls such as fencing. Natural surveillance:33 People are less likely to commit crime if they think they may be seen. Methods include creating open spaces where vision is not blocked by bushes or trees, providing good street lighting, and designing straight paths and alleys, which do not provide hiding places out of sight.

30 University of Oxford Estates Services, Crime Prevention through Environmental Design, https://estates.admin.ox.ac.uk/crime-preven‑ tion-environmental-design 31

City of North Miami Beach Police Department, Routine Activity Theory (RAT), https://www.citynmb.com/194/Routine‑Activity‑Theo‑ ry‑RAT

32 Patrick G. Donnelly, “Newman, Oscar: Defensible Space Theory,” Sociology, Anthropology, and Social Work Faculty Publications (2010), https://ecommons.udayton.edu/cgi/viewcontent.cgi?article=1026&context=soc_fac_pub 33 Elsevier, Natural Surveillance, ScienceDirect Topics, https://www.sciencedirect.com/topics/computer‑science/natural‑surveillance

4. STRUCTURING CRIME PREVENTION: THE CRIME PREVENTION TOOLKIT AND PILLARS

Appropriate permeability:34 Traffic and pedestrians should be provided with directed routes in areas of high crime. This increases the chances of a criminal being seen by a law-abiding member of the public, whether on foot or in a car. Too much permeability can result in the creation of easy escape routes. Open amenity spaces and landscaping: Areas such as public parks need to be open and well maintained. They will be used more frequently by members of the public if they can see where they are going and any potential risks. An increased level of lawful activity will deter criminality; however, security measures need to be considered for periods when public access is restricted, such as overnight. Provision for good car and cycle parking:35 As with all these principles, hidden or remote car and cycle parking areas are more likely to become the target of opportunist criminals than spaces where they are overlooked. Car parking at the front of a dwelling is significantly more secure because residents overlook it. Appropriate lighting:36 An assessment of vulnerabilities should be conducted during both daylight hours and the hours of darkness. Law-abiding citizens are less likely to use dark areas, which creates a vacuum for criminals to commit crime.

Large windows promote casual supervision of sidewalk Porches and sidewalk encourage interaction between neighbors Paving and architectural treatments define public and private zones Good pedestrian-scaled lighting on street Low landscaping and fences define property lines without creating hiding places

34 Paul Cozens and Terence Love, “Manipulating Permeability as a Process for Controlling Crime: Balancing Security and Sustainability in Local Contexts,” Built Environment 35, no.3 (2009): 346–365, https://doi.org/10.2148/benv.35.3.346 35 Secured by Design, Car Security, https://www.securedbydesign.com/guidance/crime-prevention-advice/vehicle-crime/car-security 36 Secured by Design, Lighting Against Crime: A Guide for Crime Reduction Professionals (Association of Chief Police Officers, 2011), https://www.securedbydesign.com/guidance/research-case-studies-guidance/lighting‑against‑crime/viewdocument/36

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Good design practices create safe and secure environments without resulting in a ‘fortress’ appearance. A heavily protected building may signal that it contains something of significant value, potentially attracting unwanted attention. These seven principles should be considered when conducting an Environmental Visual Audit (EVA).37 A trained and experienced professional, such as a Crime Prevention Practitioner or Environmental Crime Prevention Specialist will be able to conduct an EVA and make recommendations on how to implement the principles to reduce crime and create a safer place. There are many case studies in Australia,38 the UK,39 Croatia and the UAE,40 where CPTED principles have been used in conjunction with physical security measures. This work is commonly carried out by an Environmental Crime Prevention Specialist (also known as a Designing Out Crime Officer). These practitioners have specialist training at Diploma level in the UK. They are a crucial component in supporting the success of a wider crime prevention strategy.

Pillar Five: Situational Problem Solving Situational Problem Solving is a foundational approach within preventative policing, first introduced by Ronald V Clarke in the early 1970s, that focuses on understanding how and why crime occurs in specific situations, rather than treating incidents in isolation. This approach is grounded in the academic traditions of situational crime prevention and problem-oriented policing, most notably articulated through the SARA model, developed by Herman Goldstein41 (with Eck and Spelman). The SARA model provides a structured and widely adopted framework for translating analysis into action. The four elements of the SARA model are: Scanning: Identifying, prioritizing and selecting problems that need addressing using both data from the police and other sources, as well as community and citizen input. Analysis: In-depth analysis of the causes of the problem, including the underlying causes of repeated calls for service and crime incidents Response: Determining and implementing a response to a particular problem. Ideas for responses should be “evidence-based” when possible or at least tailored to the specific problem at hand using effective crime prevention methods.

37 Secured by Design, Environmental Visual Audits (EVAs), Secured by Design Safer Streets initiative, https://www.securedbydesign. com/initiatives/safer-streets?view=article&id=2015:environmental-visual-audits-evas&catid=137 38 Paul Cozens, Michelle Thorn, and Douglas Hillier, “Designing Out Crime in Western Australia: A Case Study,” Property Management 26, no.5 (2008): 295–309, https://doi.org/10.1108/02637470810913450 39 Design Council, Design Out Crime: Case Studies, Design Council/Design & Technology Alliance Against Crime (PDF), https://www. designcouncil.org.uk/fileadmin/uploads/dc/Documents/DOC_case_studies_0.pdf 40 Ekblom, Paul, Robert Armitage, Laura Monchuk, and Benno Castell. “Crime Prevention through Environmental Design in the United Arab Emirates: A Suitable Case for Reorientation?.” Built Environment 39, no.1 (2013): 92–113. https://doi.org/10.2148/benv.39.1.92 41

Evidence‑BasedPolicing, Refresher: SARA Model and Problem‑Oriented Policing, https://www.evidence‑basedpolicing.org/refresh‑ er‑sara‑model‑and‑problem‑oriented‑policing/

4. STRUCTURING CRIME PREVENTION: THE CRIME PREVENTION TOOLKIT AND PILLARS

Assessment: Often the most neglected part of the SARA model, this requires assessing and evaluating the impact of a particular response and being willing to try something different if the response was not effective. The main challenge to situational problem solving has been time, resources and a narrow focus on the problem identified.42 Any response must consider the wider implications for society, therefore effective situational problem-solving must include all key stakeholders and not be carried out solely by law enforcement. This creates a ‘diversity of thinking.’43 A cultural change among communities as well as key agencies must also be considered so that all agencies involved understand the new and different approaches to be implemented and the benefits they will bring. Annually, awards are given to recognize the best examples of problem-oriented policing.44 This provides excellent examples of how successful situational problem-solving projects can reduce crime and create safer places, and incentivises those involved in problem-solving initiatives to pursue innovation and continuous improvement. Situational Problem Solving is the responsibility of all roles engaged with crime prevention and the community where the problem exists. Leadership sits within a local team but can be significantly enhanced through partnership engagement at a strategic and managerial level.

Pillar Six: Technical Solutions AI offers transformative potential in advancing policing from traditional reactive models to a more proactive, preventative paradigm. Harnessing machine learning, predictive analytics, natural language processing, and biometric integration, law enforcement agencies can analyse vast datasets from crime records, surveillance, and real-time community and victim reports to predict crime hotspots, areas of heightened vulnerability, and evolving crime patterns. This shift not only promotes enhanced public safety but also improves resource allocation, operational efficiency, and accountability within policing frameworks. AI-enabled predictive policing can support a shift from reactive responses toward more anticipatory, prevention-oriented approaches. By analysing crime patterns, environmental factors, and behavioural trends, such systems aim to identify where and how offences are more likely to occur, enabling targeted and proportionate interventions. Rather than replacing traditional prevention models, predictive tools can complement them by helping law enforcement allocate resources strategically, disrupt emerging risks earlier, and strengthen situational and community-based prevention efforts - provided they are implemented with appropriate safeguards. 42 Holly Borrion, Paul Ekblom, Dena Alrajeh, Aimin Li Borrion, Andrew Keane, David Koch, Tony Mitchener Nissen, and Simon Toubaline, “The Problem with Crime Problem Solving: Towards a Second Generation POP?,” The British Journal of Criminology 60, no. 1 (2020): 219–240, https://doi.org/10.1093/bjc/azz029 43 Matthew Syed, Rebel Ideas: The Power of Diverse Thinking (London: John Murray, 2019), https://www.matthewsyed.co.uk/book/rebelideas-the-power-of-diverse-thinking/ 44 Center for Problem‑Oriented Policing, 2024 Goldstein Awards Winner & Finalists, https://popcenter.asu.edu/content/2024‑gold‑ stein‑awards‑winner‑finalists

Countries such as the United Arab Emirates45, Canada46, the UK47, and the USA48 have sought to implement AI tools that integrate diverse data streams with the intended goal of reducing crime rates significantly, while also improving investigative outcomes. This proactive use of technology can play a role fostering safer communities by pre-empting offences, reducing violent crimes, and enabling intelligence-led interventions that address modern challenges such as cross-border threats, including cybercrime. Maximizing the benefits of AI in preventative policing requires multidisciplinary collaboration among data scientists, criminologists, legal experts, human rights advocates, and community stakeholders. Effective AI applications need to be transparent, explainable, and subjected to continuous auditing to measure fairness, accuracy, and impact. Integration within existing law enforcement capabilities must include workforce training on AI capabilities and ethical use, development of robust data governance frameworks, and active 45 Digital Watch Observatory, UAE Ministry of Interior Uses AI and Modern Laws to Fight Crime, August 11, 2025, https://dig.watch/updates/uae‑ministry‑of‑in‑ terior‑uses‑ai‑and‑modern‑laws‑to‑fight‑crime 46 Charlebois, B. (2025, March 28). Canadian police partner with AI in arms race against criminals. But at what cost? FIPA BC. https://fipa.bc.ca/canadianpolice-partner-with-ai-in-arms-race-against-crimi‑ nals-but-at-what-cost/ Jennifer Pozzulo, “Technology in Policing Should Be Regulated to Protect People,” Carleton University Newsroom, February 12, 2024, https://carleton.ca/ news/story/technology-in-policing-regulated-pro‑ tect-people/ 47 Divya Bhati, “UK Is Building Crime‑Fighting AI, Claims It Can Spot Crimes Before They Even Happen,” India Today, August 18, 2025, https://www.indiatoday.in/ technology/news/story/uk-is-building-crime-fight‑ ing-ai-claims-it-can-spot-crimes-before-theyeven-happen-2772700-2025-08-18. Department for Science, Innovation and Technology and Patrick Kyle, “AI to Help Police Catch Criminals Before They Strike,” GOV.UK, August 15, 2025, https://www.gov.uk/govern‑ ment/news/ai-to-help-police-catch-criminals-be‑ fore-they-strike

48 Vasudha Mukherjee, “US Town Turns to AI Surveillance to Fight Crime, Privacy Fears Rise,” Business Standard, September 9, 2025, https://www.business-standard. com/world-news/ai-surveillance-flock-safety-priva‑ cy-us-dunwoody-125090900393_1.html

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participation by communities to build trust and legitimacy in their use. Leveraging AI to complement - not replace - human judgment ensures a balanced deployment that respects civil liberties while enhancing crime prevention efficacy. The legal and ethical dimensions of deploying AI in policing are, however, a significant challenge – perhaps even the most significant challenge of AI. AI systems present risks of systemic bias, disproportionate surveillance, and infringements on privacy rights if not carefully managed and, to date, several cases of grave concern from a human rights perspective have been seen across the globe49. Responsible AI innovation consists of integrating AI systems into law enforcement work in ways that align with policing principles and are ethically sound and human rights compliant. The Toolkit for Responsible AI Innovation in Law Enforcement50 by INTERPOL and UNICRI provides detailed guidance for the law enforcement community and emphasizes principles such as transparency, accountability, non-discrimination, data protection, and human rights. A national AI strategy must embed ethical frameworks, periodic impact assessments, and participatory oversight mechanisms. Additionally, ensuring cybersecurity safeguards against misuse or data breaches and unauthorized system access is critical to maintain public confidence and prevent adversarial exploitation of AI systems. It is widely recognized, that while AI has enormous potential to revolutionize crime prevention, its success depends on a balanced deployment, respecting legal and ethical frameworks, human rights, and ongoing societal dialogue – the responsible use paradigm.

Use case example: U.S. Police in Dunwoody, Georgia, are using an AI-driven network of Flock Safety cameras, drones, and gunshot detectors to spot crime patterns, track vehicles, and respond faster to incidents, pitching the system as a way to dramatically cut crime across American cities. However, by building a nationwide license-plate and movement-tracking infrastructure, this approach raises serious risks of mass surveillance, cross-border data sharing around issues like abortion and immigration, and potential misuse or mission creep that can erode civil liberties and target vulnerable communities. The Dunwoody example shows why any AI-powered crime prevention tool must be constrained by strict privacy safeguards, transparency, and democratic oversight to ensure it enhances safety without creating risks of overreach and diminished public confidence.

49 Fair Trials, Automating Injustice: The Use of Artificial Intelligence & Automated Decision Making Systems in Criminal Justice in Europe (2021), Police and Human Rights Resources, https://policehumanrightsresources.org/automating-injustice-the-use-of-artificial-in‑ telligence-automated-decision-making-systems-in-criminal-justice-in-europe 50 INTERPOL, “INTERPOL and UNICRI Release Blueprint for Responsible Use of AI by Law Enforcement,” June 8, 2023, https://www.interpol.int/ en/News-and-Events/News/2023/INTERPOL-and-UNICRI-release-blueprint-for-responsible-use-of-AI-by-law-enforcement

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5. IMPLEMENTING A CRIME PREVENTION APPROACH Experience from the countries examined in this review demonstrates that an effective crime prevention approach is not solely structural in nature, but is fundamentally shaped by people, roles, and human capability. While national approaches to crime prevention are commonly articulated across national, regional, and local levels, successful implementation depends on the presence of stakeholders at each level with clearly defined responsibilities, appropriate authority, and adequate resourcing. Across the cases reviewed, it is this combination of role clarity and capability, and not just structure alone, that underpins effective delivery. In practice, the strategies reviewed as part of this initiative are implemented at a national level, providing the mandate required for coordinated action across institutions. Some are enforced through national policy frameworks, while others, such as the approach enacted in 2024 by the Republic of Ireland, are embedded directly within national legislation.51 These mechanisms are critical in conferring authority, ensuring accountability, and enabling sustained implementation across national, regional, and local levels. Based on comparative analysis, and with a view to facilitating the successful implementation of a crime prevention approach, this guidance document identifies a series of four core job profiles that reflect the core functions required to design, manage, and deliver a preventative approach to crime: the Crime Prevention Strategic Lead, Crime Prevention Manager, Crime Prevention Practitioner, and Environmental Crime Prevention Specialist. These profiles are intended to be adaptable and may be implemented through a combination of national strategic leadership, regional management, and local-level practitioners. These role profiles, which are recommended based on their demonstrated effectiveness in the jurisdictions analyzed, are set out in detail in Annex A, together with their key responsibilities, skills and educational requirements. It should be emphasized that the four roles described in this guidance represent core functional capabilities required within a preventative policing system, rather than fixed job titles or prescribed institutional arrangements. Depending on national context, legal frameworks, institutional structure and available resources, these functions may be exercised by a single individual, a dedicated unit, a multi-agency body, or distributed across existing roles. The purpose of outlining these profiles is to clarify the capabilities required for effective implementation, not to mandate a uniform organizational model.

Policing, Security and Community Safety Act 2024 (Ireland), No. 1 of 2024, https://www.irishstatutebook.ie/eli/2024/act/1/enacted/en/html

5. Implementing a Crime Prevention Approach

Example: The Crime Prevention Strategy / Strategic Lead identifies, through intelligence collection and analysis, vehicle theft as a priority. This is disseminated to the Crime Prevention Manager, who identifies methods and hotspot areas. This is then passed to the local crime prevention team. The Crime Prevention Practitioner conducts a campaign to raise awareness within local communities. The Environmental Crime Prevention Specialist makes recommendations on proven design solutions, such as steering wheel locks. Both practitioners conduct Environmental Visual Audits and assess environmental design factors that may reduce the problem. Recommendations are then made, such as improved street lighting, to the relevant authority. Monitoring and evaluation of the applied measures are reported back through the intelligence cycle or central coordination hub for joint review and any adjustment by the Crime Prevention Strategic Lead and Manager. The strategic leadership function is based at national level and does not necessarily reside in a single person. It is often a committee focused on the crime prevention needs of a country. An example of this is the National Crime Prevention Council52 of Singapore, which is comprised of both politicians and department heads of police and key partners. In the UK, a comparable strategic function is exercised through the National Police Chiefs Council, with its Prevention Coordination Committee,53 which is led by the police but relies on the advice of external experts acting as advisors. While institutional arrangements differ, the principle remains clear that effective crime prevention requires authoritative national direction supported by cross-sector engagement. In support of this strategic leadership function, a range of planning tools and governance mechanisms can be used to guide the development of a national crime prevention strategy. Drawing on international good practices identified throughout this guidance, strategies should be developed against clear planning frameworks, such as SMART54 objectives, to ensure priorities are well defined, measurable, achievable, relevant, and time-bound. These tools assist in translating strategic intent into actionable and assessable objectives across the system.

SMART Objectives:

1. Specific: What will be accomplished? What actions will you take? 2. Measurable: What data will measure the goal? How much? How well? 3. Achievable: Is the goal doable? Do you have the necessary skills and resources? 4. Relevant: How does the goal align with broader goals? Why is the result important? 5. Time-bound: What is the time frame for accomplishing the goal?

52 National Crime Prevention Council, About NCPC, https://www.ncpc.org.sg/about/ 53 National Police Chiefs’ Council, Prevention Coordination Committee, https://www.npcc.police.uk/our-work/work-of-npcc-commit‑ tees/prevention-coordination-committee/ 54 University of California Office of the President, How to Write SMART Goals v2: SMART Goals — A How‑to Guide (Perfor‑ mance Appraisal Planning 2016‑2017), https://www.ucop.edu/local‑human‑resources/_files/performance‑appraisal/ How+to+write+SMART+Goals+v2.pdf

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While the Strategic Lead function provides overall direction, it should not be understood to be centralized in a single role or level within this ecosystem. Rather, it is exercised as a shared function across crime prevention: strategically through national governance and standard-setting; operationally through regional coordination and accountability; and practically through local problem-solving, community engagement and specialist practice. This shared leadership is sustained through continuous feedback loops linking national priorities to local delivery, and local insight to strategic review. At the regional level, a manager or management team oversees the taskings from the strategic leaders at national level. At this intermediate level, representatives from law enforcement, local government or authorities, health and others, all play a key role and possess useful data, expertise and contextual understanding. These actors are empowered to adjust the strategy in light of regional needs and priorities and are also responsible for setting targets for implementation teams, ensuring that they have the necessary resources, knowledge and support to perform their role to maximum effect. A local delivery function, or practitioner team, is responsible for the implementation of crime prevention interventions and is tasked by the management team. In addition to direct implementation, local practitioners also provide intelligence and data to the management team, who in turn feed that information to the strategic team and the central intelligence hub, for the benefit of future crime prevention planning. This local level is key in delivering strong community engagement and specialist expertise. Many countries have created dedicated roles to focus on specific disciplines within crime prevention. For instance, in the UK, this includes Police Community Support Officers,55 Crime Prevention Advisers56 and Crime Prevention Design Advisors.57 It is important to recognize that this structure is not a static, linear process, rather it should be manifested as a crime prevention cycle. Strategic direction flows downward through strategy, policy and tasking, while intelligence, assessment and operational insights flow upward from practice to management. These exchanges occur continuously, creating a structured system of interaction between national leadership, regional management, and local delivery teams. When these functions operate in alignment, they enable adaptation, refinement and improvement across all levels of the system. As a process, this cycle is most effective when a clear national strategy aligned with national needs and priorities is published, which can be interpreted and adjusted at the regional level

55 College of Policing, Police Community Support Officer (PCSO), https://www.college.police.uk/career-learning/support-for-ca‑ reer-development/policing-professional-profiles/community-policing-profiles/police-community-support-officer-pcso 56 College of Policing. Prevention tactical adviser. https://www.college.police.uk/career-learning/support-for-career-development/ policing-professional-profiles/community-policing-profiles/prevention-tactical-adviser/ 57 Secured by Design. Our Designing Out Crime Officers are all police officers who are passionate about preventing crime and keeping London safe. https://www.securedbydesign.com/about-us/news/our-designing-out-crime-officers-are-all-police-officerswho-are-passionate-about-preventing-crime-and-keeping-london-safe

5. Implementing a Crime Prevention Approach

and implemented locally.58 Feedback from local practice informs strategic refinement, ensuring that prevention efforts remain responsive and evolve with crime patterns and community needs. The graphic below illustrates this crime prevention cycle and the continuous interaction between national leadership, regional management, and local delivery functions.

• Intelligence • Assessment • Feedback

CRIME PREVENTION DESIGN SPECIALIST

• Intelligence • Assessment • Feedback

• Strategy • Policy • Tasking

continuous review and improvement

• Intelligence • Assessment • Feedback

CRIME PREVENTION PRACTITIONER

CRIME PREVENTION STRATEGIC LEAD

• Strategy • Policy • Tasking

CRIME PREVENTION MANAGER

• Strategy • Policy • Tasking

To support this continuous cycle of strategy development, delivery and learning, regular reviews and assessments should be made of the crime prevention strategy at all levels, with any necessary adjustments made to maximise the strategy’s efficiency. These reviews should be informed by clearly defined Key Performance Indicators (KPIs) and other performance data, encompassing both crime reduction outcomes and measures of community trust and perceived safety across different segments of the community, with due attention to women and other vulnerable groups.

58 Board Intelligence. (2025). The definitive guide to KPI dashboards. https://www.boardintelligence.com/blog/the-definitive-guide-tokpi-dashboards

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6. CONCLUSIONS Crime prevention is increasingly recognized as a long-term investment in public safety, trust, and social resilience, rather than a function that can be addressed solely through reactive enforcement. A preventative approach requires alignment between strategy, institutions, professional roles, and communities, supported by clear governance and sustained capability. This guidance document has endeavoured to bring these elements together, emphasizing how preventative policing can be structured and operationalized in practice. This guidance document highlights the development of a national crime prevention strategy as a critical starting point, led by a dedicated national coordinating mechanism, such as a National Crime Prevention Committee. International practice demonstrates that such bodies are most effective when they bring together senior representatives from key partner agencies, including all aspects of law enforcement (national, civil, border force, etc.), relevant government departments and sectors, such as health, education and academia. In many of the countries analyzed, a police chief provides strategic leadership. This leadership group should be responsible for the development, publication and implementation of a national crime prevention strategy. Effective strategies are informed by an understanding of prevalent crime types and their underlying drivers and are enforced through Government policy or legislation to ensure authority, sustainability and consistency. Once established, the national strategy is typically disseminated and operationalized through relevant partner agencies at the regional level. The formation of a regional committee enables consideration of regional variations, reflecting priority crime problems within the region. This process supports the development of regionally informed crime prevention plans for delivery at the local level. At a local level, crime prevention is most effectively delivered through dedicated implementation teams, often consisting of a manager (usually a police sergeant or inspector),

6. Conclusions

supported by specialist roles such as a Crime Prevention Practitioner and at least one Environmental Crime Prevention Specialist. Across many systems, a shift in organisational culture within law enforcement is required to embed crime prevention as a shared priority for the wider law enforcement community. Local crime prevention implementation teams play a leading role in engaging with communities and mobilizing their support. Analyzed practices highlight the importance of community involvement through mechanisms such as volunteerism and neighbourhood-based initiatives, including ‘Neighbourhood Watch’ or similar models, as a means of strengthening trust, awareness, and long-term crime prevention outcomes. Ultimately, the approaches outlined in this guidance are intended to inform and support national efforts and should be adapted and applied in a manner that reflects local legal frameworks, institutional capacity, cultural context, and community needs.

BIBLIOGRAPHY 1.

Armitage, Richard. Crime Prevention Through Housing Design. London: Palgrave Macmillan, 2023. ISBN 978-0-230-01355-1

Bullock, K., and Nick Tilley. Crime Reduction and Problem-Oriented Policing. Cullompton, UK: Willan Publishing, 2003. ISBN 978-1-84392-050-0

Newman, Oscar. Defensible Space: Crime Prevention Through Urban Design. New York: Macmillan, 1973. LCCN 73-187075.

Clarke, Ronald V. Situational Crime Prevention: Successful Case Studies. Harrow, UK: Harrow and Heston, 1997. ISBN 0-911577-38-6.

Atkinson, Ian. The Creative Problem Solver. Harlow, UK: Pearson, 2014. ISBN 978-1-292-01618-4.

Toolkit for Responsible Use of AI in Law Enforcement. INTERPOL and UNICRI (2024). Accessible at: www.ai-lawenforcement.org

Impact of Biometric Surveillance on Reducing Violent Crime. Haley, P. (2025). Sensors (Basel, Switzerland), 25(10), 3160. Accesible at: https://pmc.ncbi.nlm.nih.gov/articles/PMC12116099/

Intelligence-led Policing in the 21st Century: How increased mobility requires new paradigms of information sharing. Phythian, R. (2024). The police journal, 98(3), 601–617. Accesible at: https://pmc.ncbi.nlm.nih.gov/articles/PMC12375379/

Guler, A. Examining Public Support for AI in Policing. (2025).

10. Opportunities and Challenges of AI Adoption by the Abu Dhabi Police: A Review Study - International Journal of Academic Research in Economics and Management Sciences 13(3) (2024). Accesible at: https://hrmars.com/papers_submitted/22719/opportunities-and-challengesof-ai-adoption-by-the-abu-dhabi-police-a-review-study.pdf 11. Reduction of Crimes in Dubai with the use of Artificial Intelligence. Abdulrahim, A.S. (2024) Thesis. Rochester Institute of Technology. Accesible at: https://repository.rit.edu/cgi/viewcontent.cgi?article=13033&context=theses.

ANNEX CRIME PREVENTION JOB PROFILES

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Guidance on Developing and Implementing a Crime Prevention Approach

CRIME PREVENTION STRATEGIC LEAD About the Role The Strategic Crime Prevention Lead should be a senior official who has established knowledge of crime, policing and prevention methodologies, and is afforded the authority to operate at a national level. In the UK, this role is performed by an individual holding the rank of Chief Officer (Chief Constable, Deputy Chief Constable or Assistant Chief Constable. In New Zealand, the role is performed by the Commissioner for Police. In Singapore, this role is performed by a government-led committee called the National Crime Prevention Council, which is made up of judges, ministers, police, intelligence service representatives, and key community departments.

Role Purpose The Strategic Crime Prevention Lead (CPSL) is responsible for setting the overall prevention strategy for their area (which could be national, regional or local) for which they are responsible. They will lead a team which includes the Crime Prevention Manager (CPM) and several Crime Prevention Practitioners (CPP), including an Environmental Crime Prevention Specialist (ECPS).

Tasks/Responsibilities Creating and maintaining a crime prevention strategy to cover the designated area of responsibility, considering current and emerging crime trends, human rights and the management of cultural change. Consulting with wider organisations and partners at strategic level to ensure partnership working is maximized to the full benefit of the specified area in prevention and reducing crime. Developing proactive policing requirements to deal with volume crime issues in conjunction with key partners. Understanding and responding to community tensions and overseeing a response plan which will reduce any possible threats from arising. Implementing a system to manage and report on the performance of staff, including setting performance objectives, holding staff accountable for delivery, and taking appropriate corrective action where necessary.

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Skills The Crime Prevention Strategic Lead must possess the following core skills to carry out their role to maximum effect. The following are recommended: Leadership at strategic level. Demonstrating advanced analytical, research, and strategic planning skills. Possessing a strong background and experience in crime prevention projects, including community engagement. Proven communication skills, both written and verbal. Communicating regularly with partners outside their own agency. Implementing strategies that respond to emerging challenges and consider the implications for key partners. Creating and implementing a structured qualifications strategy to ensure all crime prevention practitioners are qualified and engaged with career progression. Researching complex situations to evidence decision-making. Understanding the Six Pillars and the requirements for effective implementation. Maintaining core values of honesty, integrity and empathy.

Knowledge Requirements To achieve effective performance in the role, the following qualifications and experience should be met. Prior to entry, a CPSL will have achieved a significant amount of experience and expertise in crime prevention techniques, partnership working and the effective design and delivery of strategies. It is preferred that they hold a higher level (degree) qualification, preferably Master’s degree, which includes modules on the delivery of strategies. An accurate assessment of the post holder’s skills and qualifications should be made at the time of selection and prior to the individual starting in the role of CPSL. Once in post, the CPSL will engage with partners to create a higher-level specific qualification for crime prevention leadership.

PREVENTATIVE POLICING IN PRACTICE:

Guidance on Developing and Implementing a Crime Prevention Approach

Continuing Professional Development (CPD) Qualifications are important as they provide an independent assessment of the individual’s knowledge and new skills gained. This will only have value if the individual maintains their knowledge of current crime trends, best practices and self-study. Each CPSL should maintain an annual record of CPD achievements, which can be used as evidence of their currency and to inform annual performance reviews. CPD should include: Engaging in regular reflection on personal performance and associated impact. Maintaining a working knowledge of best practices and local policies applicable to the operational police context. Maintaining knowledge of legislation, policy, and practice across all functional policing areas of operational policing. Maintaining a working knowledge and understanding of innovative approaches identified through evidence-based policing research and problem-solving, and synthesizing these into professional practice. Maintaining a working knowledge and understanding of new and evolving crime threats and priorities, and current best practices to tackle these to enable a proactive and preventative approach. Maintaining a working knowledge and understanding of community engagement methods and opportunities, and synthesizing these into professional practice.

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CRIME PREVENTION MANAGER About the Role A Crime Prevention Manager is a position within the community policing sector. It is a team leader role with the responsibility for managing crime prevention activities, reporting to the Strategic Crime Prevention Lead. In the UK, this role is performed by a police officer at the rank of Sergeant or Inspector. In New Zealand, the role is performed by all police mid-level managers as their crime prevention strategy applies to all staff. In Singapore, the management of crime prevention staff and activities is mainstreamed through all key agencies, including police and local authorities. Managers are not necessarily police officers.

Role Purpose The Crime Prevention Manager leads a team in driving the adoption and implementation of structured crime prevention strategies within their designated area using the Six Modalities to deliver a quantifiable reduction in the threat, risk, harm and demands associated with crime, anti-social behaviour and other preventable demands.

Tasks/Responsibilities Providing operational leadership within the region, translating strategic priorities into locally informed action plans and feeding regional insight back into national review processes. Championing the use of structured crime prevention modalities such as situational problem-solving; building awareness of their benefits (for example, economic benefits), developing the capability of Crime Prevention Practitioners capability to utilize crime prevention tools through strategic and tactical tasking, communications and training; and providing expert advice and guidance to the Strategic Crime Prevention Lead. Consulting with the wider organisations and key partners to clarify prevention priorities and to develop and agree crime prevention plans informed by the Prevention Strategy. Coordinating the collection, analysis and reporting of key data, including local and regional performance, to inform the evaluation of prevention interventions, including quantifiable benefits, identifying lessons learned and sharing best practices across the organisation to enable continuous improvement. Developing strong working relationships with external partners to share prevention best practices and to develop joint prevention initiatives.

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Guidance on Developing and Implementing a Crime Prevention Approach

Managing and reporting on the performance of the prevention team, setting performance objectives, holding staff accountable for delivering these and taking appropriate corrective action where necessary. Leading, motivating and developing the team to ensure that members are engaged with and capable of delivering their team and individual objectives.

Skills A Crime Prevention Manager must possess the following core skills to carry out their role effectively. The following are recommended: Leadership at managerial level. Qualified as a manager within their sector. Proven experience in crime prevention projects, including community engagement. Leadership in working with partners outside of their own agency. Strong written and verbal communication skills within their own organisation and with external partners. Ability to adapt to emerging challenges and consider the needs of key partners. Ability to implement key priorities and monitor their success. Conduct research that will inform strategy implementation and decision-making. Drive the implementation of the Six Pillars, demonstrating a clear understanding of how they interact. Demonstrate core values of honesty, integrity and empathy.

Knowledge Requirements To achieve effective performance in the role, the following qualifications and experience should be met. Prior to entry, a CPM will have typically achieved knowledge in the following areas of crime prevention and be a proven, if not formally qualified, manager. • Definition of crime and its underlying causes • The value of crime prevention • Key crime prevention techniques (the six modalities) Once in post, the CPM should seek to further develop specialist qualifications, including in crime prevention through environmental design, so that they fully understand the roles and capabilities within their team. Consideration should be given to creating a Bachelor’s degree course to cover these subjects and management skills. 42

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Continuing Professional Development (CPD) Qualifications are important as they provide an independent assessment of the individual’s knowledge and newly acquired skills. This will only have value if the individual maintains their knowledge with current crime trends, best practices and through self-study. Each CPM should maintain an annual record of CPD achievements, which can be used as evidence of their professional currency and to inform annual performance reviews. CPD should include: Engaging in regular reflection on personal performance and associated impact. Maintaining a working knowledge of best practices, and local policy applicable to the operational police context. Maintaining knowledge of legislation, policy, and practice across all functional policing areas of operational policing. Maintaining a working knowledge and understanding of novel approaches identified by evidence-based policing research and problem-solving, and synthesizing these into professional practice. Maintaining a working knowledge and understanding of new and evolving crime threats and priorities, and current best practices to tackle these, to enable a proactive and preventative approach. Maintaining a working knowledge and understanding of community engagement methods and opportunities, and synthesizing these into professional practice.

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Guidance on Developing and Implementing a Crime Prevention Approach

CRIME PREVENTION PRACTITIONER About the Role A Crime Prevention Practitioner (CPP) is a local position within the community policing sector. The individual will be specially trained and designated to examine local crime trends and seek solutions based on their knowledge of crime prevention techniques and of the locality and community. In the UK this role is performed by either a Police Community Support Officer or Police Constable. The New Zealand Police place this responsibility on all their staff through their ‘Prevention First’ strategy. In Singapore, this duty is mainstreamed across society through public awareness and education initiatives led by the National Crime Prevention Committee.

Role Purpose CPPs are a key liaison point between local communities and law enforcement. Publicly facing, they provide a visible, accessible, and approachable presence in the community. They offer reassurance, undertake problem-solving, defuse situations that may escalate into conflict, improve public confidence and trust, gather information, and foster good community relations. This includes advising victims of crime on how to reduce the chances of repeat victimisation. CPPs also respond to a wider range of non-criminal issues that contribute to vulnerability and safety within the community. They are expected to act with professional discretion, making appropriate use of their designated powers and operating within established guidelines.

Tasks/Responsibilities Maintaining a highly visible community presence in accordance with local area needs to address issues of public concern, act as a deterrent to local crime, and improve community confidence (Pillar One). Exercising local leadership in community engagement and problem-solving initiatives, ensuring that frontline insight informs wider strategy development. Maintaining an elevated level of knowledge regarding crime prevention tools (the Six Pillars) and how to implement them at the appropriate times. Supporting ongoing law enforcement operations by undertaking community-based activities as directed and by gathering and managing information and intelligence in line with legislation, policies and guidance. Supporting law enforcement in the initial response to incidents to assist in the resolution of low-impact offending, in line with designated powers and remit. 44

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Developing close working relationships with key community entities and individuals, as directed, to gather and provide information. Supporting vulnerable individuals, promoting community cohesion and identifying and addressing issues such as anti-social behaviour. Developing effective relationships with individuals across the community, including vulnerable individuals and those at risk of harm to prevent crime and build trust in policing by assessing needs, providing support, and responding to concerns. Acting, where required, to contain, assess and provide support to ensure immediate public safety, recognizing that CPPs are not normally first respondents to complex incidents. Staying aware of risks to individuals, escalating potential threats to public safety in line with force guidance to support the identification and resolution of issues. Helping to improve neighbourhood policing by applying critical thinking and problem-solving methodologies to identify solutions and drawing on evidence of what works. Applying victim-centred and trauma-informed approaches, including informed consent, confidentiality, and safe referral pathways, in line with relevant SOPs Working effectively with partners beyond law enforcement to help reduce crime and protect the vulnerable; understanding the different remits, perspectives and approaches of partners, and how to best work with them. Contributing to an inclusive team culture and work environment by valuing different contributions, treating everyone with respect and promoting ethical behaviours, and being open to feedback to enable successful policing in line with the force’s values and ethics.

Skills The CPP must possess the following core skills, either prior to appointment or to be developed during their time as a CPP. This list is not exhaustive. The following are recommended: Evidence of working with local communities on crime issues. Ability to communicate at all levels, from briefing senior personnel to engaging with communities at local meetings. Demonstrated experience of working with key partners on crime prevention projects. Excellent verbal and written communication skills. Ability to research and understand all aspects of the communities where they work. Understanding of the potential impact on the human rights of others when making recommendations. Flexible and open to the opinions and ideas of others. Demonstrated knowledge of the Six Pillars, how they interact and their implementation. Sharing crime prevention good practice methods for consideration in future projects

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Guidance on Developing and Implementing a Crime Prevention Approach

Influencing change within law enforcement and communities. Evidence of previous project delivery within law enforcement and communities. Maintaining the core values of honesty, integrity and judgement.

Knowledge Requirements The CPP must possess the above skills and work towards formalising these through qualifications. Level 3 Qualification in Community Safety (advanced vocational competence - UK NVQ level 3 or equivalent). • Definition of crime and its underlying causes • The value of crime prevention and examples of good practices • All aspects of the Six Pillars • Specialist problem-solving training Level 4 Qualification in Crime Prevention (UK NVQ Level 4 or equivalent to first-year Bachelor’s degree level) • Overview and application of Crime Prevention Through Environmental Design (CPTED) principles • Understanding the practical applications of Designing Out Crime approaches • Conducting Environmental Visual Audit and interpreting findings • Understanding physical security • Advanced problem-solving methodologies

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Maintaining knowledge of legislation, policy, and practice across all functional policing areas of operational policing. Maintaining a working knowledge and understanding of innovative approaches identified by evidence-based policing research and problem solving and synthesizing these into working practice. Maintaining a working knowledge and understanding of new and evolving crime threats and priorities; and current best practice to tackle these to enable a proactive and preventative approach Maintaining a working knowledge and understanding of community engagement methods and opportunities, and synthesizing these into working practice.

PREVENTATIVE POLICING IN PRACTICE:

Guidance on Developing and Implementing a Crime Prevention Approach

ENVIRONMENTAL CRIME PREVENTION SPECIALIST About the Role An Environmental Crime Prevention Specialist (ECPS) is a local position within the community policing sector. The individual will have performed the role of a Crime Prevention Practitioner for at least three years prior to becoming a specialist ECPS. The ECPS will be responsible for liaising between the police, architects, developers and local planning authorities on new-build and refurbishment projects within the built environment. In the UK, this role is performed by either a Police Officer or a civilian member of staff (usually a retired and experienced CPP or ECPS). The New Zealand Police also have a dedicated Designing Out Crime Officer role. The Singapore National Police do not have a specific role for ECPS but mainstream these functions through their community policing structure.

Role Purpose ECPSs are specialist experts in Designing Out Crime and Crime Prevention Through Environmental Design (CPTED) with a focus on the built environment. The ability to interpret building and landscaping plans is central to this role, as is the understanding of how the built environment and streetscape can either increase or reduce opportunities for crime. They make recommendations to local authorities, architects, developers and police chiefs regarding proposed development plans and how best to reduce opportunities to commit crime through proven design practices.

Tasks/Responsibilities Providing specialist leadership on built environment interventions and contributing expert insight to regional and national strategy refinement. Assessing high-crime locations and making recommendations for changes within the environment to reduce the opportunity for crime with the use of Environmental Visual Audits. Maintaining a high level of knowledge regarding crime prevention tools (the Six Pillars) and how to implement them at the appropriate times. Conducting research and liaising with other ECPSs to maintain current knowledge of good practice in Designing Out Crime. Maintaining knowledge of local planning requirements, legislation, policies and guidance. Developing close working relationships with entities and individuals within planning, developers, architects and other key agencies involved in the design and development of the built environment. 48

ANNEX: CRIME PREVENTION JOB PROFILES

Developing effective relationships with individuals across the community, including the vulnerable and at-risk individuals to prevent crime and build trust in policing by assessing needs, providing support, and responding to concerns. Staying aware of risks to individuals, escalating potential threats to public safety in line with force guidance to support the identification and resolution of issues, thereby reducing crime and the fear of crime. Helping to improve neighbourhood policing by applying critical thinking and problem-solving methodologies to identify effective solutions and drawing on evidence of what works. Working effectively with partners beyond law enforcement to help reduce crime and protect vulnerable individuals; understanding the different remits, perspectives and approaches of partners, and how to best work with them. Contributing to an inclusive team culture and working environment by valuing different contributions, treating everyone with respect, promoting ethical behaviours, and being open to feedback to enable successful policing in line with the force’s values and ethics.

Skills The ECPS should be an experienced Crime Prevention Practitioner who has taken the next step to specialize in Designing Out Crime. This is not an exhaustive list. The main skills include: Proven knowledge in the development and delivery of crime prevention projects. Influencing change and evidencing recommendations. Administering projects in partnership with other agencies, such as planning departments within local authorities. Possessing expert knowledge of Designing Out Crime techniques through the implementation of Crime Prevention Through Environmental Design and physical security measures. Strong verbal and written communication skills, with the ability to communicate at all levels. Demonstrated excellence in knowledge of the Six Pillars, their interaction and appropriate implementation. Openness to the ideas of others and willingness to adapt when appropriate. Understanding where human rights may be impacted by their decisions or recommendations. Demonstrated research capability. Implementing crime prevention design projects at a local and regional levels. Maintaining the core values of honesty, integrity and judgement.

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Guidance on Developing and Implementing a Crime Prevention Approach

Knowledge Requirements To achieve effective performance in the role, the following qualifications and experience should be met. Prior to entry, an ECPS will have typically achieved at least three-years’ experience as a Crime Prevention Practitioner, including competent knowledge of how to conduct Environmental Visual Audits and the subsequent application of CPTED and Physical Security measures to reduce crime in the built environment. They should also possess a Level 4 NVQ certificate in Crime Prevention (equivalent to first-year Bachelor’s degree level). After employment, an ECPS should work towards a Level 5 NVQ Diploma (equivalent to second-year Bachelor’s degree level) in Designing Out Crime as soon as possible.

Continuing Professional Development (CPD) Qualifications are important as they provide an independent assessment of the individual’s knowledge and newly acquired skills. This will only have value if the individual maintains their knowledge of current crime trends, best practices and through self-study. Each ECPS should maintain an annual record of CPD achievements, which can be used as evidence of their professional currency and to inform annual performance reviews. CPD should include: Engaging in regular reflection on personal performance and associated impact. Maintaining a working knowledge of best practices and local policies applicable to the operational police context. Maintaining knowledge of legislation, policy, and practice across all functional policing areas of operational policing. Maintaining a working knowledge and understanding of new approaches identified by evidence-based policing research and problem-solving, and synthesizing these into professional practice. Maintaining a working knowledge and understanding of new and evolving crime threats and priorities; and current best practices to address these to enable a proactive and preventative approach. Maintaining a working knowledge and understanding of community engagement methods and opportunities, and synthesizing these into professional practice.

www.unicri.org | www.nauss.edu.sa

This guidance document provides a practical framework for preventive policing based on an analysis of international good practices. It outlines six pillars of crime prevention, defines governance roles at the national, regional, and local levels, and identifies four core job profiles to support implementation. The document serves as a practical reference for policymakers, law enforcement leaders, and partners adopting a proactive and preventive policing approach.