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                     Header: London Borough Of Merton Crime And
                     Disorder Strategy 2002-2005
Version              1
                     This document is the Merton three–year Crime and
                     Disorder Strategy, which will guide our efforts in
                     dealing with crime and disorder until 2005. The
                     publication of this Strategy fulfils a statutory
Summary              obligation and provides the opportunity to re-
                     examine the nature of crime and disorder in Merton,
                     review our priorities for action and, as accustomed
                     partners, to combine forces in addressing local
                     issues of concern.
Branch / OCU         Merton BOCU
Date created         31/03/2002
Review date          31/03/2005
London Borough
   of Merton

Crime & Disorder
  2002 – 2005
MPAC Strategy Group
Roger Paine                            Des Stout
Chief Executive                        Divisional Commander
London Borough of Merton               Metropolitan Police, Merton

Cllr. Andrew Judge                     Cllr. M A Karim MBE
Leader of the Council                  Chair, Merton Community & Police
London Borough of Merton               Consultative Group

Cathy Renau                            Sue Evans
Borough Director for Merton & Sutton   Director of Education, Leisure &
National Probation Service             Libraries
London Area                            London Borough of London

Eric Packer                            Rea Mattocks
Chief Clerk                            Director of Housing& Social Services
Merton Magistrates’ Courts             London Borough of Merton

Stephen Grainger                       Richard Rawes
Superintendent Operations              Director Of Environmental Services
Metropolitan Police                    London Borough of Merton
Merton Division

Rosemary Manson
Director of Policy & Performance
Merton Sutton and Wandsworth Health
This is the second Merton three–year Crime and Disorder Strategy, which will guide
our efforts in dealing with crime and disorder until 2005. The publication of this
Strategy fulfils a statutory obligation and more importantly, we welcome the
opportunity it offers us to re-examine the nature of crime and disorder in Merton,
review our priorities for action and, as accustomed partners, to combine forces in
addressing local issues of concern.

Several of the previous Strategy’s priorities are still relevant for the immediate future.
The main changes of thrust are in relation to effort in two key areas. First, we are
particularly targeting anti-social behaviour and its outward manifestations, such as
disorder and graffiti. Second, we will increase our emphasis on protecting and
diverting young people from becoming involved in crime. Effort in this regard will be
rewarded with longer-term gains.

Merton is still a low-crime Borough. Our Strategy sets out our priorities for action to
help us reduce crime and the signs of disorder still further.

Roger Paine                                Chief Superintendent Des Stout
Chief Executive                            Divisional Commander
London Borough of Merton                   Metropolitan Police, Merton
The Crime & Disorder Act of 1998 places a duty on Local Authority Chief Executives
and Police Borough Commanders, in partnership with other agencies, to work
together to reduce crime and disorder in their Borough. This three-year Strategy sets
out the priorities identified by the audit process, as informed by public consultation. It
indicates Merton’s position within a family of similar Boroughs, the nature, location
and prevalence of particular problems, proposed solutions, targets and outcomes.

Merton Partnership Against Crime - Structures
In Merton, the Council, Police and other agencies’ strategic crime and disorder
partnership group is Merton Partnership Against Crime (MPAC). Established in
1994, MPAC is chaired jointly by the Local Authority Chief Executive and the Police
Borough Commander. Its membership is drawn from the Chief Officers of those
agencies with greatest potential to impact on crime and disorder in local
communities. In addition to the local authority and police, there is representation
from the local Probation Service, Health Authority, Crown Prosecution Service (CPS),
Magistrates’ Courts, Police Community Consultative Group, the voluntary sector and
the Drug Action Team (DAT), together with elected members (councillors). In order
to improve communication and streamline processes, MPAC shares broadly common
membership with two other key groups: the Merton Drugs Action Team and the Chief
Officer Group responsible for developing and directing the work of the Merton Youth
Offending Team (YOT).

MPAC has responsibility for implementing provisions of the Crime & Disorder Act.
Amongst others, these require Local Authority Chief Executives and Police Borough
Commanders, in partnership with other agencies, to:

   •   Conduct an audit of local crime and disorder
   •   Analyse and report on the results of the audit
   •   Publish the report of its findings and engage in a comprehensive public
       consultation process
   •   Devise a three-year crime and disorder strategy based on the analysis of the
       audit, informed by the consultation process
   •   Publish the strategy with priorities and targets

This document sets out the Merton Crime and Disorder Reduction Strategy. It sets
out the key findings of the audit analysis, details and results arising from the
consultation process, and the key aims and objectives for dealing with crime and
disorder in Merton over the next three years. It places MPACs Strategy within the
context of the strategic aims of central Government and the corporate plans of its
member agencies. It describes how it fits with other key initiatives dealing with
national issues such as illegal drug misuse, and youth crime. It sets out the structure
that will achieve the strategic objectives.
The Merton Crime and Disorder Audit
Key Findings
As emphasised in the previous Audits, Merton remains a low-crime Borough,
compared to others in its Crime and Disorder Family Cluster Group. Crime rates are
below average for nearly all categories of crime. However, there is growing public
unease about disorder and anti-social behaviour. This has been reflected in local
public attitude surveys, and demonstrates widespread concern about quality of life
issues. Foremost amongst these are concerns about the visible signs of anti-social
behaviour; graffiti, fly-tipping, abandoned vehicles, and the poor behaviour of some
people, especially young people in groups, and those who are intoxicated.

Higher than Average Crime Types
Merton has a higher than average rate of reported crime in two categories:

   •   Racially motivated crime (20% above the Crime and Disorder Family Cluster
       Group 3 average per 1000 visible ethnic minority resident population)

   •   Criminal damage (18% above the Crime and Disorder Family Cluster Group
       3 average per 1000 resident population)

Young People and Crime
The Audit found that young people committed a large number of crimes. Police
figures for those accused of crime show a greater proportion of young people
become involved in crime in Merton than in London as a whole (33% against 27%).
This is a growing trend. The proportion of all those arrested in Merton who were
under the age of eighteen has risen from 19% in 1998 to 26% in 2001. Young
people are also over represented as victims of crime.

Higher Crime Wards
Inevitably some parts of Merton were shown to have more problems than others.
Wards with consistently higher than average levels of crime included Lavender,
Phipps Bridge, St Helier, Abbey and Trinity wards. (NB: these wards are above
average for Merton. It does not follow that they are necessarily higher for Crime and
Disorder Family Cluster Group 3 as a whole.)

Controlled Drugs and Alcohol
A common feature linking many crimes and types of crime is the influence of drugs
and alcohol misuse. The need to buy drugs is a common factor promoting offending,
with about 20% of those arrested in Merton having a proven link to drug misuse.
(Research elsewhere in London suggests a link in as many as 70% of cases.)
Alcohol was a factor in many arrests for disorder and violence. This work will link
with the implementation of the recently published Merton Alcohol Strategy.

Growth Crime
Certain categories of crime, while still below the average for the CDRP family, show
concerning increases. These include street crime, disorder, violence and criminal
damage. These offences are disproportionately attributable to young people. We will
need to address these offences, and their perpetrators, if we are to reverse this trend.
Consultation on the Crime and Disorder Audit
The main purpose of the consultation process was to ascertain whether the Audit
matched people’s experience of crime and disorder in Merton, and whether there
were any serious gaps in its findings. The Partnership needed to know whether
these key findings were a true reflection of the experience of the people of Merton.

Consultation Process
The public consultation process took place between September 2001 and January
2002. The report of the analysis was widely distributed. Further measures to
achieve wide consultation included presentations on the Audit and its key findings to
interested groups and bodies at all levels. Public meetings were held and
arrangements were made to engage harder-to-reach groups, such as young people,
the elderly and members of ethnic minorities. Seminars were arranged for groups
concerned about single issues, such as drug and alcohol misuse and those who work
with young people, enabling experts in these fields to contribute to the debate.

More general information about the key findings was circulated by means of local
newspapers (through articles and advertisements). Three hundred copies of a
summary document were sent to key individuals and two thousand were made
available to the general public at public buildings. A summary was also printed in
local newspapers.

Consultation Results
8,015 copies of a simple questionnaire, inviting responses about the emerging
priorities were distributed. Of the 520 responses received, 63% came from young
people. Of the total respondents, 93% agreed that the Audit matched their
perceptions of local crime and disorder and endorsed the emerging priorities for
future action. There was no substantial difference between the perceptions of the
young people and those older residents.

The Merton Residents Panel was also consulted by means of the questionnaire. This
panel was established as Merton’s main consultative forum. It consists of a
statistically viable 600 residents, who constitute a demographically representative
sample of the Borough’s population. 569 replied, of these 92% agreed that the
emerging priorities identified their perception and experience of crime in Merton.

The Scope of the Merton Crime & Disorder Strategy
The Strategy is designed to provide a balanced and measured response to the
problems identified within the key priority areas for action. Targeting extra resources
(such as police patrols) directly at a problem may address the apparent symptoms,
but dealing effectively with its under-lying causes will usually need a more complex
and structured approach, the benefits of which will take more time to become
apparent. There needs to be a balance between measures that achieve quick and
readily visible results and those that provide sustainable solutions over a longer
period of time. Initiatives that incorporate crime prevention measures into
architecture, planning and design are but one example of longer-term projects that
will have a lasting impact. Measures that impact on people’s inclination to offend are
also likely to produce long-term benefits but little immediate impact. These include
schemes to provide constructive and rewarding alternative activities (including
employment), and otherwise improving the quality of life through the provision of
attractive and appropriate amenities.

Central to both of these approaches is an acknowledgement of the provisions of
Section 17 of the Crime and Disorder Act, which requires partner agencies to carry
out all aspects of their duties with due regard to the impact of those duties on local
crime and disorder.

This Strategy revisits the findings of the audit and:

   •   Sets out the relationships between MPAC and other delivery agencies
   •   Sets priorities for action
   •   Identifies methods of crime and disorder reduction
   •   Sets targets
   •   Identifies performance indicators to enable progress to be measured

The Merton Crime and Disorder Strategy in Context
The Merton Crime and Disorder Strategy complements central Government
strategies and other national initiatives, as well as the plans of the member agencies.
These are listed briefly below.

National Plans
   •   Government’s Objectives for the Police Service
   •   Home Secretary’s Ministerial Objectives
   •   National ten-year Drugs Strategy (‘Tackling Drugs Together to Build a Better
   •   National Youth Justice Board (Crime and Disorder Act 1998)
   •   Policing a New Century – a Blueprint for Reform

Partner Agency Plans and Objectives
   •   London Borough of Merton Community Safety Best Value Review
   •   London Borough of Merton Unitary Development Plan
   •   Merton Connexions
   •   London Borough of Merton Education Plan
   •   London Borough of Merton Social Services Plan
   •   London Borough of Merton Children’s Plan
   •   Metropolitan Police Service Policing Priorities
   •   Merton Police Annual Plan 2002-2003
   •   London Probation Service Plan
   •   Merton, Sutton and Wandsworth Health Authority Plan
   •   Metropolitan Police Service Policing Model
Structures for Implementing the Strategy
MPAC is responsible for setting the Merton Crime and Disorder Strategy and
ensuring its implementation. Its common membership with the Merton Drugs Action
Team and the Chief Officer Group for the Merton Youth Offending Team enable it to
deal effectively with the closely inter-linked issues of youth, drugs and crime.

An implementation group consisting of senior managers at departmental head level
or equivalent translates strategic direction into action. These officers are at a level
sufficiently senior to be able to both commit resources without referral and impact
effectively on service delivery. The voluntary sector is represented on this group.
Advisers, who collate details of activity within their specialist field, assist members on
issues of race, crime, drugs, youth and other areas.

The Local Authority Head of Partnerships and the police Operations Superintendent
jointly chair this group. Both are full members of MPAC. The role of the
Implementation Group is to:

   •   Identify suitable programmes of activity for achieving the strategic objectives
   •   Identify tasks and targets to monitor progress in achieving these objectives
       and evaluate activity
   •   Co-ordinate action and commit resources in accordance with Section 17 Crime
       & Disorder Audit
   •   Identify agencies, budgets and named individuals to lead on specific projects
   •   Devolve programme management to suitable sub-groups, on a geographic or
       thematic basis, as appropriate
   •   Report regularly on progress to MPAC

The flexible membership structure reflects the problem-solving ethos that underpins
the MPAC philosophy for reducing crime. This is to incorporate contributing partners
as appropriate and necessary according to the precise nature of the priorities to be
addressed. These may change in the light of changing circumstances. As they
change, so we will seek out new partnerships to pursue the process and ways of
working. These factors necessitate continuous refinement of partnership structures
to achieve the closer working necessary to address crime and disorder priorities in
Merton. MPAC hopes to be able to draw upon the Partnership Development Fund to
help implement these changes.

Information Sharing
Successful implementation of the Crime and Disorder Strategy depends on sharing
relevant information, as provided by Section 115 Crime and Disorder Act. This
allows the disclosure of information whenever it is necessary or expedient to the
successful implementation of the Act.

The Partnership members acknowledge that information must be shared lawfully and
fairly, with due regard to the provisions of the Data Protection Acts, Human Rights
Act and the presumption of the right to privacy at Common Law.
In order to achieve this, the members have agreed to share information in
accordance with a signed protocol, through the medium of named officers designated
for this purpose.

With financial assistance from the Crime Director for London, MPAC has appointed a
Data Analyst to facilitate the information sharing process. This post will be
incorporated within developing information sharing and intelligence projects such as
LION and the MPS Policing Model for which Merton Police is a pilot site.

Strategic Overview
This strategy identifies key objectives for action. These are thematic problem areas
to which we propose applying targeted interventions, drawn from solutions proven to
work. Where appropriate we will apply these in geographical areas of higher problem
concentration, the so-called ‘hotspots’.

Most of these problem themes have a common denominator. This is the
disproportionate involvement of young people. Young people are over represented in
Merton as offenders and victims, and the proportion is increasing. The wider
demographic profile indicates a significant growth in the Borough’s youth population,
which suggests the potential for the problem to get worse.

Key problems emerging from the Audit include race crime, disorder, vandalism, anti-
social behaviour and the misuse of drugs and alcohol. Research clearly indicates
that the same young people who come to notice through involvement in one of the
above categories tend to be involved in most or all of the others.

Our Strategy therefore concentrates its effort on impacting on young people.
Underpinning this aim is the philosophy that it is never too early to start this work, and
requires the essential involvement of a wide range of statutory and voluntary
agencies. This builds on the work being done by Connexions, but our intention is to
adopt policies that will affect even younger age groups. To this end we will reinforce
involvement with the Youth Offending Team, Merton Youth Forum and the
implementation of the Merton Children’s Strategy, all of which we intend will impact
on crime and disorder reduction.

This develops a partnership harm-reduction philosophy already piloted in Merton. It
consists of community development work aimed at creating community resistance to
racially motivated crime, innovative work impacting on crime by addressing and
challenging offending behaviour, and work with potential young offenders in schools
and elsewhere that will address attitudes and undermine supporting a criminal and
anti-social sub-culture. We re-emphasise our crime and disorder reduction
philosophy that it can never be too early to start this work.
Key Local Priorities for Action
Following consultation with local people on the findings of the Crime and Disorder
Audit and with partners’ agencies, MPAC has agreed seven key objectives for Merton
Crime and Disorder Strategy. They are set out briefly below, together with the main
areas for action and targets.
Objective 1: The Involvement of Young People in
Locally, young people are over-represented in the crime statistics, both as offenders
and as victims. The percentage of young offenders arrested, as a proportion of all
arrestees, has increased from 19% in 1998 to 26% in 2000 and the percentage of
young people accused of crime in Merton is above the average for the Crime and
Disorder Family Cluster Group 3.

There are public concerns about their involvement in disorder and anti-social
behaviour. We are more likely to be successful in diverting young people from crime
than adults, and the benefits will be longer lasting.

To reduce the involvement of young people in crime by:
   • Early identification and diversion of those young people at risk of becoming
      involved in crime
   • Target offenders

   •   By 2005 to reduce by 5% the number of Merton resident children and young
       people offending for the first time
   •   By 2005 reduce by 5% the re-offending rate of young offenders (YOs)
       normally resident in Merton
Objective 2: Disorder and Anti-Social Behaviour
Whilst Merton is a low crime Borough, and the incidence of disorder is 10% lower
than the average for Crime and Disorder Family Cluster Group 3, residents have a
contrary impression. Much of this is due to an increase in violent offences, public
disorder, and the manifestation of anti-social behaviour, in particular graffiti, fly-
tipping and abandoned vehicles.

Disorderly behaviour and offences of violence are increasing. Merton is 5% below
the average for Crime and Disorder Family Cluster Group 3 for calls to police to deal
with disorder. Merton is 4% below the average for Crime and Disorder Family
Cluster Group 3 for offences of violence. Violence and disorder is concentrated in
town centres, Lavender, Phipps Bridge and St Helier wards.

To increase public reassurance, improve the quality of life and reduce fear of crime
and disorder by:
   • Use of civil and criminal law
   • Develop neighbourhood and street warden schemes
   • Conduct joint initiatives against graffiti, fly-tipping and abandoned vehicles
   • Act in concert against prolific offenders

   •   By 2005 to reduce to 10% the proportion of Merton residents (reporting via the
       MPS Public Attitude Survey) who feel threatened by crime
   •   By 2005 to reduce incidents of disorder in a public place by 10%
Objective 3: Hate Crime
Hate crime includes domestic violence, racially motivated crime, homophobic crime
and hate crime motivated by faith issues.

Domestic Violence
Instances of reported domestic violence in Merton are average for the Crime and
Disorder Family Cluster Group. There are high levels of under-reporting. Reported
incidents are concentrated in the wards of greatest deprivation, in particular Phipps
Bridge and Lavender.

Racially Motivated Crime
About 20% of Merton’s residents come from ethnic minority backgrounds. Merton
has a rate of reported racially motivated crime and related incidents 3% higher than
the average for the Crime and Disorder Family Cluster Group 3 (per 1000 ethnic
minority residents.) Over the last three years the trend for racially motivated crime
has been upwards, in contrast with the average for the family cluster. The wards
where racially motivated crime offences are most prevalent are Lavender, Phipps
Bridge, Figges Marsh, Pollards Hill and St Helier.

Young people perpetrate the majority of racially motivated crimes. Asians are
disproportionately over-represented as victims. Offenders are mainly white, but
instances of joint white and African-Caribbean perpetrators are common. There is
also a history of organised right-wing activity in Mitcham and Morden, and there are
clear links with football violence that extends networks throughout many other
London Boroughs.

A survey of Merton’s ethnic minority residents suggests that reporting levels are
comparatively high.

Homophobic Crime
There is little overt Gay scene in Merton, and the number of reported instances of
homophobic crime are very low, though they are increasing slightly. This may be due
principally to improved reporting procedures and consequently greater confidence
within the Gay community. There is no pattern to the few reported instances.
Specialist officers attached to the Community Safety Unit investigate offences. They
monitor developing trends in homophobic crime, and the need for additional action is
kept regularly under review.
To reduce the incidence of domestic violence, racially motivated and homophobic
crime through a comprehensive approach that will lead to a reduction in the true level
of hate crime. In order to do this we will:
    • Detect and successfully prosecute offenders
    • Address offending behaviour
    • Support victims effectively
    • Build community confidence to challenge hate crime

   •   By 2005 to reduce by 10% the number of hate crime incidents reported to the
   •   Achieve a judicial disposal rate of 15%
Objective 4: Drug and Alcohol Crime
Drugs use in Merton is a largely hidden but significant driver for crime in Merton.
While Merton has at present no overtly visible drugs markets, research and
experience strongly indicates that much property crime is committed in order to buy
controlled drugs. There is considerable local experience about the adverse effects of
alcohol misuse on crime, in particular assaults, domestic violence and public

Drugs misuse is widespread throughout the Borough. Arrests for drugs offences tend
to reflect police activity within higher crime areas, but LAS data indicates overdosing
in Abbey, Phipps Bridge and Trinity Wards as being consistently above average.

The Merton Drug Action Team has produced a comprehensive action plan for
tackling the adverse consequences arising from the misuse of illegal drugs. The
Strategy below replicates those key points that impact directly on crime and disorder.

The increase in violence and disorder already noted, further concentrates attention
on the part played by alcohol in such offences. This will be achieved win the context
of the Borough Alcohol Strategy.

To reduce crime and disorder related to the misuse of alcohol and illegal drugs by:
   • Targeting dealers and suppliers of controlled drugs
   • Encouraging miss-users to access effective treatment
   • Providing effective education and advice about the adverse consequences of
      alcohol and illegal drugs misuse
   • Enforce law and regulations to minimise alcohol related harm

   •   By 2005 increase by 15% the number of judicial disposals for trafficking
       controlled drugs
   •   By 2005 reduce by 10% the number of incidents of disorder in licensed
Objective 5: Street Crime
Street crime in Merton has doubled (from 1.2 to 2.5 offences per 1000 population)
since the time of the last Audit, but the total number of offences remains low when
measured per 1000 inhabitants. The number of incidents is 43% below that of the
average for the Crime and Disorder Family Cluster Group 3.

The small numbers involved reveal little pattern outside concentrations in town
centres. A large percentage of offences involve young people as victims and
offenders. Mobile phones are stolen in nearly half of all offences.

To reduce the incidence of street crime in Merton by:
   • Targeting offenders
   • Addressing youth offending through work with schools
   • Promoting crime prevention messages to reduce street crime

   •   By 2005 to maintain zero growth in the number of street crimes reported to the
   •   Achieve a judicial disposal rate of 10%
Objective 6: Burglary
Residential burglary in Merton is 35% below the average for Crime and Disorder
Family Cluster Group 3. Non-residential burglary in Merton is 22% below the

After three years of significant and above average reductions, burglary has changed
slightly in its distribution. Deprived wards still suffer from above average levels, but
the worst concentration of offences now takes place in affluent wards such as
Raynes Park and Hillside, both of which have registered significant increases. The
other higher-incidence ward is Village. Abbey and Phipps Bridge have the highest
incidence of non-residential burglary. Residential burglaries outnumber those of non-
residential premises. A large percentage of the latter are of detached garages and
garden sheds.

To reduce the incidence of burglary in Merton by:
      • Target hardening and physical security
      • Targeting prolific offenders
      • Reducing vulnerability through greater public awareness

   •   By 2005 to reduce by 9% the number of burglaries reported to the police
   •   Achieve a judicial disposal rate of 11%
Objective 7: Motor Vehicle Crime
Merton has a rate of reported motor vehicle crime 6% below the average for Crime
and Disorder Family Cluster Group 3 (when calculated per 1000 resident population).
Crime related to motor vehicles accounts for about 30% of all reported crime in
Merton. Roughly 85% of that relates to theft of property from motor vehicles or
damage to them. Only a comparatively small number of vehicles are stolen or used
without the owner’s consent.

To reduce the incidence of reported motor-vehicle crimes by:
      • Targeting prolific offenders
      • Improving physical crime prevention measures
      • Generating greater public awareness of effective motor vehicle crime
         prevention measures

   •   By 2005 to reduce by 24% the number of motor vehicle crimes reported to the
   •   Achieve a judicial disposal rate of 8%
Resources and Funding
The various measures outlined in this Strategy will need to be funded from within the
existing resources of the partner agencies plus any additional funding that can be
secured from central Government in response to requests for bids to tackle specific
crime and disorder issues, or any other appropriate source. MPAC, the local Drug
Action Team (DAT) and the Youth Offender Team (YOT) Chief Officer Group have
similar membership and objectives that overlap considerably.

MPAC has already funded initiatives from the following sources:
  • MPS Community Partnership funding (since withdrawn)
  • LBM Community Safety budget
  • Home Office Crime Reduction Targeted Policing Initiative Round 1
  • Government Office for London (GOL) Strengthening Partnerships fund
  • Neighbourhood and Street Warden funding
  • Probation Service Community Safety budget
  • Home Office CCTV Competition funding
  • Home Office BOCU Performance funding
  • National Youth Justice Board funding

In the future we intend to seek funding from the following sources:
    • Home Office Safer Communities budget
    • London Borough of Merton Community Safety budget
    • Home Office Communities Against Drugs funding
    • Street Wardens funding
    • National Youth Justice Board funding
    • Home Office CCTV Competition funding
    • Probation Service Community Safety budget

The establishment of Merton Community Safety Trust (which amalgamated the
Merton Vale Trust with the Merton Community Safety Panel) provides the opportunity
to bid for funding for crime and disorder issues not available to statutory bodies.
Possible funding sources include:
    • Regeneration Budget
    • European Social Fund
    • The National Lottery
    • Business sponsorship opportunities
    • Trust and Charities Funding

Monitoring, Evaluation and Review
This Strategy sets out key targets for each priority objective. The MPAC
Implementation Group will devise action plans that will detail individual tasks
contributing to the achievement of the overall objectives. MPAC will monitor progress
on all priority objectives. Baselines have been established to enable an evaluation of
the Strategy to take place.
This is the second three-year Crime and Disorder Strategy. To ensure it continues to
address crime and disorder priorities in Merton effectively, the Partnership will review
its progress after one year, and publish its findings. This will check that our priorities
are still appropriate, and that we are addressing them effectively. It will provide an
opportunity to amend the Strategy if necessary, appraise the validity of our targets,
and re-set them if appropriate.

Publicity Strategy
A joint publicity and communication campaign will be important an element of the
implementation of MPACs strategy.

1. Target Audiences
The target audiences for the campaign that will acknowledge partners and sources of
support will be:

•   MPAC partners and employees
•   Local residents
•   Schools and colleges
•   Housing Associations
•   Transport providers
•   Local employers and employees
•   The voluntary sector
•   Local, regional and national media

2. Channels and Methods
The channels and methods to be used are:

•   Poster sites
•   Publications and leaflets
•   Press releases
•   Articles in local, London and specialist press
•   Seminars
•   Advertising
•   Newsletters
•   Website
•   Detached youth worker networks
•   Community and business forums
3. Main Objectives
The main objectives are to:
• Inform
• Involve
• Maintain commitment to common standards and objectives
• Raise awareness of the Crime & Disorder Strategy
• Combat fear of crime
• Consult local residents, employers and businesses
• Feed back information into reviews and evaluation of the strategy
• Develop best practice

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