Annex A
STRONGER COMMUNITIES
A Stronger Communities cross-cutting theme is seen as adding value to the LAA by providing a springboard for increased cross- sector and community-based activity throughout the town. The local voluntary and community sector (VCS) is a key player in the development of stronger communities throughout Middlesbrough. As such, it lends itself to the role of theme lead through Middlesbrough Community Network (MCN), which is the vehicle for VCS engagement in partnership activity. Middlesbrough Community Network includes the Middlesbrough Black and Minority Ethnic (BME) Network and Middlesbrough Council of Faiths.
The Community Strategy recognises the importance of working with local communities as a driver for regeneration and improvement. The overall vision for the Community Strategy is “a place where all our people are healthy, confident and responsible citizens who can contribute to the development of Middlesbrough and its neighbourhoods”.
The vision also says “Our people will make this happen by improving the way Middlesbrough looks and feels, making it a better place to live, work and invest” and “Middlesbrough will succeed through its people”.
The main aim of the Middlesbrough LAA is to improve the quality of life for Middlesbrough people. No single indicator, activity or outcome can encompass the wide scope of this aim, although the indicators below underpin and illustrate some of what it will mean to improve the quality of life in Middlesbrough.
The following text sets out the different elements of building a stronger Middlesbrough, and links strategic priorities to local outcomes and indicators. It highlights the strategic priorities as set out in the Community Strategy but further focuses upon the development of a stronger communities agenda.
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STRATEGIC PRIORITIES AND TARGETS
The strategic priority is to promote community cohesion and increase voluntary and community engagement, especially amongst those at risk of social exclusion, as a means of promoting community safety.
Within the LAA, the priority outcomes are: To empower local people to have a greater voice and influence over local decision making and a greater role in public service delivery To improve the quality of life for people in the most disadvantaged neighbourhoods, with service providers being more responsive to neighbourhood needs, and with improved service delivery To support the development of an increasingly robust, optimistic and effective Voluntary and Community Sector.
Ref Strategic priority Targets 1 To empower local people to have a greater voice and influence . over local decision making and a greater role in public service delivery 2 To improve the quality of life for people in the most disadvantaged . neighbourhoods, with service providers being more responsive to neighbourhood needs, and with improved service delivery 3 To support the development of an increasingly robust, optimistic . and effective Voluntary and Community Sector
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STRONGER COMMUNITIES INDICATORS AND TARGETS
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PRIORITY Indicator Baseline Targets Targets Targets Lead Data Comments 2006/07 2008/09 2009/10 20010/11 partner source To empower NI 1 Percentage of people local people to who believe people have a greater from different voice and backgrounds get on influence over well together in their local decision local area making and a NI 4 Percentage of people greater role in who feel they can public service influence decisions delivery locally To improve the quality of life for people in the most disadvantaged neighbourhood s, with service providers being more responsive to neighbourhood needs, and with improved service delivery To support the NI 7 Environment for a SCAG - very keen development of thriving third sector on this - could be an increasingly difficult to baseline
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PRIORITY Indicator Baseline Targets Targets Targets Lead Data Comments 2006/07 2008/09 2009/10 20010/11 partner source robust, NI 6 Participation rates in optimistic and regular volunteering effective Voluntary and Community Sector
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SAFER COMMUNITIES
Middlesbrough’s Community Safety Plan 2008-2011 outlines what the Safer Middlesbrough Partnership intends to do to tackle crime and anti-social behaviour and reduce the harm caused by the misuse of drugs and alcohol.
The Partnership’s vision is “to harness the energy and expertise of local agencies from the public, private and voluntary sectors, to develop a safer and stronger community in which residents, families and business can thrive”.
Middlesbrough’s community safety plan is still being drafted – key community safety priorities.
To help in this, the Safer Middlesbrough Partnership has identified five strategic priorities:
1. Young people – diverting away from crime and anti social behaviour, and reducing their vulnerability to crime 2. Reducing re-offending 3. Reducing repeat victimisation 4. Town centre safety 5. Neighbourhood safety
The LAA will enable the Safer Middlesbrough Partnership to achieve these strategic priorities. The priorities and targets identified in the LAA reflect a balance between national priorities and local priorities identified through the annual Safer Middlesbrough Partnership Strategic Assessment.
To help in the planning and delivery of its priorities, the Partnership has restructured itself, based on three distinct approaches.
1. A weekly meeting, termed Active Intelligence Mapping (AIM), is responsible for the deployment of partnership resources to tackle priority problems promptly. 2. Four geographically-based Problem Solving Groups meet on a monthly basis and enable partners to provide a joined-up approach to tackle priority repeat problems.
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3. Strategic theme groups have been formed to provide a town-wide approach for tackling specialist themes, including domestic violence, prostitution, race crime and harassment, alcohol, reducing the supply of illegal drugs, reducing crime and reducing anti-social behaviour.
This structure enables the partnership to respond to problems in the short, medium and long terms. During the term of the LAA, the responsible authorities will continue to support all the elements of the Prolific and Persistent Offender (PPO) programme to reduce crime, and further align the PPO scheme with the Drugs Intervention Programme (DIP).
RELATIONSHIP WTH OTHER THEMES
Throughout the term of the LAA, the Safer Middlesbrough Partnership and the Children and Young People Strategic Partnership will work closely together to develop processes and interventions that focus on tackling social exclusion amongst young people, in order to prevent and deter young people from becoming involved in crime and anti-social behaviour. A particular focus will be given to the coordination of resources involved in tackling the problem of young people misusing alcohol. This will include attention to education, enforcement, reducing the availability of alcohol, parents and alternative activities for young people.
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STRATEGIC PRIORITIES AND TARGETS
The Mayor’s vision for Middlesbrough, the Raising Hope Agenda, is built on four pillars, aiming to deliver a clean, safe environment in which people can go about their business without fear of crime and anti-social behaviour. In order to make real progress in making Middlesbrough a safer town, the Safer Middlesbrough Partnership has identified the following priority outcomes that it wishes to deliver through the LAA
Ref Strategic priority Targets 1. Young people - diverting away from crime and anti social behaviour, and reducing their vulnerability to crime 2. Reducing re-offending . 3. Reducing repeat victimisation . 4. Town centre safety . 5. Neighbourhood Safety .
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SAFER COMMUNITIES INDICATORS AND TARGETS
This might work better as a matrix as many targets link to a number of priorities
PRIORITY Indicator Baseline Targets Targets Targets Lead Data Comments 2006/07 2008/09 2009/10 20010/11 partner source Young people NI 17 Perceptions of anti- - diverting away social behaviour from crime and NI 19 Rate of proven re- anti social offending by young behaviour, and offenders reducing their vulnerability to crime Reducing re- NI 18 Adult re-offending offending rates for those under probation supervision NI 30 Re-offending rate of prolific and priority offenders Reducing NI 15 Serious violent crime repeat NI 16 Serious acquisitive victimisation crime NI 32 Repeat incidents of domestic violence Town centre NI 38 Drug-related (class A) safety offending rate
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PRIORITY Indicator Baseline Targets Targets Targets Lead Data Comments 2006/07 2008/09 2009/10 20010/11 partner source NI 39 Alcohol-harm related hospital admission rates Neighbourhood NI 42 Perceptions of drug Safety use or drug dealing as a problem
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