Lincolnshire Community Safety Partnership Community Safety Agreement 2013/14

Transcription

1 Lincolnshire Community Safety Partnership Community Safety Agreement 2013/14 Page 11

2 Contents Foreword 3 Introduction & Context to Agreement Introduction to Lincolnshire 4 Legislative Background and Purpose of the Agreement 5 Lincolnshire Community Safety Structures About the Community Safety Structures 7 About the Lincolnshire Community Safety Partnership 7 About the Strategic Management Boards 7 About Emerging Issues 8 About Monitoring Business, Hate and Rural Crime 8 Wider Structures 10 Strategic Priorities Strategic Priority Process 13 Alcohol Harm Delivery Plan Summary 15 Anti-Social Behaviour Delivery Plan Summary 16 Domestic Abuse Delivery Plan Summary 17 Drugs Harm Delivery Plan Summary 18 Reducing Reoffending Delivery Plan Summary 19 Road Safety Delivery Plan Summary 20 Appendix 1 Terms of Reference 21 2 Page 12

3 Foreword Welcome to the 2013/14 Community Safety Agreement for Lincolnshire. The Agreement sets out the priorities for the Lincolnshire Community Safety Partnership and provides an overview of the activities we have planned to deliver against these. Our 2013/14 priorities are: Alcohol Harm Anti-Social Behaviour Domestic Abuse Drugs Harm Road Safety The community safety landscape has recently undergone, and continues to experience, a period of change. There is new legislation for example such as the Police Reform & Social Responsibility Act 2011 which introduced elected Police & Crime Commissioners. A future challenge will be the lack of grant funding available to the partnership in 2013/14. In order to continue delivering efficiently and effectively in this changing environment, the partnership has responded by redesigning its structure and streamlining some of its processes; both of which are described later in this Agreement. Members of the Lincolnshire Community Safety Partnership remain committed to working together, building on our successes over the past few years and ensuring that Lincolnshire continues to be a safe place to live, work and visit. Pete Moore Chair of the Lincolnshire Community Safety Partnership 3 Page 13

4 Introduction & Context to Agreement Introduction to Lincolnshire Lincolnshire is in the East Midlands region. It is a two-tier authority area with Lincolnshire County Council and seven districts; Boston Borough, City of Lincoln, East Lindsey, North Kesteven, South Holland, South Kesteven and West Lindsey. Lincolnshire s population currently stands at an estimated 703,000 people and is expected to rise to 838,200 by Over this period the largest proportion of the projected growth will be in the 75 and over age range, with this age group predicted to double in size (109%) between 2008 and The most recent migration numbers to and from the county shows a decrease from previous years with inward migrants from other countries reduced by some 550 people to a total of 5,500, continuing the downward trend from a peak in 2005/06. The economic uncertainty in the housing and employment markets has had an effect on the decision to migrate across regional, national and international boundaries. However the increase in overall population is greater in Lincolnshire than that of the East Midlands region or England, with the largest increases expected in West Lindsey and the lowest in the Lincoln area. According to the overall Index of Multiple Deprivation 12% of Lincolnshire s population falls within 20% of the most deprived areas of the UK and this proportion has seen a 1% rise since Since April 2011 the unemployment rate in Lincolnshire has risen from 3.1% to 3.5% representing a year on year increase of 1,354 people that are claiming job seekers allowance. However the current unemployment figures for April 2012 demonstrates 980 fewer people are claiming jobseekers allowance than claimed in March and Lincolnshire remains 0.4% below the current national unemployment rate of 3.9%. The economic situation has impacted on the number of new house builds: the average number of new builds during the last decade was 3,800 per year, by April 2010 this had fallen to 2,600 per year. There are 21,000 people on housing waiting lists across the County, and a need for 1,500 affordable homes per year. The total number of recorded crimes for Lincolnshire during 2011/12 decreased by 2.3%, compared to the previous year. For the period 1 st April 2012 to 15 th July 2012 the total number or recorded crimes is still decreasing by 13.3%, compared to the previous period, however increases were seen in violence against the person with injury, other sexual offences, burglary dwelling, class A trafficking and possession and class B trafficking. All of the districts have 4 Page 14

5 experienced decreases in the total number of offences compared to the previous year. Legislative Background and Purpose of the Agreement In November 2004 the Government announced a review of the partnership provisions of the Crime and Disorder Act 1998 in the police reform White Paper - Building Communities, Beating Crime. The review was conducted to reflect the changes to partnership working since Community Safety Partnerships (CSPs) were first created in As a result of the review, legislative changes were brought in by the Police and Justice Act 2006 and subsequent regulations came in to force in August The regulations set out the minimum requirements for partnership working to ensure effective practice and that all partnerships deliver to a common standard. These are outlined under the Hallmarks of Effective Partnerships 1. In two-tier areas the regulations require a county-level group to be established to help co-ordinate the work of CSPs within the area. This is referred to in the legislation as a County Strategy Group and known in Lincolnshire as the Lincolnshire Community Safety Partnership. Within the regulations it is the partnerships responsibility to prepare and implement a Community Safety Agreement. The regulations state that the Agreement must identify: The county-wide community safety priorities that arise from the strategic assessment and that require escalating to the county level. Ways of co-ordinating across the county to address priorities. How the responsible authorities might otherwise contribute to reducing crime, disorder and substance misuse through closer joint working across the county. In response to the first bullet point, a joint strategic assessment is produced in Lincolnshire; more details of which can be found on page 13. The Delivery Plans produced by the Strategic Management Boards demonstrate how activity is co-ordinated across the county and how partners are working together to deliver this. These can be viewed in the supplementary document Lincolnshire Community Safety Partnership /14 Delivery Plans. The Police Reform and Social Responsibility Act 2011 introduced elected Police & Crime Commissioners (PCCs) for each police force area outside of London. The first elections took place in November 2012 with successful candidates 1 Delivering Safer Communities: A Guide to Effective Partnership Working, Home Office (2007) 5 Page 15

6 standing for a minimum term of four years. PCCs are responsible for developing a Police & Crime Plan (PCP) for their local area and for commissioning community safety and criminal justice services. The Lincolnshire Community Safety Partnership, in producing this Community Safety Agreement, and the PCC, in producing the PCP, have a duty under the legislation to have due regard to each others plans. 6 Page 16

7 Lincolnshire Community Safety Structures About the Community Safety Structures The diagram on page 9 provides a visual representation of the community safety structure agreed to ensure delivery against the priorities during 2013/14. This is an evolution of previous structures, building on existing good practice and ensuring that the partnership remains able to deliver in the most effective manner. The elements that make up the structure are explained more fully below: About the Lincolnshire Community Safety Partnership The Lincolnshire Community Safety Partnership (LCSP) is made up of 17 representatives; each of the seven district councils, the county council, the Police & Crime Commissioner, Police, Clinical Commissioning Groups, Probation, Fire & Rescue, the Local Criminal Justice Board and the three local Community Safety Partnerships. The LCSP meets the statutory requirement in two-tier areas for a strategy group to exist at a county level which has a duty to identify countywide community safety priorities and ways of co-ordinating activities in relation to these priorities across the county. The partnerships full Terms of Reference are attached at Appendix 1. About the Strategic Management Boards The Strategic Management Boards (SMBs) have been established as the delivery groups for each of the countywide community safety priorities. The role of the SMBs is to identify local, regional and national best practice that could be implemented or rolled out further in some or all parts of Lincolnshire. The SMBs role is also about developing consistent approaches across the county in tackling or responding to specific community safety issues. Each SMB is responsible for formulating and implementing a Delivery Plan. As previously mentioned, the 2013/14 plans for each of the SMBs have been included in the supplementary document - Lincolnshire Community Safety Partnership 2013/14 Delivery Plans. 7 Page 17

8 About Emerging Issues Emerging issues has been included on the diagram in recognition that community safety is a changing landscape. All agencies are encouraged to bring any new or developing issues to the partnership in order to share information and, where appropriate, for joint responses to be agreed and implemented. About Monitoring Business, Hate & Rural Crime It was acknowledged that business, hate and rural crime were all areas where additional data was required prior to the production of the next strategic assessment. It has been agreed that task and finish groups were to be established to look specifically at these issues. 8 Page 18

9 Wider Structures Whist the circular diagram illustrates the strategic structure established by the Lincolnshire Community Safety Partnership for fulfilling it s statutory duties and delivery against the agreed priorities, it is recognised that there are wider relationships with bodies with overlapping agendas. Over the past year, work has been undertaken to ensure that the relationships are fully embedded, communication is effective and there is no duplication of effort. For example, the Chief Officer Group/Alcohol & Drugs Strategic Management Board reports to both the Lincolnshire Community Safety Partnership and the Health & Wellbeing Board. In addition, some of the Strategic Management Boards have delivery groups reporting to them to address specific work streams. The relationship of the wider structures is captured in the diagram that follows. Health and Wellbeing Board Lincolnshire Community Safety Partnership Ch. LCC Co. Safer Communities LCC Lincolnshire Criminal Justice Board Chief Officer Group/ Alcohol and Drugs SMB Ch. Health Co. Alcohol Harm Reduction Manager Domestic Abuse SMB Ch. Public Health Co. DA Manager (Safer Communities) Anti-Social Behaviour SMB Ch. Police Co. County ASB Co-ordinator Lincolnshire Road Safety Partnership Ch. Police Co. LRSP Reducing Reoffending SMB Ch. Probation Co. LCJB Joint Commis sioning Group Alcohol Alliance Provider Group MARAC Delivery Group ASBRAC Delivery Group MAPPA IOM Sentinel User Group Key SMB Strategic Management Board LCC Lincolnshire County Council LRSP Lincolnshire Road Safety Parntership LCJB Lincolnshire Criminal Justice Board 9 Page 19

10 The following diagram represents the recently established group of Strategic Co-ordination of Public Protection (SCOPP). This is a group which brings together a number of strategic boards which all contribute in some form to public protection. The purpose of this group is to ensure co-ordination between the boards and inter-board activity. A sub-group of the SCOPP is currently looking at whether it would be appropriate, and if so in what form, for a Multi-Agency Safeguarding Hub (MASH) to be established in Lincolnshire. Domestic Abuse Police and Crime Commissioner Lincolnshire Criminal Justice Board Multi-Agency Public Protection Strategic Co-Ordination of Public Protection Lincolnshire Community Safety Lincolnshire Safeguarding Children Lincolnshire Safeguarding Adult Board Health and Wellbeing Board Multi- Agency Safeguarding Hub 10 Page 20

11 Strategic Priorities Strategic Priorities Process In July 2012 the first joint crime and community safety strategic assessment was produced. This was followed in August 2012 by a partnership priority setting event hosted by Lincolnshire Police. The purpose of the event was to review the strategic assessment and consider the initial scoring attached to each of the crime/disorder areas, adjusting as appropriate in order to reach a consensus with regards to prioritisation. The day was well attended with over 50 attendees from range of statutory and voluntary organisations. As a result of the above, the following issues were ranked as the top five: Alcohol Harm Anti-Social Behaviour Domestic Abuse Drugs Harm Road Safety Although no longer ranked in the top five, the value of reducing reoffending was acknowledged and its contribution as a cross cutting theme will continue. There are also a number of other crimes which, through the priority setting process, did not rank within the top five. It is important to acknowledge that work on these crime types will continue by all partner agencies as appropriate. These categories are as follows: Arson Burglary dwelling Vehicle crime Robbery Burglary other Theft other Production and supply of drugs Organised immigration Organised burglary/robbery commercial Organised burglary distraction Serious sexual offences Child abuse Terrorism Firearms 11 Page 21

12 The following provides a summary of the delivery plans for the five priority areas, and the cross cutting theme of reducing reoffending. More details can be found the supplementary document Lincolnshire Community Safety Partnership 2013/14 Delivery Plans. 12 Page 22

13 Alcohol Harm Delivery Plan Summary We will focus on: Developing a five year drug and alcohol strategy Delivering the Enough is Enough strategy Some of the key tasks we will undertake are: Increase public and retailer awareness of the dangers of illegal supply to minors Increase public and licensee awareness of the dangers of selling alcohol to intoxicated people Increase awareness and policing around drinking and driving, focussing on rural and isolated communities We will measure success by: To be confirmed. 13 Page 23

14 Anti-Social Behaviour Delivery Plan Summary We will focus on: Developing strategic perspective and tactical response across partners Managing and problem solving repeat locations Managing the introduction of the new Anti-Social Behaviour legislation Improve, across partners, data collection, analysis and dissemination Improving information sharing across partners Some of the key tasks we will undertake are: Review and challenge intelligence product Review and challenge effective problem solving and case management of anti-social behaviour Review and challenge tactical and operational response to anti-social behaviour Develop a Victim Support product across anti-social behaviour Review analytical products across partners including victim, offender, location, response and customer satisfaction Review county-wide strategy, protocol and procedures Develop Community Justice Panels We will measure success by: Reducing the level of reoffending Reducing repeat and vulnerable victims 14 Page 24

15 Domestic Abuse Delivery Plan Summary We will focus on: Understanding ways to identify and measure those people in Lincolnshire affected by domestic abuse Commissioning services for all victims and children affected by domestic abuse Some of the key tasks we will undertake are: Explore both the development of a voluntary perpetrator programme and Integrated Offender Management for domestic abuse cases Deliver training on specialist areas and awareness sessions throughout the county Ensure all appropriate agencies sign up to the Domestic Abuse Charter 2013/16 Deliver a large scale domestic abuse campaign throughout the county following the successful completion of commissioning of new services Develop best practice and consistency for target hardening/sanctuary schemes across Lincolnshire We will measure success by: Recuing the number of domestic abuse homicides Reducing the number of people in Lincolnshire who experience domestic abuse Reducing the length and severity of abuse Reducing the number of perpetrators of domestic abuse through prevention and criminal justice interventions Developing a culture in the County that never tolerates domestic abuse 15 Page 25

16 Drugs Harm Delivery Plan Summary We will focus on: Payment by results Some of the key tasks we will undertake are: Set payment by results for year two of the pilot Decide the future arrangements for payment by results in recovery We will measure success by: Successful treatment exits as a percentage of all those in treatment 16 Page 26

17 Reducing Reoffending Delivery Plan Summary We will focus on: Integrated Offender Management Families Working Together Tackling youth offending Promoting the use of mentoring Promoting the use of restorative justice Developing access to mental health provision for offenders Some of the key tasks we will undertake are: Reviewing the IOM cohort, with the intention to increase to target domestic abuse and likely re-offenders Work in partnership with Lincolnshire Probation Trust to ensure the effective transition of young people from youth to adult services Provide a clear focus and priority upon the resettlement of young people following their release from custody Expand the existing Victim Support project to include the prison Volunteers will signpost, and assist, offenders to access community based services We will measure success by: A reduction in reoffending of adult offenders A reduction in reoffending of youth offenders 17 Page 27

18 Road Safety Delivery Plan Summary We will focus on: Using data and analysis to understand trends and causations Developing education and publicity programmes Developing engineering safety schemes Effective police enforcement Effective speed management Community engagement Some of the key tasks we will undertake are: Analyse data to identify priority action groups, casualty trends and causations to inform and direct road safety education, engineering and enforcement. Develop education programmes specifically targeted to reducing casualties in the priority action user groups. Expand the programme of driver awareness course at the Life Skills Academy. Assess and prioritise sites for digital upgrade. Tailor event attendance and community engagement to support vulnerable user groups. We will measure success by: A reduction in the number of killed or seriously injured in road collisions A reduction in the number of children killed or seriously injured in road collisions 18 Page 28

19 Appendix 1 Terms of Reference Lincolnshire Community Safety Partnership Terms of Reference Purpose The Lincolnshire Community Safety Partnership (LCSP) is the single strategic multi-agency forum for members to address community safety priorities that impact across Lincolnshire. The LCSP will aim to secure continuous improvement in the multi-agency approach to reducing and responding to crime and disorder across the county. Governance and Accountability It is a statutory requirement at each County Council area must have a county level group. The LCSP is responsible for preparing Community Safety Agreement for the county. The Agreement will: o Outline the county level priorities identified from the strategic assessment o Identify ways of co-ordinating activity across the county to address these priorities The LCSP is supported by four Strategic Management Boards addressing the five strategic priorities (alcohol harm and drugs harms managed by one board, anti-social behaviour, domestic abuse and road safety). Following notification from the Police of a domestic homicide, it is a statutory responsibility of the Chair of the LCSP, in consultation with partners, to decide whether to conduct a Domestic Homicide Review. These terms of reference will be reviewed annually and any changes be approved by members of the partnership. Membership The LCSP comprises representation from the following agencies: Boston Borough Council City of Lincoln Council Clinical Commissioning Group East Lincs Community Safety Partnership East Lindsey District Council Lincolnshire Police Lincolnshire Police & Crime Commissioner Lincolnshire Probation Trust North Kesteven District Council South Holland District Council 19 Page 29

20 Kestevens Community Safety Partnership Lincolnshire County Council Lincolnshire Criminal Justice Board Lincolnshire Fire & Rescue South Kesteven District Council West Lincs Community Safety Partnership West Lindsey District Council In attendance at the LCSP are support officers from the Safer Communities Service, Lincolnshire County Council (SC LCC). In addition, where the member of the partnership is a local authority member, an officer from that District Council may also attend in support. Responsibilities Commit agency resources to the delivery of community safety agenda section 17 if the Crime & Disorder Act 1998 requires all key agencies to ensure that the process of preventing and reducing crime and anti-social behaviour is incorporated into their core activity. Ensure an annual strategic assessment is produced to identify the community safety priorities that need to be addressed by a countywide approach. To develop and ensure implementation of the County Community Safety Agreement. Members are expected to undertake relevant tasks arising from attendance at the partnership. It is the responsibility of each member to inform their own agency of any implications resulting from decisions made at the partnership. Partnership members have a duty to report back and promote the work of the partnership and its priorities to all relevant partnerships and establish links to others as appropriate. Hold to account each of the Strategic Management Boards in relation to delivery against their priorities and allocation of resources. Manage all funds available to the partnership and ensure they are commissioned effectively and appropriately. Receive reports against performance and delivery plans from the Strategic Management Boards. Resolve any issues presented to it from the Strategic Management Boards. Attendance Members agree that only representatives or a person as a named substitute will attend the LCSP in their absence. Members are required to forward their apologies and endeavour to find a substitute representative to attend on their behalf when they are unable to 20 Page 30

21 attend a meting, members are requested to provide an update for the partnership where relevant. Attendance will be monitored and reviewed by the Chair at regular intervals. Method of Working The LCSP will meet no less than four times in each financial year. The Chair and Vice Chair will be nominated from the members and elected by the members at the first meeting of each year to serve for one year. Sub-groups agreed by the partnership will be established with appropriate chairs/members and terms of reference to progress specific areas. These sub-groups will meet as appropriate and report back to the full partnership meetings. Decisions will be taken by consensus as a matter of course or, in the absence of consensus, a simple majority vote. Each member will have a single vote. Anyone not agreeing with the consensus view can request to have this recorded in the minutes. A quorum is indicated by four members present. Members should disclose any personal interests relevant to the business of the meeting at the beginning of each meeting stating the nature of the interest. If there is a conflict of interest in a matter to be discussed the member should temporarily leave the meeting whilst the matter is discussed and will not be permitted to vote on this matter. Membership is to be retained as far as practicably possible, changes and new members are to be agreed by the LCSP as and when required. Administration Secretariat support will be provided by the SC LCC. Apologies for meetings should be made to the SC LCC. Every member has an equal right to place items on each meetings agenda. The SC LCC, must receive any agenda items and associated papers no later than 2½ weeks prior to the date of the meeting. The agenda and papers will be circulated to all partnership members a week before the meeting unless otherwise informed. Minutes will be distributed within two weeks of each meeting. Minutes will be considered draft until agreed at the following meeting. 21 Page 31

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