The City Wide Security Strategy A Consultative Approach November 2003.

The City Wide Security Strategy

A Consultative Approach

November 2003

INTRODUCTIONIn 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

No working arrangements or partnerships with the commercial world

New technical systems have been installed with little or no regard to existing schemes

SECURITY SECURITY AUDITAUDIT

Systems of working together need improvement

CCTV

Alarms

Access control

No generic systems of performance monitoring

Duplication of effort

Non-compliance with current legislation

Guarding contractors do not perform well

SECURITY SECURITY AUDITAUDIT

No standard specifications for equipment or performance

Some equipment is failing

There is limited regular maintenance

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


Brand Image

Managed Media Attention

Integrated Systems at Work

Layered Approach to Services


Take advantage of new technology

Service agreements

Deal with poorly performing equipment and systems

Best Value

Economies of scale


Work with partners

Reduce duplication of effort

Train staff and gain accreditation

Improve intelligence


Set high standards

Professional approach

Critical success factors

Efficient services and response

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


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


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

LeasingCommercial partnering

Private Finance Initiative

Any other ideas

Council Capital Plan

Central Government Funds

Funding Options

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

Multi-Agency Group

Crime and Disorder Partnership

What’s in it for our partners?

Directorate

Council

EFFECTIVE SECURITY STRATEGY

What can we do?

• Contribute to the community

• Help deliver the strategy• Support those trying to

deliver• Understand what the

strategy means

Directorate

Council

Individual

Multi-Agency Group




What can we do?

• Co-operate with the multi-agency group

• Play a part in the delivery• Provide information

Individual

Multi-Agency Group



Directorate

Council


What can we do?

• Lead by example• Encourage others• Responsibility for our

actions

Individual

Multi-Agency Group



Directorate

Council


What can we do?

• Provide direction as necessary

• Support the Multi-Agency Group

• Be a driving force for success

Individual

Multi-Agency Group



Directorate

Council


What can we do?

• Keep people informed• Drive the delivery and

the change process• Maintain the strategic

overview• Promote multi-agency

approach

Individual

Multi-Agency Group



Directorate

Council


What can we do?

• Peace of mind• Commercial

opportunities• An opportunity to shape

the future

Individual

Multi-Agency Group



Directorate

Council


What will this mean?

COUNCIL

PARTNERS

MULTI AGENCY GROUP

STRATEGY

Burglary and Vehicle Crime

Criminal Damage and Graffiti

Anti Social Behaviour

Criminal Activity

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

December February

CITY WIDE SECURITY CONSULTATION PROCESS

October November January March2004

Critical Path

Monday, 30 June 2003Draft 01/03As At :

April May June

DRAFT PROPOSALS FOR SUBGOUPS

Activity Window

MAP CONSULTATION PATHWAYS

July

WAY FORWARD DOCUMENT

SEMINAR

CABINETPresent Strategy toElected Members

for approval

2004

9TH FEBRUARYTHE LOWRY ARTS CENTER

Corporate Security Services Officer

Provide a basis for discussion at Core Group and then later for a seminar.

Core Group

To provide focused attention to specific areas of the strategy

Directors,Partners,Decision makers, Core Group

To promote the strategy, gain understanding, consult and gather ideas.

HOME OFFICE ANDOTHER AUTHORITY

VISITS

COMMERCIAL CONTACT MEETINGS

22ND DECEMBERCORE GROUP MEETINGS

Bruce Jassi/Alison Fletcher/Cllr. LancasterJohn Spinks/Gordon Dickson/Richard WynnSt uart Hunter

Who?

Purpose:

Who?

Purpose:

Research partnering opportunities

Attendees:

Purpose:

Research and good practice guide1st January to 31st March

7th JanuaryNCP Ltd.

01.01.04

2ND WEEKJANUARY

Keynote speakers: Lord Mackenzie

Hazel Blears MP

12th JanuaryPeel Holdings

Cabinet Report

FAMILY TREEMULTI AGENCY FORUM

LSPPARTNERSHIP

CRIME AND DISORDER PARTNERSHIP

MULTI AGENCY FORUM(STATUTORY POWERS)

TECHNICAL FOCUS GROUP

RESPONSE SERVICES FOCUS GROUP

PARTNERING OPPORTUNITIESFOCUS GROUP

SYSTEMS INSTALLERSCONTRACTSEQUIPMENTINNOVATION

COMMERCIAL INTERESTCONTRACTS

EXISTING PARTNERSHIPSWORKING TOGETHER ETHOS

QUAYWATCH CONTRACTS PARTNERS

PHYSICAL SERVICES INNOVATION

FORUM CORE TEAM

Thank you for your patience.

Any questions?

The City Wide Security Strategy A Consultative Approach November 2003.

Documents

Transcript of The City Wide Security Strategy A Consultative Approach November 2003.