SII006 Problem Solving with Communities by mRk8MpH

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									                                                            COSLA
                                                       EXCELLENCE
                                                          AWARDS
                                                              2011
                               2011 APPLICATION FORM
Please refer to the ‘2011 Guidance for Applicants’ before completing this application
form.

The deadline for submission of entries is 5pm on Friday 8 October 2010. Further
guidance is available at http://www.awards.cosla.gov.uk. Submission arrangements
are detailed at the end of this application form.

The application form is split over four sections to reflect the assessment criteria, and to
facilitate the leeting process. It is up to you to decide the content and length of each
section, but your application must not exceed three pages in total (excluding the
cover pages).

      CATEGORY TITLE Service Innovation and Improvement
           Project Name Problem Solving with Communities
       Lead Organisation South Ayrshire Council
      Department/ Team Community Safety Partnership
                              1. Cllr Nan MacFarlane – Chair CSP      2. Vivienne Hutchison - NHS
                                                                      4. CI Andy Sweeney – Strathclyde
                              3. Faye Murfet - ADP
                                                                         Police
    Participant or Partner    5. Gus Collins – Community Engagement   6. Billy Thomson – Strathclyde Fire
                   Names         Manager (SAC)                           and Rescue
                                                                      8. Community Members where
                              7. Local Elected Members
                                                                         appropriate
                              9. Mirian Watson – Procurator Fiscal    10. Voluntary Agencies

      Award coordinator       Jane Bradley
        Contact details       Jane.Bradley@south-ayrshire.gov.uk

Can we publish this application form on our website?                                    YES / NO

FOR INTERNAL USE
EXECUTIVE             In one short paragraph please describe this project and what it has achieved.
SUMMARY               We will use this in any future publicity material.


South Ayrshire Council Community Safety Partnership has developed it’s use of the IDPARTNERS
model of problem solving to support engagement with local communities to address antisocial
behaviour and community safety issues. The problem solving framework is designed to encourage
creativity in achieving solutions, by supporting participants to use both lateral and linear thinking. The
model has been used successfully to develop a range of initiatives to tackle issues such as
vandalism, graffiti, youth disorder and a range of environmental issues.

                      · a clear rationale, defined processes and focus on stakeholder needs
PLANNING              · contributes to organisation’s goals, community plan and SOA, and national policy context


The IDPARTNERS model of problem solving had been used by South Ayrshire Community Safety
Partnership to tackle a range of issues including alcohol misuse, violent crime, vandalism, road safety
and antisocial behaviour, which resulted in a range of projects and initiatives such as Safe Ayr,
Reckless Driving Wrecks Lives, Winter MOT for over 60’s, and Community Safety partners have been
trained in the use of this model. Following the introduction of the Antisocial Behaviour Legislation,
the model was further developed as a means of engaging local communities in tackling antisocial
behaviour and community safety issues in their local area, and achieving more sustainable solutions
through engagement in the process. The IDPARTNERS model is a process which encourages
groups to Identify the problem, define the Drivers, define the Problem, agree the Aims, Research the
problem, Think Creatively to achieve solutions, Negotiate and initiate responses to the problem,
Evaluate the results and achieve Sustainability in the change. The IDPARTNERS model provides a
process which can be worked through with partners (anyone who ‘share the problem’), and includes
as an initial indicator the level of complaints in an area regarding particular community safety and
antisocial behaviour issues. This provides a baseline which can then be compared with subsequent
monitoring and evaluation which forms an integral part of the IDPARTNERS model, and enables the
results and achievements to be shared with all partners. This process has been successful in
encouraging a range of partners to become involved in establishing creative ways of resolving
community safety issues, and by doing so, in sharing resources to achieve joint outcomes. The
model was therefore seen as an effective way of involving the community in tackling community
safety and antisocial behaviour issues with partners, thereby engendering a sense of ownership of the
solutions.

Our goal was to help partners to contribute towards the strategic aim of the CSP of achieving a Safe,
Health and Confident South Ayrshire through use of the problem solving process, whilst supporting
actions which contribute, through the Golden Thread towards the Council’s Plan, the Community Plan
and the SOA outcomes of:-

National Outcome 9       “We live our lives safe from crime, disorder and danger”

Local Outcome L012       “South Ayrshire is a safe place in which to live, work and Live

National Outcome 11      “We have strong, resilient and supportive communities where people take
                         responsibility for their own actions and how they affect others”

Local Outcome L016       “People in South Ayrshire are supported to improve their communities”

Progress towards these outcomes is reported through the Community Safety Partnership which is a
theme group of the Community Planning Partnership. As well as contributing towards the plans
outlined above, the key objective in introducing problem solving with communities was to achieve a
reduction in antisocial behaviour and community safety complaints in local areas.


                      · implemented in all relevant areas and across all the required stakeholders
DELIVERING            · carried out in a structured and logical way , using robust and sustainable methods




                                      COSLA EXCELLENCE AWARDS 2011                                   P a g e |1
   The Community Safety team has five Community Safety (Problem Solving) Officers who are trained in
   facilitating and delivering the problem solving process with communities, and linked to the multi-
   member ward areas in South Ayrshire. Problem solving groups are established in an area when
   complaints of antisocial behaviour or community safety issues have been received by the Community
   Safety team or other partners, and member of the local community are invited to be involved in the
   process. Information is gathered to help in the process of defining the problem, and Community
   Support Officers have been linked more closely with the problem solving process to provide relevant
   up-to-date information through the use of additional patrols and environmental scanning in ‘hot-spot’
   areas.       Each problem solving group involves agencies or individuals who ‘share the problem’
   ensuring the most appropriate information and resources (including match funding) is available to
   tackle specific issues raised within local communities, and problem solving groups have included
   participation by a wide range of statutory and voluntary agencies. The process includes a framework
   which identifies actions/responsibilities of those involved in each problem solving group, ensuring
   transparency and ownership of interventions which have been agreed through the process. The
   process and achievements are reviewed regularly by the problem solving group, and this usually
   takes the form of surveys within the local community. The Community Safety team are currently
   examining ways of engaging with local communities to help to strengthen the monitoring and
   evaluation process, and to use a range of methods of evaluation including case studies and video
   interviewing. The problem solving process is intended to be a ‘time limited’ piece of work which works
   towards achieving agreed aims, and part of the process therefore involves developing an ‘exit
   strategy’ for each problem solving group.       This has involved establishing tenants and residents
   groups, or facilitating further support for community members by South Ayrshire Council Community
   Learning and Development team, or appropriate partner agencies.


  INNOVATION +           · Demonstrates leading practice
LEADING PRACTICE         · Achieves genuine innovation or new ways of working



   The IDPARTNERS model of problem solving has provided a new structured way of engaging with
   communities to find sustainable solutions to local problems, including issues such as vandalism,
   graffiti, youth disorder, under-age drinking, fire raising. The process has been beneficial in enabling
   a wide range of partners to participate in agreeing innovative and creative solutions to antisocial
   behaviour and community safety issues, whilst harnessing additional resources, such as match-
   funding, involvement of local volunteers and positive engagement with young people. Each problem
   solving group is monitored and evaluated and results shared among all partners.

   Evaluation also provides an opportunity to review how the problem-solving process works, and has
   resulted in improvements to the way we work as the process has developed within communities. For
   example changes and improvements to practice have included: the use of the CSOs in supporting
   the problem-solving process, the development of a ‘pool’ of sessional workers to support diversionary
   activities, and link this work to CLD, new ways of involving partner agencies, including developing
   joint working such as FPN patrols for litter and dog-fouling, developing innovative ways of engaging
   with young people and developing ways of supporting exit strategies with partner agencies.

   Within each problem solving group a range of interventions are usually identified, which may include
   the use of established community safety resources and interventions, such as re-deployable cctv,
   additional police patrols or Community Safety Officer patrols. These basic resources are usually
   established early in the process, and this then provides the opportunity for the problem solving group
   to look a bit more creatively at resolving some of the issues being experienced within the community.
   Additional interventions have included community clean-up days, more positive use of space e.g
   providing a programme of sports activity in a hot-spot area, graffiti art projects undertaken by
   members of the community, and the development of inter-generational activities well as more
   ‘engineering’ type of interventions such as additional litter bins, planting of prohibitive shrubbery, and
   re-siting of youth shelter.


                         · a convincing mix of customer perception and internal performance measures
RESULTS + IMPACT         · clear line of sight to the delivery of the Single Outcome Agreement
                         · a full range of relevant results showing improvement over time




                                        COSLA EXCELLENCE AWARDS 2011                                   P a g e |2
Evaluation is an integral part of the problem-solving process and an evaluation, using range of
methods as appropriate, is completed for each problem-solving project. Evaluation reports are
inserted within the problem-solving paperwork, to provide a comprehensive report on the problem-
solving process in each area. Evaluation reports will typically include baseline information, police
statistics and community feedback.

Twenty problem solving groups have been established since the process was developed in May
2008. Groups are at various stages of the process, and an overall evaluation of the use of the
process with local communities showed a 20% overall reduction in complaints for all problem-solving
areas, comparing the time period 1 May 2007 – 30 April 2008 (before the problem solving teams were
established), with 1 May 2008 to 30 April 2009. The following table provides some information on the
range of issues raised and interventions agreed in a small sample of problem solving groups

Time Period : 1 May 2007 – 30 April 2008 ; 1 May 2008 – 30 April 2009

Group                  Issue                            Interventions                                                               Reduction in
                                                                                                                                    complaints

Ayr – Craigie          Vandalism, disorder, young       Repairs to ramps, and clean-up of the park area. Skateboarding
Skatepark              people feeling intimidated       event/Grafitti art project. CSO patrols.                                        -28%
                       when using the park

Ayr – Dalmilling       Rowdy behaviour, Vandalism       Re-deployable CCTV, Police Action plan , Acceptable Behaviour
                                                        Contracts issued to 5 young people . Diversionary programme for
                                                                                                                                        -14%
                                                        summer holidays; Police Action plan; Formation of Tenants and
                                                        Residents group;

Ayr – Gordon Terrace   Vandalism                        Safety fence erected at underpass, footpath built and shrubs planted.
                                                                                                                                        -5%
                                                        Undercover police action plan.

Ayr – Princes Court    Vandalism, Drug Dealing,         Repairs to Door entry systems. Links with Social Workers re individual
                       Public not reporting incidents   young people - 2 young people referred to Firewatch programme.
                       to the Police                    .Crimestoppers leaflet drop; Police Action Plan; CSOs patrolled.                -61%
                                                        Requested support from Community Development to set up T & R
                                                        group.

Ayr – Wallacetown      Fireraising                      CSO Firewatch programme, Re-deployable CCTV, support provided to
                                                        individual young people in partnership with Social Work team. Fire              -58%
                                                        safety course targeted at individual young people.

Dundonald              General Nuisance                 Re-deployable CCTV, Letters of concern sent to parents of individual
                                                        young people, Environmental day, Fire safety inputs at youth group,             -67%
                                                        diversionary football activity, information packs sent to all households.



Community feedback on the problem-solving process has been very positive, and the following
comments from members of the community have been taken from various evaluation reports:

Forehill: “it gave the young people something to do”; situation really improved from last year”. One
local female resident also took the time to phone Community Safety and said “there have been no
problems – it has been wonderful”. She further went on to say “I was scared to go into the garden at
night but now feel much safer”.

Arran Park: One resident said she was “happy with the police presence and new camera on the
street”.

Princes Court: Residents commented that the additional CSO patrols had made a difference to youth
disorder in the area. One woman participant said “their visual presence is a deterrent”

One of the older female residents said that the problem solving meetings were “a good way of getting
heard”.



                                               COSLA EXCELLENCE AWARDS 2011                                                P a g e |3
Next steps
    Have you answered the assessment criteria set out in the guidance?
    Is your application form 3 pages or less? (anything more, including
     appendices, will be automatically rejected)
    Has your application form been authorised by an appropriate person?
    Have you indicated whether you wish the application form to be
     published?

Submitting your application
Please email your application by 8 October to:
Category 1 submissions                exawards2011-1@cosla.gov.uk
Category 2 submissions                exawards2011-2@cosla.gov.uk
Category 3 submissions                exawards2011-3@cosla.gov.uk
Category 4 submissions                exawards2011-4@cosla.gov.uk
Category 5 submissions                exawards2011-5@cosla.gov.uk
Category 6 submissions                exawards2011-6@cosla.gov.uk
Category 7 submissions                exawards2011-7@cosla.gov.uk

          Queries surrounding the submission of applications can be made to:
             Adam Stewart (adam.stewart@cosla.gov.uk / 0131 474 9275)

								
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