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Public focused contact management

Delivering public focused control room services, managing risk, and prioritising vulnerable people.

First published
6 mins read

The National Contact Management Strategic Plan 2023-2028 (PDF, 1.8KB) outlines the importance of delivering services that are public-focused:

We will be public focused in the way we deliver our services, focusing on reducing the citizen effort required to achieve the outcome needed for each contact. This includes resolving as much appropriate contact at the first point as is possible.

National Contact Management Strategic Plan, 2023-2028

This information supports you as a contact centre leader by:

  • highlighting positive practices in this area, from a range of force control rooms 
  • signposting you to relevant guidance, standards, and resources 

Building trust and confidence

Delivering services that are public focused plays an important role in building public trust and confidence in the police.

Norfolk Constabulary share their experiences of the impact that effective contact management can have in this area:

Listening and responding to public feedback (practice example)

To support continuous improvement, Hertfordshire Constabulary have set up Echo, a platform that allows callers, victims, residents, and employees, to tell the police what matters most.

The outcomes of this initiative have included:

  • the development of additional services to meet victims' needs
  • hundreds of call handlers receiving feedback from callers
  • the development of a ‘YouSaidWeDid’ campaign to keep residents informed of planned actions

Improving call response and reducing abandonment rates 

Improving call response and reducing abandonment rates have been identified as areas for improvement by His Majesty's Inspectorate of Constabulary and Fire & Rescue Services (HMICFRS):

Many forces don’t understand how many calls for service are abandoned and why. Some forces think that some abandoned calls are due to callers being diverted to other contact methods, such as Single Online Home, or because they heard about support information while waiting for their call to be answered. However, no force was able to provide evidence for this assumption. This means they can’t assure themselves that opportunities to report crime and prevent harm haven’t been missed. 

Police performance: Getting a grip, HMICFRS, July 2023 

Providing a call back option (practice example)

Humberside Police have been able to reduce the numbers of abandoned calls over a 12-month period by implementing a call back system that allows 101 callers to hang up the phone and keep their place in the queue. This resulted in: 

  • 12.5% of non-emergency 101 callers requesting a call back
  • 96.5% of those call backs being successful

Identifying and understanding risk at initial contact

At the first point of police contact, the public maybe in a state of distress, high emotional arousal, possibly injured, frightened or confused. 

They’re dependent on the skill, knowledge, experience and judgement of operators to confront risks and to make risk decisions. This interaction often involves assessing limited information in time critical and highly uncertain situations. 

Risk management must be equally effective whichever route the contact is through (for example, voice call, email or text). Risk management is an integral part of contact management.
 

Guidelines on recognising and responding to risk

We’ve produced guidelines on recognising and responding to vulnerability-related risks. These are aimed at first responders (including call handlers) and can support your teams to:

  • spot the clues associated with vulnerability-related risk
  • create an environment that encourages individuals to disclose relevant information
  • be curious and obtain a rich picture of circumstances associated with an incident

To better equip and support people in exercising their professional judgement, we’ve produced authorised professional practice which outlines ten principles related to taking and reviewing risk.

In too many cases vulnerability and repeat victims weren’t identified. Good-quality risk assessments that support the most appropriate response weren’t completed or recorded for others to see.

Police performance: Getting a Grip, HMICFRS, July 2023

THRIVE assessments (practice example)

Learn more about the steps South Wales Police are taking to help improve call-management and application of THRIVE (threat, harm, risk, investigation, vulnerability and engagement) assessment.

Responding to domestic abuse incidents 

The first priority of the police in responding to a domestic abuse incident is to protect the victims and others at risk. Our authorised professional practice (APP) on responding to domestic abuse incidents includes information on how call-handlers can provide a high-quality response to victims in relation to:

  • ensuring safety
  • information gathering
  • preserving evidence
  • deployment of response 

Rapid video response for domestic abuse victims (practice example)

Kent Police have implemented a rapid video response system for domestic abuse victims who call 999. The aim of the intervention is to improve outcomes for victims by improving police response to non-emergency reports of domestic abuse at the point of call.

Partnership working

The police may not always be the most appropriate service to respond to some 999 or 101 calls. Working with partner organisations can sometimes be the most successful way of ensuring people get access to the support they need.

Concerns for health and welfare 

We’ve produced the Right Care, Right Person (RCRP) toolkit, which aims to ensure vulnerable people get the right support from the right emergency services. RCRP applies to calls for service about:

  • concern for the welfare of a person
  • people who have walked out of a healthcare setting
  • people who are absent without leave from mental health services
  • medical incidents

Force control room implementation guidance

Our toolkit includes force control room implementation guidance. This covers topics such as how you can support call handlers by:

  • helping them to identify what the police are being asked to do
  • helping them to understand local RCRP agreements, so they can effectively signpost to other services when it's more appropriate for another agency to respond
  • recognising they may need more time to handle calls related to RCRP
  • developing decision-making toolkits or flowcharts
  • providing them with access to immediate support and advice when taking RCRP related calls

RCRP e-Learning

Control room teams also have access to our RCRP e-learning, via College Learn (you will need to register and log in). 

This covers:

  • the general principles of RCRP
  • scenarios for staff to work through to gain understanding of the legal basis for the RCRP approach

This e-learning must be supplemented by additional training and support for anyone involved in RCRP within your force control room: 

Sustainable solutions require a collaborative approach. This has been particularly evident in the interface between Policing and Health and Social Care. The emerging work on ‘Right Care – Right Person’ is an important development. If it is to be successful and sustainable clear parameters will need to be set and maintained, detailed training and guidance given to Contact Management staff and most important good support given to staff making key, fast time decisions, some of which will doubtless come under significant scrutiny.


National Contact Management Strategic Plan (2023-2028)
 

Implementing RCRP (practice example)

Learn more about how RCRP has been implemented in Humberside police.

Partnership working guidance

Aligning priorities with partners can improve cooperation and reduce potential duplication of activity. Working with partners may also provide access to alternative solutions and enable non-crime issues to be passed on to the most suitable agency. 

We’ve published guidance on how partnership working can facilitate problem solving. This may include aligning priorities, clarifying roles and responsibilities, and agreeing data-sharing protocols to protect vulnerable people.

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