Stirling Community Planning Partnership Contents Forwords Council and Police CHAPTER 1: INTRODUCTION & CONTEXT 5 6 Purpose of the Strategy 6 Defining Antisocial Behaviour 6 Local Context 8 Community Engagement 10 National Context‐ Strategic Outcomes and Objectives 10 Antisocial Behaviour Review 10 National Performance Framework 11 Christie Commission Report 12 Community Planning National Review 13 Consultation 13 Local‐ Strategic Outcomes 13 Strategic Objectives 15 CHAPTER :2 Profile of Antisocial Behaviour in Stirling 15 Anti‐social behaviour in Stirling 16 Police‐ Dealing with Antisocial Behaviour 20 Stirling Council‐ Dealing with Antisocial Behaviour 23 Safer Communities Team 24 Community Safety Partnership 25 The Remit of the group 26 Tackling Antisocial Behaviour in Stirling 28 Partnership working 32 Information Sharing 38 Performance & Monitoring 38 Associated Strategies and Plans 39 Legislation 40 Equal opportunities 40 1 Forewords
Stirling Council This strategy paints a picture of where we have been and where we hope to get to in ensuring that Stirling becomes an even safer and more pleasant place to be. Communities that are safe from crime and disorder thrive, and that is why tackling antisocial behaviour in Stirling is so important. I am proud to present Stirling’s second antisocial behaviour strategy Working Together for Safer Communities 2014‐17, setting out how we aim to build on the progress, success and lessons learned from its predecessor to ensure public safety and achieve better outcomes for all our communities. The strategy has been developed jointly by the Community Safety Partnership whose members include Stirling Council and Police Scotland as well as other members of the wider Community Planning Partnership, who are working together to address the causes and effects of antisocial behaviour: 1. Prevention – addressing the causes of the problem through preventative work 2. Integration – working to achieve shared outcomes with strong governance and accountability, better information sharing and data analysis 3. Engagement – involving communities and keeping them informed. 4. Communication – ensuring positive and evidence based messages are shared with communities. Following local elections in 2012 Stirling Council also set out a number of key priorities to shape its work over the following years, three of which in particular relate to how we deal with antisocial behaviour: 1. Ensure enforcement action is taken across all areas of Council activity and make full use of the Council policy to combat antisocial behaviour 2. Increased focus on early intervention to help families in need 3. Examining and delivering on more opportunities for improved models of service delivery To achieve these requires working to prevent and reduce antisocial behaviour; to intervene as early as possible where antisocial behaviour has been detected; to enforce all the powers at our disposal where it has not been possible to nip issues in the bud; and to rehabilitate perpetrators of antisocial behaviour. Tackling antisocial behaviour is challenging, but working together with all our partners will greatly enhance our chances of success. I thank everyone who has contributed to the development of this strategy and look forward to working with you in putting this into action. Councillor Danny Gibson Convenor, Environment and Housing Committee 2 Police Scotland I am delighted to introduce the Stirling Antisocial Behaviour (ASB) Strategy for 2014 – 2017. Encouragingly Stirling has experienced a recent drop in anti‐social behaviour. This is due, in no small measure, to our continued and enhanced partnership working. Making communities safer is our collective goal and one which we will continually strive towards. Low level crime and antisocial behaviour are significant concerns of the public. ASB and disorder can have an adverse effect on the quality of life of people who live in Stirling’s communities and who experience such behaviour on a regular basis. It can also cause undue levels of fear in communities because of the perception it creates. An objective of our current three year Stirling Policing Plan is to deal with anti‐social behaviour in response to the needs and expectations of the communities of Stirling. By regularly sharing information and working in collaboration we use all available information and intelligence to effectively target known problem locations and repeat offenders. In support of this we continue to undertake partnership prevention and enforcement activities. In addition to this and following public, elected member feedback and consultation I have changed the policing deployment model in order to improve visibility and engagement with the communities we serve. A local authority liaison officer is embedded within the Safer Communities Team to ensure Police Scotland contribute on a daily basis at a tactical and operational level. To improve engagement with our young people I have increased schools based officer provision to cover every secondary school in the Stirling area. The school based officer’s will also link in with primary schools to highlight the negative impact of ASB to young people and how their behaviour can potentially impact on others. I fully recognise the impact that alcohol can have and we will continue to work with the licensed trade, licensing forum, licensing standards officer and the licensing board to ensure licensed premises uphold and promote the licensing objectives. This strategy then will allow local officers and partners to deal with local challenges alongside our communities. This document highlights that partnership working within the Stirling area is better placed to bring about positive results for the benefit of all who visit, live, work and socialise in the Stirling area. Chief Inspector Paul Rollo Stirling Area Commander 3 CHAPTER 1
Introduction & Context
Purpose of the Strategy Community Safety is essential to the quality of life and wellbeing of the people of Stirling. Community safety encompasses a range of issues from antisocial behaviour, substance misuse, crime prevention, road safetysafety of vulnerable groups, domestic abuse, violence, fire safety, environment safety and the perception of crime etc. Community Safety can be defined as a state where: People are safe from crime, disorder, danger and free from injury and harm; communities are socially cohesive and tolerant; and, are resilient and able to support individuals to take responsibility for their well‐being. Tackling antisocial behaviour in Stirling is key to achieving better outcomes for communities. The Antisocial Behaviour etc. (Scotland) Act 2004 placed a statutory duty on Stirling Council and the Chief Constable of Police Scotland to jointly prepare, publish, review and revise a strategy to tackle antisocial behaviour in the local authority area. This is the second strategy for Stirling, covering the period 2014‐2017. It builds on the progress, success and lessons learned from “Working together to build strong, safe and more attractive communities” which covered 2005‐2008. The Community Safety Partnership has included a range of techniques and initiatives that were developed to address and improve safety in the Stirling area. The majority of these projects involved intelligence‐led multi‐agency working to deliver on prevention, early interventions/diversions/support, enforcement and rehabilitation. 4 Defining Antisocial Behaviour The Antisocial Behaviour etc. (Scotland) Act 2004 states that a person is involved in antisocial behaviour if they: Act in a way that causes or is likely to cause alarm or distress to anyone; or Behave in a way that causes or is likely to cause alarm or distress to at least one person not of the same household as them. In this definition conduct would include speech, and a course of conduct must involve conduct on at least two occasions. The expression “likely to cause” means that someone other than the victim of the antisocial behaviour can give evidence about whether behaviour is antisocial or not. It is the effect or likely effect of the behaviour on other people that determines whether the effect is antisocial. The authority applying for the order does not have to prove that the defendant intended to cause alarm or distress. While an authority does not have to prove intention, it would not be appropriate to use the powers in the Act where an individual cannot understand the consequences of their actions. If an individual has a disability or a medical or developmental condition, or it is suspected they may have such a condition, authorities should get advice from medical experts on what support is available. In practice, antisocial behaviour can mean different things to different people. It can cover a wide range of things from litter to serious harassment, from dog fouling to criminal damage to property. Behaviour regarded as acceptable by some can be seen as antisocial and completely unacceptable to others. Expectations of standards of behaviour can also vary between communities and groups within communities. In addition, antisocial behaviour is not necessarily behaviour that is merely different, or which is the result of a medical or developmental condition or a mental health problem. So tolerance and awareness of the needs of is an important part of tackling antisocial behaviour. The Stirling Community Safety Partnership has categorised antisocial behaviour types as: What is Anti‐social Behaviour Disregard for community/ wellbeing Acts directed at people Environmental damage 5 •
Misuse of public space •
Noise •
Drug/alcohol/substance misuse •
Racial and sexual harassment •
Intimidation, •
Threatening behavior •
Rowdy behavior •
Violence/assault •
Theft •
Domestic abuse •
Breach of tenancy conditions •
Drinking in public space •
Breach of the peace •
Litter/rubbish •
Criminal damage •
Vandalism •
Fly tipping •
Fire‐raising •
Dog Fouling •
Abandoned cars The above list is by no means exhaustive because in practice antisocial behaviour can cover a wide range of conduct and means different things to different people. Behaviour that is merely different, or which is the result of a medical or developmental condition or mental health disorder, cannot be regarded as antisocial behaviour within the terms of the Antisocial Behaviour Act. Local Context ‐ The Community Safety Partnership The Stirling Community Safety Partnership is the main strategic body which has an overarching responsibility for addressing the broader range of safer communities’ issues. The Community Strategic Partnership is currently under review, as part of which the partnership has agreed to adopt the principles of the National Intelligence Model (NIM), using information and statistical analysis to identify and tackle prevalent issues. The introduction of Tasking and Co‐ordinating meetings integrate the problem solving process as the Community Safety group work towards this model. There are four sub groups linked to the Community Safety Partnership focusing on delivering on the outcomes for Stirling identified in the Single Outcome Agreement and serving Stirling priorities. Figure 1 outlines the planning framework: 6 7 The Antisocial Behaviour Strategy has been embedded within the wider context and approaches of the Building Safer Communities programme. The membership of the Community Safety Partnership and sub groups are committed to delivering on the strategic objectives and a Community Safety delivery plan will be produced bringing together all existing community safety strategies and action plans in one document. Community Engagement The community engagement standard will be integrated into the work undertaken within Stirling in line with the standard and review of community planning which promoted prevention. 10 standards for community engagement are: 1.
Involvement 2.
Support 3.
Planning 4.
Methods 5.
Working together 6.
Sharing information 7.
Working with others 8.
Improvement 9.
Feedback 10. Monitoring and evaluation The Community Safety Partnership is working with partners to review data collection. This will allow for better data to be collected and analysed and then ‘mapped’ against the geography within the area. The views of communities and residents can then be identified to allow better community engagement and longer term solutions. National Context‐ Strategic Outcomes and Objectives Antisocial Behaviour Review In 2007 the Scottish Government commenced a review of the Antisocial Behaviour Strategy,launching the National Antisocial Behaviour framework, ‘Promoting Positive Outcomes: Working together to prevent antisocial behaviour in Scotland’. The revised framework identified collaborative working with national and local partners as the best way to tackle antisocial behaviour. The framework stressed that antisocial behaviour cannot be dealt with in isolation but needed better integrated multi‐agency services for the best results. The review recommended four ‘pillars’, under which local Partnerships should organise their services to address the causes of antisocial behaviour and deal with its effects. These pillars continue to provide the framework for how Stirling Community Safety Partnership works. Pillar 1: Prevention: Focuses on addressing the causes of the problem through preventative work, within a partnership model. Pillar 2: 8 Integration: Working together to achieve shared outcomes, with stronger governance and accountability, including better information sharing and data analysis. Pillar 3: Engagement: Working together to engage communities and keep them informed. Pillar 4: Communication: Communicate better with partners to ensure positive co‐ordinated and evidence‐based messages are shared with communities. The framework identified and recognised that Antisocial Behaviour cannot be understood or tackled in isolation and because of this it needs to be reflected in the wider Community Safety agenda. National Performance Framework The Scottish Government has five strategic objectives, designed to make Scotland the kind of place we want to live in: •
Wealthier & fairer •
Smarter •
Healthier •
Safer & stronger •
Greener To deliver on the strategic objectives, 15 national outcomes have been developed to enable the priorities to be clearly understood and to provide a clear structure for delivery. Although all 15 have relevance to our work in building safer communities’ and tackling Antisocial Behaviour, our efforts are particularly relevant in terms of outcomes 6, 9, 10 and 11. National Outcome 6 We live longer, healthier lives. National outcome 9 We live our lives safe from crime, disorder and danger. National Outcome 10 We live in well‐designed, sustainable places where we are able to access the amenities and services we need. National Outcome 11 We have strong, resilient and supportive communities where people take responsibility for their own actions and how they affect others. 9 Christie Commission Report After the implementation of the last Antisocial Behaviour Strategy the Scottish Government published the Christie Commission report, which provides a framework for change in Scotland’s public sector and a set of actions to help facilitate this. Fundamentally the report provided an assessment of the key challenges facing Scotland’s public sector in the face of a reduction in available funding for the foreseeable future. The report called for an urgent, sustained and coherent programme of public service reform and proposed four key objectives as a foundation to the shaping of this activity. 1. Public services are built around people and communities, their needs, aspirations, capacities and skills and work to build up their autonomy and resilience. 2. Public service organisations work together effectively to achieve outcomes. 3. Public service organisations prioritise prevention, reducing inequalities and promoting equality. 4. Public services constantly seek to improve performance and reduce costs and are open, transparent and accountable. The report detailed a series of broad recommendations to take forward its findings. However, it did not offer a series of specific actions to the Scottish Government on how to progress the proposed programme of reform, instead concluding that it was the role of the Government to initiate a fundamental public service reform process. In conclusion the report called on the Scottish Government and all local authorities, together with all partners and stakeholders, to initiate the suggested reforms, the ultimate aim being the substantial transformation of Scotland’s public services and creation of a sustainable person‐centred system achieving outcomes for every citizen and community. Stirling Council Safer Communities Team has worked at implementing this transformational change by redesigning its service in partnership with other public services and voluntary organisations and building service around people and communities. Community Planning National Review In 2012, the Scottish Government and COSLA carried out a review of Community Planning and Single Outcomes Agreements (SOAs). This resulted in a statement of ambitions which set a new direction for outcome‐based partnership working. 10 The expectation of local SOAs would be that they demonstrate a clearer focus on reducing inequalities within and between communities, in relation to six agreed national priorities: 1. Economic recovery and growth 2. Employment 3. Early years 4. Safer and stronger communities, and reducing offending 5. Health inequalities and physical activity 6. Outcomes for older people A key element of the new SOA is a prevention plan which sets out how the Community Planning Partnership intends to shift its activities and resources towards the prevention of negative outcomes for communities. Consultation In preparing the Antisocial Behaviour Strategy there is a statutory requirement to consult the principle report, who is the designated representative for the children reporter, social landlords, local communities and other partners. Local‐ Strategic Outcomes Further local outcomes have been developed as part of the Council’s strategic development process and we have identified three strategic outcomes: 1. Improving support for disadvantaged and vulnerable families and individuals 2. Communities are well served better connected and safe 3. Improve supply of social and affordable housing The SOA is based on an understanding of the needs and aspirations of our communities. This will be implemented through a series of annual action plans for each of the priority prevention and intervention areas: 1. Support for vulnerable individuals and families including early intervention to prevent neglect and harm. 2. Alcohol misuse particularly in relation to antisocial behaviour and offending. Following the local elections in May 2012, Stirling’s new political leadership set out its key priorities for the next three years – ‘Serving Stirling’: 1. Ensure enforcement action is taken across all areas of Council activity and make full use of Council policy to combat anti‐social behaviour. 2. Increased focus on early intervention to help families in need. 3. Examining and delivering on more opportunities for improved models of service delivery. 11 Strategic Objectives To achieve the outcomes set out above, the strategy has the following key objectives: 1. Prevention: It is essential that we work in partnership with other agencies to carry out work at an early stage to prevent and reduce antisocial behaviour. 2. Intervention: Early detection of antisocial behaviour and early intervention helps prevent problems from escalating. 3. Enforcement: At every opportunity, efforts will be made by all partners to try and address the causes of antisocial behaviour at the earliest stage and take remedial actions. However, when this is not successful, we will take enforcement actions that make full use of Council policy to combat anti‐social behaviour. 4. Rehabilitation: It is essential to understand and assess the needs of individuals and communities in order to provide longer term solutions. It is important that those who have been perpetrators of antisocial behaviour are rehabilitated. 12 CHAPTER 2 Profile of Antisocial Behaviour in Stirling Anti‐social behaviour in Stirling Figure 2: Types of antisocial behaviour: 2011‐13 450 400 Dog Fly Fouling Tipping Litter
Neighbour Noise
Disputes Other
Public Disturbance Tenancy Unknown Breach Vandalism
TOTAL
**2011 17 209 90 49 341 12 253 2 121 1094 **2012 8 164 69 51 326 6 108 2 67 801 **2013 15 280 69 233 398 1 89 40 1 53 1179 TOTAL 40 653 228 333 1065 19 450 40 5 241 3074 13 Antisocial behaviour can take a variety of forms. The table/ graph above shows the breakdown of specific types of antisocial behaviour recorded on our Partnership database from 2011‐13. Please note that the updated information in 2013 includes the reforming of the Safer Communities Team and merging of different departments that previously dealt with Antisocial Behaviour, however excludes police information which is presented separately. Within the data we can observe the following patterns: 1. Noise Nuisance The majority of noise calls are related to domestic noise including parties and other gatherings, music, and living noise and does not relate to commercial noise. 2. Fly‐tipping There has been an increase in fly‐tipping in the Stirling area, a fact that has also been identified at our weekly Tasking and Co‐ordinating meetings. 3. Neighbour Disputes These have increased in the last year and include issues related to boundaries, arguing/ shouting/ fighting, parking issues and garden activities. 4. Public Disturbance Relating to behaviour within open space connected to alcohol, substance misuse, drug dealing, gathering loitering etc.this has decreased in the last year. Partners also collect evidence at a local authority ward level, to identify where different types of behaviour are occurring. Stirling Council has seven electoral wards. Figure 3 shows how antisocial behaviour has occurred within these individual communities. Figure 3: Antisocial behaviour recorded incidents by Council Ward, 2011‐13 14 **2011 **2012 **2013 TOTAL Ward 1 – Trossachs and Teith 18 8 35 61 Ward 2 – Forth and Endrick 26 13 24 63 Ward 3 – Dunblane and Bridge of Allan 48 45 85 178 Ward 4 ‐ Castle 221 187 407 815 Ward 5 ‐ Stirling West 138 123 164 425 Ward 6 ‐ Stirling East 151 101 110 362 Ward 7 ‐ Bannockburn 142 131 204 477 Unknown 350 193 150 693 TOTAL 1094 801 1179 3074 The analysis shows that over a three year period Ward 4 ‐ Castle has had the highest amount of antisocial behaviour issues, with a significant increase in reported calls in 2013. Ward 7 Bannockburn and Ward 5 Stirling West also show a significant increase in calls in 2013. This can be explained by the integration of various Council services into one department, allowing for better data collection. Police data also highlights that Ward 4 ‐ Castle, Ward 6 – Stirling East; Ward 7 Bannockburn and Ward 5 Stirling West have the highest issues of antisocial behaviour. Figure 4: Police Ward information: 2013 Multi Member Ward Total ASB Calls 2013 Bannockburn Castle Dunblane and Bridge of Allan Forth and Endrick Stirling East Stirling West Trossachs and Teith 959 2409 507 371 1101 843 422 Grand Total 6612 Acceptable Behaviour contracts and enforcement measures 2009‐2013 Figure 6: Type of measure 2009/10 2010/11 2011/12 2012/13 2013/14 Acceptable Behaviour Contract (ABC) 1 12 11 13 + 22 Interim Anti‐Social Behaviour Orders 5 1 10 7 3 Anti‐Social Behaviour Orders (ASBO) 3 2 6 2 2 Breach of ASBO 9 2 1 6 0 Criminal Anti‐Social Behaviour Orders (CRASBO) 0 0 3 0 0 Noise‐ warnings 0 1 2 1 2 ASB Noise Fixed Penalties 2 2 9 12 4 15 Police‐ ASB Perspective: Dealing with Antisocial Behaviour The Stirling Policing Plan for 2014‐17 sets out the priorities based on what people in Stirling have identified as their main concerns. The priorities reflect the wider policing priorities of reducing harm in communities, making communities safer and reducing the fear of crime. All six priorities are linked to delivering safer communities for Stirling: 1. Protecting people and places 2. Dealing with antisocial behaviour 3. Tackling violence 4. Disrupting organised and serious crime 5. Crimes of dishonesty 6. Making roads safer Priority two is relevant for the Antisocial Behaviour Strategy. Antisocial behaviour can have an adverse effect on the quality of life of people who experience it on a regular basis. It can also cause undue levels of fear in communities because of the associated perception of general disorder. The consumption of alcohol is often a contributory factor in antisocial behaviour, as it is in other types of offences. This is confirmed by the responses to police surveys in Stirling identifying rowdy, drunken behaviour as one of the main causes of local concern, along with disturbance caused by young people. While communities will always tolerate a certain amount of noise and disruption associated with young people gathering together, people will become concerned where such behaviour becomes excessive on a regular basis. General rowdiness associated with the effects of alcohol can be seen in noise, disorder in the streets and loud parties. Analysis of problem locations and persistent offenders allows the Safer Communities Team and partners to target such disorder. This has led to a steady decrease in the number of calls from the public about antisocial behaviour which Police Scotland receive. 16 It does, however, remain an important local policing issue, given the priority placed upon it by the communities of Stirling. What Police Scotland aim to do: 1. Reduce the fear of crime associated with antisocial behaviour and disorder. 2. Improve people’s perception of personal safety in their community. 3. Target known problem locations and repeat offenders. 4. Enforcement activities where necessary. 5. Ensure licensed premises supply alcohol in a responsible manner. 6. Highlight to young people how their behaviour can impact on others. 7. Consider what resources partners can bring to the problem. What this should mean: 1. Continuing reduction in the incidence of antisocial behaviour. 2. Improve quality of life for communities. 3. Reduce the fear of crime. 4. Increased sense of feeling safe in local neighbourhood. 5. Well regulated licenced premise. How performance and success will be measured: 1. Number of calls received about antisocial behaviour. 2. Number of incidents of disorder. 3. Level and type of policing activity for local licensed premises. Actions to support this priority: 1. Analysis of crimes and incidents to target resources 2. Focused activity by community teams to prevent incidents 3. Involvement of partners to develop preventive measures 4. Consultation to measure community confidence and satisfaction 5. Close working relationships with licensed trade to promote the licensing objectives 6. Coordinate activity through an ASB reduction delivery group. 17 Community wardens pic Stirling Council ‐ Dealing with Antisocial behaviour The Community Safety Partnership and newly established Safer Communities Team monthly Tasking and Co‐ordinating Group are working together in partnership to identify an intelligence‐led approach by sharing information and resources to combat antisocial behaviour in Stirling. Stirling Council, Police Scotland and our Community Planning partners recognise that antisocial behaviour can be damaging to communities. In tackling antisocial behaviour it has been agreed that this should be done through Prevention, Intervention; Enforcement and Rehabilitation. This will be done by: 1. Continuing to work on prevention and intervention. 2. Better partnership working to identify the needs and demands of the community based on an intelligence‐led approach. To achieve this we will develop integrated services, sharing resources and information. 3. Involving communities more usefully in tackling antisocial behaviour; empowering them and building better dialogue in a meaningful way. 4. Focussing on enforcement action in regards to antisocial behaviour. The Housing (Scotland) Act 2001 provides local authority landlords and registered landlords with extended powers of eviction to deal with criminal activity and antisocial behaviour committed by tenants in their homes and locally. Safer Communities Team The Safer Communities Team was restructured in April 2013 and joined Housing & Customer Service. This restructure brought together key agencies and services to tackle community safety and antisocial behaviour in a more effective and efficient way. The team has adopted an intelligence‐led approach which allows for resources to be utilised in the most appropriate way to achieve better outcomes for communities and individuals suffering from antisocial behaviour. 18 The team currently comprises of: 1.
Antisocial Behaviour Investigation Officer 2.
Antisocial Behaviour Housing Officer 3.
Community Wardens 4.
Estate Wardens/Noise enforcement 5.
Community Safety/City centre Officer 6.
Public Space CCTV 7.
Violence against Women Officer 8.
Intelligence Analyst 9.
Data Transfer Officer 10. Police Liaison Officer 11. Fire & Rescue Liaison Officer The Safer Communities Team now works in partnership with various Council services and external partners to tackle antisocial behaviour. As part of the intelligence‐led approach weekly Tasking and Co‐ordinating meetings, (attended by multi agency organisations) are held to identify and address early and effective intervention for victims, offenders, locations and vulnerabilities. This allows Council, Police, Fire & Rescue and voluntary organisations to use resources in the most effective and efficient way ‐ allowing for joint visits, early interventions and deployment of staff in a coordinated way, and for scheduled prevention work to be shared and coordinated. Community Safety Partnership: As part of the ongoing transformational change in the Police and Council Services it was agreed that there was a need to restructure the current Community Safety partnership structure. As part of this review a monthly Safer Communities Tasking and Coordinating meeting was established which produces a monthly analytical report of emerging trends. Members include: Police Scotland Housing Services Private Landlord Registration Team Land Services Environmental Services Youth Services Social Work ‐ Children and Families Social Work ‐ Criminal Justice Youth Justice‐ Positive Changes Waste services 19 Road Services Barnardo’s Women’s Aid Victim Support Retailers Against Crime Scottish Fire & Rescue Roads Services Alcohol and Drug Partnership CCTV Partnership The Stirling Community Safety Partnership (CSP) brings together multiagency partners to strategically coordinate Safer Communities issues for Stirling. The CSP has dedicated subgroups to address priorities identified specifically for Stirling that are linked to the S O A and serving Stirling priorities: 1. Safer Communities Tasking and Co‐ordinating meetings. 2. Alcohol and Drugs Partnership. 3. Violence Against Women Partnership. 4. E‐ Safety Partnership. 5. Youth Partnership. The Remit of the group This group would ensures that the outcomes agreed in the Single Outcome Agreement and the Strategic Assessment are delivered through the Community Safety Joint Tasking Group. Its function is : 1. To oversee the development and delivery of the Strategic Assessment for Community Safety. 2. To make decisions on additional funding based on priorities identified through the Strategic Assessment, emerging trends and issues. 3. To receive performance management reports from the Safer Communities Team. 4. To allocate appropriate and proportionate resources to ensure that identified priorities are met. Stirling Council, Police Scotland and our community planning partners and communities recognise that antisocial behaviour can damage our communities and blight the lives of people in our communities. In recognition of tackling antisocial behaviour in Stirling a PIER model will be implemented through Prevention, Intervention, Enforcement and Rehabilitation. 20 This is done by: 1. Partners working together to understand the issues arising in communities, and planning and delivering services in response. 2. Continuing to focus on early and effective intervention and prevention. 3. Addressing the causes of antisocial behaviour. 4. Working better together locally to meet the needs of individuals and communities by better information sharing, integrating services and sharing resources. 5. Promoting positive behaviour. 6. Using appropriate, proportionate sanctions in a timely manner when dealing with problem behaviour. 7. Communicating better with individuals and communities ensuring adequate support and information is available. 8. Involving communities more usefully in tackling antisocial behaviour; empowering them and building their confidence through regular and meaningful dialogue. The Housing (Scotland) Act 2001 provides local authority landlords and registered landlords with extended powers to deal with criminal activity and antisocial behaviour committed by their tenants, in their homes or the locality. The Act also created the Short Secure Tenancy (SSST) which enables Council landlords and registered social landlords to grant or convert existing secure tenancies into SSSTs on the grounds of previous antisocial behaviour. 21 Tackling Antisocial Behaviour in Stirling The Partnership approach to tackling antisocial behaviour in Stirling is built on the PIER approach of Prevention, Intervention, Enforcement and Rehabilitation. Prevention: Prevention measures are crucial in trying to minimise the occurrence of antisocial behaviour. Partners will continue to integrate prevention practices into their work. These will include measures that are likely to create a physical and social environment where antisocial behaviour is less likely to arise, with a strong focus on education, support, community engagement and sustainable communities. Current prevention: 1. Antisocial behaviour leaflets. 2. Youth Diversionary Activities 3. Public space CCTV. 4. Community Warden Patrols‐ engagement with communities. 5. Estate Wardens‐ estate management. 6. Educational initiatives: Fire Service, Domestic abuse, alcohol & drugs. 7. Problem‐solving approach. 8. Improvement in street lighting. 9. Weekly Tasking & Coordinating group. 10. Fire & Rescue preventative work. Planned work: 1. Review of antisocial behaviour communication materials. 2. Review of CCTV and introduction of deployable CCTV cameras. 3. Joint educational inputs. 4. More intelligence‐led analysis to identify vulnerable victims, offenders and locations. 5. Review of information sharing protocols. 6. Review of Safer Communities Team, linked to CCTV developments. Intervention Putting in place measures that can identify and detect antisocial behaviour at an earlier stage means that early and effective interventions can take place at the earliest opportunity to help individuals and communities suffering from antisocial behaviour. Currently: 22 1.
Use of acceptable behaviour contracts. 2.
Problem solving group. 3.
Use of mediation skills. 4.
Barnardos’ Faergarrach initiative. 5.
Public reassurance. 6.
Streetworx. 7.
EEI under 16 group. 8. EEI 16/17 year olds. 9.
Positive Changes. 10. GIRFEC‐ getting it right for every child. Planned work: 1. Introduction of new risk assessment matrix 2. High visibility patrols 3. Support referral linked to acceptable behaviour contracts 4. Tasking and Co‐ordinating warden patrols based on intelligence 5. New multi‐agency case conference group Enforcement Enforcement action should be considered when effective interventions have been tried, failed or deemed not appropriate. Enforcement needs to be appropriate, proportionate and timely, and support intervention through education, support and rehabilitation. Current work: 1. Warning letters. 2. Acceptable behaviour contracts. 3. Legal action ‐ ASBO. 4. Legal action ‐ eviction. 5. Criminal ASBO (CRASBO). 6. Warning notice. 7. Children’s Hearing system. 8. Reports to procurators fiscal. 9. Noise equipment seizure. 10. Enforcement powers in Housing Acts: eviction, use of Scottish Short Secure tenancy. 11. Cost recovery work. 23 Planned: 1. New Unacceptable Behaviour Notices 2. New Zero tolerance to: 3. Fixed Penalty Notice – noise. 4. Fixed Penalty Notice – littering. 5. Fixed Penalty Notice ‐ dog fouling. 6. Introduction of police liaison officer‐ better partnership working, joint police/ Council visits. 7. Consultation on use of under 16s Anti‐Social Behaviour Orders. 8. Police and Council warning letters. 9. Mobile CCTV devices. 10. Comfort visits/ professional witnesses. Rehabilitation In order to provide a long term solution regarding some antisocial behaviour cases there needs to be an understanding and assessment of the needs of individuals and communities. Current work: 1. Social work review ‐ possible Restorative Justice/restorative warnings. 2. Short Scottish Secure Tenancy agreements (SSST). 3. Youth diversionary activities. 4. Community Payback orders. 5. Referral to substance misuse services. 6. Use of acceptable behaviour contracts to address offending behaviour. Planned work: 24 1. Multiagency case conferences with partners to draw together packages of available services. 2. Identification of prolific offenders. 3. Prolific offender profiles. Partnership working Antisocial behaviour investigations and conflict resolution The antisocial behaviour investigation team deal with all ASB complaints carry out investigations, support victims, provide professional witness service, and use conflict resolution techniques to resolve disputes. They also compile all ASB cases going to court. Community Wardens Community Wardens will take on a high visibility public reassurance role, carrying out patrols in “hot spot” areas. They will monitor incidents of antisocial behaviour, provide comfort visits, report environmental offences, issue Fixed Penalty tickets for littering, dog fouling and fly tipping. They will also engage with communities and community groups to provide public reassurance. The community wardens have also undertaken training to provide antisocial behaviour noise enforcement duties. Estate Wardens Estate Wardens will conduct regular daily inspections of common closes and back court areas to ensure that tenants are maintaining them to Stirling Council’s standards; introduce and monitor cleaning rotas as required; monitor other services in relation to the upkeep of grounds owned by the Housing Service; and report any problems to the relevant Housing Officer/Area Housing Manager. Registered Private Landlords The aim of registration is to ensure that all private landlords are “fit and proper” to be letting residential property. The requirement will help local authorities to remove disreputable landlords from the market and protect tenants and their neighbours from the impact on the wider community of antisocial behaviour and mismanaged property. Alcohol And Drug Partnership The Stirling Alcohol & Drug Partnership (SADP) are a strategic body comprised of senior members of partnership organisations. This includes various sections of the Council, Forth Valley Alcohol and Drugs Partnership (FVDAP), NHS Forth Valley, Central Scotland Police, Scottish Prison Service, Job Centre Plus and the Licensing Forum. Through its work, the SADP will aim to: 1. Decrease alcohol and drug related problems and use in the Stirling area. 2. Improve the lives of those harmed by substance misuse (including children and young people). 3. Promote individuals into a healthier and more sustainable lifestyle. The 2012 / 2013 priorities for the Stirling Alcohol & Drug Partnership are: 1. Earlier Intervention and Prevention. 2. Family Support. 3. Ensure the treatment system remains open and accessible and that the services provided are quality and efficient. 4. Promotion of recovery and equitable access to mainstream services including training and employment opportunities. 25 5. Children affected by parental substance misuse CCTV‐ Stirling, Central monitoring facility In 2014/15 Stirling Council brought public space CCTV back to Stirling. The cameras will be monitored within a secure monitoring facility linked to community safety. City Centre enforcement officers Officers have been recruited to deal with issues related to the city centre. This involved mis‐presentation of waste, issuing of Fixed Penalty tickets. City Centre: Day and Night time economy • During the weekend voluntary hours to provide assistance additional help while on a night out. Street and Pastors work support to • Youth and with young Street teams work • CCTV monitoring economy, facilities monitor the specifically in day and relation to • Taxi Marshalls safely. are assist used to out of
anyone who requires people. the night time
keeping our city centre safe. visitors, to get home
Stirling Licensing Standard officer: The Licensing Standards Officer (LSO) is a new creation of the 2005 Act. The LSO has a wide ranging remit, with the 2005 Act laying down three general functions: 1. To provide interested persons with information and guidance concerning the operation of the Act. 2. To supervise compliance by the holders of premises and occasional licences. 3. To provide mediation to avoid or resolve disputes, and disagreement between premises and occasional licence holders and any other persons. The LSO has a statutory right to enter and inspect licensed premises for the purpose of determining whether the activities on the premises are being carried out in accordance with the Act. Retailers Against Crime Retailers Against Crime (RAC) was launched in 1997 with 47 stores and today operates in Scotland, Northern Ireland, and England, circulating information to over 2000 contacts. RAC is managed and funded solely by its members with offices in Stirling, Lisburn and Carlisle. 26 Youths Positive Changes Positive Changes are a team of social care and police based in Bannockburn, who offer early intervention to young people and their families when they need it, helping them to make positive changes in their lives and communities and diverting them from further offending. The team offer 11‐18 year olds support to overcome problems with anti‐social behaviour or criminal activity and can help young people who are having relationship difficulties with family, carers or the community. If a youth offends at a lower level the police can refer to Positive Changes. Youth Services Youth Services support young people to be confident, skilled, self sufficient, independent and responsible members of their communities. This is achieved by: 1. Directly delivering a range of planned and structured learning and development opportunities that support young people in their personal and social development. 2. Providing a range of information, advice and support services with and for young people to help them make informed choices about their lives. 3. Engaging young people in a range of ways, which offers them a say in both their communities and in the services which are provided to meet their needs. They also work to support young people individually or in groups to make a successful transition from school to jobs, further education or training and independence. This is achieved by: 1. Supporting young people to gain vocational skills, qualifications and jobs. 2. Providing intensive support for young people to overcome personal barriers to everyday living. They work with service providers, including community and voluntary groups, to equip and empower them to ensure young people are able to access and receive the highest quality opportunities available. This is achieved by: 1. Providing a range of training and development opportunities that enable those that work with young people to be responsive to their needs. 2. Enabling inter‐agency working by promoting a young person centred approach with partners. 27 3. Working with partners to improve services, facilities and resources to ensure that they are able to meet the aspirations and needs of young people. 4. Improving publicity about awareness of youth opportunities on offer across the Stirling Council area. 5. Promoting a positive appreciation of the contribution of young people and encouraging young people to have high aspirations and to recognise their achievements. Barnardo’s Freagarrach The Freagarrach Project for persistent juvenile offenders was established in Central Scotland early in 1995, with funding from The Scottish Office, Barnardo’s Scotland ‐ which managed the project ‐ and the relevant Local authorities. Freagarrach was intended to work with the most persistent juvenile offenders in central Scotland, with the principal aim of reducing their offending. Evaluation of the project was carried out by the Department of Applied Social Science at Lancaster University from August 1995, and covered the work of Freagarrach up to March 31st, 2000. Callander Youth Project Trust This is an independent voluntary youth organisation serving 400 square miles of rural Stirling. It delivers a wide range of activities for young people, including youth clubs, holiday programmes, and art, health and sport initiatives. The project also provides a dedicated support project for young people attending McLaren High School, and employability support for young people who have left school and are looking for work including transport to college. EEI A local Early and Effective Intervention for Youth Offending (8‐16 year olds and 17‐18 years) pilot was introduced in December 2011. The aim was to ensure that when a child is identified for committing a crime, all available information about that child and their circumstances is shared with partner agencies. By doing this, partners will be able to identify the risk factors which are impacting on that child’s life and which underlie the offending behaviour. Land services We provide a range of services aimed at up‐keeping the horticultural and public amenity areas within the Stirling Council boundary to promote tourism, public safety and the general pleasant appearance of geographic locations within the City and its countryside. 28 Marac MARAC (Multi‐Agency‐Risk‐Assessment‐Conference) is a meeting where information on the highest risk domestic abuse cases is shared between representatives of local police, health, child protection and housing services as well as Independent Domestic Violence Advisors (IDVAs) and other specialists from the statutory and voluntary sectors. After sharing all relevant information they have the representatives discuss options for increasing the safety of the victim/survivor and turn these into a co‐ordinated action plan. The main focus of the MARAC is on managing the risk to the adult victim/survivor, but in doing this it will also consider other family members, including any children involved and how to manage the behaviour of the perpetrator. Information shared at the MARAC is confidential and is only used for the purpose of reducing the risk of harm to those at risk. Matac MATAC (Multi‐agency Tasking and Co‐ordinating) is a meeting where information is shared on the highest offenders of domestic abuse. Women’s Aid Stirling and District Women’s Aid aims to offer support, information and temporary accommodation for women and their children who have been physically, emotionally or sexually abused by a partner or former partner. We provide refuge, information and support services for women, children and young people in the Stirlingshire area who are victims of domestic abuse. Victim Support Victim Support Scotland is the lead voluntary organisation in Scotland helping people affected by crime. It provides emotional support, practical help and essential information to victims, witnesses and others affected by crime. The service is free AND confidential and is provided by volunteers through a network of community‐based victim and youth justice services and court‐based witness services. Information Sharing Information sharing is essential to the successful delivery of the strategy. The introduction of an intelligence led approach and analysing required and review of the Forth Valley information sharing protocol. Forth Valley Community Safety Partnerships agreed that the information sharing protocols should be widened to incorporate all community safety/safer communities’ issues. The Community Safety Partnership will oversee and monitor and review the FVISP on an annual basis. 29 Performance & Monitoring Partners will continue to work together to engage with our communities and collect the harder evidence of antisocial behaviour trends across the Stirling area. The focus will continue to be on intervention to prevent antisocial behaviour either occurring or escalating, but will use enforcement measures when required, particularly to prevent further harm or distress. We will continue to share information and tackle complex cases through the Safer Communities weekly and monthly Tasking and Co‐ordinating meeting and to work operationally across the Community Safety Partnership to deliver interventions. We will work in conjunction with the Single Outcome Agreement, we will continue to follow specific areas of work. Continue to strengthen our evidence led approach via our new revised information sharing protocol in line with the new Scottish accord and; linked to our Information Sharing protocol system. Associated Strategies and Plans 1.
Stirling Alcohol and Drug Partnership 2.
Stirling Homelessness Strategy 3.
Information Sharing Protocols 4.
Stirling Housing Strategy 5.
Police Scotland Police Plan 6.
Single Outcome Agreement 7.
Serving Stirling Priorities 8.
Violence Against Women Strategy 9.
Children and Young People Integrated Service Plan 2012 ‐ 2013 10. Youth Justice 11. Getting it right for every child 12. Litter Strategy 13. Community engagement Legislation This Strategy is supported by legislation which includes: 30 1.
Antisocial Behaviour etc. (Scotland) Act 2004 2.
Housing Scotland Act 2001 3.
Children (Scotland) Act 1995 4.
Crime and Disorder Act 1998 5.
Human Rights Act 1998 6.
Data Protection Act 1998 7.
Environmental Protection Act 1990 8.
The Refuse Disposal (Amenity) Act 1978 9.
The Road Traffic Regulation Act 1984 10. The Dog Fouling (Scotland) Act 2003 Equal opportunities We are committed to ensuring equality of outcomes for all residents of the Stirling Council area and addressing any form of discrimination on the grounds of: 1.
Age 2.
Disability 3.
Race, ethnicity, colour 4.
Gender 5.
Beliefs 6.
Sexual orientation 31 32 Stirling Community Planning Partnership Viewforth Stirling FK8 2HU email: [email protected] text: 0771 799 0001 phone: 0845 277 7000 web: stirling.gov.uk/communityplanning