Gedling Crime _ Disorder Reduction Partnership by sdfwerte


									Gedling Crime & Disorder
 Reduction Partnership

      Project Management
        and Evaluation
                    Presentation by
           Dave Jayne; Crime Reduction Officer
 Andy Callingham; Environmental Protection Team Leader
                Gedling Borough Council
The Problem Solving Approach
       SARA Model
   Scanning
   Analysis
   Response
   Assessment
     SMART Targets
   Specific
   Measurable
   Achievable       VICTIM         OFFENDER
   Realistic
   Time Scaled
        Honeywood Gardens
   610 properties - within Carlton Hill ward
   Border with Nottingham City Council - boundary
    runs through area
   1 Gedling BC property - balance owner occupier
    and private rented
   Vehicle access - 1 road in/out from within City
    Council Area
   Little local provision of services - 5 shops, limited
    play facilities, no bus route

   Large “car park” area not utilised
        Problem Identification

   Problem identified/highlighted at Anti-
    social Behaviour Problem Solving Group;
    Gedling Borough Council officers and Police Local Area
    Commander scanned information and provided initial analysis of
    problems indicated by the community

   Gedling Crime & Disorder Reduction
    Partnership; report made and discussed at Strategic

   Gedling BC Crime Reduction Committee;
    Multi-Agency Problem Solving Approach was agreed
       Scanning & Analysis
         Initial Findings
 Physical      Environment; Rubbish and fly-tipping
 concentrated around garages and alleyways, “Broken Windows
 Syndrome”, overgrown vegetation, dog fouling

 Anti-social       behaviour; General disorder of
 young people, throwing fireworks, alleged drug related offending

 Abandoned          vehicles; Garages, car park areas,
 footpaths and “The Old Brickyard”

           levels of overall crime
 Increasing
 Community Fear of Crime
    Problem Identification
      Further Indicators
 A reduction in the value of residential
 Difficulties in letting commercial premises
 Limited access to services
 Low levels off resident involvement within
  the community
 Lack of trust in Police and Borough
  Council – little/no community intelligence
    Partnership Development
         and Action Plan
 Partners; Gedling Crime & Disorder Reduction
    Partnership, (including GBC, Notts. Police, Notts. County
    Council), BUILD, Local Ward Councillors
   Immediate Solutions Required for;
    Abandoned Vehicles, Street Cleansing, Removal of Graffiti, Fly
 Indicators for Monitoring and
  Evaluation - identified and evaluation framework written
 Full Action Plan written
     Intended Outcomes
 Establishment   of Residents Group
 Reduction   in Overall Crime
 Reduction   in Anti-social Behaviour
 Improved   Physical Environment
 Improved   Quality of Life for all
 residents and users of the estate
             Long Term Action
   Increased police activity; responses to anti-social
    behaviour, CCTV; surveillance; crime prevention

   Targeted youth work and provision for young
    people; outreach, education / awareness raising, sports

   Gedling Crime & Disorder Audit & Strategy;
    ongoing sub-ward analysis on Honeywood Gardens, 3-monthly
    reviews and evaluation

   Physical environmental improvements; “alley gating
    scheme”, garages; maintaining hedgerows; The Old Brickyard
    Encouraging Community
   Neighbourhood Watch Launch, (24 October 2001)
   Members Briefing, (30 October 2001)
   Public Meeting, (30 January 2002)
   Launch of Residents Group, (March 2002)
   Residents Group; election of officers, (April 2002)
   Community Newsletter
   Neighbourhood Watch Newsletter

NB Substantial publicity with support from GBC
  Communications Officer
Gedling Involvement to Date
Working with partners:
 the problem solving approach
 development of initial action plan
 positive publicity and community newsletters
 arranging public meetings
 support community involvement
 physical environment “clean up” - fly tipping,
  abandoned vehicles, garages, litter pick, dog
  fouling bins, litter bins
 Commitment of capital funding: £100K
 Continued involvement commitment from
Indicators, Monitoring and
   Wide range of indicators identified to measure
 Recorded crime and disorder incidents
 Abandoned vehicles, discarded needles, fly
  tipping removal, graffiti removal
 Residents involved in community group
 Calls relating to ASB to agencies other than
 Housing Voids, property prices, commercial
 Fear of Crime Reduction
 BME community involvement
   No trust in Police
   No trust in Council
   Little trust within community
   Lack of investment in the area over a
    number of years
   Lack of access to services
   Lack of mainstreamed activity from all
   Lack of visions and ownership by all
   Perception = increased fear of crime
          What Has Worked?
   Regular engagement with the community – monthly meetings
    plus point of contact at Partnership
   Part of the Crime & Disorder 3-year Strategy – i.e. a named
    project in the Strategy
   Full Project Plan – short, medium and long term
   Not just crime and disorder – community regeneration
   Partner involvement
   Quick wins
   Some funding available
   Partnership working
   Realistic targets
   Ongoing Monitoring and Feedback
   Honesty
   Members involvement
   Do what you say you will do

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