report to: cabinet 11 june 2012 agenda item: 14 subject: … · 2020. 6. 5. · 1 for general...

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For General Release Circulated on 31/05/12 REPORT TO: CABINET 11 June 2012

AGENDA ITEM: 14

SUBJECT: Community Safety Strategy 2011-14: Review (2012)

LEAD OFFICER: Anthony Brooks, Director of Public Safety and Public Realm

CABINET MEMBER: Cllr Simon Hoar, Cabinet member for Community Safety and Public Protection

WARDS: ALL

CORPORATE PRIORITY/POLICY CONTEXT: This strategy aligns closely with the Caring City strand of the council’s corporate priorities. It sets out the council’s partnership approach to tackle community safety, which includes, tackling the overall crime rate in Croydon, including violent crime, domestic violence, serious youth violence, property crime, reducing re-offending rates, anti-social behaviour, drugs and alcohol. The strategy also focuses on increasing effective partnership working at a neighbourhood level and creating a greater sense of community confidence.

FINANCIAL IMPACT The main resource for delivering the strategy will be the partners themselves. Our partner agencies include, Police, Probation, Courts, NHS, Prisons, and the Fire Authority. All public sector services experienced significant challenges in meeting budget cuts during 2011/12 and there are more financial pressures to manage during 2012/13. The strategy takes into account these challenges and builds on the success of our new approaches to working in partnership, such as the Integrated Offender Management framework and Gangs model. The Safer Croydon Partnership was previously responsible for the management of a number of ring fenced grants although most of these grants have either reduced or ceased entirely. Additional Home Office funding was received during 2011/12 for Communities Against Gangs Guns and Knives (approx £77,000) and, although it is not known at time of writing if further funding will be allocated for 2012/13, it is expected to continue. The Home Office have also identified Croydon as one of 22 areas most affected by Gangs and Youth Violence and we have a provisional allocation of £344,454 for 2012/13. Half of the funding allocation is for onward distribution to the voluntary and community sector. At the same time, the Community Safety Grant from the GLA is reducing by 50% compared to the 2010/11 allocation, which will see a reduction of £180,000.

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FORWARD PLAN KEY DECISION REFERENCE NO.: This is not a key decision because it is not an Executive Decision. The Leader of the Council has delegated to the Cabinet the power to make the decisions set out in the recommendations below 1. RECOMMENDATIONS

1.1 That the Cabinet recommend that Full Council to agree the Community Safety Strategy 2012 Refresh (e-copy only).

1.2 That for the reasons detailed in paragraph 4.5, the Chief Executive, in

consultation with the Cabinet Member for Community Safety and Public Protection, be given delegated authority to agree amendments to the Strategy prior to submission to Council on 2nd July 2012.

2. EXECUTIVE SUMMARY 2.1 This report presents an overview of the refresh of Croydon’s Community Safety

Strategy 2011-14 and recommends that the Strategy go forward to Full Council for agreement.

2.2 The existing Strategy identifies three over-arching priorities:

• Reduce the overall crime rate in Croydon • Increase effective partnership working at a neighbourhood level • Create a greater sense of community confidence in public safety Even in the aftermath of the recent riots we are confident these are the right priorities and they will remain the same through 2012-13.

3. Refreshing the 2011-14 Community Safety Strategy 3.1 The Safer Croydon Partnership has a statutory duty to reduce crime and anti

social behaviour including the misuse of drugs and alcohol and tackling re-offending. The Partnership comprises of the Council, Police, Primary Care Trust, Fire Authority, Probation, Business and the third sector. The statutory duties include producing a three-year rolling Community Safety Strategy, undertaking annual reviews, regular assessments and consultation to ensure priorities and actions are clearly identified and based on good evidence.

3.2 The Safer Croydon Partnership (SCP) has achieved much during the past year.

The position at the end of February 2012 saw short term decreases across all crime types, apart from Knife Crime (with 33 more offences compared with the same period last year). Compared to the 32 London Borough’s, Croydon current crime rate position is 5th by volume and 19th by rate per 1,000 population. For the previous two years Croydon was placed 7th by volume and 19th by rate per 1,000 population (with1 being the worst position).

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3.3 We have achieved significant reductions in Burglary (domestic) rates with

Croydon moving from being in the top three London Boroughs with the highest volume rate earlier this year, to a decline during the past few months. Operation No Entry, Croydon’s multi-agency burglary action plan, was started early August 2011 and although activity was delayed due to the large scale disorder that occurred the following week much has been achieved by the partnership.

3.4 The Integrated Offender Management model is progressing well with an

established systematic approach to identifying, evaluating and targeting known offenders now in place. Closer working with the UKBA identified 3 individuals as immigration offenders.

3.5 Outcomes from Operation Withern, (the investigation led by The Metropolitan

police into the serious disorder and violence that affected parts of London, including Croydon during the civil unrest in August 2011) saw 368 individuals arrested by Croydon Police for offences committed during the unrest, with 48 known to have gang associations. The majority were male adults, with 81 youth arrests. Many of these individuals were arrested for more than one crime type. One individual was sentenced to 1 x 5 years 10 months (Robbery, Violent Disorder, Burglary non-dwelling). This was the position at the end of January 2012 however Operation Withern is on-going, so we anticipate further updates in the near future.

3.6 Other activity includes:

• Developing a new Gangs multi-agency team and strategy • Communities Against Guns, Gangs and Knives Action plan implemented • A sharp focus on stopping re-offending with triage and first time entrants

systems bedding down well • High visibility patrolling presence after school in priority locations and

particularly public transport • Clear enforcement policy for all licensed premises • Police days of action designed to improve street governance underway

3.7 Priorities and challenges for the coming year include:

• Implementing the new Gangs multi-agency team and strategy, including developing improved intelligence and tension monitoring, enforcement and prevention. Croydon’s approach is to build upon the existing Pathways project and Met Police Operation Connect through the development of the ‘Croydon Connected’ model. In practice, our tactical response to those who are at risk, the activity the people are involved in, the harm it is causing, and on exit strategies will all be enhanced. We will also strengthen our response all those involved in gangs and serious youth violence and, in particular,

YEAR

2009/10

2010/11

2011/12 Total number of all recorded crimes

33,210

32,306

32,753

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young adults aged 18-25. • Working more closely with the Police to improve early identification of ASB

victims and tackling perpetrators • Improving community engagement and confidence in the areas affected by

the civil disorder in August and, in particular, the London Road. A first step will be to set out guidance to map out procedures for all agencies for a period of 72 hours after a critical event.

• Continuing to reduce crime rates; reductions have been achieved year on year over the past decade, but it will be a significant challenge during an economic downturn to maintain significant crime reductions

• Youth crime remains a challenge for Croydon as the borough has one of the largest youth populations in London

• On-going reductions for acquisitive crime and in particular burglary and robbery

• Improve public confidence in how well the Police and Local Authority deal with concerns about ASB and crime issue

• Managing the significant reduction in core and grant funding due to the current economic climate

3.8 The Safer Croydon Partnership also has a statutory duty to undertake an

annual Strategic Assessment (SA), which informs the partnership plan. This year because the Safer Croydon partnership are confident they are fully informed of current crime and ASB trends, efforts were focused on producing a Violent Crime data product which included analysis on Serious Youth Violence, Domestic Violence and Gangs, which builds on previous detailed analysis on residential burglary and youth violence/robbery.

3.9 Assessing the data from a victim, location, offender perspective enables the

SCP to:

• Provide support, advice and protection to victims, repeat victims and potential victims of crime

• Both target and work with offenders and potential offenders to stop and divert them from committing crime

• Identify problem locations and reducing the opportunities for crime to occur 3.10 The SCP has produced several analytical products this year such as Burglary

and Serious Youth Violence, this data product focused on violent crime and looked at 4 data sets:

• Most Serious Violence • Gang and Youth Violence • Domestic Violence • Probation

The period covered 1st November 2010, to 31 October 2011. The top 2 recorded crime categories were Grievous Bodily Harm with Intent and Grievous Bodily harm Serious Wounding

The key findings from violent crime SA are set out in the table below.

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VICTIM During the period covered there were 220 male victims of Grievous Bodily Harm and murder and 40 females The majority of victims live in the north of the borough A number of victims travelled into the borough. Violent offences against young people tend to start increasing from age 11, peaking between 18 and 21. The peak time for victimisation of males occurs between 4pm and 7pm There were 5,972 allegations of domestic violence recorded in Croydon in the calendar year January to December 2011. The victims of domestic violence are primarily women and children, but some men are also victims.

OFFENDER During the period analysed there was a total 140 violent crime offenders; 121 males, 19 females The 18 –24 age range group commit the most offences Currently between 6-9 active youth gangs, drawing membership mainly from the northern wards but there is also gang activity in the east (New Addington). Gang membership is predominately young black men, most of whom are aged 15-21. The top 3 recorded crime categories for first time entrants into the Youth Justice System are Violence Against the Person, Theft and Handling, and Robbery Robbery offenders peak age range is 16-18 with second highest group between 13 and 15 years old 32% of probation clients committed violence against the person offences and are aged between 18-24 56% of probation clients committed robbery offences and are aged between 18-24 The rate of arrests for perpetrators of domestic violence has been around 80% or better over the last 3 years. In 2011 the rate was 87%, a slight fall from the rate of 89% seen in 2010, which was a significant improvement on the 78% rate achieved in 2009

LOCATION The highest volumes of Most Serious Violent offences are in:- Fairfield (Town centre) Broad Green, Selhurst, West Thornton and Woodside wards. The town centre accounts for over 25% of all violent crime offences The majority of YOS (Youth Offending Services) clients live in the north of the borough

3.11 The strategic analysis indicates that;

• Young people are statistically more at risk both as a victim and offender • More young men (aged 15-24) commit crime than any other group. • There are geographic hotspots for crime and ASB

The Metropolitan police have recently reviewed their stop and search policy and practice, to examine ways of making its use more effective and to increasing public confidence. The new approach will see a renewed focus on

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reducing violence and for the powers to be used in a more intelligence-led and targeted way, leading to more arrests and more weapons seized. It is anticipated this will reduce weapon enabled crime and send out an important message to discourage others away from similar lifestyle choices.

However at a local level, the SCP will ensure targeted use of the power, to be intelligence led along with multi-agency staff training to raise awareness and improving local information specifically designed for young people to reduce the potential for negative impact.

3.12 Based on the findings from the violent crime SA we conclude that the priorities identified in the robust development of the 2011-13 Community Safety Strategy remain relevant and will not change.

Reduce the overall crime rate in Croydon

• Tackling Violent Crime (making full use of the detailed assessment above) • Tackling Serious Youth Violence (focusing on gang related offending) • Tackling Property Crime (specifically residential burglary)

Increase effective partnership working at neighbourhood level • Improve data analysis to better inform the problem solving approach • Implement an Integrated Offender Management framework (and use that

learning to develop our Gang Intervention model) • Develop effective and responsive delivery structures Create a greater sense of community confidence in public safety • Tackling ASB • Tackling drugs and alcohol • Build community confidence and trust in the Safer Croydon Partnership

3.13 In January 2012, the Mayor’s Office for Policing and Crime (MOPC) was set up

in response to the Police Reform and Social Responsibility Act (2011). The MOPC is headed by the Mayor or, by his nomination, the appointed statutory Deputy Mayor for Policing and Crime. This means that the Mayor is directly accountable for policing performance in London. The MOPC makes this process and accountability clearer and gives Londoners a further voice in how their city is policed.

3.14 The MOPC has a duty to consult communities on policing in London, including

getting the views of people in the area. It also has a new responsibility to include victims of crime, on matters concerning their policing and to obtain their cooperation with police in preventing crime. The current MOPC priorities includes: Operational policing and crime reduction, Ending violence against women, Gangs and Reducing Offending, all of which reflect Croydon’s priorities.

3.15 The Home Office has acknowledged that effective partnerships play a crucial

role in helping to tackle crime and reduce re-offending and that this is essential for local agencies to work together to protect vulnerable people, provide better services for their communities, and limit the impact of tightening public budgets.

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4. CONSULTATION 4.1 As well as analysing data provided by partner agencies, the development of the

Strategy also takes into consideration the views of local communities. This year the annual Talkabout survey found around 40% of participants thinking that crime levels have increased in Croydon compared with the overall level last year. It is not unreasonable to conclude the civil unrest had a major impact on the perception of crime and anti-social behaviour.

Survey Question: How would you rate the overall levels of crime in Croydon today compared with the overall level one year ago?

Level of crime compared with 1 year ago (%)

Comments

2010 2011 Much greater today 11 27 Slightly greater today 18 24 About the same level 43 34 Slightly lower today 13 7 Much lower today 1 1 Don’t know 14 7

Increases in those questioned that think crime increased last year.

Survey Question: How would you rate the overall levels of antisocial behaviour in Croydon today compared with the overall level one year ago?


Comments


Increases in the percentage of those questioned that think antisocial behaviour increased last year.

4.2 Violent crime, burglary, fear of being robbed, physically assaulted, verbally

abused and young people hanging around, were the top reasons most people felt affected how unsafe they felt,. However over 70% of participants still feel safe in the day time.

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Year 2010 (%)

2011 (%)

Very safe 39 36 Fairly safe 43 43 Neither safe nor unsafe 10 12 Fairly unsafe 4 7 Very unsafe 1 1 Don’t know 3 1

4.3 Most participants agreed that the police and the council are tackling crime and anti-social behaviour.

Survey Question: Do you agree that the police and the council are dealing with antisocial behaviour and crime in your area?

Strongly agree 5% Tend to agree 45% Tend to disagree 23% Strongly disagree 8% Don’t know 20%

4.4 The Equalities Impact Assessment sets out how we can improve our approach

and tackle the concerns raised for example; • Continue to develop our intelligence-led business processes to enable a

better understanding of the patterns and trends relating to crime, disorder and substance misuse; for example producing annual strategic assessments

• Setting clear and robust priorities, within the Community Safety Strategy • Develop activity driven by reliable intelligence that meets the needs of the

local community, and is achieved through the various tasking process developed between partners, for example the Joint Agency Group tasking meetings.

• Regularly involve and update local communities • Improve how we engage with young people • Deliver visible signs of effectiveness to the community

4.5 The other key strand of consultation is with our partner agencies, many of

whom are managing restructures, reduced budgets and finalising new work programmes, targets and indicators. The Safer Croydon Partnership is aiming to have a final copy of the Strategy ready for the Cabinet meeting but, given the timescales for stakeholder consultation, it may be necessary to make some further amendments in the lead up to it being approved at Full Council on 2nd July 2012. We are therefore asking Cabinet to approve delegated authority to the Chief Executive in consultation with the Cabinet Member for Community Safety and Public Protection to agree these changes prior to it going to Council on 2nd July 2012.

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4.6 In conclusion, the Partnership is working well and has managed to maintain performance this last year following some excellent crime reduction figures the year before.

• The approach of the Partnership this next year can be easily summed up as follows;

• Our multi agency reducing offending approach, tackling prolific and priority offenders and gang nominals, incorporating a risk based case management process;

• Improving the information and intelligence around repeat ASB, in relation to victims and locations, to for more intelligence led tasking and

• Respond to the findings from the recent Riot Review Panel in relation to improving community engagement, our response and presence in those key locations.

5 FINANCIAL AND RISK ASSESSMENT CONSIDERATIONS

1 Revenue and Capital consequences of report recommendations There are no direct consequences as a result of this report

2 The effect of the decision

The decision approves the wider strategy in relation to crime reduction but does not commit the council to any additional spend. The overall funds available for 2012/13 are yet to be confirmed

Risks The main resource for delivering the strategy will be the partners themselves. This will include in particular the Police, Council, Probation, Courts, NHS and Prisons. All public sector services continue to face significant challenges in meeting budget cuts. The strategy takes into account these challenges and details a number of new ways of working in partnership to ensure that we provide efficient and effective services. The Safer Croydon Partnership was previously responsible for the management of a number of ring fenced grants although most of these grants have either reduced or ceased entirely. Additional Home Office funding was received during 2011/12 for Communities Against Gangs Guns and Knives (approx £77,000) and, although it is not known at time of writing if further funding will be allocated for 2012/13, it is expected to continue. The Home Office have also identified Croydon as one of 22 areas most affected by Gangs and Youth Violence and we have a provisional allocation of £344,454 for 2012/13. Half of the funding allocation is for onward distribution to the voluntary and community sector. At the same time, the Community Safety Grant from the GLA is reducing by 50% compared to the 2010/11 allocation, which will see a reduction of £180,000.

3 Options No options have been identified 4 Future savings/efficiencies None have been identified which arise directly from the report recommendations.

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Approved by: Tim Flood, on behalf of Head of Finance, Planning & Environment Department.

6. COMMENTS OF THE COUNCIL SOLICITOR AND MONITORING OFFICER 6.1 The Solicitor to the Council advises that Section 4 of the Local Government Act

2000 imposes a duty on local authorities to prepare a community strategy for promoting or improving the economic, social and environmental well-being of their areas and contributing to the sustainable development in the United Kingdom.

6.2 Under the Crime and Disorder Act 1998 (as amended by Section 22 of the

Police and Justice Act 2006) responsible authorities are required to work together through Crime and Disorder Reduction Partnerships. In this respect Section 6 requires these authorities to formulate and implement a Strategy for the reduction of crime and disorder in their area (including anti-social behaviour adversely affecting the local environment) and for combating the misuse of drugs, alcohol and other substances in the area

6.3 Regulations made under S.6 provide that the Strategy must be published and

include the objectives to be pursued and the long term and short term performance targets for measuring the extent to which these objectives have been achieved.

6.4 Section 17 of the Crime and Disorder Act 1998 (as amended by Section 22 of

the Police and Justice Act 2006) imposes a duty on local authorities and police authorities to exercise their functions with regard to effect on crime and disorder. They are required to do all they can to prevent crime and disorder in the area (including anti-social and other behaviour adversely affecting the local environment) & the misuse of drugs, alcohol and other substances.

6.5 Approved by: Gabriel MacGregor, Head of Legal Services (Corporate) on

behalf of the Council Solicitor & Monitoring Officer

7. HUMAN RESOURCES IMPACT 7.1 There are no human resources considerations arising out of this report or the

Community Safety Strategy. 7.2 Approved by: Chris Baldwin, HR business partner on behalf of the Director of

Human Resources & Organisational Development 8. EQUALITIES IMPACT

8.1 All activities in the Community Safety Strategy have been subject to an

Equalities Impact Assessment (EIA) which highlights a range of potential positive impacts arising from the new strategy and the approach of the Safer Croydon Partnership together with a potential negative impact such as the use of Dispersal Notices and the affects on young people, which should be mitigated through our work with Children’s Services and community engagement generally prior to and during such an intervention.

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9. ENVIRONMENTAL IMPACT 9.1 This is contained within the Community Safety Strategy and includes activities

to deal with a range of environmental crimes such as graffiti and fly tipping. The Community Safety Partnership also engages with the development of the Local Development Framework.

10. CRIME AND DISORDER REDUCTION IMPACT

10.1 The Community Safety Strategy is influenced by the strategic assessment, an

audit of crime and disorder in the Borough and sets out a range of priorities and activities aimed at reducing the impact of crime and disorder in the community.

CONTACT OFFICER: Andy Opie, Head of Community Safety Services Tel: 020 8760 5686 APPENDIX 1 - E-COPY ONLY Community Safety Strategy 2011-14 - Community Safety Strategy Refresh 2012

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COMMUNITY SAFETY STRATEGY

2012 Refresh

Appendix to item 14 Cabinet 11 June 2012

(V. May 30, 2012)

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CONTENTS

Page Foreword 3 Croydon Facts 5 Moving Forward – the second year of the strategy 7 Community Consultation 9 Strategic Priorities 11 Performance Framework Delivery Framework 12 Reduce the Overall Crime Rate in Croydon 15 Tackling Violent Crime Tackling Serious Youth Violence Tackling Property Crime Increase Effective Partnership Working 18 Improve data analysis Integrated Offender Management Develop effective and response delivery structures Create a Greater Sense of Community Confidence 21 Tackling anti-social behaviour Tackling drugs and alcohol Build confidence in Safer Croydon Legal Framework 25 Contact Us 26

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FOREWARD

As we look back at 2011, we remember the night of the 8th August. Croydon experienced the largest impact of the ‘unprecedented disorder’ that occurred across London. Croydon’s police, fire and health services, supported by council officers, all worked tirelessly throughout that night. Now some months later, we can at least celebrate the strength of our resolve to continue to work together, agencies and local communities alike, towards our shared goal for a Safer Croydon. As we move forward, a key priority is developing community confidence and trust, particularly, the London Road which was the worst hit. We understand that wider engagement steps need to be taken before trust can begin to develop. The first stage of this work will be to speak to the community and businesses so that we fully understand what they want and how we can support them in making their areas safer and more resilient to future incidents. We also want local agencies and community leaders to sign a ‘pledge’ that sets out our shared commitment to building a stronger and safer community for the future. We have much to celebrate; over 400 arrests for those involved in the disorder, a significant decline in Burglary rates during the past few months and our new approach to reducing re-offending is progressing well with a multi-agency system targeting known offenders now in place. Based on the findings from the review, including a violent crime analysis, we conclude that the priorities identified in the robust development of the 2011-14 Community Safety Strategy remain relevant and will not change. These are:-

• Reduce the overall crime rate in Croydon • Increase effective partnership working at neighbourhood level • Create a greater sense of community confidence

Violent crime includes Domestic Violence; the national Violence Against Women and Girls strategy notes serious violent crime types which are predominantly, but not exclusively experienced by women and girls. Our key priority here in Croydon for the coming year is to continue our work developing an integrated response to domestic violence through coordinated action across all agencies based on consistent and well informed policies, systems, resource sharing and leadership. Other proposed developments for the coming year include:

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• Creating a new multi agency gangs team that includes dedicated resources from

the police, youth offending service, probation and the voluntary sector • Continue the sharp focus on reducing re-offending • Closer working with the Police to improve early identification of victims of ASB

and tackling perpetrators • Increasing community participation and the involvement of the third sector, using

their expertise and experience to help deliver a programme of activity to support the wider Safer Croydon Partnership work programme

I am aware that we face many future challenges including the significant reduction in core and grant funding due to the current economic climate; but my personal commitment to the safety and high quality of life of our residents and visitors remains the highest priority and I remain convinced, that together, we can make Croydon an even safer place. Cllr Simon Hoar Cabinet Member for Community Safety and Chair of the Safer Croydon Partnership

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CROYDON FACTS Croydon is one of London's biggest local retail and commercial centres, with good rail, tram and road links, as well as over 120 parks and open spaces. With a population of 342,800 Croydon has the largest population of all the London boroughs and the largest youth population (almost 25% are under the age of 18) and 36% of our residents are from black and minority ethnic (BME) communities but in some northern wards that percentage is higher.

Croydon is a vibrant and socio-economically diverse borough. Ranked 20 out of 33 London boroughs in terms of overall deprivation (1 being the most deprived), it has some wards with low levels of disadvantage and others with some of London’s most expensive housing.

Socio-economic factors can influence crime rates. In simple terms, if wealth, status, and material possessions measure a person’s success, then those without these things may see unlawful means as the only way to obtain them. There is a correlation between areas of high deprivation and crime rates in Croydon; more crime is committed in the north of the borough largely due to a higher population density, and multiple deprivation as well as being the location for main transport hubs and routes.

Overview of Crime in Croydon

Residents concerns about community safety remains high, even though actual recorded crime rates have become more stable over recent years. Compared to the 32 London Borough’s, Croydon current crime rate position is 5th by volume and 19th by rate per 1,000 population (1 being highest).

For the previous two years Croydon was placed 7th by volume and 19th by rate per 1,000 population.

The map of page 6 below provides a picture of all recorded crimes in Croydon for the period 1st April 2011 to 30 March 2012 The map clearly shows Fairfield ward which includes the Town Centre and the Broad Green ward as experiencing the highest levels of crime and as the main hotspots. Broad Green has a large population, diverse demographics and experiences high levels of deprivation, West Croydon station although located near the Town Centre falls within the Broad Green ward.

YEAR 2009/10

2010/11

2011/12

Total number of all recorded crimes

33,210

32,306

32,753

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Fairfield ward includes the Town Centre and East Croydon station, two large shopping centres – Whitgift and Centrale – a Tramlink interchange, West Croydon bus station, a major train station and a vibrant night time economy; all of which attract high numbers of people coming to Croydon to shop, work or play. Given the retail and transport links of Fairfield and demographics and close proximity of Broad Green to the Town Centre it is not surprising that both wards act as crime generators. However this is typical of many town centres with a greater than normal footfall of potential victims to crime.

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MOVING FORWARD Community Safety remains one of the top concerns for Croydon residents, despite crime rates falling by 2000 offences per year since 2005/06. The borough’s location, large population, key transport hubs and socio-economic factors are key elements for consideration, as is a clear understanding of local issues. The Safer Croydon Partnership has a statutory duty to undertake an annual Strategic Assessment (SA), which informs the partnership plan. Data is analysed using the Victim, Location, Offender framework. The diagram below demonstrates crime prevention theory at its simplest. By addressing or removing one of the three factors reduces the chances of a crime occurring.

Using this approach helps the Partnership to:-

• Both target and work with offenders and potential offenders to stop and divert

them from committing crime • Provide support, advice and protection to victims, repeat victims and potential

victims of crime • Identify problem locations and reducing the opportunities for crime to occur

A strategic assessment on all crime and ASB was completed in 2011. As overall crime patterns do not significantly alter from year to year the Safer Croydon Partnership agreed to focus on specific priority crime types for this years assessment. This year efforts were focused on producing a Violent Crime data product which included analysis on Serious Youth Violence, Domestic Violence and Gangs. The key findings from the 2011 Violent Crime Strategic Assessment can be summarised as follows:

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VICTIM During the period covered there were 220 male victims of most serious violent crime (GBH and Murder) and 40 females The majority of victims live in the north of the borough A number of victims travelled into the borough. Violent offences against young people tend to start increasing from age 11, peaking between 18 and 21. The peak time for victimisation of males occurs between 4pm and 7pm There were 5,972 allegations of domestic violence recorded in Croydon in the calendar year January to December 2011. The victims of domestic violence are primarily women and children, but some men are also victims.

OFFENDER

During the period analysed there was a total of 140 most serious violent crime (GBH and Murder) offenders; 121 males, 19 females The 18 –24 age range group commit the most offences Currently between 6-9 active youth gangs, drawing membership mainly from the northern wards but there is also gang activity in the east (New Addington). Gang membership is predominately young black men, most of whom are aged 15-21. The top 3 recorded crime categories for first time entrants into the Youth Justice System are Violence Against the Person, Theft and Handling, and Robbery The top 3 recorded crime categories for first time entrants into the Youth Justice System are Violence Against the Person, Theft and Handling and Robbery. Robbery offenders peak age range is 16-18 with second highest group between 13 and 15 years old 32% of probation clients committed violence against the person offences and are aged between 18-24 56% of probation clients committed robbery offences and are aged between 18-24 The rate of arrests for perpetrators of domestic violence has been around 80% or better over the last 3 years. In 2011 the rate was 87%, a slight fall from the rate of 89% seen in 2010, which was a significant improvement on the 78% rate achieved in 2009

LOCATION The highest volumes of Most Serious Violent offences are in:- Fairfield (Town centre) Broad Green, Selhurst, West Thornton and Woodside wards. The town centre accounts for over 25% of all violent crime offences The majority of YOS (Youth Offending Services) clients live in the north of the borough

The violent crime strategic analysis indicates that;

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• Young people are statistically more at risk both as a victim and offender • More young men (aged 15-24) commit crime than any other group. • There are geographic hotspots for crime and ASB

COMMUNITY CONSULTATION As well as analysing data provided by partner agencies, the development of the Strategy also takes into consideration the views of local communities. This year the annual Talkabout survey, which was involved 1000 residents in Autumn 2012, found around 40% of participants thinking that crime and antisocial behaviour levels have increased in Croydon compared with the overall level last year. Survey Question: How would you rate the overall levels of crime in Croydon today compared with the overall level one year ago?


Comments


Increases in those questioned that think crime increased last year.

Survey Question: How would you rate the overall levels of antisocial behaviour in Croydon today compared with the overall level one year ago?


Comments


Increases in the percentage of those questioned that think antisocial behaviour increased last year.

Violent crime, burglary, fear of being robbed, physically assaulted, verbally abused and young people hanging around, were the top reasons most people felt affected how unsafe they felt, but over 70% of participants still feel safe in the day time.

Year 2010 (%)

2011 (%)

Very safe 39 36 Fairly safe 43 43 Neither safe nor unsafe 10 12

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Fairly unsafe 4 7 Very unsafe 1 1 Don’t know 3 1

Most participants agreed that the police and the council are tackling crime and anti-social behaviour.

Survey Question: Do you agree that the police and the council are dealing with antisocial behaviour and crime in your area?

Strongly agree 5% Tend to agree 45% Tend to disagree 23% Strongly disagree 8% Don’t know 20%

There has been a sharp increase in residents perceptions of crime and anti social behaviour when compared to the previous year. This is likely to be as a result of the civil disorder in August 2011. Community engagement and improving confidence in how we are tackling crime and asb is therefore a key priority and is addressed later in the strategy.

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STRATEGIC PRIORITIES Based on the findings from the Violent Crime Strategic Assessment, monthly performance management monitoring and the consultation programme; we remain confident that the current 3 strategic priorities identified are the right ones. Reduce the overall crime rate in Croydon

• Tackling Violent Crime • Tackling Serious Youth Violence • Tackling Property Crime

Increase effective partnership working at neighbourhood level

• Improve data analysis to better inform the problem solving approach • Implement an Integrated Offender Management framework • Develop effective and responsive delivery structures

Create a greater sense of community confidence in public safety

• Tackling ASB • Tackling drugs and alcohol • Build community confidence and trust in the Safer Croydon Partnership

The 2012 Community Safety Strategy review concludes that the Safer Croydon Partnership is working well and has managed to maintain performance and achieve some excellent crime reduction figures. The approach for the next year can be easily summed up as follows:

• Continue with our multi-agency reducing offending approach, tackling prolific and priority offenders and gang nominals, incorporating a risk based case management process

• Improving the information and intelligence around repeat ASB, in relation to victims and locations, and more intelligence led tasking and

• Responding to the findings of the local Riot Review Panel in relation to improving community engagement, our response and presence in those key locations

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PERFORMANCE FRAMEWORK All effective organisations measure their performance in order to know how well they are doing and to identify opportunities for improvement. During 2012/13 our performance will be monitored each month on the following targets and indicators:-

Safer Croydon Performance Framework

1. Reduce the number of total number of crimes (total notifiable offences) by at least 5% by March 31st 2013.

2. Reduce the number of residential burglaries by 6% by March 31st 2013. 3. Reduce the number of violent crimes (violence with injury incidents) by

5% by March 31st 2013. 4. Increase the number of successful Acceptable Behaviour Agreements

(early interventions) to prevent anti-social behaviour by 5% by March 31st 2013.

5. Increase the number of sanction detections for all rapes by 6% by March 31st 2013.

6 By March 31st 2013 ensure 75% of probation orders or licences are successfully completed

7. By March 31st 2013 ensure 80% of offenders are in settled and suitable accommodation at the end of their order or license

8. Increase the number of drug users in effective treatment from a target of 644 in 2010/11 to 709 by 31st March 2013

9. Continue to increase public confidence for tackling crime and anti-social behaviour by improving community engagement and promoting the successes of the Safer Croydon partnership

10. Reduce the number of arson incidents (including car, open-land and rubbish fires) by 3% by 31/03/2012 (baseline 439)

11. Recue the number of deliberate fires 12. Increased the Sanctioned detection rate for domestic violence by 51% by

31st March 2013 13. Increase the number of alcohol mis-users in effective treatment 14. Recue the Adult re-offending rates for those under probation supervision 15. Reduction in the rate of proven re-offending by young offenders 16. Young people within the youth justice system receiving a conviction in

Court who are sentenced to custody as a percentage of all convictions 17. Reduce the Number of First-time entrants to the youth justice system

aged 10 to 17 18. Reduce the 19. Number of racial, religious and homophobic crimes

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DELIVERY FRAMEWORK This year The Croydon Connected, Gangs Team will be established, as such the governance for this group is yet to be agreed but the focus will include a system for measuring success. The agreed delivery structure for the Safer Croydon partnership is set out below: The Safer Croydon Partnership Board The Safer Croydon Partnership Board (SCPB) meets bi-monthly and is responsible for all matters relating to crime and disorder across the Borough. This group provides strategic leadership and decisions regarding resources, performance management and future developments. The Cabinet Member for Community Safety is the Chair of the Board. Other members include representation at a level senior enough to ensure decisions are made and resources made available from:

• Police • Mayor’s Office for Policing and Crime • Council • Probation • NHS Croydon • London fire brigade

Safer Croydon Board

Safer Croydon Performance Management

Group (SC PMG)

Joint Agency Group

(links to Police Borough Tasking Group)

DAAT

(Joint report to Health and Well Being Board)

Integrated Offender

Management

M i G

Youth Crime Prevention Board

(Joint report to Children’s

T )

Short life working

groups

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• Voluntary and community sector • Business Community • Crown Prosecution Service • Courts

The Safer Croydon Performance Management Group (SC PMG) The SC PMG meets bi-monthly and is responsible for agenda setting and ensuring that actions are driven forward. The SC PMG are also responsible for dealing with urgent business. Joint Agency Group The multi-agency problem solving group tackling anti-social behaviour. This year each problem location will be dealt with by a dedicated team who will be responsible for puling together short term action plans which will be monitored by the JAG and the Police Borough Tasking Group. On going problem areas, for example the Town Centre, will remain as static items. Drug and Alcohol Action Team (DAAT)

Are responsible for the local delivery of the National Drugs Strategy, activity includes:

• education and prevention • getting more people into drug treatment • reducing drug related crime • reducing supply • empowering local communities to resist drug misuse

Integrated Offender Management A multi-agency response to reduce re-offending; targeting the top 40 most problematic offenders the IOM framework helps to address the problems behind an offender's behaviour by effective information sharing across a range of partner agencies and jointly providing the right intervention at the right time. Youth Crime Prevention Board Reducing Serious Youth Violence is a clear priority for the YCPB, this is a complex issue with numerous causes and for this reason it requires a partnership approach to ensure preventative measures are put into place across all partner agencies.

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REDUCE THE OVERALL CRIME RATE IN CROYDON

• Tackling Violent Crime • Tackling Serious Youth Violence • Tackling Property Crime

Tackling Violent Crime A violent crime is a crime in which the offender uses, or threatens to use, violent force upon the victim. The police record violent crime as either ‘violence against the person’, ‘most serious violence’ or ‘serious youth violence’ Overall, last year in Croydon, the total number of violent incidents saw a slight reduction. There is no definitive answer as to what causes violent crime, however links can be made with alcohol, drugs and lifestyle choices. The majority of victims and offenders, are male, and aged between 18 and 24. People in this age group tend to be out later at night, socialising and so increase the risk of victimisation. • The Town Centre is the main hotspot • The peak days when offences occur are Friday and Saturday Key Achievements during 2011 Significant reductions in serious youth violence and gun crime in comparison to the previous year. Common assault has remained the same as it was last year and there have been slight increases in knife crime and violence with injury. The rate of arrests of perpetrators of domestic violence has been around 80% or better over the last 3 years. In 2011 the rate was 87%, a slight fall from the rate of 89% seen in 2010, which was a significant improvement on the 78% rate achieved in 2009.

2012 KEY ACTIONS TO TACKLE VIOLENT CRIME • We will conduct a review for all domestic homicides to ensure lessons

are learnt across all agencies when a person has been killed as a result of domestic violence

• We will establish a multi-agency Gangs Team to reduce the harm caused by gang activity to local communities

• Continue to improve information and intelligence sharing which is a proven method to ensure efficiencies across all partner agencies

• We will continue to reshape local service provision to tackle Domestic Violence, including earlier identification and management of victims

• We will ensure that all local systems and process to are aligned with The Multi-Agency Safeguarding Hub (MASH)

• Maintain a visible police and partner presence in crime and asb hot spot locations to provide reassurance and improve public confidence

• We will continue to ensure licensed premises operate safely and to agreed statutory and local codes of conduct by making effective use of legislation

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Tackling Serious Youth Violence Crime types recorded as Serious Youth Violence count the number of victims (aged 1 to 19) rather than the number of offences. It also includes offences where a weapon is used, or where the offender threatens to use a weapon. • Young people are particularly vulnerable to Violence and Robbery. • Violent offences against young people tend to start increasing from age

11, peaking between 18 and 21. • The 16 to 24 age range accounted for 46% of all suspects accused of key

offences. • Croydon has approximately 90,000 young people and the largest number

aged 10-17 of any of the 32 London Boroughs • Croydon has the highest number of youth victims in London. • Independent research identifies that much of the crime committed by and

against young people is unreported and therefore unrecorded • There are 322 gang nominals in Croydon. 93 (29%) are aged under 18 • Gang activity is concentrated in the north of Croydon, with a small area in

south east Croydon also notable. Key achievements for 2011 There has been a significant reduction in serious youth violence when compared to the previous year. The partnership has continued to tackle gangs effectively and secured £77k Home Office grant funding to improve intelligence and interventions. 2012 KEY ACTIONS TO TACKLE SERIOUS YOUTH VIOLENCE INCLUDE

• We will deliver the Ending Gangs and Youth Violence Work Programme which includes setting up the multi agency Gangs team and working closer with voluntary sector to deliver dedicated projects.

• Increase prevention and early intervention work in schools • Improve early identification of those linked to gangs and offending to

help reduce re-offending rates • We will provide parenting programme to support families whose

children are involved in offending and anti-social behaviour • We will further develop the Restorative Justice approach with victims

taking an active role in the process, while offenders are encouraged to take responsibility for their actions and repair the harm they've done—by apologising, or community service".

• We will continue to jointly operate the YOS/Police Triage scheme to reduce the number of first time entrants to the Youth Justice System and to prevent re-offending.

• We will continue to provide support to young people at risk of crime

through the Turnaround Centre • We will continue to resource a high visible police presence after

school in priority locations, and particularly in/around public transport

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which young people in Croydon identify as one of their primary concerns.

Tackling Property Crime Mobile phones, cash, jewellery and laptop computers were the most common items stolen. A burglar selects targets that offer the best opportunity to carry out the crime undetected; a property that looks unoccupied is far more likely to be targeted than one which is properly secured. The strong links between drug misuse and acquisitive crime (e.g. shoplifting, burglary, vehicle crime and theft) are widely acknowledged. Heroin, crack and cocaine users are responsible for 50% of these crimes and around three quarters of crack and heroin users claim to be committing crime to feed their habit. Getting people into treatment quickly can have a significant impact on reducing drug related crime and anti-social behaviour. Key achievements for 2011 We have seen a significant reduction in residential burglaries in the last few months of the 2012 financial year having been in the top three in London for burglary rates earlier in the year. The multi agency Operation no Entry has seen significant successes in improving crime prevention advice, target hardening and enforcement. Robbery remains a challenge.

2012 KEY ACTIONS TO TACKLE PROPERTY CRIME • We will continue to deliver the Operation No Entry multi-agency

burglary plan • We will ensure crime prevention advice is easy to find for residents to

reduce the fear of crime and improve residents confidence • We will continue to improve information sharing across all partner

agencies including identifying repeat victims • We will continue to encourage young people to use the ‘Immobilise web

site’ • We will continue to roll out the Integrated Offender Management model,

ensures key justice agencies target known offenders • We will continue to use analysis to target high visibility patrols in the

most problematic locations during times when most needed. • We will continue to provide crime prevention, burglary and vehicle

crime packs to the most vulnerable residents in the most problematic locations

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INCREASE EFFECTIVE PARTNERSHIP WORKING AT NEIGHBOURHOOD LEVEL

• Improve data analysis to better inform the problem solving approach • Integrated Offender Management • Develop effective and responsive delivery structures

Improve data analysis to better inform the problem solving approach Understanding what needs to be done and how to do it is the cornerstone of effective delivery. The SCP must address a wide range of crime and community safety issues whilst operating within a much reduced budget compared to previous years. Poor data results in a failure to identify the problems. The best approaches are intelligence led, problem solving and outcome focussed. • Develop a co-ordinated strategic approach and put in place Quality

Standards for all aspects of information sharing and data analysis. This will improve the partnerships ability to provide accurate analysis.

• The Police and Council will align risk assessment processes and recording categories to improve identification and management of ASB cases

• The Council’s database system to become the centralised information and case management hub for all types of ASB complaints. This will bring a number of practical, operational and strategic benefits such as:

1. Consistency in how data is sourced, handled, processed, managed

and how dissemination is coordinated 2. The ability to perform routine reporting and analysis on behalf of the

Safer Croydon Partnership 3. To meet specific requests from the partnership for analytical

products. Key achievements for 2011 Activity during 2011 enabled us to better identify geographical hot spots for crime and anti-social behaviour. This meant we directed limited resources to the areas of most need.

2012 KEY ACTIONS TO IMPROVE DATA ANALYSIS • We will continue to implement common data standards across partner

agencies to improve early identification of vulnerable victims emerging ASB hotspots

• We will continue to undertake detailed data analysis to produce products that effectively inform future planning

• We will continue to manage multi agency Offender Management and Gangs matrices to ensure identified individuals are risk assessed and managed appropriately to ensure a reduction in reoffending.

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Integrated Offender Management Integrated offender management is a system that provides all agencies engaged in local criminal justice partnerships with a single coherent structure for the management of repeat offenders. A high volume of crime is committed by offenders described as ‘prolific or priority offenders’. This means ensuring appropriate monitoring and supervision, working together to tackle drug and alcohol abuse, improving offenders’ basic skills, tackling their offending behaviour and improving the chances of them getting a job.It means helping them get decent accommodation and working with the children and families of offenders to help break the cycle of offending. • 90% of offenders are male, 10% female • The 18 –24 age group, group commit most offences • Offenders being supervised in Croydon are more likely to have committed

offences of violence against the person, theft and handling and summary motoring offences

Key achievements for 2011 Those charged with burglary offences were the first cohort of offenders to be targeted by the new IOM approach. Early indications suggest this has been a significant factor in the recent reductions in Burglary rates

2012 KEY ACTIONS TO IMPROVE THE INTEGRATED OFFENDER MANAGEMENT MODEL

• We will continue to work closely with community and voluntary groups to support individuals and their families to tackle concentrated underlying social problems linked to re-offending

• During 2012 we will launch a 18-24 Hub, to provide support service for offenders aged between 18 and 24 to encourage them back into education, training or employment and reduce offending

• We will continue to harness the expertise in the voluntary sector to increase community participation

• We will continue to deliver the Justice Re-investment Model pilot which aims to reduce legal, court, prison and probation costs through a reduction in the number of community sentences and prison sentences of under 12 months.

• We will continue to improve partnership working with Highdown Prison to ensure people are managed effectively back into the community

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Develop effective and responsive delivery structures The Safer Croydon Partnership wants to be able to sustain its high quality delivery standards. Efforts must be visibly successful if we are to ensure that local communities and partner agencies understand and value the benefits of working in partnership. To achieve this we will create robust delivery plans, adopt a problem solving approach and evaluate the impact of our work programme.

• An effective partnership will be able to demonstrate high quality delivery and have a clear strategy for continued improvement

• There will be a robust performance monitoring process in place • Evaluation forms a key component

Key achievements for 2011 Activity to improve delivery structures includes bedding down the Integrated Offender Management framework and work is now underway to develop a new approach to tackling Domestic Violence including a new Domestic Violence strategy as well as reshaping local service provision with improved links to early intervention and identification of safeguarding issues.

2012 KEY ACTIONS TO DEVELOP EFFECTIVE AND RESPONSIVE DELIVERY STRUCTURES

• Explore how to support local retailers to improve security, for example using Croydon Safer Radio Network

• High visibility patrols in Inner North and London Road area • Continue to develop the services delivered by Area Enforcement

Officers • Support the re-location and development of the revised CCTV service • Ensure appropriate staff receive counter-terrorist awareness training • Continue to promote the on-line reporting systems.

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CREATE A GREATER SENSE OF COMMUNITY CONFIDENCE IN PUBLIC SAFETY

• Tackling anti-social behaviour • Tackling drugs and alcohol • Build community confidence and trust in the Safer Croydon Partnership

The Safer Croydon Partnership aims to provide all local communities with information to improve their understanding of what is being done locally to respond to crime and anti-social behaviour issues that concern them the most. It is also important that local communities are clear about the role they can play and the value of their contribution to reducing crime and anti-social behaviour. Tackling anti-social behaviour Anti-social behaviour causes significant harm to individuals and communities, it can increase the fear of crime, and impact on the quality of life for those affected. It also costs individuals, businesses and communities money through higher insurance and security costs and fewer local amenities due to high costs to remove graffiti and repair damage caused by vandalism. Here in Croydon, the Joint Agency Group (a multi-agency tasking meeting) deals with operational issues to tackle ASB that are beyond the capacity of local agencies at ward level to address. • Fieldway and New Addington are the ASB hot spots • Rubbish, fly-tipping, verbal abuse and vandalism are the top 4 ASB types

reported • Females aged 18-24 represent 36% of all ASB victims • Males aged 13-17 represent 61% of all offenders • Selhurst, Fairfield and Broad Green are the top 3 wards for police

recorded ASB • Upper Norwood, Waddon and Woodside are the 3 top wards for ASB

referrals.to the Council Key achievements for 2011 Residents tell us that they feel afraid to use some public spaces because they feel threatened by groups of people hanging around. A Dispersal Order lasts for 6 months and gives the police powers to disperse crowds of more than 2 if the officer has reasonable grounds for believing that their presence or behaviour is causing harassment, intimidated or distress. Individuals can be directed to leave the area and not return for 24 hours. During 2011 9 Dispersal Orders were implemented, helping to make residents feel safer.

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2012 KEY ACTIONS TO TACKLE ANTI SOCIAL BEHAVIOUR

• We will continue to work with local communities to reduce crime and

anti-social behaviour • We will continue to develop our approach to ASB enforcement making

full use of ASB legislation and housing management interventions in order to address problems as they arise.

• We will continue to improve the alignment police and council ASB assessment and recording systems to better identify and manage risk.

• We will continue to promote the on-line reporting system for reporting ASB

• We will continue to support witnesses through the Witness Support scheme

• We will continue to work in partnership with the Troubled Families Service to better identify and manage ASB cases

• We will continue to ensure the effective management of stray, nuisance, dangerous and cruelty to dogs

• We will continue to tackle environmental crime such as graffiti and fly-tipping.

• The CrossFire project will continue to deliver crime prevention workshops in schools

• We will continue to support the New Addington Pathfinders agreement • We will continue to develop and publicise third party reporting systems

to assist hate crime victims who may not wish to go to the police. This includes training for the organisations that will accept reports, the development of publicity material and raising awareness including a specific project with Croydon College

• We will continue to encourage victims to report hate crime through the on-line reporting system by advertising and promoting the site online and through distributing posters to Council and partner buildings.

Tackling drugs and alcohol The use of Class A drugs has increased during the past decade. It is estimated there are 2000 problematic drug users locally who often use a combination of drugs and alcohol. There is a strong link between drug misuse and crime such as shoplifting, burglary vehicle crime and theft. Getting people intro treatment quickly can have a significant impact on reducing drug related crime. • There is an estimated 1,939 problematic drugs users (PDU) in Croydon -

1,303 using opiates and1,444 using crack/cocaine • 961 PDUs are not known to treatment • On 31/3/10, there were 515 individuals in effective treatment – a 22%

increase from 2007/08 but only 26% of the estimate of PDUs in the borough

• The predominant client profile is a white man aged 35 – 64 years

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• There was a an increase in the number of referrals via the Drug Intervention Project (DIP) and the Criminal Justice System, however treatment starts are low - 645 positive tests with 130 into treatment

• 611 individuals in primary care were diagnosed by GPs with alcohol and drug dependence but only 9 are recorded as entering the treatment system

• There are 4 Drinking Ban Zones across the borough; Town Centre, New Addington, South Norwood and Norbury.

Key achievements for 2011: To be completed

2012 KEY ACTIONS TO TACKLE DRUGS AND ALCOHOL

• We will development and implement the work programme supporting

the new Alcohol Strategy • We will increase the number of drug users in effective treatment from

a target of 646 in 2010/11 to 709 by 31st March 2013 • We will continue to support the modernisation and re-commissioning

of the drug and alcohol treatment system • We will continue to deliver the DoH substance misuse personalisation

national pilot project • We will continue to support the commissioning of a new young

people’s substance misuse service • We will continue to promote activity to reduce drug and alcohol

related crime and anti-social behaviour • We will continue to reduce the number of street drinkers and beggars

in the Town Centre

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Build community confidence and trust in the Safer Croydon Partnership The key objective is to provide local communities with information to improve their understanding of what is being done locally to respond to their crime and ASB concerns and to encourage the community to engage by:-

• Take steps to secure their property and home • Reporting incidences of bullying, antisocial behaviour and crime • Mentoring a young person or an offender • Becoming a Metropolitan Police Special Constable or volunteer with

the local police force. • Practise safe and sensible drinking. • Take steps to prepare for an emergency, such as power failure, fire,

extreme weather or a terrorist attack • Arrange a free home fire safety check and maintain a working smoke

detector. Key achievements for 2011: During 2011 we increased the number of people receiving our e-bulletin . We ran a Burglary campaign as part of Operation No Entry and improved the information published on the Safer Croydon web pages.

2012 KEY ACTIONS TO BUILD TRUST AND CONFIDENCE

• We will continue to build relationships with community leaders to assist in the prevention of civil disorder

• We will continue to forge better relationships between young people and the Safer Croydon Partnership

• We will continue to help people feel secure by informing local residents about crime in their area, listening to what is of most concern to them and letting people know what success has been achieved.

• We will continue to encourage the community to take action by reporting incidences of ASB and crime, get involved in Neighbourhood Watch, Community Watch and Safer Neighbourhood panels.

• We will continue to improve our presence on the Safer Croydon web page and include information on how individuals can help protect themselves and their families

• We will continue to support the development of Community Watch by working closely with local retailers in the London Road area to improve communication lines and promote a better understanding between local communities and agencies.

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LEGAL FRAMEWORK The Safer Croydon Partnership (SCP) acts as the statutory Community Safety Partnership (CSP) for Croydon as stipulated by the Crime and Disorder Act 1998..The Safer Croydon Partnership (SCP) is responsible for co-ordinating the development and implementation of Croydon’s Community Safety Strategy. The Partnership comprises public sector agencies, business, community and voluntary sector organisations. The Crime and Disorder Act 1998 (as amended by Section 22 of the Police and Justice Act 2006) requires local authorities to formulate and implement a strategy for the reduction of crime and disorder in their area, including anti-social behaviour adversely affecting the local environment and the misuse of drugs, alcohol and other substances. The strategy must include the objectives to be pursued and the long term and short term performance targets for measuring the extent to which these objectives have been achieved. Local Authorities are required to publish the strategy and make it available to the public. There are a number of sections of the Crime and Disorder Act, which influence the way that the Safer Croydon Partnership works. Most notably these include: • Section 17 of the Crime and Disorder Act 1998 (as amended by Section

22 of the Police and Justice Act 2006) imposes a duty on local authorities and police authorities to exercise their functions with regard to reducing crime and disorder.

• Section 115 of the Crime and Disorder Act 1998 is the power under which agencies can disclose information for the purposes of reducing crime and anti-social behaviour.

• Section 30 of the Crime and Disorder Act 1998 (as amended by the Police Reform Act 2002 and Police and Justice Act 2006) requires public services to work with other local organisations through Crime and Disorder Reduction Partnerships.

• During 2006 a review of the Crime and Disorder Act 1998 and the Police Reform Act 2002, sought to strengthen partnership working overall, resulting in the creation of the 6 Hallmarks of Effective Partnerships which are:

Empowered and Effective Leadership Visible and Constructive Accountability Intelligence-led Business Processes Effective and Responsive Delivery Structures Engaged Communities and Appropriate Skills and Knowledge

In addition the 2010 Equalities Act requires local authorities to commit to advancing equality of opportunity between people; fostering relations between different communities; eliminating discrimination, harassment and victimisation. All partner agencies, organisations, and companies Croydon council works in partnership with, and all those who provide goods and services on our behalf, are expected to share this commitment.

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In January 2012, the Mayor’s Office for Policing and Crime (MOPC) was set up in response to the Police Reform and Social Responsibility Act (2011). The MOPC is headed by the Mayor or, by his nomination, the appointed statutory Deputy Mayor for Policing and Crime. This means that the Mayor is directly accountable for policing performance in London. The MOPC makes this process and accountability clearer and gives Londoners a further voice in how their city is policed. The MOPC has a duty to consult communities on policing in London, including getting the views of people in the area. It also has a new responsibility to include victims of crime, on matters concerning their policing and to obtain their cooperation with police in preventing crime. The current MOPC priorities includes: Operational policing and crime reduction, Ending violence against women, Gangs and Reducing Offending. All of which reflect Croydon’s current priorities. CONTACT US Safer Croydon Partnership 0208 604 7032 www.safercroydon.gov.uk Find your local Safer Neighbourhood Team www.met.police.uk/saferneighbourhoods Croydon Council Housing ASB Team 0208 762 6000 x62724 Community Safety ASB Team 0208 762 6000 x88973 Report It On-Line www.croydon.gov.uk Croydon Youth Offending Team 020 8404 5800 The Turnaround Centre This ground breaking initiative provides a single place for young people and their families to access a wide range of services including youth workers, the police, educational welfare officers, voluntary services, social workers and health advice 020 8760 5530

report to: cabinet 11 june 2012 agenda item: 14 subject: … · 2020. 6. 5. · 1 for general...

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