The City Wide Security Strategy
A Consultative Approach
November 2003
INTRODUCTION
In 2002/2003 an Audit of Security Services in the City of Salford took
place.
The audit focused on the condition of the services.
The audit looked at static guarding, mobile patrols, alarm response
and technical systems.
The Audit was commissioned so that a strategy for the management
of security in the City of Salford could be formulated.
This is an opportunity to influence a way forward for the strategy.
No real
understanding of
how we spend
money now
Systems of
working
together need
improvement
SECURITY
AUDIT
CCTV
Alarms
Access
control
New technical
systems have been
installed with little
or no regard to
existing schemes
No working
arrangements or
partnerships with
the commercial
world
No standard
specifications
for equipment
or performance
Duplication of
effort
SECURITY
AUDIT
Some
equipment
is failing
There is limited
regular
maintenance
Guarding
contractors do
not perform
well
Non-compliance
with current
legislation
No generic
systems of
performance
monitoring
The Way
Forward
AIMS OF THE
STRATEGY
Comply with
Section 17 of
the Crime and
Disorder Act
1998
Meet the needs
of the Crime and
Disorder
Reduction
Strategy
AIMS OF THE
STRATEGY
Brand
Image
Managed
Media
Attention
Integrated
Systems at
Work
Layered
Approach to
Services
AIMS OF THE
STRATEGY
Take advantage of
new technology
Service
agreements
Deal with poorly
performing
equipment and
systems
Best Value
Economies
of scale
AIMS OF THE
STRATEGY
Work with
partners
Reduce duplication
of effort
Improve
intelligence
Train staff and gain accreditation
AIMS OF THE
STRATEGY
Set high
standards
Professional
approach
Efficient
services and
response
Critical success factors
What’s the
good news?
 The Corporate Security Working Group is re-organising
(aims, objectives, title, composition)
 We aren’t on our own
 We have the capacity to change
 Quaywatch services are currently under review
 There are some best practice models we can learn
from
What’s the
good news?






Partnerships and joint working
Audit leads to understanding
Opportunities
Build on good practice
Two modern monitoring stations
The Crime and Disorder Partnership is working well
How can we achieve our aims?
Internally:
• Partners encouraged to do own audit
• Ask our current partners about their wants and needs
• Have a multi-agency approach
• Liase with the Home Office and gain their support
• Look at best practice within other local authorities
• Gain a better understanding of how we spend on
security now
How can we achieve our aims?
Externally:
• Work with identified stakeholders
• Ask how the partnerships can be forged
• Identify what we have to offer/want from external
partners
• Look at other partnerships in the commercial world
How can we achieve our aims?
Both internally and externally:
• Develop a process for change
• Carry out research into systems, equipment and ways
of working
• Strengthen current partnerships and create relevant
new ones
• Know as much as we can about existing equipment
and services
• Be flexible in our approach
Creating
income from
services
Central
Government
Funds
Leasing
Funding
Options
Council
Capital Plan
Commercial
partnering
Private
Finance
Initiative
Any other
ideas
What can we expect (outcomes)?
• Meet the requirements of the Crime and Disorder Act 1998
• Comply with the aims of the Crime and Disorder Reduction
Strategy
• Integration of protocols/systems/standards and work ethos
• Effective management – reductions in cost and gain financial
control/use of time
• Professional standards – training/accreditation/licensing
• High impact against crime – a clear message to criminals and
their victims
What can we expect (outcomes)?
• Standardisation of protocols/equipment/charges and
working practices
• Technical excellence
• Gain control of service providers – robust contracts and
specifications
• Cut down on duplication of effort and release staff to
their core objectives
• Best Value and economies of scale
• Become a beacon of best practice in the country
What can we do?
Individual
Directorate
EFFECTIVE
SECURITY
STRATEGY
Council
What’s in it
for our
partners?
Multi-Agency Group
Crime and
Disorder
Partnership
What can we do?
Individual
Directorate
EFFECTIVE
SECURITY
STRATEGY
Multi-Agency Group
Crime and
Disorder
Partnership
Council
What’s in it
for our
partners?
• Contribute to the
community
• Help deliver the strategy
• Support those trying to
deliver
• Understand what the
strategy means
What can we do?
Individual
Directorate
EFFECTIVE
SECURITY
STRATEGY
Multi-Agency Group
Crime and
Disorder
Partnership
Council
What’s in it
for our
partners?
• Co-operate with the
multi-agency group
• Play a part in the delivery
• Provide information
What can we do?
Individual
Directorate
EFFECTIVE
SECURITY
STRATEGY
Council
What’s in it
for our
partners?
Multi-Agency Group
Crime and
Disorder
Partnership
• Lead by example
• Encourage others
• Responsibility for our
actions
What can we do?
Individual
Directorate
EFFECTIVE
SECURITY
STRATEGY
Council
What’s in it
for our
partners?
Multi-Agency Group
Crime and
Disorder
Partnership
• Provide direction as
necessary
• Support the Multi-Agency
Group
• Be a driving force for
success
What can we do?
Individual
Directorate
EFFECTIVE
SECURITY
STRATEGY
Council
What’s in it
for our
partners?
MultiAgency
Group
Crime and Disorder
Partnership
• Keep people informed
• Drive the delivery and
the change process
• Maintain the strategic
overview
• Promote multi-agency
approach
What can we do?
Individual
Directorate
EFFECTIVE
SECURITY
STRATEGY
Multi-Agency
Group
Council
Crime and Disorder
Partnership
What’s in it
for our
partners?
• Peace of mind
• Commercial
opportunities
• An opportunity to shape
the future
What will this mean?
Burglary and
Vehicle Crime
COUNCIL
Anti Social
Behaviour
PARTNERS
Criminal Damage
and Graffiti
MULTI AGENCY
GROUP
Criminal
Activity
STRATEGY
Criminals find it very hard to penetrate our defences
and
we will have a streamlined, efficient and co-ordinated response to
tackle crime
Time Frames to Success
Way Forward Document
• Who: Community Safety Unit
• Objective: Map the road to success for discussion at
Core Group and Seminar
Initial Core Group Meeting
• 22 December 2003
Draft Proposals for Sub Groups
• mid December 2003
Time Frames to Success
Contact Meetings (NCP and Peel Holdings)
• January 2004
Home Office and other Authority research visits
• January-March 2004
Cabinet Paper
• 22 March 2004
Seminar
• 2nd April 2004
CITY WIDE SECURITY CONSULTATION PROCESS
October
November
2004
January
December
February
March
April
2004
June
May
July
01.01.04
WAY FORWARD DOCUMENT
MAP CONSULTATION PATHWAYS
CORE GROUP MEETINGS
Who?
Corporate Security Services Officer
Purpose:
Provide a basis for discussion at Core Group
and then later for a seminar.
Who?
Core Group
Purpose:
To provide focused attention to specific
areas of the strategy
22ND
DECEMBER
Bruce Jassi/Alison Fletcher/Cllr. Lancaster
John Spinks/Gordon Dickson/Richard Wynn
St uart Hunter
DRAFT PROPOSALS
FOR SUBGOUPS
2ND WEEK
JANUARY
Attendees: Directors,Partners,Decision makers, Core
Group
9TH FEBRUARY
THE LOWRY ARTS CENTER
Keynote speakers: Lord Mackenzie
SEMINAR
Purpose:
To promote the strategy, gain understanding,
consult and gather ideas.
Hazel Blears MP
COMMERCIAL CONTACT
MEETINGS
7th January
NCP Ltd.
12th January
Peel Holdings
HOME OFFICE AND
OTHER AUTHORITY
VISITS
Research partnering opportunities
Research and good practice guide
1st January to 31st March
Present Strategy to
Elected Members
for approval
CABINET
Activity Window
As At : Monday, 30 June 2003Draft 01/03
Cabinet Report
Critical Path
FAMILY TREE
MULTI AGENCY FORUM
LSP
PARTNERSHIP
CRIME AND DISORDER PARTNERSHIP
MULTI AGENCY FORUM
(STATUTORY POWERS)
TECHNICAL FOCUS
GROUP
SYSTEMS INSTALLERS
CONTRACTS
EQUIPMENT
INNOVATION
FORUM CORE TEAM
PARTNERING OPPORTUNITIES
FOCUS GROUP
RESPONSE SERVICES
FOCUS GROUP
COMMERCIAL INTEREST
CONTRACTS
EXISTING PARTNERSHIPS
WORKING TOGETHER ETHOS
QUAYWATCH
CONTRACTS PARTNERS
PHYSICAL SERVICES
INNOVATION
Thank you for your patience.
Any questions?