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Enhancing SARA: a New Approach in an Increasingly Complex World Steve Burton1* and Mandy Mcgregor2

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Enhancing SARA: a New Approach in an Increasingly Complex World Steve Burton1* and Mandy Mcgregor2 Burton and McGregor Crime Sci (2018) 7:4 https://doi.org/10.1186/s40163-018-0078-4 SHORT CONTRIBUTION Open Access Enhancing SARA: a new approach in an increasingly complex world Steve Burton1* and Mandy McGregor2 Abstract The research note describes how an enhancement to the SARA (Scan, Analyse, Respond and Assess) problem-solving methodology has been developed by Transport for London for use in dealing with crime and antisocial behaviour, road danger reduction and reliability problems on the transport system in the Capital. The revised methodology highlights the importance of prioritisation, efective allocation of intervention resources and more systematic learning from evaluation. Keywords: Problem solving, Transport policing, Problem oriented policing Main text an international award that recognises excellence in POP Introduction initiatives, winning twice in 2006 and 2011 (see Goldstein Problem oriented policing (POP), commonly referred Award Winners 1993–2010). to as problem-solving in the UK, was frst described by Crime levels on the transport system are derived from Goldstein (1979, 1990) and operationalised by Eck and a regular and consistent data extract from the Met- Spelman (1987) using the SARA model. SARA is the ropolitan Police Service and British Transport Police acronym for Scanning, Analysis, Response and Assess- crime recording systems. In 2006, crime levels on the ment. It is essentially a rational method to systematically bus network were causing concern. Tis was largely identify and analyse problems, develop specifc responses driven by a sudden rise in youth crime with a 72 per cent to individual problems and subsequently assess whether increase from 2005 to 2006: Te level rose from around the response has been successful (Weisburd et al. 2008). 290 crimes involving one or more suspects aged under A number of police agencies around the world use this 16 years per month in 2005 to around 500 crimes per approach, although its implementation has been patchy, month in 2006. has often not been sustained and is particularly vulnera- Fear of crime was also an issue and there were increas- ble to changes in the commitment of senior staf and lack ing public and political demands for action. In response of organisational support (Scott and Kirby 2012). Tis TfL, with its policing partners, worked to embed a short contribution outlines the way in which SARA has more structured and systematic approach to problem- been used and further developed by Transport for Lon- solving, allowing them to better identify, manage and don (TfL, the strategic transport authority for London) evaluate their activities. Since then crime has more than and its policing partners—the Metropolitan Police Ser- halved on the network (almost 30,000 fewer crimes each vice, British Transport Police and City of London Police. year) despite signifcant increases in passenger jour- Led by TfL, they have been using POP techniques to neys (Fig. 1). Tis made a signifcant contribution to the deal with crime and disorder issues on the network, with reduction in crime from 20 crimes per million passenger some success. TfL’s problem-solving projects have been journeys in 2005/6 to 7.5 in 2016/17. shortlisted on three occasions for the Goldstein Award, Although crime has being falling generally over the last decade, the reduction on London’s public transport network has been comparatively greater than that seen *Correspondence: [email protected] overall in London and in England and Wales (indexed 1 60 Fordwich Rise, London SG14 2BN, UK Full list of author information is available at the end of the article fgures can be seen in Fig. 2). Te reductions on public © The Author(s) 2018. This article is distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons license, and indicate if changes were made. Burton and McGregor Crime Sci (2018) 7:4 Page 2 of 5 Fig. 1 Crime volumes and rates on major TfL transport networks and passenger levels transport are even more impressive given that there are • increasing strategic complexity in the community very few transport-related burglary and vehicle crimes safety and policing arena for example, the increased which have been primary drivers of the overall reduc- focus on safeguarding and vulnerability; tions seen in London and England and Wales. TfL attrib- • the increasing pace of both social and technological utes this success largely to its problem-solving approach change, for example, sexual crimes such as ‘upskirt- and the implementation of a problem-solving framework ing’ and ‘airdropping of indecent images’ (see http:// and supporting processes. www.independent.co.uk/news/uk/crime/london- tube-sexual-assault-underground-transportation- A need for change harassment-a8080756.html); TfL remains fully committed to problem-solving and • fnancial challenges and resource constraints yet processes are embedded within its transport policing, growing demands for policing and enforcement enforcement and compliance activities. However, it has action to deal with issues; become apparent that its approach needs to develop fur- • greater focus on a range of non-enforcement inter- ther in response to a number of emerging issues: ventions as part of problem solving responses; • a small upturn in some crime types including passen- • broadening of SARA beyond a predominant crime ger aggression and low-level violence when the net- focus to address road danger reduction and road reli- work is at peak capacity; ability problems; • increasing focus on evidence-led policing and enforcement, and; Burton and McGregor Crime Sci (2018) 7:4 Page 3 of 5 Fig. 2 UK, London and transport crime trends since 2005/6 • some evidence of cultural fatigue among practition- stages are implicit within the SARA approach, it was felt ers with processes which indicated a refresh of the that a more explicit recognition of their importance as approach might be timely. component parts of the process would enhance overall problem-solving eforts undertaken by TfL and its polic- Implications ing partners. Te revised approach, which recognises In response, TfL undertook a review of how SARA and these important additional steps in the problem-solving its problem-solving activities are being delivered and process, has been given the acronym SPATIAL—Scan, considered academic reviews and alternative mod- Prioritise, Analyse, Task, Intervene, Assess and Learn as els such as the 5I’s as developed by Ekblom (2002) and defned in Table 1 below: those assessed by Sidebottom and Tilley (2011). Tis SPATIAL adapts the SARA approach to address a review resulted in a decision to continue with a SARA- number of emerging common issues afecting policing style approach because of its alignment with existing and enforcement agencies over recent years. Te fnan- processes and the practitioner base that had already been cial challenges now facing many organisations mean established around SARA. Tis has led to a refresh of that limited budgets and constrained resources are inad- TfL’s strategic approach to managing problem-solving equate to be able to solve all problems identifed. Te which builds on SARA and aims to highlight the impor- additional steps in the SPATIAL process help to ensure tance of prioritisation, efective allocation of intervention that there is (a) proper consideration and prioritisa- resources and capturing the learning from problem-solv- tion of identifed ‘problems’ (b) efective identifcation ing activities at a strategic and tactical level. Whilst these and allocation of resources to deal with the problem, Table 1 Defning SPATIAL Scan Identify existing and emerging issues and begin to develop defne problem Prioritise Assess problems against agreed criteria and against other priorities Analyse Collect and analyse data to understand and defne the problem and identify points for intervention Task Identify appropriate responses to problem and allocate resources to deliver agreed intervention(s) Intervene Implement planned interventions in an efective and timely manner (categorised as enforcement, engagement/education and environ- mental/engineering) Assess Evaluate the impact of interventions on the problem using evidence led techniques as appropriate Learn Capture the learning from the assessment stage and apply it to other problems with similar characteristics (building a ‘what works’ library and menu of interventions) Burton and McGregor Crime Sci (2018) 7:4 Page 4 of 5 Tese include Transtat (the joint TfL/MPS version of the S A R A ‘CompStat’ performance management process for trans- port policing), a strategic tasking meeting (where the ‘P’ in SPATIAL is particularly explored) and an Operations Scan Analyse Respond Assess Hub which provides deployment oversight and command and control services for TfL’s on-street resources. Of S P A T I A L course, in reality these processes are not always sequen- tial. In many cases there will be feedback loops to allow refocusing of the problem defnition and re-assessment Scan Priorise Analyse Task Intervene Assess Learn of problem-solving plans and interventions. Fig. 3 SARA and SPATIAL For strategic and tactical level problems, the SPATIAL framework provides senior ofcers with greater oversight of problem-solving activity at all stages of the problem- solving process. It helps to ensure that TfL and transport considering the impact on other priorities and (c) cap- policing resources are focussed on the right priorities, ture of learning from the assessment of problem-solving that the resource allocation is appropriate across identi- eforts so that evidence of what works (including an fed priorities and that there is oversight of the problem- assessment of process, cost, implementation and impact) solving approaches being adopted, progress against plans can be incorporated in the development of problem- and delivery of agreed outcomes. solving action and response plans where appropriate.
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