Crime and Disorder

Reduction Partnerships

A Guide for Members

Document information
Document Status & Version / Draft version 1.3
Version Date / 15April 2009
Owner / Community Affairs Committee
Equality Impact Assessment / Date:
Review / next due April 2010

Foreword

We have written this guideto help members to be active and effective in Crime and Disorder Reduction Partnerships (CDRPs). It reflects the growing importance of CDRPsarising from recent legislation. Hampshire Police Authority must fulfil its responsibilities as a statutory member of CDRPs, particularly within the context of neighbourhood management, the empowerment agenda and the desire by the Home Secretary to see police authorities more proactive within CDRPs, and the preference that police authorities should chair local CDRPs

The authority is also keen to ensure that there is consistency between targets, and greater collaboration between partners to avoid duplication of effort, to maximise efficiencies and to share their respective skills and experience. Only by doing so can we all realistically ensure that Hampshire and Isle of Wight will be even safer places in which to live, work and visit.

The role of the Police Authority Member on CDRPs is not an easy one, and it is crucial that we all have a shared understanding of why we are there (beyond the statutory reason), what our role ought to be, and what we can contribute and achieve.

This guide is a starting point and will be developed in the light of new legislation and best practice observed elsewhere. . I hope you find the time to consider the action points, and that the Guide helps you to carry out your role effectively.

Ray Palmer

Chair of Community Affairs Committee

Contents:

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Page

Introduction to Crime and Disorder Reduction Partnerships

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1

Crime and Disorder Reduction Partnerships across the two counties

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4

Equality. Diversity and Human Rights: Safety for all

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5

Crime and Disorder Reduction Partnerships Communication of Priorities

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6

Dual-Hattedness

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8

CDRP Processes

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9

Appendices

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Appendix A – CDRP Link Member Role Profile

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16

Appendix B – Authority and Constabulary Joint Protocol

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18

Appendix C – Member Code of Conduct Part 2

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19

Appendix D – Meeting Feedback Form

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22

Appendix E – Information Sharing

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23

Appendix F – Action Checklist

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Introduction to Crime and Disorder Reduction Partnerships

The Crime and Disorder Act 1998 (as amended by the Police Reform Act 2002 and the Police and Justice Act 2006) established Crime and Disorder Reduction Partnerships (CDRPs) between the Police, Police Authorities, Local Authorities, Fire and Rescue Authorities and Primary Care Trusts[1]. The purpose of the partnership is to ensure that all of the appropriate agencies work collectively to tackle local crime, disorder, anti-social behaviour and substance misuse. The partnership arrangement acknowledged that no one organisation could achieve this alone.

A CDRP performs its duties by assessing the type and level of crime in its area, by consulting with the public on their views of crime and by developing a strategy and action plan to combat problems. CDRPs must balance the views and priorities of the public with other crime (e.g. serious organised crime) of which the public may not be as aware.

There have been a number of recent changes to CDRPs, including:

  • A change in the way that CDRP plans are written from a three-year audit and plan to an annual strategic assessment (refreshed 6 monthly) and action plan to inform the three year rolling community safety partnership plan.
  • Partners must agree how they will share information through an agreed ‘Information Sharing Protocol.’
  • The establishment of Strategic Partnerships at the county level of two tier local authority areas to provide a context for CDRP activities.
  • A split between the strategic work and operational work of the CDRP
  • A renewed obligation onCDRPs to consult with local communities.
  • A requirement for CDRPs to hold at least one public meeting annually, known as ‘face the people’ sessions.

The Police Authority member’s role

The ways in which CDRPs work may differ greatly, even across a force area. This can present challenges to the police authority. This Guide sets out the basic requirements which all members should follow. To assist members to understand their role on the partnership a member role profile is included at appendix A.

Hallmarks of Effective Practice

The Home Office have set out six hallmarks of effective practice in partnerships (these are discussed further in the CDRP Process section). An effectiveCDRP should demonstrate:

  • empowered and effective leadership
  • intelligence-led business processes
  • effective and responsive delivery structures
  • community engagement
  • visible and constructive accountability
  • appropriate skills and knowledge

Overview and Scrutiny

The Police and Justice Act 2006 included a requirement for CDRPs to be held to account by local Crime and Disorder Committees. This requirement has not yet been enacted, but thedraft Statutory Instrument known as ‘Crime and Disorder Overview and Scrutiny Regulations 2009’ prescribes this new function as follows:

  • To come into effect from 30th April 2009
  • The local authority Crime and Disorder Committee will meet a minimumof twice ayear to review and scrutinise decisions made by responsible authorities in respect of crime and disorder functions
  • Crime and Disorder Committees can co-opt additional members (from those responsible authorities under s.5 of the Crime and Disorder Act 1998) with the same entitlement to vote as any other Crime and Disorder Committee member
  • The number of co-opted representatives will be limited; there are various exclusions, and membership can be withdrawn at any time
  • Crime and Disorder Committees must consult relevant responsible authorities for suitability before co-opting
  • Crime and Disorder Committees can request informationand set a deadline. Information must be provided by the responsible authority and by thatdate (or as soon as reasonably practicable)
  • Information provided to the Crime and Disorder Committee can be redacted and should not include information that would prejudice current or future operations of the responsible authority
  • Crime and Disorder Committees can request that an officer or employee attend a meeting to answer questions or provide information–a minimum of twoweeks notice must be provided (can be shorter if the person agrees)
  • The requested attendee must attend (unless they have a reasonable excuse)
  • Crime and Disorder Committees can make a report or recommendations to a responsible authority
  • In reaction to any report or recommendations the appropriate authority would need to respond within onemonth, in writing
  • Crime and Disorder Committees will review responses and monitor actions (if any) taken in light of recommendations

 / Action Point 1[2]
You should be familiar with the Role Profile (expectations and contributions) for CDRP representatives. Please circulate copies as appropriate, such as CDRP Chair, Community Safety Manager and Constabulary Representative.
 / Action Point 2
You should have read and understand the terms of reference for the CDRP. This should outline the roles and responsibilities of each responsible authority of the CDRP. It will enable you to understand who is responsible and who is accountable for different areas of work within the partnership. Please provide a copy of the terms of reference to the Police Authority office. If the CDRP does not have terms of reference you should encourage it to develop one.

1

Crime and Disorder Reduction Partnerships across the two counties

Each year[3]the Authority appoints its representatives to the fifteen CDRPs across the two counties. The CDRPs mirror the boundaries of the eleven district local authorities and the three unitary authorities. There is also a county strategy group (covering the two-tier area of Hampshire County Council), on which the Chair of the Police Authority sits. If the CDRP has a strategic group, it is preferable that the police Authority member should sit on this.

A representative of the constabulary will also sit on CDRPs. Given the role of the authority to hold the constabulary’s budget, scrutinise performance and have strategic ownership of priorities (via the policing plan), it is crucial that an effective relationship exists, and that mechanisms for the authority and constabulary to communicate on matters relating to the CDRP are in place.

A protocol to help guide members through this relationship has been constructed and can be found at Appendix B.

 / Action Point 3
You should be familiar with the joint protocol, and agree with the constabulary representative how to work effectively. Once agreed please sign and return a copy to the Police Authority office. Further copies should be circulated as appropriate, includingthe Constabulary representative.

1

Equality, Diversity and Human Rights: Safety for all

CDRPs have a duty to provide services to all the diverse communities within its area. As a Hampshire Police Authority member you should ensure that the CDRP considers and promotes the needs of all members of the community, regardless of age, disability, gender (including transgender), race, sexual orientation orfaith or belief/lack of faith or belief.

Whether working in a partnership setting or representing the Authority’s position, the equality duties and regard for Human Rights set out in the ‘Combined Equalities Scheme’ must be met; in particular, you should ensure that the needs of all groups are considered during the CDRP’s strategic assessment, preferably by the CDRP completing an Equality Impact Assessment.

 / Action Point 4
You should ensure that relevant Equality Impact Assessments relating to the CDRP policies, procedures and plans have been conducted. If the CDRP does not conduct Equality Impact Assessments you should encourage the it to do so.
 / Action Point 5
You should ensure that he CDRP has relevant and up to date demographic data on the composition of its communities.

1

Crime and Disorder Reduction Partnerships and Police Authority Communication of Priorities

Respective Priorities

It is vital that the priorities and targets set through the CDRP strategic assessment process are compatible with other plans, including the policing plan, and vice versa.

Part of the member role within the CDRP is to ensure that priorities and targets are set appropriately, and that funding is allocated in accordance with them. If a member is asked to agree on behalf of the authority any targets or priorities, it is the responsibility of the member to be satisfied that they are in line with targets and priorities set by the Authority for the Constabulary, and to ensure that the recommendations of the CDRP are brought to the attention of the Authority. This will help to avoid duplication, improve the sharing of best practiceand lessons learnt, and ensure that targets are compatible and aligned. This is a two-way process, and it is equally important that Members ensure that the CDRP is aware of, and focuses on, the Authority’s latest priorities, as described in the policing plan.

Community Engagement

CDRPs are comprisedof different organisations,each of which may, from time to time, wish to consult and communicate with the public and other stakeholders. As the authority covers the two county areas, membersshould encourage co-ordination of consultation and communication where relevant. This is important, because it will enable expertise which exists within the respective statutory partners to be used and directed in the most effective and efficient way. It will also ensure that similar activities are not duplicated, and that the public and other stakeholders are not excessively asked for their views and experiences.

Police Authority representatives should ensure that CDRPs are made aware of events which the Police Authority proposes to hold in its area. The results of such events and opinion surveys can be used to inform CDRP strategic assessments. Members should aimto enhance collaboration and co-ordination. This will include:

  • Attending consultation events run by theCDRP and using these to consult on matters relevant to the authority, where appropriate to do so. For example, consulting on policing priorities during CDRP public meetings.
  • Informing the Policy and Engagement Manager of any consultations that the CDRP is planning. This will help the authority to co-ordinate its consultation with its partners.
  • Sharing with the CDRP the results of authority consultation or engagement events, which the Engagement and Performance Officer will distribute
  • Ensuring that key communication messages sent out by CDRPs are consistent with key messages sent out by the authority.
  • Ensuring wherever possible that all information sent out by CDRPs is accessible to members of the public. For example, large print versions should be available to those that request them.

 / Action Point 6
To keep the authority updated on priorities set by the CDRP
 / Action Point 7
To update the CDRP on priorities set by the authority, for example at the first CDRP meeting following the 31st March, on the priorities contained within the local policing plan.
 / Action Point 8
To attend consultation eventsand “face the people sessions”. To inform the authority office of any CDRP consultation/engagement events or face the public sessions to avoid duplication and use feedback to help the authority in determining priorities.
 / Action Point 9
To update the CDRP of any relevant authority engagement/consultation events, to assist in the shaping of the strategic assessment.

Members are encouraged to seek assistance from the Authority’s Chair, Chief Executive, Treasurer or Policy and Engagement Manager, where appropriate.

1

Dual-Hattedness

A ‘dual-hatted’ member is one who sits on a public body (including a CDRP) both as a Councillor and as a Police Authority member. The Department of Communities and Local Government revised single model Code of Conduct for Members was adopted formally by the authority at its meeting on 25 September 2007. The code states that:

  • Dual-hatted members and those members appointed or nominated by an authority to outside bodies are no longer required to declare that they have a personal interest in a matter before they vote, unless they wish to speak on the matter or where the personal interest is also a prejudicial interest[4].

There are arguments for and against dual-hattedness, for example Councillors wearing more than one hat could be perceived to have competing interests, which may inhibit their effectiveness. Alternatively, the perspective could be that dual-hatted Councillors can be more effective, given that it is one person who has several roles, wider experience and knowledge, andpotentially more influence.

As Hampshire Police Authority has 17 members and 15 CDRPs it would be virtually impossible – and perhaps undesirable – to assign members to an area where dual-hattedness would not. Generally members should adhere to the following:

Dual-hatted members addressing a CDRP should inform the CDRP of the standpoint from which the statement is given, that is as a member of Hampshire Police Authority or as a Councillor for…

Members should ensure that CDRP minutes properly reflect that standpoint from which the statement was made

Members must ensure that the authority view and responsibility is considered across the whole of the two counties, and although the CDRPs must work within its specific district council or unitary council area, crime and disorder does not respect such boundaries and a wider view maybe helpful, as isthe opportunity to learn from other CDRP approaches

1

CDRP Processes

The CDRPs’ work is governed by a range of activities and duties. The information contained within the following section should assist to explain what is achieved, although the methodologies may differ greatly across the two counties.

Strategic Assessments

The purpose of a strategic assessment is to provide a comprehensive analysis of crime, disorder, anti-social behaviour, drug and alcohol misuse and community priorities (identified through community engagement activities). Through incorporation of data (both qualitative and quantitative) and geographical, environmental and temporal analysis plus appropriate cost, victims and offender information, the strategic partnership will be able to set robust priorities. Priorities should be SMART (Specific, Measurable, Achievable Realistic and Time-bound). The strategic assessment will form the basis of the partnership plan.

In brief, the CDRP strategic assessment process is likely to involve:

  • an analysis of the levels and patterns of crime and disorder and substance misuse in the area
  • an analysis of the changes in those levels and patterns since the previous assessment
  • an analysis of why the patterns have changed
  • the matters that the responsible authorities should prioritise in their work
  • the matters which people living or working in the area consider should be prioritised to combat crime and disorder and substance misuse
  • an assessment of the extent to which the previous partnership plan had been implemented
  • the matters which should be brought to the attention of a county strategic group - where one exists.

The Partnership Plan

The partnership plan should set out:

  • Partnership priorities
  • action to be taken to address the priorities
  • a process for partnership development (to ensure a continued robust analytical and problem-solving approach)
  • the partnership performance management framework
  • how the partnership will respond to changes in a timely manner

Hallmarks of Effective Practice

  • empowered and effective leadership
  • intelligence-led business processes
  • effective and responsive delivery structures
  • community engagement
  • visible and constructive accountability
  • appropriate skills and knowledge

Below is a checklist that can be used to conduct a partnership ‘health check’; it is also a useful checklist for ensuring that proper processes are in place. It could also act as an aide memoire for ensuring that appropriate consideration has been given to monitoring, evaluating and setting partnership activities.