POLICY COMMISSION MEETING

Meeting	Policy Commission for Safer Communities
Ref	Saf.PC.6/10/05
Date	6 October 2005
Time	18.00hrs
Place	Committee Room 1, County Hall, Newport
Purpose of meeting	Formal public meeting
Attendance	Commission	Cllrs David Williams (Commissioner); Henry Adams; Vanessa Churchman; Heather Humby; Susan Scoccia; Arthur Taylor; Diane Tuson
	Cabinet	Cllr Barry Abraham
	Secretariat	Cllrs David Pugh; Alan Wells
	Officers	Mr Andrew Shorkey; Ms April West; Ms Sue Lightfoot; Mr Mike Fisher; Mr Paul Street
	Stake holders / Experts	Mr Simon Theobald, Crimestoppers; Mr Dick Bradbury, Crimestoppers
	Apologies
Agenda Items
1. Notes of previous meeting (Paper A)	The notes of the previous meeting were agreed as a true record of the evidence received.
2. Declarations of interest	There were no declarations of interest.
3. The Isle of Wight Fire and Rescue Service Strategic Update of Fire Modernisation (Saf5/05) – To receive a briefing on the current status of the Fire and Rescue Options for Change process from Mr Paul Street, Assistant Chief Fire Officer (Paper B)	Evidence received 1. The Fire Service was currently undergoing massive change in terms of modernisation. This change was being driven centrally by the Fire Services Act and other legislation. 2. A comprehensive performance assessment (CPA) of the Fire Service was carried out 5 months ago. 3. The Fire and Rescue Service traditionally rested on legislation from 1936. It was in need of change and was better for the restructuring that had taken place. 4. Leadership was very important in maintaining staff confidence and there was a focus on improving leadership skills. Keeping staff on board with change was a daily challenge. An emphasis was placed on sharing both opportunities and threats with staff to maintain a culture of trust and openness. 5. Programme and performance management were key areas for improvement and this improvement was well underway. 6. It was clear that the Fire Service had not been effectively managing performance in the past. There was a need to show a clear audit trail in order to demonstrate outputs and whether or not resources were being used effectively. The audit trail was now much improved. 7. Improvement planning was currently the biggest piece of work being undertaken by the Fire Service. This was being driven by national, regional and local drivers. A draft improvement plan was in place. 8. The Fire Service had a very big part to play in educating people on the Isle of Wight with regard to safety. It was of particular importance to engage with those clusters of youths that are likely to offend. A shortfall in resources meant that it would be imperative to involve the voluntary sector in such activities. 9. The new risk reduction strategy for the community would be going to Cabinet shortly. 10. The FSEC Fire Service Emergency model was being used to deal more effectively with risk management. National standards were no longer appropriate. 11. Regional fire control is likely to be implemented in 2009/10. 12. The local control centre would not be decommissioned until the Regional facility was fully functional. The Local Authority will not accept a transfer of risk until the system has been robustly tested. 13. False alarms from automated fire alarm systems were still a significant problem costing the Local Authority resources and increasing levels of risk generally. 14. Although the Fire Service could not charge those responsible for the cost of attending a false alarm, a system was in place that would result in a safety spot inspection for ‘repeat offenders’.
4. Crimestoppers Initiative – To receive evidence from Mr Simon Theobalds of Crimestoppers with respect to work carried out by Crimestoppers, How such work is helping to tackle criminal activity locally and how Crimestoppers could contribute further to the Safer Communities agenda (Paper C)	Evidence received 15. Crimestoppers was a national charity helping to bring the guilty to justice. 16. Approximately 17 people were arrested per day as a result of information received by Crimestoppers. 17. Every 6 days information provided via Crimestoppers leads to the arrest of a murderer. 18. There were ten arrests on the Island last year as a result of information provided via Crimestoppers. 19. Crimestoppers were investing in the promotion of good citizenship. 20. The Office of the Deputy Prime Minister paper ‘Safer and Stronger Communities’ urges the involvement of the voluntary sector. 21. Evidence suggested that there was a general distrust of statutory organisations by some parts of the community. An initial campaign on Pan Estate revealed that there was a culture of distrust of the police: 18% would not take information to the Police whereas 75% would take information to a third party. An explanatory leaflet was being issued to every household in Pan. This campaign would also be supported by metal signage. Such campaigns were transferable to other areas and their impact was measurable. 22. In respect of alcohol misuse, Crimestoppers could help to identify licensed premises selling to underage drinkers, those responsible for related criminal damage and violent behaviour. 23. The Police cannot respond to intelligence received on a real time basis; it usually took 4 to 5 days for information received by crime stoppers to be processed. 24. At present the Crimestoppers contact number (0800 555 111) was too closely associated with the Police due to advertisements on Police vehicles. The number needs to be made available in other community based areas.
5. To receive an oral update from Cllr Barry Abraham on the Safer Communities Partnership.	Evidence received 25. Every Unitary Authority must have a Crime and Disorder Reduction Partnership (CDRP). 26. It was recognised that although not all substance abusers were involved in criminal activity a significant number were. The Island’s CDRP was brought together with the Drug Action Team (DAT) to form the Safer Communities Partnership (SCP) incorporating a number of key agencies including: a. The Isle of Wight Council b. Hampshire Constabulary c. Hampshire and Isle of Wight Probation Service d. Health e. Youth Offending Team f. Isle of Wight Fire and Rescue g. Voluntary Organisations h. Registered Social Landlords (RSL’s) 27. The SCP currently had six priority themes: a. Managing the night-time economy b. Violence c. Anti-social behaviour and disorder d. Services for young people e. Partnership working and communication 28. The priority theme of partnership working recognised the cross-cutting nature of the Safer Communities agenda. 29. Safer Communities was properly rooted in policy as one of the four key priorities of the Council and the Local Area Agreement. 30. Cllr Barry Abraham was currently the SCP theme champion and would take over the chairmanship of the SCP in due course. 31. There were two proposed local public service agreement targets related to this partnership: a. Action to reduce crime and the fear of crime b. Action to increase life chances for children and young people 32. A decision was taken in January 2005 to strategically recognise injury prevention in its widest context, from road traffic collisions to older people falling. There was a significant cost attached to accidents and this could be reduced by creating a higher awareness of risk. The Fire and Rescue Service’s road traffic collision DVD provided an example of such partnership working. 33. The Accredited Community Support Officers (ACSOs) scheme was in the process of meeting a budget short-fall. A budget bid will be submitted to Directors Group and then Members for approval. 34. It was intended that voluntary groups such as the Sandown Servers would be linked into the wider community support strategy. 35. There were plans to reconfigure resources to accommodate youth needs in line with the current Youth Green Paper
6. To receive an oral update from Cllr Diana Tuson on the Police Authority and the Island Women’s Refuge	Evidence received Police Authority 36. The primary role of a police authority was to provide the strategic direction and oversight of its police force. The authority’s fundamental statutory duties were to maintain an efficient and effective police force and to secure best value in local policing services. 37. The responsibility for operational activities and the day to day management of the force rests with the Chief Constable. 38. The functions of a police authority include: Ø Maintaining an efficient and effective police force Ø Securing best value in local policing services Ø Making arrangements for obtaining the views of local people about the policing of their area Ø Publishing an Annual Policing/Best Value Performance plan Ø Setting key objectives, performance measures and targets both for local priorities and those set by the Home Secretary Ø Managing the best value process and becoming involved in best value reviews Ø Fully understanding the business of policing Ø Setting the annual budget Ø Publishing an annual report Ø Appointing the chief constable, deputy chief constable and assistant chief constable Ø Monitoring the handling by the police force of complaints from the general public 39. The police authority meets about 8 times a year and has 8 committees: Ø Performance Ø Financial Affairs Ø Community Affairs Ø IT and Information System Strategy Ø Personnel Ø Complaints and Professional Standards Ø Crime Prevention Ø Standards 40. Cllr Tuson is a member of the Financial Affairs, Community Affairs and Personnel Committees. 41. Hampshire and the Isle of Wight police authority had 17 members including: 42. 9 county councillors (currently 5 Conservative, 3 Liberal Democrat and 1 Labour) 43. 5 Independent members 44. 3 Justice of the Peace (JP) 45. At the beginning of the year the IOW had 3 representatives on the police authority: 1 JP (Judi Griffin); 1 independent (Richard Gully); and 1 council member. Judi Griffin did not seek re-election in March and Richard Gully has not been short listed to be considered to continue on the PA after November. 46. As from 1 April 2006 the structure of the Hampshire and the Isle of Wight force was changing from 10 Base Command Units (BCU) to 6 Operational Command Units (OCU) which would be:- Ø Isle of Wight OCU - HQ Newport Ø Portsmouth OCU – HQ Portsmouth Ø Southampton OCU – HQ Southampton Ø North & East Hampshire OCU – HQ Aldershot Ø Central OCU – HQ Fareham Ø Western OCU – HQ Lyndhurst 47. Chief Superintendent Stephanie Morgan would be in charge of the IOW OCU. 48. The Home Secretary, Charles Clarke, was drawing up plans to make policing “fit for the 21^st century” as smaller forces were failing in crucial areas such as organised crime and terror threats. The change would see the current 43 forces reduced to a smaller number of strategic forces. 49. At present it was too early to say which forces would be affected but Hampshire and the Isle of Wight could be. 50. The Home Office minimum personnel figure to avoid amalgamation of forces was 6000. In March 2005 Hampshire and the Isle of Wight had 3804 police officers and 2007 police staff totalling 5811. 51. There are four potential options should amalgamation become a reality: Ø Retain the status quo based on a special circumstances argument. Ø The most widely suggested amalgamation could be with Dorset and Wiltshire. This is the smallest force to be suggested with just over 1000 officers. Dorset and Wiltshire are in the South East which could cause problems because local government boarders would have to be crossed. The disparity in the Dorset and Wiltshire and Hampshire and IOW police precepts would almost certainly mean an increase in the current precept causing IOW resident’s council tax to rise. Ø Amalgamate with Sussex and Surrey. Ø Amalgamate with Thames Valley creating an extremely large force. 52. The government was consulting with all police forces on the plans and submissions would need to be made by December. 53. Amalgamation would mean that police forces were one step closer towards regionalisation and a National Police Force. This could leave people feeling less in touch with their local police force. There was already an issue with respect to the 0845 police number being answered on the mainland and any amalgamation would only make situations worse. Island Women’s Refuge (IWR) 54. The IWR was a safe house for women and their children to feel secure and protected when they had finally decided to leave their home to get away from domestic violence and had nowhere else to go. 55. Usually before a women leaves her home she has been in a violent situation around 30 times. 56. The IWR house could accommodate 6 women and 14 children at any one time. The house was funded by charity and relied very heavily on people making donations and charity/fund raising events. 57. Residents had a good support plan which aimed to address all of their needs - housing, benefits, emotional support, health issues, assistance with accessing training and work etc. There was also a facility to assist women in moving to mainland refuges (but only as a last resort) when it became too unsafe for a woman to remain on the island. There was also a lot of work with done with the children. 58. The police were making more arrests for domestic violence than ever before, the CPS prosecution numbers had risen and many more cases were actually appearing in court.
Action required	1. Arrange meeting with Cllr David Williams, Cllr Barry Abraham, Paul Street, April West and Andrew Shorkey to discuss how best to progress the Fire and Rescue project. 2. Arrange meeting with Cllr David Williams, Cllr Barry Abraham, Cllr Heather Humby, Sue Lightfoot, April West and Andrew Shorkey to discuss finalising the Commissions role in the Community Support Officer project. 3. Arrange meeting with Cllr Dianna Tuson, Cllr David Williams, Cllr Barry Abraham, April West and Andrew Shorkey to establish what action can be taken to increase the level of the Island’s representation on the Police Authority.		Andrew Shorkey Andrew Shorkey Andrew Shorkey