north kesteven community safety partnership plan 2008-2011q3evaluation report submitted. april 2010...
TRANSCRIPT
North Kesteven
Community
Safety Partnership
North Kesteven Community Safety
Partnership Plan 2008-2011(Revised March 2010 for 2010/11)
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Foreword
The North Kesteven Community Safety Partnership (CSP) is
committed to making sure North Kesteven is a safe and enjoyable
place to live, work and visit. This Plan shows how we will work in
partnership to address key issues in the local community.
The CSP aims to tackle the root causes of crime, disorder and
substance misuse. It is hoped this will not only improve the
wellbeing of residents, but also make them feel safer within their
communities. This will be done by empowering communities,
making them stronger and encouraging residents to be involved
in local decision making.
The North Kesteven CSP is committed to providing a fair and
equal service to everyone in the community regardless of their
gender, ethnicity, sexuality, disability, religion or age. The
Partnership values and respects the diversities that exist within
North Kesteven.
The Partnership will work towards reducing
crime, disorder and anti-social behaviour in
order to lower the fear of crime and make sure
North Kesteven remains one of the safest
places to live, work and visit in the country
Councillor Mike Gallagher
Chairman, North Kesteven Community Safety
Partnership.
“
Our vision…
”
3
Contents
Introduction 4
The Partnership 4
Purpose of the Plan 5
Achievements to-date 5
Current priorities 6
Priority 1: Anti-social behaviour 7
Priority 2: Alcohol misuse 10
Priority 3: Acquisitive crime 12
Risk register/risk log 15
Community engagement 20
Neighbourhood panels 20
Surveys 20
Public meeting 20
How the community can help us 20
Links with other plans 22
Contact details 22
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Introduction
The Partnership
The North Kesteven CSP was set up in response to the Crime
and Disorder Act 1998 that places a statutory duty on responsible
authorities to work together to develop and implement strategies
to reduce crime and disorder.
The responsible authorities are:
>North Kesteven District Council.
>Lincolnshire County Council.
>Lincolnshire Police.
>Lincolnshire Police Authority.
>Lincolnshire Fire and Rescue.
>Lincolnshire Primary Care Trust.
>Lincolnshire Probation Trust.
Probation became a responsible authority (rather than a
cooperating body) in April 2010 through the Police & Crime Bill
2008. This also widens the responsibilities of the Partnership to
include reducing re-offending.
Strategic leadership of the Partnership is provided by the North
Kesteven (NK) CSP Group, comprising senior officers from the
above authorities. The Group is responsible for producing an
annual Strategic Assessment that takes into account a range of
data from partner agencies to provide an overview of crime,
disorder and anti-social behaviour in the area. This enables the
Partnership to decide where to focus resources over the coming
year.
Performance against the Partnership’s priorities is monitored and
reviewed by the Strategic thematic group that will highlight any
exceptions in performance and inform the delivery groups. The full
Performance Management Framework is included in Appendix 1.
Operational work is co-ordinated through thematic groups that
produce action plans detailing the work to be carried out on each
priority area over the forthcoming year. At North Kesteven, each
thematic group meets at the Joint Agency Group (JAG) meeting,
where neighbourhood policing plans are also reviewed and
appropriate action agreed.
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Community Safety Board
NK CSP Strategic Group
>Strategic assessment.
>Performance monitors.
Joint Agency Group (JAG)
Neighbourhood policing matters and
thematic groups for:
>Anti –Social Behaviour.
>Alcohol Misuse.
>Acquisitive crime:
• burglary (dwelling),
• burglary (non-dwelling),
• theft from motor vehicle,
• theft from shop.
Purpose of the Plan
This Plan sets out the priorities of the North Kesteven Community
Safety Partnership and how it will tackle them. The Plan covers a
three-year period but is reviewed annually to incorporate any
changes to the priorities.
Priorities are selected using the Strategic Assessment that
includes information gathered through community consultation.
This makes sure local communities’ priorities are reflected in the
Plan.
Achievements to-date
>Maintained low crime figures.
>Achieved high performance in national indicators linked to
community safety.
>Organised positive activities for young people.
>Held Partnership days of actions, including Not in My
Neighbourhood Week.
> Introduced crime prevention initiatives, including “No cold calling
zones”.
Delivery Structures
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Current Priorities
The key priorities for North Kesteven Community Safety
Partnership
for 2010-11 are:
> Anti-social behaviour (ASB);
> Alcohol misuse linked to the night time economy; and
> Acquisitive crime:
• burglary (dwelling),
• burglary (non-dwelling),
• theft from motor vehicles, and
• theft from shops.
The following core themes will be considered throughout delivery:
> Improving public perceptions and confidence against agreed
priorities;
> Reducing perceptions of ASB;
> Engaging with community leaders and local influencers;
> Community cohesion; and
> Reducing re-offending
The action plans on pages 8 to 14 detail the strategies for how
these priorities will be delivered, along with the role of each
partner in supporting delivery and available resources.
Funding to deliver the partnership plan comes from two main
sources:
> Area Based Grant (ABG); and
> Basic Command Unit (BCU).
This is in addition to mainstream funding from partners that allows
work-streams to be delivered, and day-to-day projects carried out,
for example through anti-social behaviour officers and community
safety officers.
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Indicators and targets to measure success
Indicator Baseline TargetsThree year
targetIndicator
referenceIndicator name Value Date 2010/11 2011/12 2012/13
NI 17 Reduce perceptions of ASB (% who
think ASB is a problem in their area).
7.8% 2008/09 N/A 7.8% N/A Maintain present
level.
NI 21 Dealing with local concerns about ASB
and crime issues by the local council
and police (% who agree the police and
other local public services are
successfully dealing with ASB
and crime in their area).
26.9% 2008/09 NA 26.9% 60% (Home
Office county
wide target)
Maintain present
level.
NI 27 Understanding of local concerns about
ASB and crime issues by the local
council and police (% who agree the
police and local public services seek
people’s views about ASB and crime in
the local area)
24.2% 2008/09 N/A 24.2% N/A Maintain present
level.
Over the last three-years there has been little change in the
number of ASB incidents reported, with the District experiencing a
steady decrease in the levels reported. North Kesteven now has
the lowest levels of ASB in Lincolnshire. However, when
comparing the volume of incidents to the levels of crime in the
District, ASB remains a significant issue in relation to community
safety.
Priority 1: Anti-social behaviour.Why Anti-Social Behaviour (ASB) is a Priority for the North Kesteven Community Safety Partnership.
How the Partnership will address anti-social behaviour and the expected outcomes:
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Anti-social behaviour three-year action plan
Action Outputs MilestonesStart date
and end date
Project lead and
partners involved
Resources required
and resources
secured
Associated outcomes
and performance
indicators
A programme of
training for all
police staff, and
employees from
partner agencies.
All NKDC police
personnel and
partners offered
training.
Q1 County-wide training
package prepared and
being delivered by
Lincolnshire police.
Theme group partners to
identify relevant
employees to be trained
from partner
organisations.
Q2 Training carried out.
Q3 Evaluation report
submitted.
April 2010
– March 2011
Lead: Sgt Caroline
Broughton,
Lincolnshire Police
and Janet Williams
from NKDC.
Secured resources. NI 21
Outcome 4 (staff
equipped with relevant
tools and knowledge
to deal with ASB
complaints effectively, to
the satisfaction of
customers).
Development of
an adult ASB
protocol.
Consistent
approach and
support from
key agencies in
dealing with
adults.
• Development
of policy.
• Implementation and
training of staff.
• Review and evaluation
finalised.
• Agreed policy adopted.
April 2010
– March 2011
ASB Strategic
Management
Board,
Heidi Ryder
Within existing
resources.
NI 21
Outcome 4 (staff
equipped with relevant
tools and knowledge to
deal with ASB
complaints effectively,
to the satisfaction of
customers).
Hold at least one
public event each
year.
Consultation
and
engagement
with the
community.
Hold a public meeting
where community leaders
and influencers are
invited to attend. This will
enable consultation and
advice to be offered.
2010
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Anti-social behaviour three-year action plan
Action Outputs MilestonesStart date
and end date
Project lead and
partners involved
Resources required
and resources
secured
Associated outcomes
and performance
indicators
Meets minimum
standards
requirements.
Report outlining
minimum standards.
• Prepare report
setting minimum
standards.
• Public
consultation.
• Review.
2010
Ensuring
representation of
partners – and an
accountability route
back to steering
group.
All partners
engaged.
• Evidence route
through minutes.
• Senior managers’
commitment to
CSP.
2010
Inventory of
services and tools
available to CSP,
from all partners.
Ensure all partners
aware of services to
support priorities.
• Collate all
partners’ roles,
responsibilities
and powers.
• Asset register to
be reviewed.
2010
Campaign of raising
awareness of
reporting and tools
etc
Linking to local
and national
campaigns, and
carrying out
projects as
appropriate
Targeted approach
to events.• Identify relevant
calendar of
events.
• Action plan
though Joint
Agency Group
(JAG).
Indicators and targets to measure success
Indicator Baseline TargetsThree year
targetIndicator
referenceIndicator name Value Date 2010/11 2011/12 2012/13
NI 41 (% who think that drunk and rowdybehaviour is a problem in their localarea).
16.1% 2008/09 N/A 16.1% N/A Maintain
present levels.
NI 42 (% who think that drug use or drugdealing is a problem in their localarea).
15.4% 2008/09 N/A 15.4% Maintain
present levels.
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Priority 2: Alcohol misuse linked with the night-time economy.Why alcohol misuse is a priority for the North Kesteven Community safety Partnership.
Since 2006/7 the number and proportion of all crime and violent
crime that is alcohol-related has increased, although within the
last year this increase has stabilised. Alcohol now accounts for a
third of all violent crime and six per cent of all crime, highlighting
this is a significant contributor to crime in the District.
How the Partnership will address alcohol misuse linked with the night-time economy and the anticipated outcomes:
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Violent crime three-year action plan
Action Outputs Milestones
Start
date
and end
date
Project lead
and partners
involved
Resources
required and
resources secured
Associated outcomes
and performance
indicators
Develop a programme of drug
training with the itemiser
machine?
Reduce drug
use, and change
perceptions of
drug use.
Programme of activities
carried out.
2010
Identifying relevant national
campaigns and consider an
action plan
Targeted
approach to
events.
• Identify relevant calendar
of events.
• Action plan though JAG.
2010
• Ensuring the work of the
Strategic Management Board
(SMB) is linked to actions?
• Target of identifying premises
that serve the under-age,
plus on the street drinkers.
• Night-time economy-
perceptions of people
drinking in a rowdy manner.
• Reports to licensing panel,
to take account of CSP
and Community Safety Board
(CSB) priorities, and give
consideration to these.
Consistent
approach
and utilising
services.
Codes of
practice
developed.
Raising
awareness
of public safety
and health
issues.
Identify SMB outcomes
To be managed through
the JAG, and supported by
Pubwatch. Advise of
licensing authority and
partner agencies.
Ensure effective
enforcement, and follow up
work by partners for
prevention.
• Training for local leaders
with licensing
responsibilities.
• Regular reports to
responsible authorities.
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Indicators and targets to measure success
Indicator Baseline TargetsThree year
targetIndicator
referenceIndicator name Value Date 2010/11 2011/12 2012/13
Driving up detection rates
Raise awareness of services availableand how to access. Increase participation.
Reduce acquisitive crime levels. Detterents of offending.
Priority 3: Acquisitive crime.Why acquisitive crime is a priority for the North Kesteven Community safety Partnership.
Due to the complexities and variants classified under acquisitive crime, the CSP has agreed to concentrate on the
following four key areas:
Burglary (dwelling)
Domestic burglary accounts for around five to six per cent of all
crime, and around a third of all acquisitive crime. Whilst there has
been an increase in domestic burglaries around the county, North
Kesteven has seen a far greater increase over the last three-
years, with offences in the last year more than double the levels
seen in the first year. The District now has the fourth highest rate
of offences in Lincolnshire.
Burglary (non-dwelling)
Burglary that is not from a dwelling accounts for around one in 10
recorded crimes in North Kesteven - this figure has increased
significantly over the last three years. This is not in-line with
county trends; although the rate of offences has increased, it is
still within the average for similar family trends.
Theft from motor vehicle
Theft from vehicles accounts for around seven per cent of all
crime in North Kesteven. This is slightly higher than the proportion
of all crime in the county that relates to theft from vehicles. The
offence is also a significant contributor to serious acquisitive
crime, accounting for just less than half of the offences.
Theft from shops
This accounts for around five per cent of crime in North Kesteven.
Over the three-year reporting period, there has been a significant
increase in shoplifting, with numbers almost doubling.
How the Partnership will address acquisitive crime and the anticipated outcomes:
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Acquisitive crime three-year action plan
Action Outputs Milestones
Start
date
and end
date
Project lead
and partners
involved
Resources
required and
resources secured
Associated outcomes
and performance
indicators
• Prevention surgery/advice
linked to Shopwatch.
• Ensure persons identified as
persistent offenders are
signposted to right agencies
(reducing re-offending)
• Prevention of
crime.
• Entry to PPO
scheme
reviewed with
emphasis on
prevention.
Support for
persons
committing
crime for
monetary gain,
or due to
deprivation.
• Reduction in acquisitive
crime levels.
• More people signed up
to PPO scheme.
• Programme of education
and improved targeting of
identified vulnerable
premises and residents.
• Expanding existing crime
prevention schemes,
ensuring consistency, and
avoiding duplication.
Reduce crime
levels, and fear
of crime.
Reduction in crime levels,
maintaining levels of fear
of crime.
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Acquisitive crime three-year action plan
Action Outputs Milestones
Start
date
and end
date
Project lead
and partners
involved
Resources
required and
resources secured
Associated outcomes
and performance
indicators
• Identify trends and develop
time relevant action plans.
• Improve security advice and
campaign to encourage
people to be more security
conscious. APATHY is biggest
enemy.
• Improved use and availability
of automatic number plate
recognition (ANPR) within
vehicles. (ring of ANPR on
main routes).
• Education at schools –
littering, ASB and crime.
Effective data
sharing.
Reduce crime.
Raising
awareness and
promoting crime
prevention.
Ensure performance
management framework
in place and effective.
Communications strategy.
Costs and resourcing to
be developed.
Research education
programmes already being
carried out, and message
being delivered.
Develop a programme of
delivery, appropriate to the
audience.
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Risk Register/risk logThe Partnership has carried out a risk assessment to assess the potential barriers in achieving the objectives set out
in the action plans. These risks are detailed in the following register.
Objectives
1. Anti-social behaviour.
2. Alcohol misuse linked to the night
time economy.
3. Acquisitive crime namely:
a. burglary (dwelling),
b. burglary (non-dwelling),
c. theft from motor vehicle,
d. theft from shops.
ID Description of riskInherent
risk
Controls and contingencies
In place Still required
Residual
riskOwner(s)
Review
date
Source
(lack of….failure to…)
Consequences
(results in….leads to...)L I L I
1 Lack of effective
partnership
engagement.
• Failure to deliver
against priorities.
• Disproportionate
amounts of work by
partners.
• Targets missed.
• Lack of attendance
and contribution to
prioritise.
• Poor reputation.
2 2 • High level of governance
structures to ensure
involvement of partners.
• Constitution and terms of
reference.
• Clear accountability.
• Minutes of meetings
circulated.
• Understanding of roles.
1 2 CSP Steering
Group.
November
2009
2 Lack of strategic focus
and commitment from
senior managers from
all partners.
• Priorities of the CSP
not embedded into
partners’ corporate
priorities.
• Lack of ownership.
• No commitment.
• Objectives not
achieved.
2 3 • Education at all levels of the
CSP’s role.
• Comprehensive Area
Assessment (CAA) guidance
in relation to scrutiny.
2 2 CSP Steering
Group
Risk: 1 = Low 4 = High
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ID Description of riskInherent
risk
Controls and contingencies
In place Still required
Residual
riskOwner(s)
Review
date
3 Information sharing
between partner
agencies.
• Data not being
shared or used
appropriately.
2 2 • Ensure all information sharing
agreements are signed up too.
• Minutes of meetings circulated
and, as appropriate, available
to the community.
1 1 Mark Housley,
Lincolnshire
Police.
4 Process for funding
and resources. Moving
from bidding to
commissioning.
• Ineffective delivery of
projects.
• Damaged reputation.
• Unable to attract
funding due to lack of
supporting data.
3 4 • Clear guidance on
commissioning process and
time frames.
• Ensuring perceptions are
equally weighted as actual
levels of crime.
• Project officers to be
appointed to deliver
commissioned projects.
2 3 Claire Seabourne,
Lincolnshire
County Council.
5 Failure to manage
financial resources.
• Funding not spent or
overspent.
• Legal liability.
• Objectives not met
correctly.
• Projects not identified
as limited applicants.
2 2 • Regular review of allocated
funding.
• Service level agreements.
• Ensure due processes
followed in relation to
allocation and monitoring.
• Projects must deliver against
priorities.
1 1 Claire Seabourne,
Lincolnshire
County Council.
6 Lack of effective
communication, both
internally and
externally.
• Lack of collaborative
working through
dialogue.
• No formalised
systems in place.
2 2 • Communications strategy
formalised and in place.
• All stakeholders taking
responsibility for promoting
one positive message.
2 2 Pip Batty,
NKDC
Communications &
Media Manager.
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ID Description of riskInherent
risk
Controls and contingencies
In place Still required
Residual
riskOwner(s)
Review
date
7 Lack of effective
engagement with
community.
• Not meeting targets.
• Not identifying and
meeting public
needs.
• Poor reputation.
3 3 • Communications strategy in
place.
• Ensuring delivery of one
consistent message through a
series of public events and
presentations.
• Consistent message from all
partners promoting CSP rather
than own organisations.
• Neighbourhood policing model
in place.
3 3 Richard Wright
Probation service
and Vice-Chair of
CSP.
8 Failure to meet targets,
outcomes and
deadlines
• National indicator
data only collected
every two-years.
2 2 • Reviewing all other collected
data from partners to monitor.
• Ensure customer satisfaction
mechanism in place against
appropriate priorities.
1 1 Community Safety
Partnership.
9 No clear and shared
understanding of the
roles and
responsibilities within
Partnership.
• Partners working in
isolation.
• Low morale.
• Disproportionate
work levels.
• Competing and
diverse
commitments.
• No recognition of the
priorities of partners.
• Inconsistent buy-in of
partners.
3 3 • Programme of education and
training for all members.
• Section 17 training.
• Evidencing hallmarks of
effective partnership working.
1 1 Heidi Ryder,
Community Safety
Manager.
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ID Description of riskInherent
risk
Controls and contingencies
In place Still required
Residual
riskOwner(s)
Review
date
10 Partnership process
does not duplicate or
replicate
existing/other/partners
hip priorities.
• Duplication of work.
• Accessing of funds.
• Lack of
professionalism.
• Customer frustration
and confusions.
• Resources used
effectively.
4 2 • Regular monitoring and
reviewing.
• Ensure link with Local
Strategic Partnership
(LSP)/CSP in place.
• Informal dialogue with
partners.
• Ensure all internal
communication routes
followed. (CMT, Policy and
Exec boards from NKDC
perspective).
• Research and identify other
partnership priorities.
2 2 Pip Batty,
NKDC
Communication &
Media Manager.
Heidi Ryder,
Community Safety
Manager.
11 Lack of succession
planning.
• Projects only deliver
short-term effects
that will affect public
perceptions.
• Unable to plan long-
term due to clarity
regarding funding.
3 3 • Strategic assessment and
Partnership Plan includes
roles and responsibilities.
2 2 CSP Steering
Group.
12 Failure to plan
sustainability in
projects.
3 3 • New commissioning process
will allow sustainability to be
incorporated in appropriate
projects, or review
opportunities for
mainstreaming services.
• CSB ensures representation
at appropriate level.
2 2 Proposed project
officer post.
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ID Description of riskInherent
risk
Controls and contingencies
In place Still required
Residual
riskOwner(s)
Review
date
13 Failure to recognise
the changing
objectives and
environment.
• Public perception and
National Indictor
outcomes not met.
• Time relevant data
not being made
available.
• National Indicator
measures only
available every two-
years.
2 3 • Yearly strategic assessment
with Pestello should identify
and prioritise objectives.
• Review of priorities on a
regular basis.
• Regular monitoring of all
partners’
1 1 CSP Steering
Group.
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Community Engagement
The Partnership is committed to effectively engaging communities
and responding to local concerns, and also working together to
resolve neighbourhood priorities.
The Partnership will engage with the community throughout the
delivery of this Plan, with the aim of:
• Consulting and seeking the views of community members on
problems the Partnership should deal with as a priority;
• Ensuring the community is aware of the Partnership and the
work that it does; and
• Hearing views on how the current Plan is working and giving
feedback regarding the results of our efforts.
Community engagement will take place in the following ways:
Neighbourhood panels
These meetings with local residents provide a forum for raising
issues. Any issues that cannot be resolved will be escalated up to
thematic groups.
Surveys
Public surveys are used by most of the partner agencies to gather
the views of the public and measure confidence in what we are
trying to achieve. Key surveys used by the partnership are:
• Place Survey.
• Neighbourhood Matters Survey.
• Local authority surveys.
Public meeting
The Partnership will hold at least one annual public event to
provide the opportunity for residents to contribute their community
safety priorities. This will feed into the Strategic Assessment,
enabling the Partnership to take these into account when setting
priorities for the forthcoming year.
How the community can help us
The Partnership actively encourages the community to assist in
reducing crime, disorder and substance misuse. Key ways in
which the community can help are:
• Report any crimes to the Police or Crimestoppers
(0800 555 111);
• Join or start a Neighbourhood Watch group or tenants group;
• Improve security properties and always remembering to lock
doors and windows on houses and cars;
• Follow crime prevention and safety advice; and
• Get involved in community projects;
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Communications Strategy
Principles
Our Communications Strategy will be underpinned through
making sure all communication complies with the following
principles:
• Annual Communications plan
Produced and agreed every April, to comply with the guidance
on the production of the Strategic Assessment and Partnership
Plan time structures. This will be the responsibility of the NKDC
Communications & Media Manager.
• Employment of the NK “Brand”
All communications relating to activities the CSP has been
involved with are to be acknowledged within any text. NKDC
communications officers are to be the main points of contact for
all articles prior to publication. This authority to be secured and
reviewed annually.
• Receiving and presenting key messages
Four key messages to be communicated every year as part of
the annual plan. These messages needs basis and must be
linked to the Partnership Plan and key priorities. They must be
agreed by the CSP and incorporate significant inputs from the
community and partners.
• Identifying and targeting audiences
Effective communications is dependent on sending appropriate
messages to specific audiences. This may require a single
message being communicated in a number of ways to make
sure it is received and understood by each specific target group.
• Use of the most appropriate media
Diverse communities require more active and innovative
channels to receive and understand messages.
• Operating within our marketing and communications budget
A budget will be secured annually to support the
communications plan.
• Effective evaluation of our communication
Each key message will be agreed and entered in the plan. As
part of the plan, members of the target audience will be
surveyed to assess their understanding of the message, its
construction, the mode of transmission and its impact.
All media articles relating to the CSP are to be recorded and
collated to be used for evidence of work that has been carried out.
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Links with other plans
This Partnership Plan does not sit in isolation from other plans.
There are crosscutting issues that feature in other plans and
strategies where we can work with other partnerships or agencies
on areas of common interest. such as:
• Lincolnshire Sustainable Community Strategy 2009-30.
• Local Area Agreement for Lincolnshire 2008-2011.
• County Community Safety Agreement 2008-11.
• Lincolnshire Alcohol Strategy 2008-11.
• Lincolnshire Domestic Abuse Strategy 2008-11.
• Lincolnshire Police Strategic Plan 2008-11.
• Lincolnshire Road Safety Partnership Strategy Business Plan
2009/10.
• Lincolnshire Fire & Rescue Service Plan (2009-12).
• Lincolnshire Local Criminal Justice Board Plan 2010-11.
• Lincolnshire Drug and Alcohol Action Team Treatment Plan
(Adult).
• Lincolnshire Drug and Alcohol Action Team Treatment Plan
(Young People).
Contact details
Community Safety Partnership Chairman
Name: Councillor Mike Gallagher
Telephone: 01529 414155
Email:[email protected]
Theme Group leads
Anti-social behaviour
Name: Janet Williams
Telephone: 01529 414155
Email: [email protected]
Alcohol misuse linked to the night time economy
Name To be confirmed
Tel
Acquisitive Crime
Name: Inspector Mike Jones
Telephone: 0300 111 0300
Email:
Community Safety Officer
Name: Heidi Ryder
Telephone: 01529 414155
Email: [email protected]
Need to list all statutory partners website details (all to add please)
Appendix 1: Performance Management Framework