TACKLING KNIVES AND SERIOUS YOUTH VIOLENCE PROGRAMME (TKAP) Good Practice 2010 -11 Contents Introduction 3 A&E Data Sharing 4 Alcohol and the Night-Time Economy 15 Communication 33 Domestic Violence 42 Education, Prevention, Diversion 60 Enforcement 103 Gangs 122 Governance and Partnership 134 Integrated Offender Management 146 Knife Crime Prevention Programme (KCPP) 157 You can click on any of the headings above to quickly reach the section of interest. 2 Tackling Knives & Serious Youth Violence Programme (TKAP) Good Practice Guide INTRODUCTION At the start of TKAP in 2008 there was limited knowledge and few tactical options of what worked in tackling serious youth violence. At the conclusion of the third phase of TKAP in March 2011 this position had radically altered. There are many clear indications of how much we have all learned from being part of the Programme, and the positive difference it has made to the lives of vulnerable young people in our communities. The three phases of TKAP have enabled us to build our knowledge around the type of interventions that work in reaching vulnerable young people to prevent violence and to start to change attitudes and behaviours. The ability of the Programme to share what works and lessons learned across all those participating has been one of its strengths, and has resulted in some excellent projects and operational activities being adopted and adapted to meet local needs. We have compiled good practice examples and case studies from across the participating areas, and these are listed below covering all nine core activities, plus governance and partnership, undertaken in TKAP during 2010/11. Contact details for each case study are provided to enable the reader to pursue interest. Susannah Fish OBE TKAP ACPO lead Tackling Knives & Serious Youth Violence Programme (TKAP) Good Practice Guide 3 A&E DATA SHARING TKAP has been committed to supporting the data with police data as the name and date of Birth provision and use of anonymised Accident and of the victim are known and can be cross matched Emergency admissions data to CSPs and this is with police & health data. The analyst was also able to proving increasingly effective in a number of TKAP identify that there were a number of duplicate entries areas in identifying hotspots and targeting resources within the health data i.e. when a person was treated and interventions more effectively. for multiple injuries there would be multiple entries on the health system. As a result of the receipt of CARDIFF – USE OF PERSONALISED DATA this data the analyst was able to prepare an analytical presentation to the Chief Executives of the Health ISSUE Authority which the Chief Executives agreed would The Health Board & the Partnership were exchanging be very useful in their planning processes this has also de-personalised Accident & Emergency data in resulted in more accurate reporting of incidents and respect of Assaults. This data was being used in allows for the identification of repeat victims. relation to the Cardiff Traffic Light system. A new partnership analyst was appointed and he identified UNINTENDED CONSEQUENCES that depersonalised data was restricting the analysis As a result of seeing the work that the analyst has that could be carried out on this data and this was done with the A & E data further Departments within therefore affecting the quality and integrity of reports the Health Authority have set up protocols with the which were being supplied to partnership agencies. Partnership Analyst enabling analysis to be done on He found that he was unable to identify duplicate Assaults on staff within the health service, GP Data, entries within the Health data and also was unable Substance Misuse, Domestic Violence & Sexual to specifically identify incidents which had not been offences. reported to the police. LESSONS LEARNED RESPONSE The three most important aspects of the project are: The Health Authority had appointed a Partnership development officer and working together the analyst 1 The Trust which has now been established between and the partnership development officer arranged a the Health authority and the Partnership Analyst. series of meetings with members of the community safety partnership, the police and health officials. 2 The close liaison with the Health Partnership During one of these meeting the analyst suggested Co-ordinator and The Partnership Analyst. that as health were part of the partnership he was technically working in part for them. The health Data 3 The ability to supply improved statistics and reports Protection officer then stated that there was nothing to the partnership agencies. stopping the Partnership Analyst working as a data processor on behalf of health. As a result of this a What THEY SAID data processors agreement was written between the It is not what has been said whilst positive comments health authority and the partnership analyst which have been received from The Chief Executives of the contained strict protocols on the handling and use of Health Board it is the fact that further departments are personalised A & E Data. now seeking the assistance of the partnership analyst which shows that the exchange of personalised data RESULTS has been a successful process. As a result of the above protocols the Partnership Analyst now receives an extract of all A & E records on a personalised basis allowing exact matching of this 4 Tackling Knives & Serious Youth Violence Programme (TKAP) Good Practice Guide Contact vehicle provision, including maintenance and fuel, as Jennie Ashford well as staffing costs, the savings in staff time enabling Community Safety Partnership Co-ordinator them to undertake alternative duties are significant. Cardiff County Council [email protected] RESULTS It is difficult to measure exact costs and benefits, HULL - PARAMEDIC INITIATIVE however, it is easily appreciated more by how much it is missed when it is not available. Officers have ISSUE grown used to having the patrol around and no Police employed on ‘public order’ duties were using longer spend long periods of time awaiting its arrival, up a lot of time with injured / ill members of the the Ambulance Service on the other hand find that public, (the majority alcohol related), whilst waiting for because their ambulances are not tied up dealing with ambulances to attend. drunken people in the city centre, they find it easier to meet their response targets elsewhere. Meanwhile, due to perceived danger from violent individuals or scenarios, ambulances were spending This project ultimately provides a better service to the large amounts of time ‘standing off ’ until a Police community and most importantly saving lives. patrol was present to provide them with a safe environment in which to attend to the casualty. Additionally the city’s night time economy has seen a drop in violence over the period that the initiative On both counts other calls for service were going has been running, and undoubtedly a portion of this unanswered and in the case of the public order success has been due to the operation of the patrol patrols, ‘hotspot’ areas were receiving less preventative and the resources that has in turn freed up to conduct presence resulting in more instances of disorder and preventative duties. potentially more injured parties requiring treatment. UNINTENDED CONSEQUENCES In additional, large numbers of casualties with injuries The police have developed an excellent working that could have been treated on the street, were relationship with colleagues in Yorkshire Ambulance attending at the local A and E presenting with injuries Service providing enhanced a better understanding, and symptoms, further stretching hospital resources; appreciation, intelligence and support. often because of the length of time Ambulances were taking to get to them The Primary Care Trust have seen the benefit in RESPONSE having reduced admissions to A and E and are now Operating a combined Ambulance Service and Police considering funding expansion of the initiative, as well fast response ‘paramedic’ patrol, within the Night as being keen to look at other such additional projects, Time Economy (NTE) in Hull. such as street based triage, support to Street Pastors and brief intervention. Yorkshire Ambulance Service and Humberside Police elected to provide a joint patrol with a Paramedic Often the patrol has been called to individuals who and Police Officer in a fully equipped fast response are casualties as a result of poor licensed premise paramedic vehicle. The vehicle would operate between management, these cases have been recorded at the 2000 hrs and 0400 hrs on Friday and Saturday nights. time by officers who otherwise may not have been The paramedic effectively triages the patient on the called, and they provide vital evidence and intelligence street and either treats the patient there and then, in support of taking enforcement action. transports the patient to A and E in their vehicle or arranges for an Ambulance if necessary. There have been some issues with financing of the paramedic role, however the police role has been Effectively they save two staff being used at every job found to fit easily into the skills base of experienced they go to, due to the fact that generally, within the and competent Special Constables, therefore has no NTE, two police and two ambulance staff would be overheads in addition to normal core business, other sent to, or are dealing with, each incident. than minor administrative work. Although the initiative has overheads in terms of Tackling Knives & Serious Youth Violence Programme (TKAP) Good Practice Guide 5 LESSONS LEARNED role, I would find it hugely disappointing if it were Set up a process from the start of the project to to cease.” capture, process and use intelligence gathered from it, both with regards to identifying trends and patterns Geoff Crosswaite, Operations Manager, Street within the NTE and problem premises.