Saf
S fer Citty
Par
P rtne
ers
ship
p Plan
n
Foreworrd
'A
As chair of
o the Resp
ponsible Authority
A
Group, which
wh
has
r
responsibi
ility for en
nsuring ou
ur collectiv
ve focus and
a
d
deliver
in relation
r
to
o commun
nity safety
y I am grate
eful for
th work of
the
o the Safe
er City Parrtnership Team,
T
parrtner
a
agencies
and
a key sttakeholderrs that have assiste
ed in the
d
developme
ent of the most rece
ent strateg
gic assess
sment
w
which
has identified
d the key strategic
s
p
priorities
o
outlined
w
within
this
s plan.
Although a number of the prio
A
orities hav
ve not cha
anged
from prev
vious yearrs I strong
gly believe
e that our collective
c
appetite for
f a more
e joined
up partne
ership app
proach to tackling
t
ro
oot cause
es, protectting the most vulnerrable and
managing
g offenderrs for exam
mple has never
n
bee
en greater than it is now. Thrrough
focusing collective
ely on thes
se prioritie
es we will ensure th
hat our serrvice deliv
very is
efficient a
and effectiive and ou
ur commu
unities saffer and mo
ore reassu
ured.'
Chief Superinten
S
ndent Martiin Evans
he publica
ation of th
he previou
us Safer City Partne
ership
Since th
Plan, th
here have been a nu
umber of changes
c
b
both
nation
nally and
locally. We are
e grateful for
f the strrong comm
mitment we
w have in
n the city
to work
k in partne
ership; wh
hich is why
y we have
e made some real
achieve
ements du
uring the llast three years
y
and
d our visio
on
continu
ues to be, “to create
e a safer, stronger
s
a health
and
hier city.”
Stoke-o
on-Trent remains
r
a safe plac
ce to live, work
w
and visit. The
e
chance
es of you becoming
b
a victim of
o crime in
n the City remain
low butt we are co
ommitted to ensurin
ng we con
ntinue to reduce
r
the
e
sorder and substan
nce misus
se over the
e next thre
ee years. impact off crime, dis
We will c
continue to
o face cuts
ts within th
he Public Sector wh
hich make
es our hea
althy
partnersh
hip workin
ng, and seiizing oppo
ortunities for innov
vation, morre crucial than
ever.
Councillor Joyy Garner,
der for Hou
using, Neig
ghbourhood
ds and Com
mmunities
Porrtfolio Hold
Safer City P
Partnership Plan 2014-1
17
1
Table of contents
Contents
Introduction ....................................................................................................................................... 3
Progress to date ............................................................................................................................... 4
Stoke-on-Trent Safer City Partnership Plan 2014-2017: Executive Summary ............................ 7
Principles and values ....................................................................................................................... 8
Strategic Assessment ...................................................................................................................... 9
Crime, disorder and substance misuse objectives 2014-17 ....................................................... 10
Resources to support plan implementation ................................................................................. 19
Delivery and performance management arrangements .............................................................. 20
Revision of the Plan........................................................................................................................ 20
Underpinning strategies and plans ............................................................................................... 20
Contribution to other partner strategies....................................................................................... 21
Strategic plan on a page: ............................................................................................................... 24
Appendix A: Strategic Assessment 2013 and other contemporary data .................................. 25
Appendix B: Governance Structure .............................................................................................. 28
Safer City Partnership Plan 2014-17
2
Introduction
Welcome to our Safer City Partnership plan for 2014-17 which reflects on the successes of
our previous business plans, identifies current and future challenges, and outlines our
approach over the next three years.
Our vision continues to be “to create a safer, stronger and healthier city” by reducing
crime, disorder, substance misuse and associated problems.
Stoke-on-Trent Safer City Partnership is the statutory body responsible for implementing
the national crime, disorder and substance misuse strategies at a local level. Its aim is to
work in active partnership to reduce levels of crime, disorder, anti-social behaviour and
substance misuse, thereby increasing public confidence and improving community safety.
In 1998 the Crime and Disorder Act placed a statutory duty on every Local Authority in
England and Wales to formulate and implement a strategy to reduce crime and disorder in
their area.
The Act introduced a further duty for Local Authorities to work with the Police Authorities,
Fire Authorities, Primary Care Trusts and Police Services. The Act defined these
organisations as “Responsible Authorities” but stipulated that the Local Authority was the
accountable body for the partnership and its activities.
To this end the Responsible Authorities Group, with senior representation from each
statutory partner organisation, has a responsibility to identify crime, disorder and substance
misuse policy issues within Stoke-on-Trent and develop and publish a three year plan
setting out how it intends these to be addressed.
The successful implementation of this plan very much depends on robust and effective
partnership working. As such, membership of the Partnership comprises representation
from a wide range of stakeholders and organisations including community members,
Elected Members, Service Users, Staffordshire Fire and Rescue, Staffordshire Police,
Staffordshire Probation, Stoke-on-Trent Clinical Commissioning Group, Stoke-on-Trent City
Council, Stoke-on-Trent Youth Offending Service and Voluntary Sector organisations. In
addition, we welcome strengthening relationships with neighbouring colleagues including
Staffordshire County Council and the Office of the Police and Crime Commissioner.
Since the development of the last Safer City Partnership Plan (2011 – 14) there has been
significant changes including the devolution of the National Treatment Agency (and
subsequently the transfer of associated budgets to Departments of Public Health) and the
replacement of Primary Care Trusts with Clinical Commissioning Groups.
Also since the development of the last Plan, Police and Crime Commissioners have been
elected on a four year term in November 2012 and are charged with securing efficient and
effective policing in England and Wales.
Safer City Partnership Plan 2014-17
3
Staffordsh
hire’s first Police
P
and Crime Com
mmissione
er’s “Safer, Fairer, Un
nited Comm
munities”
Strategy ssets out fou
ur local com
mmunity sa
afety priorities for 2014-15. This Safer Ciity
Partnershiip Plan for Stoke-on--Trent has taken thosse prioritiess into acco
ount.
Progress
s to date
e
The Safer City Partn
nership is fo
ortunate to
o have sustained enthusiastic commitmen
c
nt from a
wide range
e of stakeh
holders and
d partners. Over the
e last three years this
s has been
demonstra
ated throug
gh significa
ant achieve
ements aga
ainst our priority
p
area
as which are
a worthy
of celebrattion:
Vio
olent crime
e
• A new domestic
d
abu
use support service was commissioned to provide
e one-to-one
e support and
d
counse
elling for victim
ms, a helplin
ne, a perpetra
ator program
mme, an educcation progra
amme delivered in
schoolss and a group
p work progrramme for ch
hildren and young
y
people
e affected by domestic vio
olence
• A servicce has been established to protect men
m and wom
men involved in prostitutio
on, and the
surroun
nding neighbourhoods, fro
om associate
ed harms
• We havve establishe
ed a Sexual Assault
A
Refe
erral Centre providing
p
me
edical care, fo
orensic exam
mination
and spe
ecialist suppo
ort to anyone
e who has be
een raped orr sexually assaulted
• A sexua
al abuse servvice has bee
en establishe
ed to provide counselling to victims off sexual viole
ence
and abu
use in additio
on to supporrt victims thro
ough the crim
minal justice system
s
• People can now rep
port hate crim
me to 23 centres in the city
C
no
ow provide su
upport to vulnerable people identified
d in the night time econom
my to
• Street Chaplains
ensure their safety and
a wellbein
ng
Ac
cquisitive crime
c
• ‘No Colld Call Zoness’ cover overr 3,500 prope
erties in the city,
c
designe
ed to protect some
s
of our
vulnera
able residentss from distraction burglarry and /or rog
gue traders
• A handyperson scheme has bee
en establishe
ed and contin
nues to supp
port potentiall victims of burglary
through
h implementing security measure
m
on their
t
propertiies
• Safer C
City Partnersh
hip funding was
w used to publish
p
a Ca
arers Guide to
o Doorstep Crime.
C
The booklet
b
is used in conjunctio
on with a pro
ogramme of free
f
Doorste
ep Crime train
ning sessions for care
c
is advvertised corporately and delivered
d
at the
t Weston Coyney
C
Train
ning
professsionals and carers,
and De
evelopment Centre.
C
• A multi--agency Doo
orstep Crime Project was delivered in April 2014 with
w visits to elderly peop
ple in
council owned bung
galows in the
e Longton are
ea to provide
e crime preve
ention advice
e and equipm
ment
enting distracction burglariies and rogue trader offences
with a vview to preve
An
ntisocial be
ehaviour
• Custom
mer satisfactio
on of how the Police and
d the City Council work to
ogether to tac
ckle antisocia
al
behavio
our has doub
bled
• The imp
plementation
n of an antiso
ocial behavio
our warning letter processs has been successful
s
in
n
deterrin
ng 85% of pe
eople from re
epeat inciden
nts
• We havve establishe
ed a Taxi Marshalling sch
heme within the
t City Centre to ensure
e safe onwarrd travel
of peop
ple using the night time economy and minimalise disorder
d
• The Yo
outh Offendin
ng Service offfers an enha
anced preven
ntion service to all young people invited to
sign up
p to an “Acceptable Behavviour Contract”
• The Yo
outh Offendin
ng Service achieved a 46
6.9% reductio
on in first tim
me entrants in
n to the crim
minal
justice ssystem betw
ween 2012/13
3 and 2013/1
14
• Fast an
nd appropriatte application
n of anti-sociial behaviourr tools and po
owers have been centrall to the
success
sful reduction in antisocia
al behaviour including, Antisocial Beh
haviour Orde
ers and Alcoh
hol
Restricttion Zones
Safer City P
Partnership Plan 2014-1
17
4
Dru
ugs and alc
cohol
•We now
w have a wh
hole system
m approach to alcohol tre
eatment in th
he city which
h has resulte
ed
in doub
ble the number of peoplle accessing
g support an
nd a higher than
t
nationa
al average ra
ate
of peop
ple achieving abstinencce
•A Pena
alty Notice fo
or Disorder diversion sccheme encourages enga
agement in alcohol
educattion sessions for those identified as drunk and disorderly
d
ra
ather than a standalone
require
ement to payy a fine
•All peo
ople arrested
d for trigger offences (e..g. theft, burrglary) are te
ested on arre
est for drug
use to divert them to treatmen
nt
•A GP clinical
c
cham
mpion has be
een introducced within th
he city, galva
anising prim
mary care
involve
ement in the
e drug and alcohol harm reduction agenda
a
•We have establish
hed successsful Court Orrder program
mmes for people depend
dent on drug
gs
and / o
or alcohol
•There has been a statistically significant reduction
r
in the number of people in
njecting drug
gs
•A multi-agency tea
am has been
n established to identifyy and treat people with hepatitis
h
C.
as led to an increase in number of people
p
with drug problems success
sful completing
This ha
hepatittis C treatme
ent.
•There has been an
n increase in
n the numbe
er of non opiiate clients successfully
s
y completing
g
ent and not re-presentin
ng to treatment within 6 months
treatme
•There has been a reduction in
n the number of young people
p
using
g drugs in the city; less
than na
ational avera
age
•There has been a continued re
eduction in the
t rate of under
u
18s alcohol-relate
ed hospital
sions in the city
admiss
•A Hidd
den Harm Sttrategy has b
been agreed
d for Stafford
dshire and Stoke-on-Tre
S
ent
•Hundre
eds of trainin
ng sessionss have been delivered to
o school stafff on policy, drugs and
alcoho
ol, drug incident manage
ement, educcation package and the young
y
people’s drug an
nd
alcoho
ol screening tool
•A drug and alcoho
ol awarenesss course for parents hass been estab
blished and a resource
develo
oped to supp
port parents,, ‘Your Child
d and Alcoho
ol’
•Thousa
ands of vuln
nerable youn
ng people ha
ave received
d drug and alcohol
a
awarreness
sessions from the early interve
ention / targeted young people’s se
ervice.93% of
o young peo
ople
ed either inccreased or su
ubstantially increased d
drug or alcoh
hol knowledg
ge following
reporte
the edu
ucational se
essions
•Hundre
eds of young
g people have received a range of targeted
t
dru
ug and alcoh
hol education
and su
upport interventions (in response
r
to their own, or
o parental, substance
s
m
misuse)
Re--offending
•A one--stop shop fo
or female off
ffenders who
o offend/or at
a risk of offe
ending, has been
established to sup
pport and sig
gnposts offen
nders resultting in signifiicant improv
vements in
nding rate am
mongst this cohort
reoffen
•Stafforrdshire Polic
ce initiated th
he Integrated Offender Managemen
M
nt (IOM) pro
ogramme, wiith
partners creating a multi-disciplinary hub offering inte
ensive suppo
ort for those offenders who
w
c
commit the most crime
•The Yo
outh Offendiing Service is consisten
ntly performin
ng better at reducing offfending
al, and most similar fam
among
gst young pe
eople, compared to natio
onal, regiona
mily group
(latest figure demo
onstrates a 5.2%
5
reducttion compare
ed to 0.8% in England.
Safer City P
Partnership Plan 2014-1
17
5
However this plan also reflects on the challenges that remain and sets out how we intend to
achieve our vision, including changes in policy, reducing financial resource in the context of
austerity and service redesign.
Safer City Partnership Plan 2014-17
6
Stoke-on
n-Trent Safer
S
City Partne
ership Pla
an 2014--2017: Ex
xecutive
Summarry
The follow
wing table diagram
d
sh
hows how the Plan will
w supportt the achiev
vement of the vision
of the Ressponsible Authorities
A
s Group, de
etailing ourr approach
h (the unde
erpinning ethos),
e
priorities (our
(
over-a
arching stra
ategic aims), outcom
mes (how we
w will know
w we’ve su
ucceeded)
and key a
actions (priority action
ns).
Approach:
Preventio
on and early in
ntervention ‐
upstream
m intervention
ns to reduce harm
m / tackling root causes
Person/victim‐centred / family‐
focussed
Effectiive, high qualityy services
Enforcement
Economies of scale / valu
ue for money
Reha
abilitative and rresilient communities
Protectingg our most vuln
nerable from becom
ming victims to ccrime and disorder
Outccomes: Priiorities:
Reduce the impact of violent c
crime Reduce the in
R
ncidence and harm of offend
ding behaviou
ur
Reduce the pr
R
revalence and
d harm of drug and aalcohol misusse on individuals aand communiities
Empower com
E
mmunities and
d build commun
nity resilience
e
Re
everse the trend in violent offend
ding
Vision
TTo “create
e a safer, stron
nger nd health
hier an
city”
Reduce the in
R
ncidence and harm
from anti‐ssocial behavio
our
Increased numbe
er of people exitiing treatment and re
t
emaining drug free and/or abstinent//lower risk drinkking
R
Reduction in the
rate of increase in aalcohol related h
hospital admissio
ons
Reduced incide
ences of antisociaal behaaviour
Re
educed volume in
n crime and redu
uced percentage of people reoffendin
ng
Saafe and thriving n
night time econo
omy
Imp
proved health and wellbeing of people affe
ected by crime, disorder and subsstance miisuse
Increased/improve
ed public confide
ence and feelling safety
Key Actions:
Develop well‐balanced
d and robust ery plans to add
dress the delive
priorities
Improve o
our collaboratiive approach to inform
mation sharing ‐‐ intelligence and analysiss
Maximise links between Strategy and o‐operative Commisssioning and Co
working
Establish
h a visible recovvery hub for people exiting drug an
nd alcohol treatment
Ide
entify and stren
ngthen community ass
c
sets
Safer City P
Partnership Plan 2014-1
17
7
Principles and
a values
The
T partnersh
hip is committe
ed to achieving
g safer, stronger and healthier communitie
es through enssuring all activ
vities to addres
ss
crime,
c
disorde
er and substan
nce misuse isssues are based
d on the follow
wing principles, which build o
on national partnership stand
dards:
Empowered
d and effective leadership
• Strong leadership harnessiing a shared vission
Visible and constructive ac
ccountability
• Fostering a culture of accountability
Intelligen
nce-led busine
ess processes
• Joint in
ntelligence gath
hering and tasking; evidence-based practice
Efffective and re
esponsive deliv
very structures
s
• Facilitating strategic
s
and op
perational functions
Enga
aged communiities
• Empowerin
ng communities to build resilien
nce
Appropriatte knowledge and
a
skills
• Continuous
C
deve
elopment
Open and tra
ansparent com
mmssioning
• Responding to identifie
ed need and ach
hieveing best va
alue for money
Challenging unfair discrim
mination and
reducing
g inequalities o
of health
• Recognising but not tolera
ating discriminattion
Safer
S
City Partn
nership Plan 201
14-17
8
Further details on the principles and values and how they underpin the Safer City
Partnership can be seen within the Terms of Reference and Operating Framework.
Strategic Assessment
Section 6 of the Crime and Disorder Act 1998, as amended by Schedule 9 of the Police and
Justice Act 2006 and Regulation 3 of the Crime and Disorder (Formulation and
Implementation of Strategy) (Amendment) Regulations 2011, requires the Safer City
Partnership to conduct an annual strategic assessment of crime, disorder and substance
misuse issues across Stoke-on-Trent. This assessment identifies local priorities for action
and informs the development of a three-year Partnership Plan. The Partnership Plan sets
out how the Partnership intends to address those priorities.
Findings of the 2011, 2012 and 2013 Strategic Assessments indicated the following
priorities for 2014-17:
1.
2.
3.
4.
5.
Violent crime (in particular violence with injury)
Antisocial behaviour
Drugs and alcohol (adults and young people)
Reoffending
Serious acquisitive crime (vehicle crime, burglary dwellings)
Appendix A highlights some of the top headlines from the 2013 Strategic Assessment in
addition to some more contemporary data which has been released since the publication of
the document1.
1
Including 2014 Drug and Alcohol Needs Assessment Safer City Partnership Plan 2014-17
9
Crime, d
disorder and substance misuse
m
o
objective
s 2014 – 17
There hass been a re
ecent shift in
i culture as
a to how partner
p
org
ganisationss set ambittions to
achieve prriorities. Historically, and due to
o Governm
ment require
ements, sttrategic aim
ms have
been drive
en by the re
ealisation of
o targets which
w
are very
v
speciffic; be it a percentage
reduction o
or a numerical frame
ework. In lin
ne with thiss, the Safe
er City Parttnership co
ommits to
“ambition” statementts aligned to
t its identtified prioritties over th
he next thrree years. Not
N only is
s
this condu
ucive to the
e work of our partnerss, we belie
eve it harne
esses a he
ealthier app
proach to
delivery planning and
d outcome
e monitoring.
ership rem
mains focusssed on the
e reduction
n of all harm
m associatted with crrime,
The Partne
disorder and substan
nce misuse
e but will continue
c
to identify prriority areas on which
h to focus
y
Dra
awing on th
he findings of the Stra
ategic Asse
essment 2
2013 and in
n
over the next three years.
on with the
e memberss of the Res
sponsible Authorities
A
s Group an
nd review of
o more
consultatio
contemporary data, over
o
the ne
ext three years
y
the Safer
S
City Partnership
P
p will aim to:
1.
• En
nsure pe
eople an
nd comm
munities in Stoke
e‐on‐Tre
ent fe
eel safer from th
he harm caused by viole
ent crime
e
2.
• Re
educe th
he incide
ence of, and harrm from
m, offend
ding be
ehaviour within
n the cityy
3.
• Re
educe th
he prevaalence of, and haarm from
m, drug and alcohol m
misuse w
within the
e city
4.
• Re
educe th
he incide
ence of, and harrm from
m, antisoccial be
ehaviour within
n the cityy
5.
• Em
mpowerr commu
unities aand build
d community re
esilience
e
Safer City P
Partnership Plan 2014-1
17
10
0
1. Violent crime has devastating consequences for victims and communities. It also
creates a significant drain of public resources; in particular our criminal justice and
healthcare settings.
The city has continually seen one of the highest rates of violence nationally and the rise in
domestic violence, hate crime, serious sexual offences and youth violence demand a
refresh in the approach we take.
Ensure people and communities in Stoke-on-Trent feel safer from the harm
caused by violent crime
How this will be
benchmarked
How we will
achieve this

A reversal of trend in violent crime

An improved position of Stoke-on-Trent for the rate of violent crime2

People in Stoke-on-Trent will feel safer
Undertaking an in-depth needs assessment looking at the patterns and culture
of violence within the city
Continue to support victims, and their families from the harmful effects of
domestic violence
Taking learning from top performing Community Safety Partnerships within our
most similar family group on their approaches to all violence
Engaging perpetrators in programmes which tackle root causes and effect
change, including education diversion schemes and family support
Reviewing and extending the Integrated Offender Management cohorts to
ensure they respond to violent offenders
Tackling youth violence to ensure that positive change happens at the earliest
point and a life of adult offending is averted
Maximise opportunities within the City Centre regeneration to diversify night
time economy options and make it a safer, happier place to be for all
communities
Embedding the learning from the Local Alcohol Action Area Violence Task to
Finish Group
Providing an effective service to victims of hate crime
Preventing and reducing rapes and serious sexual offences, including child
sexual exploitation
Implementing the “Cardiff Model” within the city so that resource can be
targeted to prevent violence
Ensuring victims and witnesses receive the right level of support when it
2
compared with other Local Authority areas in most similar family group Safer City Partnership Plan 2014-17
11
matters most and build confidence to report domestic violence, sexual
violence and hate crime and prevent repeat victimisation.
Safer City Partnership Plan 2014-17
12
2.
Preventing people entering our criminal justice system and breaking the cycle of
offending behaviours with those who do are essential to driving down crime in the city.
We will work to ensure people vulnerable to following a path of offending behaviour are
identified as early as possible and provided with the support required to tackle the root
causes.
We will take learning from what we know to be effective in reducing reoffending and apply it
to the life cycle so that we empower individuals to choose a life devoid of crime.
Reduce the incidence of, and harm from, offending behaviour within the city
How this will be
benchmarked
How we will
achieve this

A continued reduction in the number of first time entrants in to the criminal
justice system

A continued reduction in serious acquisitive crime

A reduction in the number of people offending and volume of offences
committed by those who do offend

An increased number of offenders successfully completing drug and/or
alcohol treatment
Ensuring a consistent approach to the application of the seven pathways to
prevent offending / reoffending across all commissioned services (adults) and
measuring the impact of this work
Utilising restorative justice approaches, as appropriate, to effect change in
behaviour and build reassurance and resilience within communities and
develop a suite of responses for intervention which can be linked to legal tools
and powers. Restorative justice will be the golden thread throughout all
interventions with children and young people
Working with the OPCC to support a smooth transition to reconfigured
probation services arising from the government’s ‘Transforming Rehabilitation’
agenda
Working with the OPCC on the procurement and establishment of the victims
and witnesses gateway to secure the confidence and assurance of
communities affected by offending behaviour
Strengthening the relationship with our Youth Offending Service to support
transition points for young people with a history of offending and offer
prevention to those at risk of offending
Develop a pathway for young people involved in Youth Offending Service
Prevention to ‘step-down’ to mainstream services once risks have reduced
The Youth Offending Service will develop ‘ wrap around’ health intervention to
address identified unmet health needs of young people
Working with our colleagues in planning to ensure that the regeneration within
Safer City Partnership Plan 2014-17
13
the city adheres to the principles of “safety by design”
An increased number of offenders engaging with and successfully completing
drug and/or alcohol treatment
Continuing the progress made against serious acquisitive crime
Safer City Partnership Plan 2014-17
14
3. Over the last five years we have seen an increased investment in support services for
people affected by alcohol misuse but alcohol harm continues to have corrosive effects in
our city.
Alcohol related hospital admissions and alcohol related mortality continue to be amongst
the highest in the country.
Alongside this we have significant investment in drug treatment but we need to drive
forward the number of people successfully leaving treatment drug-free and reinvigorate the
aspirations of those who have been in treatment for years.
The increased investment in alcohol services has resulted in a significant increase in the
number of people achieving abstinence/lower risk drinking (higher than the national
average) but the proportion re-entering treatment is high.
Those who live with substance misuse need to be appropriately supported to enable them
not to just complete treatment but to enable then to live independent and fulfilled lives.
Those exposed to substance misuse will be identified as early as possible and offered the
appropriate support to prevent them from harm and prevent them from entering a life of
substance misuse.
Reduce the prevalence of, and harm from, drug and alcohol misuse within the
city
How this will be
benchmarked
How we will
achieve this

An increased proportion of people exiting treatment drug and/or alcohol
free and sustaining their outcomes

A reduced rate of increase in alcohol related hospital admissions

Maintaining a reducing rate of alcohol-related hospital admissions for
under 18 year olds

An increased number of young adults (18-24 years) accessing treatment
Maximising on opportunities to intervene early through our schools, primary
care and the workplace
Preventing young people developing problems with substance misuse through
education, a comprehensive approach to Hidden Harm and early intervention
Investing in recovery communities and user voice; establishing visible recovery
communities
Finding ways to increase the number of young adults accessing treatment
Maximise the use of community detoxification
Commissioning an effective and integrated treatment system which tackles
root causes and support people to rebuild lives
Ensuring we are offering drug treatment options that respond effectively to
evolving trends, including legal highs
Safer City Partnership Plan 2014-17
15
The negative impact of substance misuse on communities will be
reduced through responsible approaches to licensing and appropriate
use of tool and powers.
Embedding the learning established via the Local Alcohol Action Area
Creating innovative joint commissioning approaches which enable equity in
access to recovery opportunities
Exploring and reviewing accommodation provision for those affected by drug
and alcohol misuse
Support the implementation and embedding of the Dual Diagnosis Protocol
across all commissioned services
Consider and respond to the impact of drug and alcohol misuse on the acute
care system
Take an innovative approach to licensing to encourage a diversified and
thriving night time economy
Safer City Partnership Plan 2014-17
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4. The most serious antisocial behaviour creates division in communities and
contributes to poor health and wellbeing.
We are committed to ensuring that the minority of people who become engaged in these
behaviours are provided with suitable opportunities to stop through the use of traditional
and emerging antisocial behaviour tool and powers.
Communities and victims affected by behaviours will be offered support to minimalise the
opportunity for antisocial behaviour and communities will feel confident that swift and
proportionate responses are implemented.
The City Council’s approach to Co-operative working in localities will be key to delivering
improvements.
Reduce the incidence of, and harm from, antisocial behaviour within the
city
How this will be
benchmarked
How we will
achieve this

Reduced incidences in antisocial behaviour

An improved level of community perception, satisfaction and
knowledge of multiagency working to tackle antisocial behaviour
Ensure that the increased investment in education and diversionary
opportunities are mapped out and aligned to our areas of need to maximise
the effectiveness
Work with our planning departments to ensure that our city continues to
develop in a way where design drives out opportunities for crime and
disorder
Using all our powers to enforce against environmental crime offenders
including on the spot penalty notices and overt and covert operations
Develop a suite of responses for intervention which can be linked to legal
tools and powers
Utilising restorative justice approaches, as appropriate, to effect change in
behaviour and build reassurance and resilience within communities
Supporting victims and witnesses of antisocial behaviour, ensuring the
partnership remains involved in the ongoing development of the Gateway
Sound, effective and appropriate understanding, implementation and use of
the tools and powers outlines within Antisocial Behaviour, Crime and
Policing Act 2014
Making full use of our licensing laws, including health and safety legislation,
to improve the management of licensed premises.
Safer City Partnership Plan 2014-17
17
5. We will reinvigorate our relationship with communities, ensuring that the views of
people who live and work in the city are at the core of business and we will take an assets
based approach to increasing community resilience and wellbeing such that people feel
safer, stronger and healthier.
Victims of crime and disorder will be supported to feel reassured and confident in the
response to incidents and communities will feel safer.
Those people most vulnerable to the effects of crime, disorder and substance misuse will
be identified and protected through multi-agency support and justice.
We will work with the criminal justice system, in particular the courts, to ensure that
responses are proportionate.
Empower communities and build community resilience
How this will be
benchmarked
How we will
achieve this

Increased reporting of crime within targeted neighbourhoods

Percentage increase in numbers of people reporting feeling
safer in their communities

Increased number of people who volunteer in their
communities as peer mentors/peer supporters
Establishing forums to provide community insight and leadership
against our strategic priorities e.g. alcohol forum
Working in partnership with the OPCC to support our business
community’s resilience to crime and disorder
Increase the number of ‘Connecting Communities Partnerships’ in
areas of high crime
Harnessing an open and transparent exchange of information with
communities
Utilising the findings of the Staffordshire Victims and Witnesses
Strategic Assessment to provide clear focus for improvement
Strengthening peer mentoring opportunities, creating more serviceuser led provision and harnessing social enterprise
In addition to the above priorities, the Partnership commits to regularly review trends and
demand to ensure that appropriate and proportionate response is delivered.
Safer City Partnership Plan 2014-17
18
Resources to support plan implementation
In addition to strategy, a key function of the Partnership is to ensure effective
commissioning of projects and services “to create a safer, stronger and healthier city.”
Part of this investment includes the provision of drug and alcohol treatment services in line
with national models of care and NICE guidance.
Since the last Partnership Plan there has been a reduction in the number of core funding
streams; this is a result in part to the abolishment of the National Treatment Agency and the
move of Public Health in to Local Authority.
It is likely that within the term of this plan that there will be a reduction in the financial
resource available to support the priorities of the Partnership which makes value for money,
and strengthening of partnerships to align resource, as critical as ever. In addition, due
consideration will be given to opportunities to look at cross-boundary commissioning as
appropriate.
Whilst financial resource will reduce, quality in service provision must be high ensuring
sustainable change. Service change within the City Council provides opportunity for
enhancing delivery arrangements against our priorities. For example, “Locality Working” will
become “Co-operative Working” late 2014; a redesign with the following underpinning
principles:
1. Managing demand for services – encouraging people to do more for themselves,
encouraging people to take responsibility, and signposting people
2. Changing the way we deliver services – reviewing everything across the Council,
partners and organisations, delivering services close to where people live, and
reviewing policies, procedures and changing culture
3. Working together – working with communities and partners to deliver best value for
money.
This platform is complementary to the way in which the Safer City Partnership is committed
to shaping its delivery planning moving forward. We need to maximise the links between
the Safer City Partnership strategic functioning and one of the delivery arms which exists
within the Co-operative Working model. Over the next three years, and as the model is
embedded, this relationship will strengthen leading to improved outcomes for our city.
In addition to the membership of the wider Safer City Partnership, the Safer City
Partnership team, within Public Health, will drive forward the priorities of the partnership
providing main point of contact, strategic leadership and coordination.
Safer City Partnership Plan 2014-17
19
Delivery and performance management arrangements
Delivery of the Partnership Plan will be entirely dependent upon a strong multi-agency
approach. Therefore, a clear multi-agency delivery plan will underpin each strategic
priority, overseen by a designated Safer City Partnership Lead Officer, supported by an
identified delivery and planning group.
The Safer City Partnership Terms of Reference and Operating Framework is a separate
document which in detail outlines:




The Statement of purpose
Strategic lead and links
Structure and governance arrangements; and
Principles and values underpinning the Partnership
The partnership team will undertake a monthly assessment of progress against strategic
priority action plans and related targets/key performance indicators. Any slippage or
performance/problem areas will be identified and remedial actions agreed and
implemented. Quarterly assessment of progress will be reported and subject to the scrutiny
of the Safer City Partnership Performance and Commissioning Group. There will be a clear
escalation process governing the management of performance; any irresolvable deficit in
performance will be reported to the Responsible Authorities Group and / or Health and
Wellbeing Board at the earliest opportunity.
Revision of the Plan
The Partnership Plan will be reviewed annually as part of the strategic assessment process
(including any additional needs assessments) and will reflect any changes in emphasis and
trends in relation to crime, disorder and substance misuse. As a consequence, the delivery
plans will be modified and flexible enough to reflect necessary changes and will be
managed in the way outlined.
Underpinning strategies and plans
To detail the partnership approach to achieving the ambitions of this three year plan, the
Safer City Partnership Programme Leads will develop the following delivery plans on an
annual basis:



Substance misuse harm reduction delivery plan
Violent crime harm reduction delivery plan
Offending reduction delivery plan
Safer City Partnership Plan 2014-17
20

Antisocial behaviour reduction delivery plan
Within each of the above delivery plans will be a strong and consistent theme to achieve
the fifth priority, empowering communities and building community resilience. This work will
be underpinned by the work of the wider Health and Safer Communities team within Public
Health.
Each plan will detail activity which contributes to the achievement of its strategic ambition,
including directly commissioned services, partner organisation resource and new
developments / projects.
Contribution to other partner strategies
Families Matter
Nationally there is an initiative for councils and its partners to identify and reach 120,000
families. These families are characterised by there being no adult in the family working,
children not being in school and family members involved in crime and anti-social
behaviour.
These families almost always have other long-standing problems which can lead to their
children repeating the cycle of disadvantage. One estimate shows that in over a third of
these families there are child protection issues. Another estimate suggests that over a half
of all children who are permanently excluded from school come from these families, as do
one-in-five young offenders.
Other problems such as domestic violence, relationship breakdown, mental and physical
health problems and isolation make it incredibly hard for families to start unravelling their
issues.
In Stoke-on-Trent the local Families Matter programme has Lead Practitioners placed with
local services across the city, in the new Co-operative working model, to work with families
who are experiencing difficulties with one or more of these issues:




Crime and anti-social behaviour
Parenting challenges
Poor school attendance
Serious financial issues
Stoke-on-Trent Safer Partnership contributes by:


Developing delivery plans to reduced crime and antisocial behaviours
Ensuring that commissioned services work to identify families appropriate for the
programme and provide specialist support as required, including the use of Early
Help Assessment framework.
Safer City Partnership Plan 2014-17
21

Ensuring that plans and services support Co-operative Working
MAPPA
The purpose of the Multi-Agency Public Protection Arrangements (MAPPA) is to ensure
that arrangements are in place to manage the risk posed by the most serious offenders
under the Criminal Justice Act 2003.
Stoke-on-Trent Youth Offending Service has a duty to co-operate and are required to
nominate senior representatives to sit on the strategic MAPPA Board and other working
groups.
Safeguarding
Stoke-on-Trent Children’s Safeguarding Board brings together representatives from various
agencies and organisations in the city to work in partnership to protect children and young
people. By sharing expertise and practice the board can make sure those children, young
people and their families have access to the right support and services they need.
Stoke-on-Trent Safer City Partnership contributes by:


Ensuring that all commissioned services are compliant with the Local Safeguarding
Board Strategy and linked procedures
Supporting the partnership response to prevention of, and response to, Child Sexual
Exploitation
Children, Young People and Families Plan
The Children, Young People and Families Plan 2013-16 sets out how the partnership will
continue to improve the lives of children, young people and families within the city of Stokeon-Trent and achieve its vision for all children and young people to be:


Happy, safe and healthy; and
Inspired and enabled to succeed in all aspects of their life
Stoke-on-Trent Safer City Partnership contributes by:




Developing strategies and interventions to reduce the numbers of children and
young people entering the criminal justice system and/or misusing substances
Working closely with agencies and social care to reduce the numbers of looked after
children
Working closely with young people to improve the transition to work and
independence
Developing interventions with children, young people and families to ensure they are
safe and healthy
Safer City Partnership Plan 2014-17
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Youth Offending Service Youth Justice Strategic Plan
Stoke-on-Trent Youth Offending Service is committed to contributing to a fair and effective
Criminal Justice System which provides justice for victims and communities, rehabilitation
and punishment for young people whilst providing positive opportunities and robust
interventions.
Their purpose is to prevent young people offending and once in the Criminal Justice
System to robustly assess the needs of young people and victims and offer high quality
interventions to reduce crime, support victims in order to increase public safety in the city of
Stoke-on-Trent.
The Safer City Partnership contributes by:



Identification and analysis of crime, disorder and substance misuse trends
Ensuring that children and young people are a priority for all crime, disorder and
substance misuse partners
Working in collaboration to access national and local funding streams to support
innovation
Safer City Partnership Plan 2014-17
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Strategic plan on a page:
The Strategic Plan on a page aims to visually represent how the aims of Safer City Partnership sit within and contribute to a
broader Strategy and Policy context:

Priority one – reduce the negative impact
of drug and alcohol misuse and domestic
abuse;

Priority three – dignity and respect
1. Reduce the
prevalence of,
and harm
from, drug
and alcohol
within the city
2. Ensure people and
communities in
Stoke-on-Trent
feel safer from the
harm caused by
violent crime


Priority two – mobilise and influence communities around creating
independent and healthy lives

Priority four – excluded groups
3. Reduce the
incidence of, and
harm from,
offending behaviour
within the city
4. Reduce the
incidence of, and
harm from,
antisocial
behaviour within
the city
5. Empower
communities and
build community
resilience
 Managing offenders – preventing offending in the first place (PCC)
 Public confidence – helping you to feel safer and more reassured (PCC)
 Early intervention – tackling root causes before they become a problem
Supporting victims and witnesses – making sure they get the support they need
A mandate for change: “Make Stoke-on-Trent a great
working city”
Safer City Partnership “Creating a safer, stronger and
healthier Stoke-on-Trent
Health and wellbeing board “Stoke-on-Trent is a vibrant, healthy and caring city, which supports its citizens to live more fulfilling and
independent and healthy lives”
Police and Crime Commissioner: Safer, Fairer, United Communities in Staffordshire
Safer City Partnership Plan 2014-17
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Appendix A: Strategic Assessment 2013 and other contemporary
data
1. Violence





There was an 18% increase in violence with injury between 2012/13 and
2013/14; Stoke-on-Trent is still ranked 15/15 in its most similar family group
In 2012/13, 32% of all violence with injury was domestic related and there had
been a 6% increase in domestic violence
There was an 11% increase in hate crime
Serious sexual offences increase by 46%3
There were 1,216 alcohol related offences; half of which were actual bodily
harm and the majority took place in central locality
2. Antisocial behaviour





After several years of decrease there has been a 3% increase in antisocial
behaviour in 2012/13 (11,727 incidents) and 6% in 2013/14 (12,427 incidents)
Rowdy and inconsiderate behaviour accounted for 66% of the category in
2012/13 and had increased by 16% compared to previous 12 months
Incidents increased in the central and south localities whilst reports in the
north continues to decrease
Our rates of criminal damage also ranks us 15 / 15 in our most similar family
groups
The Feeling the Difference Survey 2013 stated that 33% of our community
feels that antisocial behaviour is a big problem
3. Drugs and alcohol
Alcohol:

The narrow category4 for alcohol related hospital admissions aims to focus of
primary diagnosis or any secondary diagnosis with an external cause relating
to alcohol misuse; this dramatically shifts the rank of the city – having the
third highest rate from 326 authorities; with a higher rate (but not number)
of women’s admissions than men’s
3
4
It is noted that a proportion of these offences are historical but reported within 2012/13
Public Health England (PHE) last month announced the latest update to the Local Alcohol Profiles for England (LAPE)
data tool, which includes the revised measure of alcohol-related harm introducing two categories: broad and narrow*; The
new indicator uses a much narrower search: it looks only for primary or external cause codes that relate to alcohol. These
are counted in the same way as before, i.e. by applying attributable fractions
Safer City Partnership Plan 2014-17
25





Stoke-on-Trent ranks the rate of women dying as a direct result of alcohol
misuse as the second highest from 326 authorities; the rate for men ranks 11th
highest
73% of the adults population drink alcohol; 35% exceed their limits on a
typical drinking day
The Alcohol Harm Reduction Strategy for England 5 estimates there to be
780,000 to 1.3 million children affected by parental alcohol problems
Locally, the Lifestyle Survey 2013 records that 85% of pupils who reported
that they drink alcohol said they drink at home; 51% saying their parents
always know when they drink at home
The Feeling the Difference Survey 2013 stated that 29% of our community
feels that alcohol is a big problem
3.1 Drugs:











There is an estimated 2,344 opiate and crack users in Stoke on Trent, 68%
are known to treatment services, compared to 53% nationally
The number of people successfully completing and not re-presenting to
treatment for non-opiate user increased by 6% and decreased by 0.1% for
opiate use
The estimated prevalence of opiate users in the city is 1.6 times higher than
the English average
Our successful completions rate for opiate and crack cocaine is 5.2%
compared to 7.8% in England and our proportion of adults in treatment for two
years or more is 54% compared to 44% nationally
We have a higher than national rate of our treatment population having an
issue with prescription only / over the counter drugs (25% compared to 17%)
66% of the drug treatment population are parents; 27% (478) of this
population have children living with them and 38% don’t have children living
with them despite being parents
6% (n101/1650) of people in drug treatment were recorded as having dual
diagnosis issues in 2013-14
66% of the drug treatment population are parents; 27% (478) of this
population have children living with them and 38% don’t have children living
with them despite being parents
The Feeling the Difference Survey 2013 stated that 29% of our community
feels that drugs is a big problem
17% of pupils aged 11-15 nationally reported having ever taken drugs6, 12%
had taken them in the last year and 6% in the last month
In comparison, a local survey7 reports 7% of 11-16 year olds reported ever
taking drugs, 6% reported taking them in the last year and 4% in the last
5
6
Alcohol Harm Reduction Strategy for England: Prime Ministers Strategy Unit: March 2004 Smoking Drinking and Drug Use Survey 2012 Safer City Partnership Plan 2014-17
26




month. Using 2011 census information and local prevalence this would
estimate that approximately 1,049 young people locally aged 11-16 have used
drugs in the last year
Cannabis and alcohol remain the drug most likely to be used by young people
It is estimated that 28% of young people can be classed as vulnerable (those
who have ever been in care or homeless, truants, those excluded from school
and serious or frequent offenders)
There are an estimated 1,425 young people under 16 living with parental
substance misuse
Anecdotally there has been a significant increase in the use of Novel
Psychoactive Substances, aka Legal Highs which can result in significant
increase in health harm and risky behaviour
4. Reoffending/offending




The city is the worst performing authority in Staffordshire and West Midlands
Probation Trust for the rate of reoffending, despite an improvement in
numbers of repeat offences and reoffenders (decreasing by 23% and 7%
respectively)
The proven reoffending rate has decreased by almost 26%
84% of the offenders are males with a peak age band of 18 – 24
Aside from “Thinking and Behaviour and Attitudes” which scored highest on
needs of assessed offenders, alcohol misuse was relevant in 53% and drug
misuse in 35% offenders
5. Serious acquisitive crime




In 2012/13 Serious Acquisitive crime (SAC) reduced by 2.2% to 2,601
offences in total. This is notably a slower reduction than the 22% that was
recorded in 2010/11 and 2011/12 which was 4%.
Theft from and of vehicles saw increases of 4.9% and 9.9% placing the city 11
of 15th in its most similar family group
Domestic burglaries have decreased and burglaries in other buildings has
increased by almost 5%
Although Personal Robberies have seen a decrease over the last 12 months,
the trend in the last 6 months is not favourable and needs to be addressed
7
Stoke‐on‐Trent Young people’s Lifestyle Survey 2013 Safer City Partnership Plan 2014-17
27
Appendix B: Governa
G
nce Stru
ucture
Safer City Partners
ship Plan 2014-17
28