TACKLING ANTI SOCIAL BEHAVIOUR TOGETHER

Southwark’s

Anti Social Behaviour Strategy 2005-07

FORWARD This strategy sets out how the Safer Southwark Partnership (SSP) does and will continue to tackle Anti Social Behaviour (ASB) by ensuring partnership organisations work together effectively to develop solutions in local communities.

‘We aim to make Southwark a safer place to live and work in. We intend to make Southwark an environment that people feel comfortable in and enjoy. To achieve this aim, the SSP has developed an Anti Social Behaviour strategy, which builds community strength and helps partner organisations work together to tackle Anti Social Behaviour more effectively. The focus of our strategy is to help people in Southwark make our communities safer, cleaner and more enjoyable places in which to live. This strategy gives direction to all the organisations that help play a part in achieving this aim. Southwark will not be a place where Anti Social Behaviour is tolerated. Victims of Anti Social Behaviour will be supported by partnership organisations to make Southwark a better place to enjoy life’.

Chief Sup Ian Thomas, Southwark Borough Commander, Metropolitan PoliceBob Coomber, Chief Executive LBS and Chair of the Safer Southwark Partnership

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1. ANTI SOCIAL BEHAVIOUR STRATEGY 1.1 Our Statutory Responsibilities 1.1.1 The Anti Social Behaviour Act 2003 sets out statutory duties regarding anti

social behaviour (ASB) for a range of public sector organisations. The Act amends existing legislation and requires local authorities and the police to produce strategies to tackle ASB. Tackling ASB is a key priority for government and led to the launch of the ‘Together Campaign’ in October 2003 and the development of the Together – Tackling Anti Social Behaviour Action Plan.

1.1.2 Together Action Zone

The Council has been identified by the Home Office as one of its fifty Together Action Areas. The Action Area status means that the Home Office support is provided and the SSP is expected to experiment, pilot and communicate how it is tackling ASB in Southwark.

1.3 Our Vision for Tackling Anti Social Behaviour

The SSP is dedicated to ensuring that the lives of the people of Southwark are carried out in a safe and enjoyable environment, free from the threat of crime, and free from of harassing behaviours. Unfortunately, a minority of perpetrators are involved in anti social behaviours that detract from this aspiration. Our vision for the anti social behaviour strategy in Southwark is set out below, and focuses on a vision for all of Southwark’s communities. Vision Statement

‘Our partnership encourages inclusive communities by supporting behaviours that promote mutual respect and celebrate diversity. We will do this by preventing opportunities for, and not tolerating, anti social behaviour within our communities’

1.4 We aim to do this by:

• Placing victims at the centre of our strategy and service delivery and ensuring there is a balance of resources between victims and perpetrators

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• Using the full range of enforcement powers to change the behaviour of

the small proportion of perpetrators who disproportionately affect our residents quality of life

• Working with perpetrators using early intervention and diversion to help them change their behaviours

• Strengthening communities’ ability to ensure there is effective action • Increasing reporting, information sharing and intelligent use of resources

to ensure issues are detected and acted upon at an early stage 1.5 We have set ourselves some tough targets as set out in Appendix B

(contents of appendix to be tabled at Executive). 1.6 Southwark Council, the Southwark Primary Care Trust, the Metropolitan

Police, the voluntary sector, the Probation Service and the emergency services will work together to achieve the objectives of the strategy. The table below shows how these key agencies relate to each other.

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1.7 The anti social behaviour strategy is not the only way in anti social

behaviour is tackled in Southwark. e diagram below shows how the ASB work of the SSP relates to the wider community safety strategies:

COMMUNITY STRATEGY 1.8 Th

kethecrine

2 DE 2.1 Pe

enco

Hate Crime & Domestic Violence Strategy

Tackling crime and anti social behaviour motivated by prejudice

Tackling crime and unacceptable behaviour in intimate/carer

Youth Crime Strategy Reduce young people as victims and

perpetrators

Drug & Alcohol Strategy Interventions to deal with drug and alcohol

related crime and addiction

CRIME & DRUGS STRATEGY• Support and protect victims • Target perpetrators • Reduce risk • Strengthen communities

Anti Social Behaviour Strategy Interventions to reduce non-serious crime and non-criminal

nuisance

Neighbourhood Renewal Strategy

Arson Reduction Strategy

ere is other work of the partnership that is not defined in a strategy but is y to the overall approach to ASB. This includes amongst other initiatives police reassurance agenda; the Council’s approach to tackling enviro

me; and wider partnership work relations to neighbourhoods ie. the ighbourhood renewal fund and new deal for communities.

FINING ANTI SOCIAL BEHAVIOUR

ople’s understanding of ASB is based on individual perception and can compass a range of behaviours, depending on context, location, mmunity tolerance, and quality of life expectation.

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2.2 Behaviours we aim to tackle The 2004 MORI survey of residents identified that eight of the top ten ‘bad things about the area’ identified by residents were linked to ASB. These were: • Problems of young people hanging around on the streets or estates • A perception of high crime rates combined with a feeling of not being

safe within local communities • Vandalism and graffiti • Perceptions that Southwark is not clean enough or has too much litter or

has poor refuse collection • Noisy environment • Drugs and drug dealing • Too many pubs/ drunks • A lack of activities for children and young people to do

2.3 The Crime and Disorder Act (1995) and the Home Office define ASB as:

“Acting in a manner that caused or was likely to cause harassment, alarm or distress to one or more persons not of the same household”.

The SSP adopts this as a working definition for its work in Southwark. 2.4 The Home Office has identified the following types of ASB and the SSP will

also use these categories to define and monitor ASB: • Misuse of public space • Disregard for the community and personal well being • Acts directed at the person • Environmental damage

2.5 Therefore this strategy aims to tackle the following problems:

• Misuse of Public Space o Street populations (begging; drug-taking; solvent abuse; street-

drinking); abandoned vehicles; enviro-crime; off road motorcycling; arson

• Disregard for community and personal well being o Nuisance neighbours (abusive neighbours; rowdy abusive

neighbours; noisy neighbours) o Youth, children and families that disregard community and

personal well-being (drug-taking and solvent-abuse; noise nuisance; underage drinking; underage smoking; vandalism; harassment of residents; crack houses; criminal damage; substance misuse; arson)

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• Acts directed at people

o Nuisance neighbours (abusive neighbours; racially abusive neighbours)

o Youth / children and families that direct ASB action at people (harassment of residents; racial abuse; verbal abuse)

o Assault; harassments of residents; noise nuisance (from neighbours, businesses); public disturbances; homophobic and racial abuse; threatening behaviour; throwing missiles; verbal abuse

o Crimes against car owners (joyriding; vehicle vandalism; arson)

• Environmental damage - Environmental damage (dog fouling; fly-posting; fly-tipping;

graffiti; litter; vandalism; arson)

3 SCALE OF THE PROBLEM

The full scale and extent of anti social behaviour in Southwark is not known. Concerns about anti social behaviour are reported to a wide range of agencies including the police, neighbourhood housing offices, the Southwark Anti Social Behaviour Unit (SASBU) and the Environmental Service Department.

The information we do have relates to:

• Public consultation and perception surveys • Zone of quantative service data • Intelligence and information sharing between agencies

3.1 Qualitative public perception surveys 3.1.1 As paragraph 2.2 shows these surveys identify enviro crime and concerns

about young people hanging around as top priority. They also show that there are many issues which local residents would not bother to report because they do not know where to report to, do not see it as a big enough problem or do not expect anything to be done.

3.1.2 The Southwark bi-annual MORI poll show that between 2002 and 2004 public satisfaction with respect to environmental issues improved but that concern remained high about young people hanging around.

3.1.3 The information from the Residents survey (MORI 2004) shows that 22% of respondents cite "Problems of young people hanging around" as one of the negative aspects concerning their area. This is the highest response on this open question and highlights the level of concern (the next highest issues

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were vandalism and graffiti (both 18%) and drugs, noise, cleanliness (all 15%)). In terms of areas, Bermondsey (37%) and Rotherhithe (34%) residents were the most concerned on this issue.

3.1.4 Furthermore, Rotherhithe and Walworth, and to a lesser extent Bermondsey, identify the most concern about young people hanging around. However, the survey did not ask directly whether or not people were concerned. The question asked was, "Which of the following groups, if any, are you concerned about that are hanging around in your area?" The most concern is about 15-16 year olds (56% concerned overall, Walworth and Rotherhithe both 62%, Bermondsey 58%) and 17-18 year olds (47% overall, Walworth 56%, Rotherhithe 53%). Dulwich and Camberwell residents appear to be the least concerned.

3.2 Data from service providers 3.2.1 In Southwark there have been substantial increases in reports of enviro-

crime such as abandoned vehicles, graffiti, fly tips and litter. This increase reporting is due to an awareness of who to report to and an increased capacity for call handling through the Environmental Contact Centre. In contrast the 24-hour noise nuisance service is well established having been in existence since 1998 and has seen only a minor increase in reports of noise related anti social behaviour.

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3.2.2 The table below sets out some of the data the SSP does have on ASB:

Anti Social Behaviour by enforcement activity SASBU caseload 2003/4 167

2004/5 200 (to Sept) Acceptable Behaviour Contracts

2003/4 10 2004/5 14 (to Sept)

Anti social behaviour orders 2003/4 11 2004/5 17 (to Sept)

Parenting Orders

2004/5 12 (to Sept)

Parenting Contracts

2004/5 0

The number of parents attending support group due to a Parenting Order

2003/4 - 35 (out of 62 parents in total)

Abandoned vehicles reported

2002/3 5647 2003/4 5153

Enviro crime Fixed Penalty enforcement notices

2003/4 873 served

Fly tips collected within 24 hours of being reported to Southwark Council

2003/4 93.85% 2004/5 95%

Graffiti reports - NB pro-active clear ups 1500 / month

2003/4 638

Arson

2001/2 1912 2002/3 1591 2003/4 1709 2004/5 1781 South Bermondsey highest number of incidences than any Southwark based ward (233)

Street Population – Cautions by police for rough sleeping

2003/4 115 (Oct-Dec)

Cautions by Southwark police for begging

2003/4 85 (Oct-Dec)

Allocated police hours for Rough Sleeping and Begging

2003/4 350 (Oct-Dec)

Arrests by police for begging in Southwark 2003/4 10 (Oct-Dec)

Rough sleepers

2003/4 - 51 (Jul – Sept) 2004/5 10 Future Target – 10 and under

Numbers of individuals accessing off the streets scripting services

2003/4 24 Future target 30

Numbers of Anti-Begging Campaigns organised

2004/5 1

Numbers of Street Drinkers linked to Wet Services

2004/5 20

Number of Joint Operation forum mapping Meetings (south of the Borough)

2004/5 26

3.2.3 Therefore at the moment the anti social behaviour we are most aware of is

where a specific service exists to tackle the problem and reports are made by the public. However there is little information on generic multi service issues.

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3.3 Geographic information on anti social behaviour 3.3.1 Some of the available data, such as police data, noise data and SASBU

cases, can be mapped to geographic areas of the borough. This provides an indication of where hotspots for particular anti social behaviour may be, or where a range of anti social behaviour is taking place. This is important to enable services to be targeted appropriately such as Environment enforcement services or preventative and diversionary services such as the Youth Offending Team.

3.3.2 Unfortunately much of the anti social behaviour data cannot be mapped because it is not as yet held in the correct format with complete postcodes or location points. This will be rectified in 2005 as more reports on anti social behaviour are reported through the new Southwark Council Customer Service Centre (CSC) and the Police Community Desk. The CSC will take reports and map to location immediately using GIS (geographic information systems). Linked to these service improvements is the roll out of the Councils GIS system with data on the physical space of Southwark showing locations for all the boroughs roads, street lamps, public spaces, waste bins, trees etc. This will enable the type of location information used when making ASB reports (such as the second lamp post on the left) to be used to locate accurately where something is or has taken place. Noise nuisance data is currently held in postcode format and can be mapped.

3.4 Victims and perpetrators

Information about perpetrators and victims is held by each service agency separately. To date no comprehensive work has been done to profile this data. The table below sets out some of the information the SSP has:

Anti Social Behaviour by intervention and prevention activities (Through work of agencies such as YOT/YISP/EIT/Education/SASBU

% reduction in youth offending % reduction in youth re-offending

2003/4 21% 2003/4 12% 90% of identified perpetrators of ASB offered support packages

Early Intervention Team working with 8-13 yr olds (part of YOT)

During 2003,of the young people going through the program; • 85% do not come to further police notice • 95% are attending school

Young people’s participation and achievement in play, sport, youth activities and out-of-school learning

2001/2 218,548 attendances 2004/5 332,096 attendances

Participation of post 16 year olds in education and training

2001/2 Staying on rate 66.9% 2003/4 Staying on rate 77%

Positive activities for young people YIP/YISP

2000/3 – This time period saw a 170% increase in young people using leisure/youth activities

Number of people accessing Southwark Mediation % of cases resolved

2003/4 - Average of 1,750 over a 12 month period 2003/4 72% (against target of 70%)

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4 HOW WE WILL TACKLE ANTI SOCIAL BEHAVIOUR 4.1 Our approach to tackling ASB is set out at 1.2. This is our strategic

approach but how we tackle ASB on the ground will continue to be based on the SSP’s three tier approach comprising:

• Strengthening of Local Communities • Prevention • Enforcement

Our approach is illustrated diagonally below:

INDIVIDUALS COMMUNITIES

Enforcement Managing incidents& immediate risks

Prevention Early identification & risk Tackling Re-Offending Reducing Opportunity

Strengthening Local Communities Community strengthening and

attitudinal change activities

Crisis intervention Risk management Action against perpetrator Targeting potential perpetrators Access advice & support services Citizenship / self-esteem / personal & social skills programmes

Witnesses Neighbour support Assisted reporting

Intelligence on ASB / community tensions/ families

at risk

Cohesion activity Community networks

4.2 Strengthening Local Communities

We have already done some good work to seek to strengthen communities and build capacity through the support offered by SABSU and YOT and through the work of our community wardens and safer neighbourhood teams. We aim to do more. Key Objective 1 Placing Victims at the centre Our first key objective will be to seek to place victims at the centre of our strategy. Our aims are to: • Communicate this strategy to victims and front line staff across the

partnership to increase reporting of anti social behaviour and identify the clear linkages between the agencies concerned.

• Provide a full range of support packages to victims of anti social behaviour.

• Provide a single point of contact for the reporting of anti social behaviour across the partnership.

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Key Objective 2 Dealing with anti social behaviour locally Secondly we need to maximise the ability to deal with Anti-social behaviour within the local community and through local service providers. Our aims are to: • Engage communities and individuals to become more active citizens in

the reporting of anti social behaviour by building on activities such as street leaders, street action and safer neighbourhood teams

• Improve the ability of key agencies in the partnership to problem solve at

a local level through the establishment of a shared anti social behaviour analyst and local problems solving “Together “ teams. There are a number of risk assessment models already in use by different agencies. We aim to develop one approach, particularly for initial assessment when a problem is reported. The risk assessment will consider risk to the victim, wider community and perpetrator.

• Establish an effective response to anti social behaviour, similar to that

delivered by the Council’s Noise Team 4.3 Prevention

Some of our existing prevention action includes the street drinking and rough sleepers projects in Borough and Bankside and Camberwell and the work of all our services working with young people. This strand of work will include: Key Objective 3 Work with perpetrators using early intervention & diversionary activities

• Tackling Offending and Re-offending - To ensure all agencies have

access to the data of others appropriate to enable early intervention and diversion; and because all ASB strategic partners have agreed referral protocols and are using shared information to ensure that actual (and potential) offenders are targeted with diversionary activities and other services at an early stage, to minimise the likelihood of ASB being committed.

• Targeting Risk Factors - Intervening as early as possible with young

people and families at risk of offending or re-offending in an attempt to reduce ASB through focused and positive activities.

• Continue to develop diversionary schemes and monitor outcomes for

example by increasing young people’s participation and achievement in play, sport, youth activities and in or out of school learning.

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• Reducing opportunities – This will include redesigning areas to limit the

potential for ASB; increase in the use of CCTV and the work of our wardens, the police and safer neighbourhoods teams.

Key Objective 4. To increase reporting of anti social behaviour and to increase information sharing & the intelligent use of resources. The key element here is that to take action to prevent ASB the partnership requires better information on what is happening to clearly understand how key agencies respond. Therefore our aims are to:

• Enable the geographical data mapping of ASB as a means of monitoring

ASB across the partnership. • Map out and re-engineer the processes used by key agencies to ensure

that anti social behaviour case management is dealt with effectively across the partnership

4.4 Enforcement

We already use our enforcement powers. For example in the last year we served 30 Acceptable Behaviour Contracts (ABCs); 13 Anti Social Behaviour Orders (ASBOs), 16 Court Injunctions, 8 evictions and 12 crack house closure orders. We are in the process of introducing a dispersal order in Rotherhithe. Our overall success rate for closed cases of ASB is 71.5%. In respect of enviro crime we have issued nearly 2000 fixed penalty notices. In relation to noise over 100 noise nuisance notices have been served and there have been 25 seizures. This strategy commits the SSP to using the full range enforcement powers against perpetrators to provide timely respite for victims and witnesses. Key objective 5 Use the full range of enforcement powers. Where appropriate, enforcement activities will go through an escalation process. Where victims are at risk, more immediate enforcement interventions may not only be justified but necessary. Where the risk to the victim or community is high legal actions may be used including any of the following: • Legal warning letters • Notice Seeking Possession • Injunction (either interim or full) • Anti Social Behaviour Order (either interim or full) • Outright / suspended Possession order • Warrant for Eviction • Fixed Penalty and Nuisance Notices

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4.5 How will we choose the appropriate type and degree of action? 4.5.1 The SSP will adopt a matrix approach to risk assessing individual cases.

The approach will operate on a case-by-case basis with appropriate action determined by the team evaluating a particular case. We believe this leads to the right type of action being taken at the most appropriate level and time.

In other words, initial interventions could involve helping the local community; or enforcement. The action will depend on the individual case and the assessment made. Victims will be given the support necessary to provide them with immediate respite from ASBs where appropriate, and prolific offenders can expect ‘zero tolerance’ to persistent ASB. In order to achieve the objectives we aim to: • To increase the capacity of the partnership to take coordinated and

appropriate enforcement action by developing a “Together” enforcement Policy

• Increase the knowledge of staff of enforcement actions available to them by establishing a local “Together” Academy and local service based “ASB Champions”

• Ensure that adequate legal support is available for ASB enforcement by establish dedicated legal team for dealing with ASB

5. Our Action Plan

Section 3 sets out a lot of the action the SSP plans to take. The full range of additional actions it thinks are needed to tackle ASB are set out at Appendix A.

5.1 How we will manage our delivery This strategy commits the SSP to a number of key projects. In order to manage both our projects and performance the ASB Sub Group of the SSP will operate an ASB Executive comprising the ASB Sub Group Chair, the Head of the Community Safety Team (or ASB co-ordinator) and the Head of the MPS Borough Partnerships Team.

This Board will; in accordance with PRINCE 2 project management principles; oversee, co-ordinate and report on the projects sent out in the Action Plan at Appendix A and the performance indicators at Appendix C. As part of this the project board will keep a watching brief on resource needs and report to the SSP or its ASB Sub Group as appropriate. The governance structure of the Board is set out in Appendix B.

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5.2 Communications

This policy emphasises that good communication is a key strand of our ASB policy. We need to tell people about ASB; about how to get in touch; about o report what we are doing about ASB, and what we plan to do. By adopting a co-ordinated and coherent communications approach across the partnership we will make sure that the community is clear that we will not tolerate ASB; where they can go for help and what we can do. We believe this will help to reduce the fear of crime.

The key elements of our communications strategy will be: • Generating confidence in local communities to report ASB • Changing perceptions • Making it clear how to report ASB • To demonstrate partnership working • Community feedback and campaign evaluation

5.3 Measuring success We have developed a new system for measuring where we are and for reporting of our successes. We will assess performance using the performance indicators set out at Appendix C. These will be supported by the new performance management system and the customer service centre.

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APPENDIX A ACTION PLAN Strategic Goal: Place victims at the centre of our strategy Objective

Aim

Activities

Lead

Establish an anti social behaviour communications plan targeted at victims and front line staff

To increase the reporting of Anti-social behaviour by victims Establish and identify clear linkages in communication between front line workers

• Home Office ‘Taking a Stand’ awards

• Campaign to support reporting of ASB

Lorraine Hutchings (LBS Comms)

Provide a full range of victim support packages

To increase the reporting of Anti-social behaviour by victims To ensure that all agencies receiving complaints of Anti-social behaviour are able to offer appropriate support packages to victims Ensure that information is shared between agencies.

• Audit of available support

• Work with Courts / victim support

• Victim satisfaction survey

Jonathan Toy (LBS CST)

Provide a single point of contact for reporting of ASB

Provide a single point of contact for reporting of ASB

• Develop ASB role of Customer Service Centre

• Resolve issues with Police Community desk

• Process mapping and BPR

Bill Murphy/Des Waters (LBS Strategic Services and E&L)

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Strategic Goal: Use the full range of enforcement powers Objective

Aim

Activities

Lead

To increase the capacity of the partnership to take coordinated and appropriate enforcement action.

To establish agreed enforcement action across the partnership

• Develop a “ Together” Enforcement Policy

• Review case management to allow for enforcement to be used if appropriate at an early stage

Guy Valentine-Neale and Simon Baxter (LBS SABU and LBS Waste)

To increase the capacity of the partnership to take coordinated and appropriate enforcement action.

Increase the knowledge of staff of enforcement actions available to them

• Establish a local “ Together” Academy and local service based “ champions”

LBS CIST ASB Co-ordinator

To increase the capacity of the partnership to take coordinated and appropriate enforcement action.

To ensure that adequate legal support is available for Anti-social behaviour enforcement

• Establish dedicated legal team for dealing with ASB

Deborah Holmes (LBS Legal)

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Strategic Goal: Work with perpetrators using early intervention & diversionary activities Objective

Aim

Activities

Lead

To ensure that all agencies have access to appropriate agencies for early intervention and diversion

All anti social behaviour partners to have agreed referral protocols to YOT, JAG, YSP & RMP

• Review of agencies involved

• Agreed SASBU / YOT and other relevant protocol

• Guidance for staff on what is ASB Board, how to refer

LBS CIST ASB Co-ordinator and Guy Valentine-Neale (LBS SABU)

Continue to develop diversionary schemes and monitor outcomes

Increase young people’s participation and achievement in play, sport, youth activities and in or out of school learning.

• YOT, Youth services and E&L mainstream services

• Provision of a large and varied programme of sports, cultural, learning and environmental activities and leisure activities aimed at children and young people

• Citizenship programme in schools

• Community Games

Chris Domeney (LBS YOT)

To ensure that all agencies have access to appropriate agencies for early intervention and diversion with rough sleepers

All Anti-social behaviour partners to have agreed referral protocols to deal with rough sleepers

David Johnson (LBS CST)

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Strategic Goal: Strengthen Communities Objective

Aim

Activities

Lead

Maximise the ability of the local community to deal with ASB

Increase the number of active citizens in order to deter ASB and also enable speedy and effective reporting

• Introduce junior friends of parks scheme and junior streetleaders scheme

• Deliver and expand the street leaders scheme and other active citizen and volunteering programmes

• Develop area working street action teams to tackle environmental damage and enhance the environment in specific areas

Natalie Hadjifotiou (LBS Strategic Services)

Improve local problem solving of anti social behaviour

Establish local Together action teams to proactively tackle ASB at a neighbourhood level

• Review SAT and Safer Neighbourhood Programme and agree joint Police / LBS local problem solving approach

Gill Davies (LBS Chief Officer Team) and Clive Sutton (MPS Borough Partnerships)

Improve local problem solving of anti social behaviour

Establish central anti social behaviour co-ordination and analysis resource

• Single point of contact

• Mapping of anti social behaviour

• Activity monitoring

LBS EST ASB Co-ordinator

To provide victims with a swift response when reporting Anti-social behaviour

Increase reactive response to complaints of ASAB

• Single point of contact

• Review role of Noise Team in dealing with issues of AB other than noise

Des Waters (LBS E&L)

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Strategic Goal: Increase reporting of ASBs; increase information sharing & the intelligent use of resources Objective

Aim

Activities

Lead

Geographic data mapping of anti social behaviour

Capture, monitor and intercept anti social behaviour data across the partnership.

• Capture anti social behaviour & environmental damage data with area location

• Ensure that IT system can align (police, housing, education and SASBU data etc)

• Develop geographic mapping of priority anti social behaviour issues.

LBS CST ASB Co-ordinator and MPS Borough Partnerships

Anti social behaviour process mapping & business re-engineering

To ensure that anti social behaviour case management is dealt with effectively across the partnership and use of shared data maximised

• All anti social behaviour processes to be mapped according to Customer Service Centre principles

• Business Re-engineering review of processes

Bill Murphy and Des Waters (RBS Strategic Services and E&L)

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APPENDIX B : ASB Programme Governance

ASB Programme Board

Role Responsible to the SSP for the overall direction and management of the ASB action plan. The board approves all major plans and authorises any major deviation from the agreed action plan. It signs off the completion of each stage in the plan and ensures that resources are committed and arbitrates on any conflicts in the programme. The Board Is specifically responsible for:

o Approving the start of each project by agreeing a project brief for each project

o Appointing the project leads for each element of the action plan o Confirmation with the SSP of the action plan and any constraints thereon o Approval of PID for the projects within the action plan o Provision of guidance and approval of any changes to the projects o Sign off of the completed project and approval of any plans to review the

impact of the project post implementation

The Board shall comprise: o The Executive member for Community safety o The Chair of the SSP ASB Sub Group (currently the Director of

Environment and Leisure (Executive)) o The Head of Community Safety (senior user) o The Borough Commander MPS (or nominee) (senior supplier)

The Chair of the SSP ASB Sub Group (currently the Director of Environment & Leisure) is responsible for the delivery of the programme and will ensure that the programme is focused on achieving the objectives set out in the ASB strategy. The Head of Community safety is responsible for ensuring that the programme meets the needs of the people of Southwark. The Borough Commander represents the interests of those designing and developing the programme and together with the Director of Environment & Leisure Department has the authority to commit resources to the project.

Project Managers The Action plan has identified a number of key projects to deliver the ASB strategy. Each project has a nominated project manager. The Project Manager has the

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authority to run the project on a day-to-day basis and is responsible for the delivery of the required outputs. Specifically the Project Manager is responsible for:

o Planning and monitoring the project o Producing the PID o Liaison with the project Board o Preparing reports on progress to the project board o Agreeing any changes to the project with the Board

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APPENDIX C ASB PERFORMANCE BALANCE SCORECARD

Key strategic

PI

SSP Anti Social Behaviour scorecard - APRIL 2005/2006

PLACE VICTIMS AT THE CENTRE OF OUR STRATEGY Baseline 2004/5

Target %/ fig

Target 2005/6

Target % / fig

Target 2006/7

Target % / fig

Target 2007/8

KPI Victim satisfaction surveysi (across a range of SSP areas)

Increased reporting of ASBs (cut by age group; and area)ii

USE THE FULL RANGE OF ENFORCEMENT POWERSiii

KPI Number of ASBOs issued

Number of people in breach of ASBO

Acceptable Behaviour Contracts

Number of people in breach of ABC

Injunctions

Evictions (due to ASB)

Possession orders (due to ASB)

Numbers of Fixed Penalty notices issued for littering and dog fouling

Number of closure orders/dispersal orders issued by Police

Number of noise notices served

WORK WITH PERPETRATORS (INTERVENTION & DIVERSION)iv

KPI Number of young people referred to early intervention and preventative services (YOT/YIP/JYIP/YISP) ?? outcome

Number of people taking part in restorative justice via the YOT?? outcome

DECREASE ANTI SOCIAL BEHAVIOURS

Misuse of public space Complaints related to xxx street begging/ street

drinking/ drunken behaviour (link to comms campaign

Abandoned vehicles

KPI Arson

Disregard for community / personal well-being Noise complaints (by area)

KPI Criminal damage

KPI Housing ASB incidents (by area) And proportion closed to tenants satisfaction (SASBU

target)

Youth related ASBs incidents (by area)v 2G PSA target

Environmental damage Graffiti

Fly tipping

COMMUNITY STRENGTHENING

Comms activity eg Street begging awareness campaign

Increase the number of schools participating in the London Schools Environmental award or Eco schools programme

% of residents agreeing that their local area is a pace where people from different backgrounds get on well together (MORI question 14)

% of residents ‘very satisfied’ and ‘fairly satisfied’ with their area as a place to live (MORI survey)vi

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i Need agreement on a single definition of ‘victim’, and on those categories of anti-social behaviours for which victim satisfaction surveys should be carried out (e.g. noisy neighbours; intimidation / harassment; drug/substance misuse & dealing). As in all likelihood different surveys will be carried out on different groups of victims, the ASB Co-Coordinator will have to ensure that the question which is relevant to the scorecard is the same across the survey groups. Also, wording should be amended to instances of victims reporting ASBs rather than ‘crimes’. Need also to make sure that there is no double-counting of responses, i.e. that victims only answer one survey per incident. ii This figure will reflect increased confidence in the Borough’s ability to address ASBs. Also need clear recording protocols in order to: avoid double counting of reports; enable geographic mapping and other cuts to information. The aim of this indicator is to spot trends in ASB as reported or impacting on certain age groups, or committed by certain age groups, and in specific geographic areas to make the most effective use of resources. iii (use the full range of enforcement powers) Need to agree definitions, and make sure the information is collected consistently across Southwark. Also critical to make sure that data collection processes avoid any double counting (reports vs. incidents). Data must be collected to enable geographic mapping and collation by type of ASB. iv Following discussions of the ASB Group, truancy levels were removed from the list of indicators. v Need to consider whether this category should be broken down into ASBs by under 18s and by 18 to 35 year olds. vi This indicator is based on the assumption that high levels of ASBs would detract from the quality of life in Southwark.

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