Ward Members consulted (referred to in report) · Performance Framework / Tasking Teams 5. The co-chairs have responsibility for monitoring performance and local delivery which is

Report of the East North East Divisional Community Safety Partnership Outer East Area Committee Date: 7 July 2009 Subject: North East Divisional Community Safety Partnership Annual Report

x Executive Summary

This report provides Members of the Area Committee with an overview of the performance of the North East Divisional Community Safety Partnership and ward based Neighbourhood Policing Teams. It will also include details of the initiatives that have been delivered in local communities to reduce crime and disorder. The report focuses upon the period 1st April 2008 to 31st March 2009.

Specific Implications For:

Equality and Diversity

Community Cohesion √

Narrowing the Gap √

Electoral Wards Affected: Garforth and Swillington Cross Gates and Whinmoor Kippax and Methley Temple Newsam x

Ward Members consulted (referred to in report)

Delegated Executive Function available for Call In

Council Function

Delegated Executive Function not available for Call In Details set out in the report

X

Originator: Beverley Yearwood & Inspector James Croft Tel: 2145947

1. The purpose of this report is to:

• Update Members on progress and outputs of the Neighbourhood Management Tasking Arrangements

• Report on Thematic Sub Groups and activities

• Report on the Performance of the NE Police Division and partnership

• Summary of ward crime statistics, public confidence and user satisfaction

• Report on multi agency ‘Operation Champions’

• Report on agreed community initiatives funded via Proceeds of Crime confiscations (POCA).

Update on the structure of the North East Police Divisional community safety partnership and Neighourhood Management Tasking Arrangements

2. The Divisional Community Safety Partnership (DCSP) Strategic Plan has now

been updated to included the Safer Leeds Priorities for 09/10. The document will be the framework upon which the DCSP will develop activity and manage performance against strategic outcomes of the city, Safer Leeds Strategy 08 – 11 and the Area Delivery Plan. The updated DCSP Strategic Plan for 09/10 is attached in Appendix A.

3. I have attached a brief of final divisional targets (09/10) based on actual

outturns (see Appendix B). 4. A full review was undertaken in Quarter three of all the neighbourhood

management tasking teams (11). The aim of the review was to investigate the development and effectiveness of the 11 neighbourhood management tasking teams across the North East Police Division to identify good practice that can be shared and areas of weaknesses where improvements can be made. A questionnaire was devised covering the key aspects of the tasking process to achieve the best range of relevant information from the co-chairs. In order to complete the questionnaires and take into consideration the views of the Neighbourhood Policing Team Inspectors and Co-Chairs, face to face interviews have been carried out. In total 14 out of a total of 16 co-chairs have been interviewed. In addition they have all completed tasking matrix’s since implementation of the new recording system which have been examined. Bi-annual meetings have now been introduced, the first meeting took place in January 2009. The tasking intelligence package has now been reviewed in relation to data protection and new procedures implemented to ensure full compliance to legislation.

Performance Framework / Tasking Teams 5. The co-chairs have responsibility for monitoring performance and local

delivery which is overseen by the Area Community Safety Co-ordinators. The introduction of the action template has proved valuable in recording evidence of supporting locality focussed working. A summary of local actions from each tasking team is now included in the quarterly Divisional Community Safety Highlight report (Quarter 2 onwards).

POCA

6. The North East Police Division allocated the DCSP 24K in total of funding that

had been confiscated from criminals through the Proceeds of Crime Act, to support local groups with community projects/activities which helps deliver local priorities and actions against strategic outcomes. A steering group was set up to act on behalf of the DCSP to develop a methodology and rationale for use of POCA funds within the steer of the DCSP. The working group consists of a representative from Area Management, North East Police Division, East North East Homes and a Local Ward Member. Each NPT has been allocated 2.4k and 4.8k has been top sliced to the DCSP strategic pot.

7. The criteria for use of the NPT area based pots are:

• A very localised activity solely delivered within that NPT area

• Delivered by a registered community or residents group/organisation / local agency or school

• Promotes the area in a positive light

• Is not using the money to carry on an existing activity

• Ideally can raise match funding through use of the POCA Funds

• Will agree to publicity and promotion of the activity as benefiting from the proceeds of crime

• Is not a religious or political activity

8. The neighbourhood management tasking groups have been submitting ideas for use of the money through knowledge and relationships with local groups and assisting with applications. A full summary of projects agreed and rejected to date are highlighted in Appendix C. It is anticipated that further Proceeds of crime funding will be transferred in June 2009. Public Confidence and Satisfaction

9. Operation Confidence commenced in February 2009, the overall objective of

the initiative was to increase public confidence in neighbourhood policing and partnership work . The North East Police Division is now producing 11 newsletters highlighting partnership activity undertaken by the neighbourhood management tasking and the neighbourhood policing teams. The leaflets (128,000 in total ) will be hand delivered over a 4-6 week period every quarter. Delivery will be undertaken by the Police Community Safety Officers (PCSO’s)who will engage face to face with tenants and residents . The newsletters are been produced and co-ordinated by the police divisions excel

unit, however the tasking co-chairs and agencies have input into the content via the tasking framework, in addition to promoting Operation Champion. The second phase of the leaflets are now been distributed, on average PCSO’s are engaging face to face with 1 in 4 households. Funding has been secured from Safer Leeds, North East Police Division, Aire Valley Homes and East North East Homes to continue this initiative until April 2010.

Key Achievements 08/09 – Neighbourhood management tasking teams

10. Garforth & Swillington and Kippax & Methley

• Joint work to successfully gain ASBO.

• Work to tackle ASB through case building for ASBO application and seeking possession of property via joint work with AVH, ASBU and WYP.

• Joint home visit with Signpost and WYP.

• Trembler alarms funded for burglary hotspot in Kippax as part of reassurance and crime reduction initiative.

• Funding agreed for property marking initiative.

• 2 clean ups funded.

• Relocation of Swillington POD funded.

• Tenancy actions and ASB actions against various named families and individuals for either repossession or ASBO orders

• Motorcycle nuisance around Halliday Court sheltered complex in Garforth - bikers and bikes identified by CCTV around the complex. WY Police off road bikers took images and patrolled - several motor bikes confiscated. Problem solved.

• 'Bird in Hand' public house - licence revoked and pub closed after numerous complaints about ASB, drug taking etc.

• Graffiti nuisance at Garforth skate park - Youth Service arranged meeting with residents association with proposal to have artist boards as an alternative

• Trembler alarms purchased via tasking for burglary hotspots 11. Crossgates & Whinmoor

• Intelligence mapping/door step survey in crime hot spots by WYP and Neighbourhood Wardens.

• Police and BTP carried out raids on public houses in area in relation to drugs issues.

• Leaflet drop to residents by local Neighbourhood Warden regarding underage drinking and smashed bottles. Outreach work undertaken by Youth Service to engage the young people.

• Tenant handbook introduced in Swarcliffe and Whinmoor by ALMO.

• Funding allocated via tasking for Youth Alcohol project working with off licenses.

• Enforcement action taken regarding fly tipping.

• Prolific vehicle crime offender identified by member of Tasking team from photo ID.

• Anonymous survey funded and distributed to households as part of Operation Champion.

• Young People's achievement event funded.

• Funding agreed for property marking initiative.

• Alcohol related ASB from underage drinkers - helped fund Operation Buzzer. Evaluation has seen a big reduction in alcohol related ASB.

• High level of break-in's to cars at Windmill Hotel. Police put in decoy car and took stills of individual breaking into car. Photo brought to tasking for identification. Warden identified individual who was then arrested.

• Tenancy actions and ASB actions against various named families and individuals for either repossession or ASBO orders.

• Stanks Parade - high levels of crime and vandalism. Security lighting installed as well as individuals targeted.

12. Temple Newsam

• Operation Belle Ville – 24th and 25th September, days of actions both environmental and community safety, arrests made, drugs warrants executed, property seized, environmental enforcement actions taken , housing visits, 2000 crime anonymous crime surveys delivered to residents.

• Alcohol Initiative tackling underage drinkers and the off licenses selling to them – Commenced September 2008.

• Work with private landlord tackling prolific offender in Halton Moor Estate

• Literature distributed to Wykebeck area of Osmonthorpe to promote decrease in crime and the use of CCTV cameras in locality, reassurance initiative

• Green spaces which consist of former demolition land cleaned up by ENEHL and put into a programme of works for lasting improvement to estate

• Probation services completing large scale anti graffiti campaign managed by tasking although partially funded via SSCF, month long programme

• Activity undertaken in locality to target nominals responsible for hate crime on estate and support victims

• The blocking off of the dirt track at the bottom of Cartmell Drive, Halton moor where a serious assault took place and is being used for bringing stolen property (intelligence) Funding agreed via tasking, work in progress

• Burglary Reduction project delivered in East Osmondthorpe, 40 properties target hardened through area committees funding and 44 properties through NRF funding. An additional £5,000 capital funding has been secured from area committees to deliver the project to further properties

• Following concerns raised by local residents that the surveillance cameras did not work or prevent crime in the area a leaflet promoting the positive impact of CCTV has had in the area, for example the number of arrests made following intelligence gathered by cameras, number of arson/fires identified by cameras etc

• Neighbourhood Wardens, ALMO staff and ASBU officers have been invited to attend Leeds watch during evenings to monitor issues and assist in the identification of perpetrators of ASB

• Further funding provided from tasking to cover cost of additional resources required for Operation Buzzer in Temple Newsam

• Environmental work completed to cut back overgrown hedges and trees obstructing the view of CCTV cameras.

• Detached youth work to tackle ASB at Christ Church in Halton

• Tenancy actions and ASB actions against various named families and individuals for repossession or ASBO’s.

• Whitkirk and Woodland Neighbourhood watch scheme won the scheme of the year award for ‘open door project’ regarding sneak-ins and this reduced burglaries in the area by 30%

• Operation Buzzer funded to tackle under age drinking in Temple Newsam.

• Police leafleting of Halton, Colton and Whitkirk to encourage residents to be vigilant to help reduce Hanoi burglaries

• Joint work with ENEHL and Police to pursue tenancy action.

• .Cutting back of large trees that have been restricting the vision of the CCTV cameras in ginnel thought to be used as access point for number of domestic burglaries.

• Painting/re-vamping of Youth Shelter agreed. Work to be completed once weather has improved.

Thematic Sub Groups and Activities

13. The following are some examples of work co-ordinated via the problem

solving groups. 14. In January 2009 the Vehicle crime, Burglary and Drugs and Robbery sub

group were merged into the ‘ Serious Acquisitive Crime Group’ . The group meets regularly on a six weekly cycle. Membership of the group was reviewed and agreed, new intelligence package content now agreed with all parners and been produced by Divisional Intelligence Unit.

15. Offender Management Inspector now attending meetings, working with ASBU

and Housing regarding partnership intervention on red nominals and amber nominals charged with drug and burglary offences.

16. Micklefield Smartwater Initiative - Took place in April 2008, targeting St Mary’s Walk, and Churchville Terrace.

Micklefield – Targeting Perps of ASB and Vehicle crime

17. 5 ASBO’s have now been to court and obtained full orders. Signpost

continue to provide intensive support for four families in the area. Diversionary activities such as an evening football club on Wednesdays are being delivered in the area.

NE Divisonal Property Marketing Initiative 18. Initiative planned to commence April 2009 as part of a project “Too Hot To

Handle”. £18k secured from 4 Area Committees and contribution from Safer Leeds (£3k). The overall objective is to mark all property across the Police Division .

Osmondthorpe Burglary Initiative

19. Funding was secured from Outer East Area Committee (£15k) to target

harden specific hotspots. A variety of target hardening measures such as burglary alarms and lighting were used. In total 82 properties have received additional target hardening.

East North East ALMO Tenants

20. Systems are now in place to notify the Police Division of new tenants across

East North East homes and Aire Valley Homes for crime prevention visits.

Halton Moor Cohesion Group 21. Halton Moor Cohesion work was shortlisted for Yorkshire and Humber –

making a difference awards 2008 - Stepping up to the challenge. 22. Evaluation of the key Initiatives adopted by the Halton Moor Hate

Crime Group between 2007 to 2008 (Information extracted from a draft document. A full evaluation will be available shortly)

23. Through the Halton Moor action plan, the following key initiatives and

activities were undertaken:- Professional Witness 24. The largest project undertaken consisted of an allocation of twenty thousand

pounds of revenue (Safer Leeds) to fund the professional witness operations within this locality. To date one extended operation has been completed and one standard length operation has also been completed, completing spend for this project. The main exercise of this operation was to target the long-standing criminal elements on the estate with the intention of obtaining sufficient evidence for a good quality conviction and tenancy enforcement activity to be taken against them. Unfortunately, this did not happen.

25. Evaluation: The initiatives went some way to achieving its objectives. Evidence was obtained and some criminal activity was noted. One of the individuals has since left the area and there has been a reduction in race hate crimes in the locality. While this was a useful tool, the costs expended were high for the relatively low amount of information obtained.

26. Recommendation: It would be difficult to argue again for such an operation when little evidence was gathered and little enforcement action was undertaken. If it is deemed, appropriate to use the services of professional witnesses in the future for hate crime investigations, great care and consideration must be given to the type of property used to house the witness and protocols for obtaining a house used in the operation must already be in place prior to the commencement of the operation. Careful consideration should also be given in the selection of witnesses in terms of their sex, ethnicity, age, household type and their physical appearance. For example, although the professional witness in the Halton Moor operation made a point of speaking Polish in view of the suspected perpetrators, there were no comments made towards him, possibly due to his physical size. It is recommended that operatives who do not appear so physically intimidating be used in this type of operation in the future.

Covert CCTV Units

27. A total of ten thousand pounds was allocated to provide six covert CCTV units

to protect victims and gather evidence against perpetrators in the Halton Moor and Osmondthorpe area. This was as an extension to an existing contract between the Divisional Community Safety Partnership Hate Crime Sub Group and Gough and Kelly Security firm. it has certainly helped reduced fear of victimisation. An interview process conducted by partners to the addresses of the BME petition group asked for their views of how safe they felt on the estate compared to six 11 months earlier. Of these responses, only one person stated that he hadcontinued to suffer incidents and did not feel safer than before. Among these respondents were individuals who had received the CCTV equipment these individuals expressed that they felt much safer with the systems installed.

28. Evaluation:. To date there has been no evidence obtained from them leading

to enforcement actions being taken. There has, however, been a great increase in the personal feelings of security amongst those who have received these units which has increased confidence in reporting and has, in turn, led to enforcement activities being undertaken.

29. The key benefits of this initiative were as follows:

• The improved confidence in the BME community in Halton Moor and Osmondthorpe that these units have helped to bring about.

• The improved flexibility of agencies working to deploy covert CCTV units in a short space of time to repeat victims addresses to deter offenders and gain evidence to take enforcement action. This can now be carried out to counter all eventualities in the future.

30. Recommendation: Although the deployment of the covert CCTV units has

not been successful within the context of evidence gathering, the installation of the units has provided much needed reassurance for repeat victims and it has acted as a deterrent for offenders. Therefore, whilst the installation of CCTV units has very positive reassurance benefits, full consideration must be

given to the requirements of the Regulation of Investigatory Powers Act (RIPA) 2000.

Revenue Contribution Towards Installation of CCTV Units

31. Two thousand pounds of revenue contribution was given towards the

installation of CCTV units. The evaluation of this provision is as above.

Installation of Metal Mickey CCTV Units 32. Two thousand pounds was allocated for the installation of ‘Metal Mickey’

Leedswatch monitored CCTV units within this locality. One of which is located on the community house at 119 kendal drive.

Installation of Fireproof Letterboxes

33. Fireproof letterboxes are being installed across the estate for new tenants

moving into properties where they may be at risk of victimisation. The specification has changed to that of an external letterbox being purchased and installed by ENEHL during the void process and the letterbox on the door being sealed.

34. Evaluation: These have not been measured as such, although they have

been anecdotally through feedback from interviews with the BME petition group, many of whom received these. It worked to further enhance the public reassurance campaign that has commenced on Halton Moor Estate and has helped to reduced fear of victimisation among the BME residents. It has reduced to zero the number of fires started through letterboxes on the estate in the last twelve months.

35. Recommendation: It is a very quick and easy process to install fireproof

letterboxes, which all partners have bought into, and is popular with residents. This initiative should be used where appropriate and is recommended. Show Racism the Red Card’

36. The ‘Show Racism the Red Card’ football based education package has been

implemented among local schools in the area with great success and has had other fringe benefits that were not considered initially.

37. Evaluation: The key benefits of this initiative were the positive comments

received from the young people around this subject. The programme is designed to use real life situations to teach young people to empathise with the victims of hate crime, particularly racial, and to deter them from becoming perpetrators of such. In addition, this approach of external partners working in the classroom has further improved the joined-up working approach with local schools, in fact one of the schools visited has received its first award of the Stephen Lawrence Standard, a year ahead of schedule.

38. Recommendation: A steering group has been established to roll this initiative

across other areas within East Leeds. It is recommended as a positive mechanism for long-term change.

Community House

39. Community facility, 119 Kendal Drive. Although this project has taken some

time to initiate, it now appears to be starting to see some great benefits. The recent Operation Champion on Halton Moor estate was staffed by agencies using this property. Following completion of the building works required for DDA compliancy at the address, there will be a large number of agencies using this address to provide improved services to residents within the Kendal Drive area. It is also anticipated that this will serve to reassure residents of the effectiveness of agencies on the estate. The lease has now been signed by West Yorkshire Police and the official launch of the premises will take place on the 17th June 2009 .

8. University of Leeds Research Reports

40. The two research reports have been very influential upon the formulation of

the Halton Moor action plan. The racism reduction agenda report has set the context of the Halton Moor work.

Halton Moor Section 30 Dispersal Order

41. In November 07, due to empirical evidence which indicated a high level of

crime and anti-social behaviour on the Halton Moor estate, the Police applied for and obtained a Section 30 dispersal order. This order gives police officers the power to disperse groups of two or more youths, and to remove persons under the age of 16 to their home address. A problem profile was undertaken by the Divisional Intelligence Unit using various intelligence reports which highlighted the concentration of specific streets where occupants appeared to be repeatedly victimised. A dispersal order was granted on the 1st November 2007 and expired on the 20th April 2008.

42. Evaluation: From the various data sources available and analysed, there

appears to have been a noticeable effect following the introduction of the Section 30 Dispersal Order in November 2007. The levels of more severe and threatening racial incidents appear to have reduced, and there has been an associated reduction in the volume of tension reports received from the area. However, there remains an underlying level of community tensions within the estate area, especially involving anti-social and racist activity among youths and children. There is also a perception of preferential treatment for minority groups that could lead to further targeted intimidation and abuse. The North East Division has carried out a full evaluation of the initiative.

43. Recommendation: This is a Police led action involving partner agencies and

should be taken when the Police and partners deem it necessary in accordance with their policies and procedures.

Stephen Lawrence Education Standard Award 44. Stephen Lawrence Education Standard Extended School Services are

working closely with the cluster of schools in the Temple Newsam ward to adopt and progress the Stephen Lawrence Standard. Each school has formed a working group and have audited the work they already do to contribute to the Standard. One school has already attained the Standard. It must be recognised that through the good efforts of the Extended Services Cluster Managers and Head Teachers the school in the Halton Moor cluster have agreed to:

• Review their polices

• Begin evidence and start planning

• New action plan for school, feedback to staff

• Working with the rest of staff team

• Prepare and deliver staff inset

• Look again at action plan and launch and staff training

• Meet team and continue the building the portfolio

• Steven Lawrence focus week

• Review of curriculum

• 13 West Yorkshire Police North East (Feb 2008) Halton Moor Section

• To attend all these meetings and cluster meetings

• Empowering the children in these issues

• Review policy

• Fuller audit

• Work with parents

• Contact L3 school for support

• Involve children in the review of policy

• Racial Harmony Group in schools

• Look at international links 45. The cluster of schools are also developing closer working relationships and

embedding hate crime issues into the curriculum and extended services.

Cultural Exchanges 46. A series of cultural exchange events with the Halton Moor Active Women’s

group and the Common Place Refugee Women’s Group. The two groups attended each other’s international Women’s Day events in 2007 and 2008 and they went on a number of joint trips together to the Yorkshire Mining Museum and The Deep in Hull. They also worked together on a series of quilt making workshops.

47. Evaluation: Feedback forms were filled in for several of the events. These

were all positive. Respondents from refugee communities particularly welcomed the opportunity to meet people from the indigenous community. Respondents from the women’s group enjoyed the activities and enjoyed

mixing with people from new communities. All the events were successful, they were well attended and feedback indicates that they were enjoyable and informative for those who took part. The joint trips to the Mining Museum and The Deep allowed children from both groups to play together and for everyone to share food. The women’s day and refugee week events allowed the women to have fun together in a variety of activities. The quilt making workshops allowed for a more intimate interaction, with several of the Halton Moor Women’s Group helping women from the refugee group with learning English. It gave the Halton Moor women an opportunity for positive interaction with women from other countries and cultures – something which most had not previously experienced. It gave the refugee women’s group the opportunity to interact with women from the white working class community. It allowed both groups to share fun activities together and this helped them develop trusting relationships with each other and reduce mutual fear and misunderstanding. Both groups of women suffered from economic deprivation and the joint activities allowed both groups and their children to take part in activities not usually available to them.

48. Recommendation: Community cohesion development work is essential and

should be an integral part of a hate crime reduction initiative.

Workshops with Schools 49. Between 2007 and 2008 Stop Hate UK (SHUK) worked with extended

services and the RETAS organisation on a series of workshops in schools where people from refugee backgrounds came and talked about their experiences with school children. These workshops were also carried out with housing and one stop centre staff and with the Youth Inclusion Project.

50. Evaluation: No formal evaluation was conducted by RETAS, however,

feedback from teachers was very positive. A total of 4 sessions were carried out with years 5 and 6 at Meadowfield and Corpus Christi Primary Schools. Students generally responded well to the sessions and typically expressed sympathy towards the stories of the refugees conducting the sessions. However, the sessions with frontline Housing staff could have been better adapted to the audience. It was felt that the people giving the sessions did not know enough details on benefit and housing regulations regarding asylum seekers. The session with the Youth Inclusion Project was hampered by the disruptive attitude of some of the young people present. It was felt that better management of the young people was needed for future sessions.



Bollywood Production 52. Stop HateUk helped set up a series of Bollywood dance classes in the two

local primary schools. An experienced dance tutor from south-Asian arts worked with the young people and they performed at the Unity festival and at the Halton Moor gala event.

53. Evaluation: Feedback was requested from pupils in both schools in order to

measure the impact of the sessions. They were asked what they thought of the classes, whether or not they would like to be involved in a performance, what they enjoyed most, what they would like to change next time and whether or not they would like to find out more about different cultures. 9 pupils from Corpus Christi and 12 from Meadowfield completed feedback forms and comments included the following:

• “The dance class was good. I liked meeting new people.”

• “Very good and the teacher very nice.”

• “I think it was so good and I don’t want it to stop!”

• “It was OK but I didn’t geton with Corpus Cristi.”

• “Good but Medofiled nasty.”

• “Very good but they have to have more.”

• “It was brilliant.”

• “That Bollywood is good and it helps you to learn other things.”

• “Good dancing licke Indiane dancing.”

• “That Bollywood dancing isn’t what I thought it’s like.”

• “That it is not boring and I want to do sometink else like this.” 54. The majority of feedback indicated that those who took part in the Bollywood

dancing really enjoyed the experience and would like to be involved in future opportunities such as drama, street dance and additional Bollywood dance sessions. The only negative feedback that was recorded involved tensions between pupils from the different schools. Meadowfield and Corpus Christi Primary School pupils have rarely been offered the opportunity to socialise out of school time in the past and so they found it difficult to interact at first. This resulted in some bad behaviour. Once they had time to get to know each other, however, a number of pupils indicated, “I liked meeting new people”.



Operation Champions 56. Two Operation Champions were conducted, one on the 12th -14th February

2008 and the other mini Operation Champion on 24th -25th Sept 2008.

Establishing a Local Residents Group 57. Development of a new local residents group that represents the ethnic

diversity of Halton Moor estate. It was developed through intensive neighbourhood management (Re’new) and East North East Homes. It is too early to ascertain the overall effect of this development at this stage. However, early indication has shown that the members are very infused and committed to making a difference. Highlighting, this new fledgling community

spirit, David Cox ENEHL Community Involvement Officer, in an email to the Halton Moor and Osmondthorpe Community Cohesion Group on the 11th December 2008 remarked:

58. “Last night’s (10th December 2008) community event on Halton Moor

(Corpus Christi Church Hall) was I'm pleased to say the best community event that I've attended this year, the place was packed out, adults and kids of various nationalities and cultures played bingo, sang Karaoke and danced. The new community group raised some money by selling drinks and other refreshments which will hopefully build towards a down-payment for other ventures.”

Work of the East Divisional Hate Crime Group

59. Halton Moor cases are discussed at the Leeds East Divisional Hate Crime

Group, which has adopted the Multi-agency Risk Assessment Conference (MARAC) approach to supporting repeat/vulnerable victims of hate crime and taking actions against identifiable offenders

North East Divisional Scrutiny Panels

60. The inclusion of BME residents on the Divisional Police Scrutiny Panels. This

has allowed residents to be part of the hate crime process and from initial reports has instilled confidence in the hate crime process amongst local residents on the estate.

BME Representation on the Halton Moor Hate Crime Group

61. The inclusion of two community representatives on the monthly cohesion

meeting (includes rep from BME community).

Local Partnership Newsletter 62. Development of a community cohesion partnership newsletter to

communicate commitment undertaken by agencies to local residents. This has enabled the local community to be aware of the multi-agency work taking place on the estate. This action seeks to address residents concerns that they were not aware of what action or initiatives were taking place on the estate to tackle hate crime.

North East Divisional Police Hate Crime Policy Review

63. North East Divisional hate crime policy reviewed and re-written. The policy

has now been implemented and all neighbourhood policing teams and response officers were retrained between July – December 08 - The focus of the training was ensuring that positive action is undertaken on every occurrence.

Hate Crime Protocol Guide for Police 64. A hate crime protocol ‘guide for Police officers dealing with racial crimes was

developed focusing on positive action’ to be used as a reference guide

PCSO Mobile Phone Pilot (London Initiative) 65. This initiative has been recently introduced and early indications show that

that the take-up is very positive.

Initial Response Visits 66. Initial response visits were carried out by Victim Support and the Police. 67. These early intervention visits allowed us to:-

• Identify problems at an early stage

• Enabled target hardening

• Offer initial practical support

• Offer ongoing emotional support

• Identify suspects and persistent offenders

• Establish and maintain communication links between the partners and victims which allowed two way feedback.

• Provide reassurance 68. This approach had the positive outcome of letting victims know that the

partner agencies did care and were actively attempting to resolve their problems.

Reassurance Visits

69. Multi-agency reassurance/feedback visits to BME families/residents.

Underpinning these initiatives was the multi-agency partnership working, strategic planning, joint visits carried out by agencies to both victims and perpetrators, zero tolerance approach taken by staff towards inappropriate comments. Myths and misunderstanding about the allocation of resources were clarified by staff. In short, the Halton Moor Hate Crime Group has carried out a number of actions over the last year which has lead to the decline in the number of reported racist incidents. None of the 24 initiatives could be singled out as making the fundamental difference on the estate, however, taken as a whole with the golden thread of the coordinated efforts of the partners binding these initiatives together, has made the Halton Moor project a success story by any measure.

Implementation of exit strategy

70. The exit strategy was drawn up to bring closure to the time limited Halton

Moor Hate Crime Group and to ensure the smooth transition from the work of

the group to a more localised community empowered involvement. This strategy was premised upon the need of insuring that the good work of the group continues and that there are clear links between enforcement, community engagement, reassurance and working with the local school clusters. Below is a synopsis of the exit strategy.

71. The document was divided into 8 key themed areas:-

• Tension monitoring and crime analysis. Ensuing a seamless integration between the tension monitoring reports and the local tasking.

• Completing outstanding work. Ensuing that all of the outstanding actions on the action plan are completed in timely fashion.

• Community House. Ensuing the completion of the Community House and ensuing that the house is fully utilised by various local agencies.

• Ongoing issues. Continuing supporting initiatives within the school clusters, Show Racism the Red Card and direct link with the NPT Inspector (Mobile)

• Community Group. Supporting the work of the newly established community residents group initially for 3 months with the view to hand over to the local housing office.

• CCTV Cameras. Utilising the cameras to their maximum effectiveness.

• Targeting Perpetrators. Housing, ASBU and Police working closely to target known hate crime perpetrators.

• One Stop. Continue the close liaison with the One Stop Centres, Police and ASBU meeting on a weekly basis.

72. Alleygating

Problematic Ginnels - ASB/Crime 73. Field End Car/Halton – Planning permission approved, gate fitted and fully

completed – Positive feedback from community members received. Whinmoor/Whitelaithes 74. Alleygating report completed and approved by local access forum, highways,

now awaiting planning permission, design and costing carried out. Funding was identified but the project was withdrawn due to objections in notice period which could not be overcome.

Oakham Way - Osmondthorpe

75. Alleygating order successful and gates now fully installed.

Hate Crime Sub Group

76. The North East Hate Crime Sub Group continues to case study victims and

perpetrators of hate crime. The group has been identified as good practice and has now been replicated across Leeds.

77. Concerns from agencies and feedback from victims of hate crime regarding re-housing of victims and frequent delays resulted in a meeting with strategic landlord regarding management lets for victims of hate crime /similar principle to procedures for DV MARACS. This has now been ratified by the strategic landlord. Domestic Violence Sub Group

78. The Domestic Violence Sub Group has been restructured to incorporate

objectives from the governments Every Child Matters agenda. Children’s Services East and North East Partnerships are working closely with the DCSP. The membership of the group has been reviewed and extended which will give greater capacity to delivery locally. Some of the delivery will be cross cutting service boundaries but ultimately this will strengthen partnership work . The group held its first merged meeting June.

79. Domestic violence posters have now been sent to all children’s centres to raise public awareness.

80. The sub group co-ordinated multi-agency action during the 16 Days of Action

as follows:

• 3 Days of Action – similar to Operation Behave, targeting domestic violence offenders run by Police Division. Numerous arrests were made and outstanding cases built.

• Domestic violence page (Safer Leeds) now developed and linked to each NPT website.

Domestic Violence MARAC

81. The North East Divisional MARAC continues to meet monthly to develop

multi-agency interventions to support victims of domestic violence.

Total ASBO’s in North East Division 82. 37 ASBO's have been secured across Leeds in 2008/09. 83. Current asbos obtained by ward: 08/09

• Garforth & Swillington - 1

• Kippax & Methley - 1

• Crossgates & Whinmoor - 1

• Temple Newsam - Nil 84. ASBO warnings have been served:

• Garforth & Swillington - 1

• Kippax & Methley - Nil

• Crossgates & Whinmoor

• Temple Newsam - 3

ABC's 85. A total of 21 ABC's were agreed during 08/09 (by Police Division)

(These figures are not inclusive of those undertaken by the Arms Length Management Organisation)

86. Performance of North East Police Division and ward crime statistics

North East Leeds DCSP - Operational Performance Matrix 2008/09

Indicators 08/09 Target RAG

Year End

Performance Comments April-March

Creating safer environments by tackling crime

7293 � 7829 Reduce the level of serious acquisitive crime

�

Up 4.2 against previous year (314 more offences)

3161 � 3733 Reduce the level of domestic burglaries

�

Up 11.2% against previous year (375 more offences)

1018 � 1031 Reduce the level of theft of motor vehicle

�


�

2398 � 2456 Reduce the level of theft from motor vehicle

�


�

714 � 609 Reduce the level of robbery

�

Down 15.3% against previous year (110 fewer offences)

�

2036 � 1954 Reduce the level of assault with injury

�


�

227 � 197 Reduce the level of serious violent crimes

�


Improving community confidence and public satisfaction

62.0% 62.8%

Increase the proportion of residents who agree that their local area is a place where people from different communities get on well together

+0.8% variation from target

35.7% 15.2%

Reduce the proportion of residents who believe that anti-social behaviour increased in their local area

-20.5% variation from target

Improving lives by reducing the harm caused by substance misuse

98.0% 97.7% Ensure that 98% of appropriate arrestees are tested for drugs

-0.3% variation from target

Supporting victims and reducing the risk of victimisation

5539 � 3700 *Increase the number of reported incidents of domestic violence


43.0% � 45.5%

*Reduce repeat victimisation as a proportion of domestic violence incidents

Compared with 48.6% against previous year

Reducing and managing offending behaviour

15.0% N/A N/A Reduce the re-offending of priority offenders

Not available from WYP performance review.

87. Overall violent crime has seen a significant reduction with 269 fewer offences

compared against the previous year. However, domestic burglary has increased by 11.2% across the division, a total of 375 more offences. Burglary reduction is currently a key priority for the partnership during 09/10.

Crime & ASB: 08/09

88. The below statistics show crime and anti-social behaviour from 1st April 2008 to 31st March 2009 compared to the same dates the previous year for this ward.

Garforth & Swillington

Crime & ASB Comparison: 2007/2008 to 2008/09

CRIME Garforth & Swillington

2007/8 2008/9 Difference % Inc / Dec

AGGRAVATED TWOC 2 3 1 50.00

ARSON 18 8 -10 -55.56

ASSAULT 121 110 -11 -9.09

BURGLARY DWELLING 103 80 -23 -22.33

BURGLARY OTHER 140 188 48 34.29

CRIMINAL DAMAGE - BUILDING NON DWELLING 41 38 -3 -7.32

CRIMINAL DAMAGE - DWELLING 62 41 -21 -33.87

CRIMINAL DAMAGE - MOTOR VEHICLE 104 81 -23 -22.12

CRIMINAL DAMAGE - NON SPECIFIC 51 68 17 33.33

ROBBERY 14 10 -4 -28.57

THEFT FROM PERSON 10 6 -4 -40.00

THEFT FROM VEHICLE 88 79 -9 -10.23

THEFT OF VEHICLE 37 22 -15 -40.54

TWOC 5 17 12 240.00

Grand Total 796 751 -45 -5.65

ANTISOCIAL BEHAVIOUR CALLS 730 687 -43 -5.89

Kippax & Methley Crime & ASB Comparison: 2007/08 to 2008/2009

CRIME 2007/8 2008/9 Difference % Inc / Dec


ARSON 31 9 -22 -70.97

ASSAULT 102 141 39 38,24

BURGLARY DWELLING 112 118 6 5.36

BURGLARY OTHER 135 129 -6 -4.44




CRIMINAL DAMAGE - NON SPECIFIC 70 45 -25 -35.71

ROBBERY 4 5 1 25.00




TWOC 9 20 11 122.22

Grand Total 893 745 -148 -16.57


NPT Public Confidence and User Satisfaction Summary

Garforth, Swillington, Kippax & Methley

Public Confidence March 2008 March 2009 % Increase

Confidence in local policing 40.4% 44.1% 0.4%

NPT ASB % Decrease

% of residents who think ASB has increased

43.5% 22.0% 21.5%

NPT Awareness % Increase

% of residents aware of their NPT 24.7% 36.4% 12.2%

User Satisfaction March 2008 March 2009 % Change

Overall satisfaction 72.7% 80.3% +8.0%

Ease of contact 94.0% 91.6% -2.6%

NPT Actions takenl 69.5% 73.2% +3.7%

NPT Progress 59.6% 66.5% +6.9%

NPT Treatment 90.8% 89.9% -0.9%

Crossgates & Whinmoor Ward

Crime & ASB:

89 . The below statistics show crime and anti-social behaviour from 1st April 2008 to 31st March 2009 compared to the same dates the previous year for this ward. Crime & ASB Comparison: 2007/08 to 2008/2009


AGGRAVATED TWOC 2 3 1 50.00%

ARSON 14 18 4 28.57

ASSAULT 261 209 -52 -19.92

BURGLARY DWELLING 181 348 167 92.27




CRIMINAL DAMAGE - MOTOR VEHICLE 191 221 30 15.71


ROBBERY 21 12 -9 -42.86


THEFT FROM VEHICLE 137 153 16 11.68


TWOC 11 41 30 272.73

Grand Total 1440 1557 117 8.13


Temple Newsam Ward



ARSON 32 17 -15 -46.88

ASSAULT 214 225 11 5.14

BURGLARY DWELLING 412 383 -29 -7.04






ROBBERY 23 23 0 0

THEFT FROM PERSON 16 17 1 6.25



TWOC 6 30 24 400.00

Grand Total 1708 1542 -166 -9.72


NPT Public Confidence and User Satisfaction in the Police Crossgates, Whinmoor & Temple Newsam Public Confidence March 2008 March 2009 % Increase

Confidence in local policing 37.5% 42.2% 4.8%

NPT ASB % Decrease

% of residents who think ASB has increased

36.9% 16.0% 20.9%

NPT Awareness % Increase

% of residents aware of their NPT 32.5% 37.7% 5.2%

User Satisfaction March 2008 March 2009 % Change

Overall satisfaction 78.7% 76.3% -2.4%

Ease of contact 87.1% 89.8% +1.7%

NPT Actions Taken 75.2% 77.8% +2.6%

NPT Progress 62.7% 65.4% +2.7%

NPT Treatment 94.1% 90.8% -3.3%

Report on the multi agency Operation Champions 90. An Operation Champion review meeting was held with Safer Leeds and

partners across Leeds with regard to the delivery of Operation Champion during 09/10. The DCSP consulted with all Neighbourhood Policing Inspectors and co-chairs of tasking. It was agreed that rather than have 3 days of action in each month targeting specific wards, which meant that some areas would only see Operation Champion once or twice a year that each of the 8 NPT’s would have one day of action every 6 weeks which links to the 6 weekly tasking framework and intelligence packages on target areas. This would mean increasing the number of days from 36 days to 71 days (January to December 2009). A review has been scheduled for mid July 2009.

91. Operation Champion has been delivered in Outer East on the following days:

• 4th 5th 6th June 08 - Garforth and Villages

• 11th-13th November 08 - Crossgates/Whinmoor

• 28th and 29th Jan – Osmondthorpe – Burglary theme

• 5th March – Whinmoor/Swarcliffe

• 23rd Feb - Methley

• 25TH March – Micklefield 92. In addition an extra Operation Champion was delivered over a 2 day period

the Osmondthorpe area on the 17th and 18th April - which involved two NPT teams and all partner agencies. This was agreed through the neighbourhood management tasking framework to increase public reassurance and target ASB.

CCTV Van Deployment 93. A separate reported on CCTV will be provided to Area Committees by Leeds

Watch.

Implications for Council Policy and Governance

94. There are no implications for the Council policy and governance.

Legal and Resource Implications 95. There are no legal implications 96. There are no resource implications. However, the Area Committee currently

supports the Neighbourhood Management arrangements by delegating Well Being Budget to the Area Manager as an enabling fund for tasking teams.

Recommendations 98. The Area Committee is asked to note the contents of this report of the North

East Divisional Community Safety Partnership . 99. The Area committee is also asked to note the rising trend for burglaries and to

support the prioritisation of actions to tackle this through partnership working at DCSP and neighbourhood level.

Background Papers There are no background papers

Updated 14thApril 2009 / Awaiting ratification of performance targets for Safer Leeds ( Divisional performance matrix)

North East Divisional Community Safety Partnership Performance Framework/Strategic Outcomes

2008-2011

Appendix A

Our Mission - what we want to achieve

The overall mission of North East Divisional Community Safety Partnership is : ‘To secure sustainable reductions in crime and disorder and address the fear of crime in North East Leeds ’.

Our Strategic Outcomes

OVERALL VISION AND STRATEGIC CONTEXT

The Leeds Initiative (the Local Strategic Partnership) guides the work of all partnerships in the city towards achieving the long term ambition of the Vision for Leeds (2004-2020) of ‘making sure everyone has a better quality of life now and for generations to come’ The Vision commits Leeds Initiative and its partnerships to make sure they: ‘tackle crime and community safety in every one of the Vision’s programmes of work’ The Leeds Strategic Plan (2008-2011) will set out how partners across the city will deliver measurable outcomes agreed with Government Office. The LSP has a number of themes. Within each theme are Strategic Outcomes which have a set of Improvement Priorities. These priorities will have a varying degree of relevance and local priority to different areas of the city. Area Committees will be responsible for developing, agreeing and monitoring a local interpretation of the LSP through Area Delivery Plans (ADPs). Key partnership priorities, including those of the DCSP, are included in the ADP and listed on page 4 of this document. There is opportunity however to use this local delivery/service planning and public accountability framework for the work of the DCSP.

The North East Divisional Community Safety Partnership is an operational arm of the Safer Leeds Partnership (CDRP) which supports the delivery and co–ordination of activity at a local level. To ensure consistency of approach across the DCSPs of the city, each will place equal emphasis on delivering these Strategic Outcomes:

1. Creating safer environments by tackling crime

2. Improving lives by reducing the harm caused by substance misuse

3. Supporting victims and reducing the risk of victimisation 4. Reducing offending and managing offending behaviour

5. Improving community confidence and public satisfaction

The above 5 Safer Leeds outcomes translate across into the Leeds Strategic Plan mainly under the “Thriving Neighbourhoods” theme under the Strategic Outcome (and associated Local Improvement Priorities) of:

• Reduced crime and fear of crime through prevention, detection, offender management and changed behaviours (Local Improvement Priorities: reduce crime and fear of crime, reduce

offending, reduce the harm from drugs and alcohol to individuals and society, reduce anti-social

behaviour)

There are further cross-cutting LSP outcomes that the DCSP will contribute towards but not have the lead role:

•••• Improved quality of life through mixed neighbourhoods offering good housing options and better access to services and activities (Thriving Neighbourhoods)

•••• More inclusive, varied and vibrant neighbourhoods through empowering people to contribute to

decision making and delivering local services (Stronger Communities)

•••• Improved community cohesion and integration through meaningful involvement and valuing

equality and diversity (Stronger Communities)

•••• The Divisional Community Safety Partnership will contribute towards delivery of the ‘Every Child Matters’ government agenda through this plan

•••• The East and North East Children Leeds wedge leadership teams will be responsible for developing an integrated children’s services response to delivering personalised services for children and

young people across the five outcomes of Every Child Matters. The DCSP and the Wedge

Leadership Teams will work closely together and seek to reduce duplication of effort and maximise joint service responses to cross cutting issues

1. Creating safer environments by tackling crime

The public have the right to be safe and feel safe in their own home, on the streets and the places they go. Tackling serious crime and diffusing tensions in our communities is vital to peoples’ quality of life. Operational Performance targets 09/10 Reduce the level of serious acquisitive crime Reduce the level of domestic burglaries Reduce the level of theft of motor vehicle Reduce the level of theft from motor vehicle Reduce the level of robbery Reduce the level of assault with injury Reduce the level of serious violent crimes

Priorities

Our Delivery Activities & Accountability (09/10)

Reducing serious acquisitive crime: (Burglary, robbery, theft of and theft from motor vehicle)

Serious Acquisitive Crime Group § Deliver a range of targeted campaigns to increase potential victims’ awareness, prompt action and prevent

opportunities for acquisitive crime to take place. § Identify and deploy suitable situational crime prevention measures in key locations using a targeted approach. § Maximise the use of available technology, e.g CCTV, ANPR, Smartwater etc to deter and detect crime and

prioritise deployment of partnership resources § Neighbourhood Management Tasking X 12 § Identify and target offenders committing acquisitive crime.

Reducing violent crime: (Assaults & wounding and alcohol fuelled violence)

Neighbourhood Management Tasking x 12 § Deliver activities that focus on alcohol related crime locally/ Target Activities around licensed premises and

working in partnership with Licensed Public Houses § Development of over 21 scheme with local shops

Drugs and Robbery Sub Group

§ Deliver activities that focus on reducing the incidence of weapon enabled crime, including the possession of knives and firearms

YOS E+ NE § Deliver weapons awareness programmes to all active yos cases known to carry weapons . DCSP - Consider Designated Public Place Orders(DPPO’S) where appropriate

Prevent, identify and respond to community tensions.

Neighbourhood Management Tasking x 12 /Neighbourhood Wardens § Continue to develop and implement the intelligence assessment and response to community tensions, ensuring

partners work closer with and within the communities where the greatest risks have been identified. § Sharing of local intelligence

Hate crime sub Group § Follow up local tension issues across NE by multi-agency approach

§ Prevent Community Officer /Community Engagement Field Officer § To support the potholders in identifying individuals in East and North East who may be vulnerable to recruitment

by violent extremists. § To ensure support is provided through existing partnership meetings and community frameworks

2. Improving lives by reducing the harm caused by substance misuse

Substance misuse affects the well being of individuals, families and neighbourhoods; it damages the health of individuals and undermines family life as well as having huge social and economic costs to the city. Reducing drug and alcohol related crime is vital to making people safer and improving lives. Operational Performance targets 09/10

Priorities


Addressing alcohol misuse through a combination of prevention, control and treatment.

Operation Champion § Develop with partners, effective communication and public information mechanisms to carry key prevention

messages to promote a culture of responsible drinking. Neighbourhood Management Tasking

§ Work with licensed premises to ensure that the sale of alcohol and its consumption are managed in a responsible manner.

§ Evaluate success of Operation Buzzer and identify funding for hot spot areas YOS E + NE

§ All young people screened for substance misuse and specialist intervention provided by substance misuse worker

§ Deliver a session on alcohol awareness to young people known to the service

NE and East Children’s Leeds Leadership Team § Develop and implement local solutions to address increasing teenage conceptions by providing joint service

responses to underage drinking and other substance misuse that can lead to unsafe sexual behaviour.

3. Supporting victims and reducing the risk of victimisation

Victims have the right to expect that crimes they have reported are investigated and to receive information about what happens, the chance to explain how the crime or incident has affected them and for their interest to be taken into account. All victims should be treated with respect and sensitivity and be offered emotional and practical support. Operational Performance Targets 09/10 Increase the number of reported incidents of domestic violence Reduce repeat victimisation as a proportion of domestic violence incidents

Priorities


Supporting victims and reducing the risk of victimisation: Domestic violence

Hate crime

Domestic Violence Sub Group § Develop and deliver activities to support the refreshed city wide Domestic Violence Strategy including, raising

public awareness, improving services to women, improving services to children, continued development of community support, supporting effective civil and criminal justice responses, developing preventative and educational work with children and young people, supporting the sustainability of domestic violence services and developing effective offender management interventions.

§ Improve capacity for delivering Domestic violence initiatives by merging the Domestic Violence sub group with the Domestic violence children and young people’s forum. Co-ordinate good partnership work that cuts across two service areas NE MARAC

§ Identification of and early intervention with victims and perpetrators of domestic violence to prevent escalation., § Provide support for victims of DV via case study approach and multi-agency intervention

Hate crime sub group /Gipton Cohesion group § Develop and deliver activities to support the refreshed city wide Hate Crime Strategy including, increasing

victims’ confidence in the reporting of hate crime incidents, improving service responses to victims of hate incidents, improving service responses to deal with perpetrators of hate crime, continue to develop preventative and educational activity to address hate incidents and implementation of actions to tackle hate crime in

Children and young people

response to local assessment of need. § Work with local communities in identifying community solutions to addressing hate crime and develop good

practise § Develop joint agency service standards in dealing with hate crime § Supporting the North East and East Leadership team and their partnerships in delivering the ' stay safe theme’

ensuring the views and concerns of young people, their parents and carers are taken into account when identifying and developing community safety responses. Utilising safer schools partnerships to build relationships between young people and services as well as an avenue to support learning about safety in the home, streets and neighbourhoods and delivering targeted early year’s preventative schemes and targeted diversionary programmes.

§ Strengthen relations between the Police Youth liaison officers and extended cluster services coordinators to

support the delivery of the stay safe element of the cluster plans .

4. Reducing offending and managing offending behaviour

The community has a specific right to expect public agencies to work with known offenders. By placing increasing emphasis on managing or modifying the behaviours of offenders who create most harm in our communities, this will reduce the risk of them offending again and also reduce crime. Operational performance targets 08/09 Reduce the re –offending of priority offenders 15%

Priorities


Reducing offending behaviour by addressing risks and harms.

Neighbourhood Management Tasking x 12 § Sharing local intelligence and multi agency problem solving around prolific offenders § Referrals to specialist agencies, e.g Signpost

YOS E +NE

§ Individually tailored programmes based on assessed risks and needs delivered to all sentenced young people and parents by a multi agency team Community Pay Back Team – Probation services

§ Maximise use of community payback scheme and consult with communities on identifying issues to be addressed NE and East Children’s Services Leadership Team

§ North East and East Children’s leadership team and their local partnerships to understand local need and personalise our collective service response to the most socially excluded young people and particularly those at risk of entering the criminal justice system . North East Division Offender Management Team

§ Work with partner agencies to ensure that all partners support the delivery of integrated Offender Management Model (IOM)

§ Ensure prisoners have proper release plans with pathways to appropriate support agencies § Maximise use of intelligence sharing across partner agencies

5. Improving community confidence and public satisfaction

Communities expect public agencies to tackle anti-social behaviour in their localities in a responsive and effective manner. Communicating, engaging and involving local people in those issues of most importance to them is a vital component to providing public reassurance and reducing the fear of crime.

Operational Performance Targets 09/10 Increase the proportion of residents who agree that their local areas is a place where people from different communities get on well together Reduce the proportion of residents who believe that anti social behaviour increased in their local area

Priorities Our Delivery Activities & Accountability

(08/09)

Tackling anti-social ASB Panel & Neighbourhood management Tasking

behaviour and damage through a combination of prevention, diversion and enforcement activities.

Continue to utilise effectively a range of tools for tackling ASB and damage (e.g. ASBOs, ABC, dispersal powers, parenting classes or orders, crack house closures as well as powers in the Clean Neighbourhoods and Environment Act 2005) as part of a package of responses to local issues. Signpost East

§ Continue to support the implementation of the Family Support and Parenting Strategy and programmes to support parents whose children are involved in or at risk of being involved in ASB activity, in particular targeted diversionary programmes.

North East and East Childrens Services Leadership Team § Work closely with Extended Services and cluster co-ordinators(18) to strengthen communication with local

schools , children’s centres and youth provision. § Maximise opportunities to deliver initiatives in schools via PSCHE

Leeds Watch and North East Division CCTV Officer Work closely with the City Council on their on action to improve the security of homes, public buildings and public spaces.

§ Maximise usage of CCTV footage in order to take enforcement action Operation Champion /Neighbourhood Management Tasking x 12

§ Co-ordinate single days of multi agency action § Continue with the targeted rolling programme of neighbourhood crime and grime initiatives such as Operation

Champion.

Improve public reassurance and the fear of crime by actively communicating, engaging and involving local people.

ASB Problem Solving Group § Develop partnership mechanisms for measuring how satisfied victims of ASB are with the service the police

and city council provide. Thematic Problem Solving Groups/Neighbourhood Management Tasking § Continue to actively promote community safety messages and increase awareness of crime prevention and

community safety services. DCSP

§ Develop good news stories/Develop effective Media strategy § Operation Confidence - Develop an annual programme of quarterly newsletters from NPT’s and

neighbourhood management tasking teams

Neighbourhood Management Tasking Teams x 12 § Ensure agencies respond effectively to local need by integrating neighbourhood policing practice with area

management delivery programmes. § Communicate with local people through ‘Face the People’ events. § Co-ordinate feedback to local communities via neighbourhood wardens and police community support officers. § Deliver crime prevention messages and good news stories in agency newsletters § Proceeds of Crime Working Group § Develop the Proceeds of Crime Act community award scheme § Divisional press officer and partnership to collectively promote the work carried out in the community by

maximising press releases, success stories

North West Leeds North East Leeds City and Holbeck

KPI Policing Plan Key Performance

Indicators

2009/10 Force

Target Data Source Outturn

2008/9

Target

2009/10 % change

Outturn

2008/9

Target

2009/10 % change

Outturn

2008/9

Target

2009/10 % change

1

Increase the proportion of residents who agree that the police and local

council are dealing with the anti-social behaviour and crime issues

that matter in their area

49% Police Authority Public

Perception Survey 40.8% 45.8% 5% 45.0% 50.0% 5% 40.9% 45.9% 5%

2

Increase the proportion of residents who believe that the police do an excellent or good job in their local

area

42.8% Police Authority Public

Perception Survey 45.8% 47.3% 1.5% 49.6% 50.8% 1.2% 45.3% 46.8% 1.5%

3 Increase the overall satisfaction of

service users 84.3%

WYP Victim Surveys (telephone surveys undertaken by swift

research)

84.1% 85.4% 1.3% 83.3% 84.4% 1.1% 85.2% 86.5% 1.3%

4 Reduce the satisfaction gap between

White and BME Victims 6.1%

WYP Victim Surveys (telephone surveys undertaken by swift

research)

4.6% 6.1% 1.5% 8.5% 6.1% -2.4% 13.0% 6.1% -6.9%

5 Reduce the level of acquisitive crime (house burglary, robbery and vehicle

crime) 50,709 NICHE 8326 8026 -3.6% 7829 7547 -3.6% 5007 4827 -3.6%

6 Reduce the re-offending of priority

offenders tbc PNC Convictions tbc tbc tbc

7 Reduce the number of assaults

resulting in injury 16,261 NICHE 1828 1791 -2% 1956 1917 -2% 1923 1885 -2%

8

Reduce the proportion of residents who believe that anti-social

behaviour has increased in their local area


Perception Survey 17.5% 16.2% -1.3% 15.2% 14.2% -1.0% 20.0% 18.7% -1.4%

9

Increase the proportion of residents who agree that their local area is a place where people from different communities get on well together


Perception Survey 60.1% 61.6% 1.5% 62.8% 64.0% 1.2% 55.9% 57.4% 1.5%

Divisional Targets Brief – Final targets based on actual outturns Appendix B

North West Leeds North East Leeds City and Holbeck

KPI

Policing Plan Key Performance

Indicators

2009/10 Force

Target Data Source

Outturn

2008/9

Target

2009/10 % change

Outturn

2008/9

Target

2009/10

%

change

Outturn

2008/9

Target

2009/10 % change

10 Reduce the number of serious

violent crimes 1,504 NICHE 175 172 -2% 197 193 -2% 207 203 -2%

11 Increase the proportion of sanction

detections for domestic violence 53.0% NICHE 52.9% 53.0% 0.1% 56.5% 56.5% 0.0% 51.7% 53.0% 1.3%

12a Increase the volume of confiscation

orders 172

£5.164m

Economic Crime Unit (Joint Asset Recovery

Database (JARD)) 35 20 -15 23 20 -3 30 20 -10

12b Increase the value of confiscation

orders (£000's) 172

£5.164m

Economic Crime Unit (Joint Asset Recovery

Database (JARD)) 751k 213k -605k 41k 213k 168k 208k 213k 137k

13 Maintain or increase the number of the workforce in public facing roles

>5,863 NSPIS HR 606 >606 - 572 >572 - 558 >558 -

14 Reduce the proportion of working

hours lost to sickness 3.7% NSPIS HR 4.2% 3.7% -0.5% 4.1% 3.7% -0.4% 3.5% 3.7% 0.2%

POCA Grant Applications 2009/10 ENE AREA DIVISION

Ref No Date Original

Idea Rec’d Project Organisation

NPT

AREA

Local officer

contact Current position Requested

POCA Panel

Decision

Date

Application Received

Total

Approved

POCA 01 13/12/2008 No specific project submitted – simply a request to support the organisation as they provide a valuable link for the Police with older people. Recommendation is for approval subject to the development of a specific local project/event by NET with support from PCSO Taylor.

Neighbourhood Elders Team (NET)

5 PCSO Shaun Taylor / Chris Jones

Email sent to asking for a specific project to be submitted

£500

POCA 02 15/12/2008 Following the overwhelming success of Year 1 of the Project, using the BAD MUMMY programme, they propose to continue to provide an educational theatre programme to engage, support and enable schools and young people’s projects to address domestic violence and child protection issues. The new programme “losing it” will also address issues around community division and cohesion. The bid is subject to finding match funding.

Theatre in Education 4 Martin Hackett REJECTED £500 REJECTED - ongoing project not very localised or specific

£0.00

POCA 03 03/03/2009 Helen Martin of All Saints school runs an out of school club called "The Green Gym". This is purely voluntary & environmental friendly. Helen is desperate for funding to continue & develop the project which enables children from the school to learn about the environment. They grow their own produce which is then cooked by the school & the eaten by the children. She has won an environmental award for the project. At the moment she can not grow the produce throughout the winter months. She would like to bid for a Poly tunnel (approx cost £300 -£400) & some plant pots & seeds etc.

All Saints Primary School

2 Ins Jackie Hawke

Awating completed application form

£500 £500.00

Appendix C



NPT AREA

Local officer contact

Current position Requested POCA Panel

Decision

Date Application Received

Total Approved

POCA 04 03/03/2009 We at East Leeds are a clubmarked club which meets with all the relevant governing body legislation set down.In the 30 years we have been running we have produced no more than 65 professional players as i explained last week we would like to strengthen our commuinity ties in working with the police and youth services in the ls9 area. We feel that the benefits to the area by our involvement would be safer streets,giving afocus to youths in the area by somewhere to go to be come fitter,healthier and being part of a team. The club plans to run this scheme over twenty weeks in the summer on three nights with qualified rugby coaches who all have up todate CRB checks to supervise these youths.We discussed last week about hopefully this becoming a yearly event in the ls9 area , i would lke to give you a promise of the club being in for the long haul, as i feel this could benefit the whole commuinity. I hope this will support our bid for £2,500 yours in sport.

East Leeds Amateur Rugby League Club

2 Ins Jackie Hawkes & Cllr Brett

£2k contribution awarded by Inner East Area Committee - so £500 balance needed. Awaiting confirmation this is the case from Anna Turner and Jim Croft

£2,500 £500.00

POCA 05 Money for set up costs for the Kitchen enterprise at Mandela Centre - User group.

Mandela Centre User Group

3 Chapel Allerton

REJECTED £500 REJECTED - too vague

£0.00

POCA 06 Sponsorship of proposed new Festive Lights for Chapel Allerton shopping centre/streets.

Chapel Allerton Traders 3 Cllr Dowson REJECTED £500 REJECTED - difficult precedent to set - ongoing costs

£0.00

POCA 07 To devise and implement a scheme to reward the positive behaviour and contributions of young people in the area of Chapeltown. The Police in partnership with other agencies and bodies operating in the Chapeltown area to identify young people who do something positive for their community. The scheme may include the signposting of youths, currently not engaging and at risk of causing ASB or involvement in crime, into programmes and groups where they can make a more positive contribution. Rewards will be administered by Youth services and PCSO`s with the opportunity to be allocated opportunities for access to sporting and leisure services within the area. Other rewards may take the form of sports clothing or equipment.

Youth Services/Police 1 Ins Reed/Pat Brooke – applying for STRATEGIC POT to support Gang Strategy work.

No app form received £2,500 £2,500.00



NPT AREA



Decision

Date Application

Received

Total Approved

POCA 08 Restoring the swings at The Bumps. Involve paint striping, sanding, painting and installing new chains and seats. Also the flooring would essentially need cleaning could be done with the Probation service for a few hundred quid.

Probation Service – Community Payback Team

9 Cllr Lobley Awating completed application form

£500

POCA 09 The club is run at Collingham Primary School at a weekend and is entirely funded by donations from parents to pay for kit and time of coaches to train and divert into constructive activities young people of primary school age in the village. A bid of £400 is submitted to pay for new nets, balls and related kit to help it carry on into next year

Collingham Junior Football Team

7 Ins Marcus Griffiths

PAID £400 Approved 26.03.09 £400.00

POCA 10 To create internal storage space to enable development of partnership working with Youth Services – through ReFresh project currently involving 35 children aged 7-12. Total cost £2k so agreement would be subject to match be found.

Stainbeck Church 3 Chapel Allerton

REJECTED £1,000 REJECTED - not a definable project as such - ongoing cost

£0.00

POCA 11 To pay for extra sessions of the motor cycle course helping divert young people into positive local activity. Match may be found from Area Committee through local Member support/pot.

Prince Phillip Centre – BUMPY Project

3 Cllr Dowson REJECTED £500 REJECTED - ongoing project

£0.00

POCA 12 25.03.09 Contribution towards purchase of £2k bike stands for primary school children. Letter received from school council making request.

Our Lady's Primary School, Seacroft

8 Bev Yearwood PAID £500 Approved 26.03.09 £500.00

POCA 13 03/03/2009 £500 towards kit, equipment, training costs Amaranth JFC 4 Martin Hackett PAID £500 Approved 24.03.09 £500.00

POCA 14 03/03/2009 Burmantofts Boxing Club require some new gym mats and benches for the club - not doing this. Instead, Shower Refurbishment Improvement

Burmantofts Boxing Club

2 Ins. Jackie Hawkes

Processing payment £500 Approved 22.04.09 £645.00

POCA 15 26.03.09 Football team under 11s who's first season together in any team or structure are doing well. Also there is 35 of the young people training in this team 3 times a week. £500 requested to buy a new away kit.

Chapeltown Football Youth Develpoment Centre

3 Ins Tony Reed PAID £500 Approved 26.03.09 £500.00

POCA 16 25/03/2009 Stainbeck Church and Hall - to fit a secure locking mechanism which will be controlled via the intercom system but allow emergency exit. Facilities used by the Childrens Centre, Youth Club and parents.

Stainbeck Community Outreach and Development Enterprise

3 Peter Craske PAID £565 Approved 07.04.09 £565.00



NPT AREA



Decision


Total Approved

POCA 17 Bramham Ark Pram Service. Held at Bramham Village hall - with 10 x under 5s attending. Want help buying toddler chairs, cups, changing mats, religious toys and general items. Designed to promote/increase attendance at church.

All Saints Church Parochial Parish Council

7 PC Byfield not specified REJECTED - unable to fund religious activity

£0.00

POCA 18 Bramham Junior Football Club - football kit and football nets Bramham Football Club 7 PC Byfield Processing payment £500 Approved 24.04.09 £500.00

POCA 19 25.03.09 Swarcliffe Good Neighbours have recently spent time decorating public areas within the community centre. As part of the work they would like to improve the outside seating and gardening area including putting up hanging baskets and planting to improve the outside space and make it accessible for the older people attending their sessions.

Swarcliffe Good Neighbours St Gregory's Youth & Adult Care Centre

4 Samantha Lowe/ Ken Hill

PAID £200 Approved 03.04.09 £200.00

POCA 20 25.03.09 Whinmoor Wanderers is a voluntary group providing social activities and support to older people from the local neighbourhood. The group is based at Fieldhead Community Centre. If successful the funding will be used to enable the older people to access the outside space at the centre during spring and summer.

Whinmoor Wanders 4 Samantha Lowe/ Janice

Linley

PAID £266 Approved 22.04.09 £266.00

POCA 21 25/03/2009 The funding is requested to buy new equipment for a music and movement group (Jabadao) for pre-school children in the Chapeltown and Harehills area.

Leeds NHS - 7 Day Response

6 Sylvia Shatwell/Insp

Reed

PAID £300 Approved 07.04.09 £315.00

POCA 22 25.03.09 Police Playday - Easter Play Scheme Proposal for Tuesday 14

th April 2009 to involve NPT and Education Workers at the

urban farm.

Meanwood Valley Urban Farm/NPT

3 Robert Plant (MVUF)/PC

Gilchrist

Processing order £500 Approved 15.05.09 £500.00

POCA 23 25.03.09 Potternewton Adult Learning Centre - group of adults with learning disabilities. The purpose is to help them understand other peoples needs & give them an insight into some of there issues other less fortunate people have.

Potternewton Centre Amenity Fund

3 Insp Reed PAID £200 Approved 27.04.09 £200.00

POCA 24 27.03.09 Boys group - Personal development with boys and young men aged 13 – 17 years living in the Seacroft and Killingbeck Ward area. Group work sessions for a programme of 10 weeks starting 3/4/09.

Seacroft Youth Programmes

8 Claire Billingham

App received £510 Approved - subject to application



NPT AREA



Decision


Total Approved

POCA 25 26.03.09 Scheme called the St Richards Holiday Club & based at St Richards Church, Ramshead Hill, this group caters for Easter & summer holiday time for local children aged 5-11 years. The main activities are arts, crafts & design-based which encourages young children to come & spend their time constructively within a supervised group & which therefore prevents them from being drawn into hanging around on the streets & so running the risk of being drawn into ASB & similar.

St Richards Church - Holiday Club

8 Insp Ed Chester

Email request received - check with John

£500 REJECTED - ongoing activity/ scheme

£0.00

POCA 26 Ex-Tradex building - contribution toward new facilities for young people

?

6 Ins Adams REJECTED £5,000 REJECTED - too much. Happy to consider smaller application for specific item

£0.00

POCA 27 Healthy Lifestyle Programme - Alwoodley. 12 week accredited programme based at Open House and Northcall

Youth Services/ Cranmer & Lincoln Youth Project

7 Pat Watson/ Ann

Falkingham

Awaiting completed application form

£850 £500 contrib approved subject to form

£500.00

POCA 28 Replacement of central heating system at Seacroft Village Hall

Seacroft Village Hall Management Committee

8 Cllr Selby REJECTED - £3,000 REJECTED - not a stand a lone project which is ready to go - refer to Area Cttee

£0.00

POCA 29 06.04.09 To replace some books & toys that the children like to play with - 20 children aged between 2 and 5.

Clifford Pre School 7 PC Mark Byfield

Brief proposal received not specified Approved subject to form been completed

£250.00



NPT

AREA

Local officer

contact Current position Requested

POCA Panel

Decision

Date

Application Received

Total

Approved

POCA 30 30.04.09 Queenview is a sheltered housing block of flats in Seacroft with mostly elderly residents. We ould like to est up a cinema club mainly for the weekends as this time can be quite lonely. This would be done in our community rooms. We would possibly put a small charge for residents towards the cost of videos. Initially we would be looking for a TV & Video equiptment to set up the project. Dont have definate costs but would think about £300-£400 would be needed.

Queensview Residents Association

8 Bev Yearwood Brief proposal received £300

POCA 31 29.04.09 Anna has allocated £1,000 for the gala but we have just about used this and still need a DJ and publicity. The aims of the gala this year (4th July) is to replace the forum with a celebratory event, information and education on organisations and services such as NPT, Arson Task Force, Enforcement, Environmental Services, Employment, Children's Services etc. Also to have a fun and entertainment aspect with music, dancing, activities, singing, fun fair, food and free to use inflatables (which we have had to reduce from 4 to 2 due to lack of funds) With the use of free inflatables and activities we have found that families have stayed for the full gala and have then benefit from the information and advice available. Any funding would be muchly appreciated by the committee and would be managed by the gala committee who are constituted and have a bank account.

Killingbeck & Seacroft Gala Committee

8 John Woolmer Brief proposal received £200-300 Approved subject to form been completed

POCA 32 21.04.09 Improvements at the ground - paint dressing rooms & all internal walls, funding to pay for materials for paint all outside rallings & spectators stands.

Yorkshire Amateurs 3 PCSO Rob Kennerley

Application received 13.05.09

£500 Approved subject to form been completed



NPT AREA



Decision


Total Approved

POCA 33 Aberford Albion Junior Football Club is a new project which was developed in April 2009, the club has established a management committee and has its own bank account. The club was developed as a result of a group of parents with children interested in playing football, coming together, and with no youth related activities within the village. The club is based at the Aberford Albion Football group; the club is affiliated to the FA, with policies and procedures in place, qualified level 3 coaches. The club has had a number of local games and will be playing in a local league from September. The club’s trials have taken place and a team has been selected. The team trains one evening per week and play matches on Sunday’s. Aberford Albion Football Club has agreed to support the Junior Club with use of their facilities and pitches.

Aberford Albion Junior Football Club

7 John Woolmer Proposal circulated to panel for comments

250 max awaiting by 22.05.09

TOTAL £24,291 £9,341.00

NPT AREA ALLOCATIONS

NPT AREA ALLOCATION AWAITING DECISION APPROVED BALANCE

£ £ £ £

Strategic Pot 1 4,800 0 2,500 2,300

Burm & Rich Hill 2 2,400 0 1,645 755

Chapel Allerton 3 2,400 0 1,765 635

Cross Gates & Temple 4 2,400 0 966 1,434

Garforth & Villages 5 2,400 500 0 1,900

Gipton & Harehills 6 2,400 0 315 2,085

Harewood & Wetherby 7 2,400 0 900 1,500

Killingbeck & Seacroft 8 2,400 510 500 1,390

Round/Moor/Alwoodley 9 2,400 500 0 1,900

TOTALS:

24,000 1,510 £8,591 13,899

Documents

Ward Members consulted (referred to in report) · Performance Framework / Tasking Teams 5. The co-chairs have responsibility for monitoring performance and local delivery which is