crime and disorder act 1998 implications and ...€¦ · page 1 crime and disorder act 1998...

CRIME AND DISORDER ACT 1998

IMPLICATIONS AND IMPLEMENTATION OF SECTION 17

1. THE ACT

The Crime and Disorder Act was enacted in 1998 and places a statutory duty on all local authorities together with their partnership agencies todevelop and deliver a Community Safety Strategy. There are six main topics for action:

• Preventing young people from committing crime.• Combating anti-social behaviour and encouraging increased community involvement in tackling local crime and disorder.

• Tackling racially motivated crime.• Speeding up the criminal justice system.• Protecting people from sex offenders, violent offenders and drug misusers.• Providing consistency and clarity in sentencing.

Section 17 of the Act requires local authorities (and all partnership agencies) to identify community safety implications in all theiractivities and is designed to complement sections 5, 6 and 7 of the Act. (Authorities responsible for strategies, formulation andimplementation of strategies and supplemental.)

Section 17 of the Act says:

“Without prejudice to any other obligation imposed upon it, it shall be the duty of each authority to which the section applies to exercise its variousfunctions with due regard to the likely effect of the exercise of those functions on, and the need to do all it reasonably can to prevent crime anddisorder in its area.”

All departments need to respond to Section 17 and be seen to respond in establishing measures which can demonstrate they are doing all they can todevelop awareness of the requirements of the section and services to crime and disorder prevention.

Recent legislation in 2005/06 and ongoing Government review of Anti-Social Behaviour and the community safety role of localauthorities has broadened the section 17 responsibilities to include anti-social behaviour.

We must consider how to generate a culture in line with our Community Safety Strategy which:

• Promotes community safety amongst staff within local partnerships.• Aligns service planning with the development of the Community Safety Strategy.

• Aligns corporate processes to reflect community safety priorities.• Ensures a coherent framework for services.

It is important that officers and members are aware of their responsibilities under Section 17.

Decisions made in Working Groups, Committees and Full Council Meetings are covered by this Section 17 duty.

2. COMPLIANCE / AUDITING / REVIEW

To comply with the statutory duty we must show consideration in all delivery and planning, and consequently every department must include Section17 consideration in all reports to committee and in service plans. Remembering that this duty is ‘Without Prejudice’ to other functions imposed on usand it may be that resources are more urgent elsewhere but we must comply.

CPA has also provided an opportunity to audit the contribution made by the Council in community safety terms. The CPA score relating to this auditwas very positive. However, we must continue to ensure that responsibilities under the Act are understood and implemented at individual servicedelivery and service planning level. There has been a recent Internal Audit of Community Safety, which recommended that a review throughout alldepartments of the Council was undertaken.

A comprehensive review was undertaken between January and March 2006, on a department by department basis. This was aligned to serviceplanning and areas for improvement identified. The results of this review are contained in the following tables.

Staff Induction now includes a session on Section 17 and it is also part of the new member induction programme.

C Bosdet / C Smitheram March 2006

MOLE VALLEY DISTRICT COUNCILCRIME AND DISORDER SECTION 17 REVIEW

STRONGER AND SAFER COMMUNITIES

DEPARTMENT &FUNCTION

PRIORITY CRIME AND DISORDER CONSIDERATIONS ACTIONS / PROCEDURES / POLICIESin place

IMPROVEMENTS PLANNED

(include budget implications)

POLICY & PARTNERSHIPS

Housing Strategy & Enabling

Community Safety HIGH Domestic Violence Community Safety Strategy and ActionPlan

BVPI requirements

Links to Housing Needs and East SurreyDomestic Violence Forum

Working towards requirements ofBest Value Performance Indicator(BVPI)

Ensure that we haveprovision/refuge in place

HIGH Anti-Social Behaviour Policy Anti-Social Behaviour Policy All Registered Social Landlords(RSLS) must have a policy

HIGH Secure by design in all affordable housingschemes

Secure by Design guidance Need to follow through in allschemes

Community Safetylinked withEnvironmentalHealth

HIGH Home Security for vulnerable and older people Home improvement grant scheme inplace

Community Safety Strategy and actionplan

Targets and actions set out inCommunity Safety Strategy

Corporate PolicyDevelopment

HIGH Corporate Strategy Corporate Plan (PerformanceManagement Plan) Goals A & C

Audit of policies to be undertaken





Planning Policy

LocalDevelopmentFramework

HIGH The Local Development Framework providesthe local policy context within which decisionson planning applications are made and theircrime & disorder implications considered byDevelopment Control.

Refresher seminar for DevelopmentControl (Mike Bessent PoliceArchitectural Liaison Officer).

Involve Police Architectural LiaisonOfficer in review and preparation ofnew policy and detailed guidance.The latter will build on the SurreyLocal Government Association’s‘Surrey Design’ and the SurreyPolice Procedure Note on DesigningOut Crime (set out at Appendix 12of the PACIS Consultations andConstraints Code Book used byDevelopment Control staff). This isreviewed as necessary in the light of‘Safer Places: The Planning Systemand Crime Prevention’ issued by theOffice of the Deputy Prime Minister(ODPM) April 2004

National, regionaland local planningpolicyconsultations

HIGH Main considerations are to safeguard thecharacter, environment and prosperity of theDistrict, which have implications for crime anddisorder.

Consultation procedures and processes. Consider implications of anincreased population





Consideration ofother plans,policies andguidance affectingMole Valley,issued by theGovernment,South EastEngland RegionalAssembly(SEEDA), adjacentauthorities andother bodies

MEDIUM May have crime and disorder implications orbe specifically concerned with them.

Procedures for reviewing new plans,policies and guidance.

Consider incorporating significantfactors concerned with crime anddisorder into District’s policy andpractice.

Closed Circuit Television (CCTV)

Community Safety HIGH Key tool in providing evidence for criminalconvictions and in providing reassurance

Community Safety Strategy and actionplans

Reports to Environment Committee 2005

Future proofing project (mergedcontrol room)

Upgrading of Phase 1 of system

Increase in the town centre systeme.g. Meadowbank

Partnership with St Martin’s Walk

Evaluation of partnership CCTVsystem





Anti-Social Behaviour

Community Safety HIGH Anti-social behaviour linked to alcohol in towncentres

Application of the Anti Social Behaviourlegislation (linked with Housing Operations)

Anti-Social Behaviour Policy (AcceptableBehaviour Contracts, Anti SocialBehaviour Orders)

Alcohol Strategy

Community Incident Action Group process

Dorking Designation Order

Review of DDO

Introduction of Section 30 Order inAshtead

Town Centre Management

Town CentreManagement

HIGH Retail related crime

Threats to staff

Financial crime

Criminal damage/graffiti

Alcohol and anti-social behaviour (see above

CCTV system

Shop Watch radio system

Town Centre Security Group

Police Community Support Officers

Pubwatch

Town Centre Safety Guide

Pro-active Business Plan

HIGH Lone worker scheme

Crime Reduction Officer advice

Regular ‘shopwatch’ newsletters

Pro-active Business Plan





Economic Development

EconomicDevelopment

MEDIUM Staff safety in larger businesses

Lone workers

Crime Reduction Officer advice

Lone worker scheme

Visitor Information

Tourism LOW Recommendations for Bed & Breakfastaccommodation

Recommendations are only made onproperties nationally accredited by EnglishTourist Board

‘Ring-Round’ scheme for any problemguests.

MVDC recommends providers join tradeassociation such as TSE.

Regular communications withproviders

Community Strategy

CommunityPlanning

HIGH Umbrella strategy for Community SafetyStrategy

Crosscutting issues with young people, trafficand community development

All links made to Community SafetyStrategy

Clearer links

Improved action plans

Equalities

Equalities HIGH Community engagement and reassurance egMuslim community

Equalities Strategy

Community Safety Strategy

Community Strategy

Community engagement process

To continue to build links withdifferent groups in the community





COMMUNICATIONS & MEMBER SERVICES

ServicingCommittees andtask groups.

HIGH Templates for committee reports giveguidance to take account of ‘Crime andDisorder Implications where reports detail theimpact of their recommendation on crime anddisorder in the District

Copies of draft agendas to be given to theCommunity Safety Officer from June cycleto ensure that he is satisfied with theimplications of recommendations.

N/A

Servicing otherbodies (includingTown CentreForums, officergroups and TownCentre ManagerSteering Groups.

MEDIUM These bodies mostly work on developingpolicy to recommend to Members, serviceimplementation and managing the day to dayrunning of the organisation. Crime anddisorder issues should be considered as partof these groups, although the committeeofficer present often does not play a full role inthe meeting and does not have the opportunityto steer debate. The officers managing eachproject are responsible for considering thecrime and disorder implications.

N/A N/A

CorporateComplaints andCustomer Care

HIGH Dealing with corporate complaints: there areno crime and disorder implications arising fromthis.

N/A N/A





Communicationsincluding pressreleases

HIGH The Communications Manager issues pressreleases on behalf of the authority and worksclosely with Surrey Police on certain issueswhen joint press releases are being issued.

Council magazine carries Community Safetyarticles.

The section works with other sections inproducing leaflets and booklets to promote theDistrict. There is currently no communitysafety involvement in this.

Communications Manager drafts pressreleases in consultation with theappropriate officer and new priority willensure Stronger and Safer Communitieshas higher profile.

There would be opportunities to includeadvice in certain publications (e.g.magazine) to provide advice on personalsafety.

Concentration on Council priorities

WebsiteManagement

HIGH Communications Manager responsible for‘watching brief to check website

The website is constantly monitored to ensurethat it is up to date and contains accurate andrelevant information on the Council, itsactivities and on Mole Valley in general.

Community Safety Officer to place moreinformation about crime and disorder onwebsite

It could be possible to set up a link to theSurrey Police website

Community Safety Officer to liasewith Information Officer regardingthis.

Member Services HIGH More training / seminars will be providedcorporately for members in respect of the newpriority Stronger and Safer Communities.

N/A N/A





Supporting otherdepartments

HIGH The section provides advice to otherdepartments on local government law andpractice. This will include some questionsabout community safety implications onreports, but in most instances they would bereferred to the Community Safety Officer.

N/A N/A

Memberallowances

MEDIUM Checked rigorously to avoid possiblefraudulent claims.

Procedure in place for supervision ofpayment of allowances.

Audited by Internal Audit

Chairman ofCouncil

MEDIUM Chairman’s secretary supplies notes andupdates to assist Chairman in undertakinghis/her duties.

PublicConsultationStrategy

HIGH Consultation will take account of and informCouncil priorities.

Consultation strategy in place. N/A

Grants HIGH External funding requests Corporate Customer Liaison Officermanages funding requests from externalbodies to ensure compliance with FraudPrevention Service (CIFAS)

Policy in place

Delegates clearly authorised.





DIRECTORATE OF RESOURCES

FACILITIES MANAGEMENT

Managementestate atPippbrook andother remotelocationsthroughout MoleValley

MEDIUM toHIGH

Security of MVDC’s estate at Pippbrook toensure that the building and grounds present asafe and secure environment for public andstaff.

Health and Safety requirements in placeand regularly assessed.

CCTV installed at cost of £46,000

Policy reviewed in line with changesin legislation

To provideengineering,building surveyingand internalemergencyplanning

MEDIUM toHIGH

Impact of services on the community.

Liaison with Thames Water

Consultants and project managers tovarious departments (particularly Leisure,Community Services and GeneralServices) in designing and procuringmaintenance and capital projects.

No statutory authority but may requestprioritisation of works.

Policy reviewed in line with changesin legislation

DIRECTORATE OF RESOURCES





FINANCE DEPARTMENT

Management offinancial risk -includinginsurance

HIGH Arson

Theft

Vandalism

Fraud

Assault

Car leasing

Continue to support budget holders intheir Risk Management improvements.

Load risk costs (e.g. insurance premiumsand excesses) towards higher riskactivities.

Raise staff and Member awareness of thecost of loss.

Support the integration of riskmanagement assessment into decisionmaking process. **

Support the integration of riskmanagement responsibilities intooperational management. **

**Strategic management issue whichwould have to be dealt with corporately.

Site surveys

Risk audits

Risk Improvement Plan

Corporate Risk Register in use

Treasury Management – lending money Guidelines set by committee, twoindependent signatories required

Resources Risk Register

Departmental Risk Register

RevenueCollection

HIGH Non payment (e.g. Council Tax) leading tocourt action or even prison

Continue credit control policy





RevenueCollection

Theft (from MVDC and from customers makingpayments).

Internal theft

Further encourage non-cash transactions.(e.g. bank transfers, direct debits andstanding orders)

Cash collections now daily tominimise attraction.

Continued staff training.

Aggressive customers Continue to ensure staff awareness ofsupport and security measures.

Reception layout and secure interviewroom improved.

Use Safe Staff scheme (CommunityAlarm Centre) for staff workingalone out of the office.

Reprisals for information provided by thepublic

Witness protection scheme

Regulation Investigation Powers Act (RIPA)

Fraud (Housing Benefit)

Continue to maintain strict data security. Staff to be equipped with personalsafety devices

INFORMATION TECHNOLOGY

Information &Technology

HIGH Fraud

Email abuse

MDVC employees - PersonnelDepartment used for all recruitment,References taken.

Procedures in place for leavers, userlogin accounts disabled or deleted.

Procedures in place when third partysupport staff requires access to systems.

Corporate anti-fraud and corruptionpolicy.






HIGH Theft of equipment Asset register maintained.

Equipment marked by ‘Tracer’ fluid.

Equipment covered by insurance.

Disaster recovery/Business Continuityplans/contracts in place.

Data backed up and secured off site.

Users encouraged to store files onnetwork drives located in the accessrestricted computer room.

HIGH Computer misuse IT Security policy, code of conductdocument and Internet and email policy.

MEDIUM Misuse of information IT Security policy, code of conductdocument and Internet and email policy.

HIGH Data disposal Hard drives formatted or destroyed priorto disposal.

Data disposal/data retention policyto be decided by MVDC’s CorporateManagement Team in conjunctionwith user departments.






HIGH Unauthorised / unlicensed software IT Security policy and code of conductdocument which specifically states that nounauthorised or unlicensed softwareshould be installed.

Three year Microsoft EnterpriseLicence Agreement to be signed in2006 which will cover all PCOperating systems and OfficeApplications together with ClientAccess Licences.

HIGH Internet abuse Internet and email policy in place

Monitoring software in use

Access reports produced on request

HIGH Email abuse Internet and email policy in place.

Inbound and Outbound mail scanned forviruses by MessageLabs

LEGAL

To maintain thelocal land chargesregister processlocal authoritysearches

LOW To ensure searches can be made of land andproperty in the District.

N/A N/A

Elections

Maintain registerof electors andadministerelections

HIGH To ensure correct processes during electionprocedure.

N/A Amendments in line with centralgovernment legislation





Legal

The provision of acomprehensivelegal service to theCouncil.

HIGH Advice, Corporate

Advice, Committees

Advice, Officers

Advice, Councillors

Land Transactions including acquisitions,sales, leases or licences.

Some legal advice and prosecution workwill have crime and disorder implications.

If additional work or resources haveto be committed to Section 17initiatives from the Council or itscomponent parts then the LegalSection will need additionalresources accordingly

The provision of acomprehensivelegal service to theCouncil

Litigation.

Advocacy – Courts, Tribunals and Enquiries.

Contracts, Procurement.

Advice on standards.

Estates

1. Acquisitions MEDIUM Location and security of property/land and thepotential for vandalism.

Draw up ‘checklist’ for ensuring ‘safe andsecure’ property/land and ensure this iscompleted.

Maximise employment opportunitiesto reduce crime (in association witheconomic development)





2. Disposals(Freehold andLeasehold –includesModification orRelease ofCovenants)

MEDIUM Taking up references to ensuretenants/purchasers are suitable for theproperty/ location.

Agree with rest of Facilities Managementand instigate procedures to ensure vacantbuildings are secure and signed.

Agree with rest of FacilitiesManagement a ‘property security /safety officer’

3. PortfolioManagement

HIGH Consideration of suitability of new tenants inrelation to existing tenant mix when lettingvacant property.

Instigating practical security measures to deterproperty crime.

Use of common sense when it comes tochoosing tenant mix.

4. Managementof commonareas ofproperty inmultipleoccupation

HIGH Explicit definitions of who is responsiblefor the provision and cost of every service.

Improve physical security of buildingto deter property crime.

5. Rights of Way,WayleavesandTemporaryRights

HIGH Designing out crime (target hardening) Who is to be granted rights and to whatextent?





6. Grazing andSports Rights

HIGH Possible vandalism of equipment used inplay/sporting areas

Determine what action tenant/licenseeintend to combat Crime and Disorderbefore granting agreement.

PERSONNEL

Certain postsrequire completionof a ‘Rehabilitationof Offenders Act(1974)’ Form

HIGH To clarify the suitability and integrity of allpotential employees

Criminal Record Bureau (CRB) checksalways undertaken for staff employed atthe Leisure Centre (except those onlyemployed in the bar) and for Dial-a-Ridedrivers. CRB checks applied to newappointments as Wardens of ShelteredHousing Schemes. Also applied toLeisure posts where there is theopportunity for staff to come into contactwith children and/or vulnerable adults.

The Youth Policy referred to councillorshaving CRB checks but this has notstarted.

All staff employed at Dorking Hallssubjected to CRB checks.

Housing Wardens who were in postprior to the introduction of CRBchecks

Code of Conductissued to allestablishedemployees


The Code has been reviewed duringNovember 2005 and incorporated into theStaff Handbook and Conditions ofService. It is available on the intranet.

The Head of Legal Services is arrangingsuitable training for existing staff.

Code of Conduct could be issued tocasual employees.





References aretaken up beforeappointing staff


Personnel take up references for allestablished staff prior to appointment.Managers at the Leisure Centre andDorking Halls have been advised by theInsurance Officer and the Head ofPersonnel that as they take on casualstaff they are responsible for obtainingsatisfactory references

REVENUES & BENEFITS

RevenueCollection

HIGH Non payment leading to prison. Continue credit control.

HIGH Theft (from MVDC and from customers makingpayments)

Further encourage non-cash transactions. Consider frequency of cashcollections to minimise attraction.

HIGH Aggressive behaviour Continue to ensure staff awareness ofsupport and security measures.

Continue staff training.

New reception layout and secureinterview room

Use Safe Staff scheme (CommunityAlarm Centre) for staff workingalone out of the office

HIGH ‘Nuisance’ behaviour by members of the publicat Pippbrook House and at Help Shop e.g.blocking access to services for other membersof the public. e.g. closure of Clarendon House

Discussed at Chief Executive level. Inextreme circumstances individuals will beremoved from building.

Consideration for refurbishment ofPippbrook reception and Help Shop(Safe Staff Scheme) in relation to:

Consideration to be given to Courtaction in appropriate cases.

HIGH Reprisals for information provided by the public Continue to maintain strict data security.

Extended administration powers agreedby Chief Executive





RevenueCollection

(cont’d)

HIGH Fraud Benefit Fraud Inspectorate

HIGH Maximise benefits collection by those eligibleto reduce default is of other charges (e.g.council tax, rent)

Revenues not paid can lead to court action inextreme cases. MV is increasingly successfulin detecting innocent defaults. Has no facilityor staff to deal with ‘organised’ crime.

Administration Order legislation in place

RIPA regulations in place.

HIGH RPI Act Fraud Investigation team leading toacts of defrauding both central governmentand MVDC

RIPA investigation Provision of outside authorisedofficers leading to ability to accessinformation e.g. phone records. MVOfficer to attend Fraud Authorisationcourse. (Head of Finance )

MEDIUM Safe Staff Scheme Training new members of staff

Conflict management training at induction(presently delivered by external providerSurrey Police)

Induction to include aspects ofSection 17.

HIGH Anti-Poverty – welfare take-up strategy as alocal council

Verification Framework – evidencing claims

DWP – ‘Protect Gateway to Benefit’

Measures to provide financial control onbenefit





RevenueCollection

(cont’d)

LOW Monitoring of Cash Office to obviate

- internal (theft)

- external (fraud)

Proximity of reception and relation to area as astaff thoroughfare. Staff vulnerability

‘Tailgating‘ of undesirables through securitydoor

Risk Assessment done.

• Reception area

• Officers need to check identity ofvisitors

• Housing

• Planning

• Revenues and Benefits

Financial controls in place, local butdirected by Internal Audit withCIPFA guidance.

Move to secure payment by bank orcard transfer

Review of car park cash collectionand possible outsourcing by CMT





DIRECTORATE OF SERVICES

COMMUNITY SERVICES

CommunityServices

HIGH

HIGH

• Use of ID cards by all staff to preventbogus callers and raise awareness fortenants to demand that ID be shown

• Racial Harassment

Promote in ‘Mole Valley Life’

Require all staff to wear ID badges. Note:ID badges do not conform withrequirement of national standard

Develop racial harassment procedure andprovide training for all staff.

Poster/leaflet campaign

Work towards corporate identity forID badges and compliance withnational standards.

Identify separate racial harassmentbudget to improve security etc forvictims.

HIGH

HIGH

HIGH

MEDIUM

• Community alarms in people’s homes foremergency use

• Bogus caller buttons

• Community alarms in shops and offices –Safe Staff Scheme incorporates silentalarms with duress code

• Flood detectors in homes (e.g. overflowingbaths)

• Carbon monoxide detectors

• Passive infra red (PIR) detectors

• Tele-care for people recently left hospital

Reassurance and target hardening



Community reassurance




Police have requested CommunityAlarm Centre to monitor for repeatoffences where units fitted ( i.e.same premises repeatedly burgled)

DIRECTORATE OF SERVICES





CommunityServices

HIGH Lone worker scheme; link via GPS withCommunity Alarm Centre e.g. for mobilewardens. (e.g. responds if worker has notcommunicated within given period of time)

Reassurance and target hardening Cost of phone currently £270(cheaper version at £190 + £10 permonth to monitor)

HIGH

MEDIUM

HIGH

MEDIUM

MEDIUM

MEDIUM

• At present in MVDC only car parkattendants are monitored (Surrey CountyCounty)

• Out-of-hours housing repair calls.

• Domestic violence

• Dial-a-Ride service; door-to-door servicefor vulnerable persons

• Day Centres in Dorking and Leatherhead

• Mole Valley Access Group (link with Dial-a-Ride in terms of access)


Safer, secure transport

Secure environment giving informaladvice where individuals needing carecan be monitored by managers

Improved access to ‘built’ environment i.e.stairs and narrow doorways forwheelchairs

On-going care for vulnerablepeople. Small grants are available(max £500) for 50% cost for e.g.village halls and churches.

Approx 11% of Head Officer’s timedevoted to Access issues





CommunityServices

(cont’d)

MEDIUM Core business at other centres where ‘core’ isCCTV as Code of Practice not applicable

Cost implications of intentions at other centres(e.g. Elmbridge) are considerable

Referred to required standard atmonitoring centres (not able to monitorCCTV in same environment asCommunity Alarms)

Handyman service (as at 1st April 2006)

ENVIRONMENTAL HEALTH

General activities HIGH • ID badges to prevent impersonation.

• Internal financial controls to prevent fraud.

• Training on handling difficult customers toprevent violence.

High-risk customers noted on database toassist interviews, etc.

In place

In place

In place

In place

On-going

On-going

On-going

Constant review

General regulatorywork includingfood, Health &Safety, pollution,licensing

HIGH • Personal alarm, mobile phones, pagersavailable as necessary to assist staffworking alone.

• In/Out board used in office to track staffout of the office.

• All valuable equipment used outside issecurity marked and listed on inventory.

• Complainants’ names are kept confidentialto prevent reprisals.

• Complaint response times match urgencyto reduce risk of violence.

Non-statutory or low key approaches usedwhere practicable to avoid escalation ofissues.

In place

In place

In place

In place

In place

In place

Every officer could have a mobilephone.

Reviewed regularly

On-going

On-going

On-going

On-going





Noise control HIGH Unmanned equipment is deployed where riskof vandalism can be minimised and risk of thefteliminated.

Police support requested when necessaryespecially at night.

Police advised whenever alarms on vehicles orpremises are disconnected. Owners areadvised as soon as possible.

Seizures planned for daylight hours wheneverpracticable.

In place

In place

Protocol in place

In place

On-going

On-going

HackneyCarriage/PrivateHire Vehicle driverlicensing

HIGH References and police checks carried out. Information Sharing Protocol in place On-going

HC/PH Vehiclelicensing

HIGH Insurance and MOT checks. On-going

Licensed premises HIGH To deliver the Council’s licensing policy Licensing policy in place in line withlegislative requirements.

To follow developing legislation

CharitableCollections

Financial returns requested In place On-going

Pest Control HIGH Appointments all pre-booked.

Contractor has ID.

Poisons carefully controlled in storage anddeployment.

In place (in line with legal requirements) On-going




(include budget implications)Private sectorhousing (homesecurity grants)

HIGH Provide funding for security to assist withvictims of burglary to address vulnerability andcombat bogus callers/trickster

System and protocol in place Reviewed annually

HOUSING

HousingManagement

HIGH Use of ID cards by all staff to prevent boguscallers and raise awareness for tenants todemand that ID is shown.

Promoted in Mole Valley Life. Written toall tenants about take over by RegisteredSocial Landlords (RSLs). MVDC trickstercampaign in place. Bogus caller andhome security scheme (HRA) forvulnerable persons, close liaison withCrime Prevention Officer

Require all staff to wear ID badges

Poster/Leaflet campaign. Currentprocedures will continue when RSLstake over. Continued membershipof Information Sharing Protocol(ISP)

HIGH Racial harassment (including homophobic) Develop racial harassment procedure andprovide training for all staff.

Scheme of racial policy on harassment(Corporate racial policy exists)

Identify separate racial harassmentbudget to improve security etc. forvictims.

HIGH Vandalism and Criminal Damage Prompt reporting of repairs and removalof graffiti. Use of MVDC website and localclean graffiti by Direct Labour Force(DLO).

Area Housing Managers (AHM) to surveypatches and report on scope to ‘designout’ vandalism ‘hot spots’

Carry out any works identified asbeneficial. On-going works asnecessary and continue underRSLs.

Quarterly Environmental VisualAudit (EVA). Four graffiti removalkits to be issued to caretaker.





HousingManagement

(cont’d)

HIGH Garage areas AHMs to survey all garage areas onpatches and list any works (e.g. Improvedlighting) to reduce crime, identifyingpriority of each area.

Identify separate budget and carryout a phased ‘garage lighting’programme.

(There is a continuing programme ofland dispersal for development)

HIGH Neighbour Nuisance Policy in place for management staff todeal with neighbour nuisance and providetraining on legal options.

Promote policy in Mole Valley Life

Continually updated with quarterlymonitoring.

HIGH Anti - Social Behaviour Policy in place for management staff todeal with neighbour nuisance and providetraining on legal options. Information onMVDC website and leaflet available fromreception.

Promote policy and publicise recent useof ASBO in Mole Valley Life

Representatives on communitycommittee. MV-Tenancy ActionGroup (TAG) meeting about housingservice plan. Link with police atGoodwyns estate’s Chair ofNeighbourhood panel

HIGH Supporting People MVDC have protocol with Relateorganisation to provide service asneeded.

Membership of Cherchefelle to providesupport. Protocol with Social Services for16 and 17-year-olds.

Re-inspection complete - resultawaited.

HIGH Gypsy Management Formal consultation on regular basis.

Member of Gypsy Forum

Working towards parity with ‘bricksand mortar’ tenancy conditions.





PropertyManagement

HIGH Use of ID cards by all staff to prevent boguscallers and raise awareness for tenants todemand that ID be shown


Require all staff to wear ID badges.


HIGH Racial Harassment Develop Racial Harassment budget toimprove security etc. for victims.

HIGH Home Security Publicise need for caution in MV Life.Distribute leaflets. Decent Homesprogramme e.g. double glazing.

Looking to install individual doorentry devices. (Subject to finance).

HIGH Vandalism to empty properties (voids) Guidelines for contractors on security ofvoids in vulnerable areas. Fewer voidsand turnaround time reduced.

Purchase of ‘Sitex’ equipment /remote intruder alarms. Electronicflagging system in place. Safer staffpolicy (lone worker) via communityalarm. Personal alarms.

HIGH Vandalism and Graffiti on estates Repairs and maintenance carried out byEstates Labour Force and utilising MVDCgraffiti cleaning contractors via GeneralServices

In-house training for MVDCpersonnel to clean graffiti.

Housing Lettings HIGH Use of ID cards by all staff to prevent boguscallers and raise awareness for tenants todemand that ID be shown.

Promote in Mole Valley Life Poster/leaflet campaign

HIGH Racial harassment Develop racial harassment procedure andprogress training for all staff

Identify separate racial harassmentbudget to improve security etc. forvictims.

HIGH Domestic Abuse Full participation in East Surrey DomesticForum (ESDA). Funding for refuge(Guildford). Sanctuary scheme. Physicaldonations such as benches sosurroundings more pleasant

Working towards compliance withBVPI 225.





Housing Lettings

(cont’d)

HIGH Sex Offenders Develop policy/procedure forhousing/transfer of known sex offenders.

On-going legislation. Informalprotocol with other authorities to bein place to consider housing needsof subjects (e.g. the re-housing ofrecently released offenders intoother areas)

HIGH Pit Stop Pit Stop caters for person undergoing‘hard times’. Meet at Pit Stop withHousing Needs Officers. Regular liaisonwill be on-going when RSLs take over.

Homelessness grant to be re-invested into services.

HIGH Leatherhead Night Hostel MVDC currently pay rent for night hostelpremises

Re-modelling of premises to providebetter facilities for male/femalesegregation.

Support Services HIGH • Use of ID cards by all staff to preventbogus callers and raise awareness fortenants to demand that ID cards be shown

• Racial Harassment

Child Protection


Require all staff to wear ID badges.

Develop racial harassment procedure andprovide training for all staff.

Policy in place. Relevant officer is Headof Leisure. MVDC is complying with allprocedural requirements.


Identify separate racial harassmentbudget to improve security etc forvictims.

Further child support officer isawaited.





GENERAL SERVICES

Waste andRecycling

HIGH Refer to Contract document 2006 – 2012.(Cleanway)

Wheelie bins (green for recycling andblack for refuse)

All crews carry ‘sharp’ boxes fordangerous articles.

MRF working towards National Prioritiesfor Sustainability

Pro-active H&S checks are carriedout (inspected continuously atrandom)

Appraisal of current contract in2011.

Street Cleaning HIGH Refer to Contract document 2006 – 2012.(Cleanway)

All crews carry ‘sharps’ boxes fordangerous articles (e.g. drugs, needles)

Protocol in place for reporting.

Contract until 2009+5+5

(option of 2 further 5-year renewalperiods)

ParkingManagement

MEDIUM • Car park

• Lighting

• Access

• Safe Staff Scheme. Staff receive trainingin conflict management, manual handling.Contractors are responsibly for ownemployees.

Inspection of surface areas on daily basis.

Daily reporting system.

GSI monitoring system in operation for allcar park attendants.

Consideration of secure car parkscheme for St Martin’s Walkdependent on outcome of currentplanning applications withThornfield)

Provision of ‘fail safe’ car park ticketmachines. (Manufacturers maintainimpossible to break into)





Abandoned cars HIGH Numbers have decreased in recent years fromapprox 500 to 200 p.a.

90% inspected within 24 hours. Removaldependent on these being classed asabandoned.

Computer link with Surrey Police forkeeper information.Sticker put on windscreen within 24 hours.

Fly-tipping HIGH Hazardous materials Members of public are able to report onMVDC website. Area is cordoned off;requires special treatment.

Costs of initial removal (and storagewhere applicable) borne by MVDC;disposal costs borne by SCC.

Asbestos removal requires specialistcompany.

Protocol being developed re: prosecu-tions. Surrey Police Rural Officer sendsdetails of vehicles involved in fly-tipping

Better reporting system on website

(button to link directly to fly-tippingreport page)

Proposed protocol for betternetworking.

Grafitti HIGH Anti-grafitti Forum to provide public re-assurance and reduce crime.

Grafitti removal protocol in place. Website access being updated andimproved.





LEISURE

Youth HIGH Mole Valley Youth Voice (youth council) –Formed in 2002 for young people (11-19)to have a voice and to be heard aboutissues they feel strongly about in andacross Mole Valley. Currently 42 membersfrom 10 schools Successfully run eventsthroughout the year, inc. Showcase, bandsnights, discos and councillors’ questiontime.

Mole Valley Junior Youth Voice – launchedin 2005 for young people (aged 7-11).Currently has 28 members from 9 schools.

Mole Valley District Council Youth Officeris in regular contact with the local police interms of what activities we are running andevents that are in place for young people inMole Valley.

The police are also involved in the localMulti-Agency Group meetings.

Terms of reference drawn up andreviewed each year

Structure of the Youth Council followsthat of the Council and has a Leader,Chair and Vice chair. Members areelected yearly.

The local police attend Youth Voicemeetings

Sports HIGH Community Sports Coach in placesuccessfully working on the ‘Mega Moles’schemes in schools across Mole Valley.

Surrey Youth Games festival: the festival isaimed at introducing young people intosports that have never tried or want to try adifferent one

Coach Apprentice Scheme





Arts HIGH Arts Alive – a month long festival held inOctober 2005 marked the most successfulyear for youth involvement and projects

Decide to Dance – modern and streetdance class developed by request fromyoung people. Successful classes nowexist in Leatherhead and Dorking at theLeisure Centres.

Live and Direct – A youth music projectspecifically aimed at young people whowant to learn how to play instruments orform a band.

2006 is the 10th anniversary andpromotion will be early and morewidespread to encourage more youthinvolvement

A Financial and Activity evaluationis carried out each year for benefitsand effects of the festival.

Youth, Sports &Arts

(joint projects)

HIGH Holiday and term time activities

Sports coaching after school and day timecourses for young people

Sports Festivals – rugby and football

High Ashurst Days Out – inclusive schemefor under and over 11 years.

Street Sports – canoeing, Mountainboarding, rock climbing – developed forteens and older young people.

Fun Van – rural scheme aimed specificallyat rural parts of the district.

Summer Scheme – mixed activity daysinclusive for under and over 11 years

06/07 Development Plan in place(subject to committee on 7th March)detailing all activities for youth sportsand arts.

Youth Strategy in place February2006. The document has been drawnup in line with the key issues from‘every child matters’.

Action plans and risk assessmentscompleted for all schemes.

Developing trends andlegislation will be followed(EXPAND)

An annual review will carried out onthe strategy and departmentalaction plans





Grants supplied HIGH Mole Valley District Council has a grantscheme and issues a total of £10,000 toapplications that fall into the councilspriority areas. Details can be found in thecommunity strategy

A grant policy and procedures are inplace.http://www.molevalley.gov.uk/index.cfm?articleid=767

Grants Achieved HIGH Funding and grants are applied for fromexternal bodies to provide more coursesand services and also to benefit local clubsand coaches.

A sponsorship pack is in place andapplication forms for other externalfunding are available when thefunding streams are announced.

Leisure Department (Parks Team)

ParksManagement

HIGH Maintenance of parks and open spaces toa high standard, including swift action ongraffiti and vandalism.

Grounds Maintenance Contract inplace, setting out routine groundsmaintenance operations (includingrectification/ reporting of vandalism,etc)

HIGH High quality of ground maintenance meanssites are generally inviting and userfriendly, and consequently well used. Thishas a positive impact on anti-socialbehaviour and perception of crime.

Reporting structure in place forcontractors to report incidents ofvandalism, anti-social behaviour, etc

HIGH Regular site visits carried out byParks Officers ensure that sites areregularly monitored.

Procedures in place for contractors/grounds staff to report the discoveryof drug paraphernalia, sharps, etc.This in turn is reported to CommunitySafety Officer and the police.





ParksDevelopment

Improvement programme in place for parksfacilities in general (play areas, seats, bins,etc). King George V Playing Fieldplayground improved in 2004/05, andFortyfoot Play area in 2005/06.

Skate parks built in Leatherhead LeisureCentre, Kingston Rd Recreation Ground.and Lower Rd Recreation Ground followingconsultation with youths and local people.These act as a diversionary scheme,allowing youths to expend their energies inproductive ways.

Youth Shelter at Ashtead RecreationGround acts as a diversionary scheme,providing youths with somewhere, otherthan the play area, to congregate.

Capital and Repair and Renewal’smoney allocated over recent years tofund refurbishment of play areas, andnew builds, etc

Refurbishment of Cock LanePlay area and hard courtscheduled for 2006/07 (R&Rmoneys allocated to this)

Construction of new skate parkat KGV Playing Fieldsscheduled for 2006/07 (Capitalmoney has been allocated tothis)

New Youth shelters planned forKingston Road RecreationGround and KGV Playing Fieldthis year, to be funded fromMVDC Priorities money.

Events on OpenSpaces

Large events (e.g. Meadowbank fireworksand funfair, Brockham Bonfire, etc) attractconsiderable numbers of people- potentialfor anti-social behaviour, petty crime andother problems associated with largecrowds

Consultation with local residents,ward Councillors, Community SafetyOfficer and Emergency Services.

Police presence generally ensured forlarger events

Event organisers required to carry outrisk assessments prior to the event

Event organisers required to complywith strict conditions of use, and sign‘Conditions of Letting’ form





Dorking Halls

Dorking Halls HIGH General public safety

Fire escapes

Sale of alcohol

Substance mis-use

Complaints

Duty manager training includes ensuringthat entertainment licence regulations arecomplied with.

Number of personnel trained in first aid ishigher than statutory requirement.

Access routes well able to cope in eventof fire. Annual inspection by Fire Officer

Bar available for interval drinks inevenings.

Bag searches carried out at certainevents. Audiences monitored by staff.

Duty managers receive training in dealingwith difficult customers. All writtencomplaints referred to General Managerin first instance. If customer not satisfiedthen enters MVDC complaint’s procedure.

Continued monitoring of LicensingAct requirements.

Training needs identified within staffappraisal scheme.





Dorking Halls HIGH Showing of cinema films

Accompanying minors

Age Restriction laws strictly adhered to(including trailers). Also applies to anyadverts shown.

Parental guidance applies; members ofpublic can also consult box office staff.

Continued monitoring of legislation.

HIGH

HIGH

HIGH

Special events and one-off productions (e.gcertain comedians)

Youth events (Youth Voice)

Youth Theatre (aged 8 years upwards)

Security Company employed as needed.

Youth groups own stewards monitoraudiences. Close working relationshipwith MVDC Youth Development Officer.Follows Youth Strategy within CommunityStrategy 2006 –2016.

Criminal Records Bureau (CRB) searchescarried out.

Developing trends addressed.

Monitoring developing needs.

HIGH Casual staff No casual staff has access to safe.Technical staff has secure lockers forpersonal belongings. All box office andFront of House (FOH) staff sign writtenprocedures regarding cash handling andsecurity.

HIGH Rear access (used for installation of technicalequipment, etc)

Staff monitor the Back Door and try tokeep it closed.

Keys issued to lock dressing rooms.

Improved automatic closing for reardoors to be installed, subject tofunds being available.





Leatherhead Leisure Centre

Staff safety andtraining

HIGH Safe Staff Scheme in place (including casualstaff in school holiday and peak periods)

Staff trained in conflict management

Pool staff are National Pool Lifeguard(NPLG) qualified.

First Aid at Work training includes use ofdefibrillator.

Fire Safety training

Manual handling

Disabled /Special needs - Disabilityawareness training undertaken

All staff working with children are CRBchecked

Local environment HIGH Graffiti

Vandalism

Skate park

Former boat park

Drug abuse

Clean-up kit available from GeneralServices (organised by Community SafetyOfficer)

Vandalism controlled by having apresence on site for up to 18 hrs per day

In use as storage for wheelie bins

Debris found in car parks dealt with usingsharps containers and information passedto relevant agencies

Costs of dealing with litter, graffitiand damage to skate park areaneeds allocation.

Conversion to indoor and outdoortennis courts when funds available.





Private functions -hirings

HIGH Some one-off specials. No bookings accepted for 18th birthdayparties unless client is known to Centrestaff.

Safety – policeresponse

HIGH Anti-social behaviour All Duty managers equipped with radios.

Reception staff trained in use of panicbutton. In event of drunk and disorder,Duty Manager called in first instance(trained to calm situation as first step,

Dial 999 if situation escalates.

Community Safety Officer toarrange for new police staff to makethemselves known to LeisureCentre staff.

Meeting to be arranged with DistrictInspector to address policeresponse times.

Car Park

CCTV andexternal lighting

Internal CCTV

HIGH People (predominantly females) attending lateevening (poor lighting in car park)

Provide monitoring and lighting

Provide internal monitoring of identifiedvulnerable areas

Car park gate is closed between 11.30 pmand 9.30 am

Maintenance carried out by EDF (carriedout under Council contract)

In use in place.

IP (internet protocol) surveillanceequipment installed (is recorded and canbe monitored internal computerequipment)

Lighting level check to be arranged(lux level)

Change light source from lowpressure to high pressure sodium

Improvements dependent on budgetavailability





Disable access HIGH Wheelchair access via ramp from roadside istoo sleep for current regulations.

Access via ground floor swimming poolentrance then use lift.

Relocate reception to ground floor(funding awaited)

Licensing HIGH Timings:

10.00 – 24.00 Friday

10.00 – 01.00 Saturday

10.00 - 22.30 Sunday

Parties used licensed stewards. Proof ofID required i.e. birth certificate.

Security HIGH Cash handling

Lockers

Cash is collected each weekday andtimed so minimum is held overnight. Twoduty managers required to access safe.

Digital locker ‘keys’ in use.

Adjoining publicfootball (south)

HIGH Used predominantly by youths in vehicles asmeeting venue at night (complaints fromnearby residents in Thorncroft Manor

Gates fitted to prevent vehicular accessbetween 11.30 p.m. and 9.30 a.m.

Football leagues(externalorganisation)

HIGH To provide diversionary activities

Junior Football leagues, senior leagues havebeen streamlined which may allow for theirintroduction

In place

One of Leatherhead Leisure Centremanagers charged with setting up.

Young people’sskill anddiversionaryactivities

HIGH Several martial arts classes providingbeneficial guidance in discipline and selfrespect.

Feedback forms used to consult withparents.





PLANNING ADMINISTRATION, DEVELOPMENT CONTROL AND ENFORCEMENT

Registering andprocessingplanningapplications

Appeals

General Enquiries

HIGH Importance given to designing crime out ofnew development proposals:

• “Design Against Crime” leaflet (producedby Surrey Police) available free toapplicants/developers/members of thepublic.

• Government Circular advice used as areference point, e.g. Circular 5/94 –Planning out Crime.

• Development Plan policies considered asappropriate, e.g. Policy ENV27 – Planningand Crime Prevention.

• Procedure notes on Designing out Crimeset out at Appendix 12 of PACISConsultations and Constraints Code Bookused by officers.

• Crime and design issues considered at pre– application stage; Surrey ForceArchitectural Liaison Officer consulted foradvice/developers encouraged to consultin appropriate cases.

• Copy of weekly list of planning applicationssent to Surrey Force Architectural LiaisonOfficer.

• Architectural Liaison Officer specificallyconsulted on all applications involving:

Seminar for development control officersto raise profile of design and crime issuesand reinforce importance of existingprocedures.

Checklist of important points to bear inmind when assessing crime and disorderimplications of applications.

Profile of design and crime issuesraised by sending outleaflet/including information withplanning applications.

Police Architectural LiaisonOfficer/Crime Prevention DesignAdvisers involvement in staff training.





Registering andprocessing ofplanningapplications

(cont’d)

1. Residential development comprising25 or more dwellings;

2. Business/industrial/retail developmentin excess of 1000sq.mt.

3. Any scheme raising a potential crimerisk or issue.

• Architectural Liaison Officer’s advice takeninto account: issues raised with applicantsand meetings arranged with CrimePrevention Design Advisers as necessary.

• Views of Architectural Liaison Officer andlocal residents reported to Committee.

Ensuring safety of staff and customers in theoffice and out on site visits, minimising risk ofcrime and disorder.

• Planning Department Safety Policyemphasises aspects of personal safetyincorporating advice from:

i) RTPI Practice Note 11 – ‘PersonalSafety at Meetings and Site Visits’

ii) MVDC Violence at Work Policy (Health& Safety Manual)

Staff seminar to raise profile of safetyissues/review personal practice.

Establish “risk register” of sites/situationswhere accompanied meetings/siteinspections advisable on the basis of staffexperience, and ensure staff aware of it,e.g. on receipt of planning applicationsinvolving potentially difficultcustomers/sites.

Reinforce need for staff to wear identitybadges/carry identity cards with them,monitor visitors to office to ensure all areauthorised.

Increased use of in-house training onhandling difficult situations withcustomers / refresher courses for allstaff on a regular basis.

Ensure office space can only beentered by staff/permitted visitors(e.g. by use of electronic passes) oras a lesser measure use more “staffonly” signs.





• Mobile phone use by staff encouraged.

• Swing gate at counter to discourageunauthorised access to office.

Enforcement HIGH Investigation of breaches of planning control.

Conservation, Countryside and Built Heritage

Processing/advising/negotiating onapplications forlisted buildingconsent, proposalsin conservationareas etc.

HIGH Importance given to designing out crime ofnew development proposals (see DevelopmentControl)

Sensitive and effective positioning of CCTVcameras, security lighting and burglar alarms.

Enforcement HIGH Investigation of unauthorised works to listedbuildings (criminal offence)

Design andimplementation ofenvironmentalenhancementschemes

Grants for repairs

Enhancements etc.

HIGH Important to ensure risk of crime, particularlyvandalism, is minimised through:

• Choice of materials

• Specification and positioning of streetfurniture cycle stands etc.

• Size and position of trees planted andprotection measures required.

• Use of good quality street lighting toimprove safety.

Increase community involvement indesign process by wider consultation atinception.

Increase community involvement indesign and implementation byencouraging and managingcommunity groups to design andcarry out specific projects.

Liaise with police to educateconvicted vandals about effects ofdamage, etc.





• Choice of public art that will not attractvandalism/be vulnerable

• Overall design with particular attention tocongregation and seating areas

Management and maintenance – in particularensuring that mechanisms are in place to dealwith effects of vandalism immediately

Building Control

Site inspections,includingdangerousstructures anddemolitions

HIGH If possible two members of staff visitdangerous structures / attend callouts atunsociable hours.

Development Control

Enforcement HIGH Investigation of unauthorised work

Ensuring compliance with planning permission

Close monitoring of developments Changes to procedure andenforcement in line with governmentlegislation and Local DevelopmentFramework.

General Enquiries HIGH Ensuring safety of staff and customers in theoffice and on site visits, minimising risk ofcrime and disorder.

• Planning Department Safety Policy

• MVDC Violence at Work (Health andSafety Manual)

All staff have mobile phones.

Reinforce need for staff to wear identitybadges/carry cards with them.

crime and disorder act 1998 implications and ...€¦ · page 1 crime and disorder act 1998...

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