Project Guardian NPCC 17 th July 2019 | PROJECT TEAM STRUCTURE | - - PowerPoint PPT Presentation

Project Guardian

NPCC 17th July 2019

| PROJECT TEAM STRUCTURE

| SUMMER VIOLENCE PREVENTION

Intelligence

COLLECTION -plans via schools, partners and enhanced by Guardian funds and central tactical intelligence. Youth Violence Surveys being used as an extension of “A conversation with every child”. DISSEMINATION – Now managed by central Guardian Intel function

• ACTION. Increased activity to inform any use of Sec 60, other tactical options and/or diversion.

All single strand intelligence followed up by a disruption visit on Guardian OT. School FIB’s prioritized on Guardian OT.

Place

INTELLIGENCE -IPlans outlining violence hotspots, times and catalytic events. Responsive and agile intel function allows for deployment towards emergent risk TACTICS - Guardian funds made available to enhance tactical response. Knife arches, County Lines, Safer Travel Op Forecast moving into Guardian Control via Ground commander function Absorption of BW/BE P4 diary into FCID via Guardian funds allows for a more bespoke response in the highest risk locations. O be widened to whole force

People

ARREST - the offending cohort (even where the WM offence is not knife related) identified through FCID and Guardian Intel are targeted through NPU Guardian activity and “days of action” with strong links to investigation to improve outcomes. OM – Guardian visits conducted via LOMU to risk cohort, and referrals and diversion activity conducted SAFEGUARDING -Identification of troubled families so that sibling and child intervention can be considered at earliest opportunity.

| SUMMER VIOLENCE PREVENTION

Partners

SCHOOLS - knife inputs delivered towards close of term, with signposting delivered for summer diversion activities STATUTORY PARTNERS –Fire and Youth services assisting in summer diversionary activities THIRD SECTOR – Utilization of social responsibility funds from knife selling businesses Sports clubs and Safe Haven, Kicks, Positive, Youth Foundation, ACTIVE CITIZENS – Street Watch and volunteers used to support weapon sweeps, LEGITIMACY – Police support for BAME safe place events etc…

Investigation

GOLDEN HOUR – Guardian Car golden hour response to improve investigative outcomes for robbery and serious violence in Birmingham DISPOSALS - Alternative disposal work also ongoing. CASE PROGRESSION – Recruitment of bespoke case progression staff for Guardian offences.

Diversion

VRU – funds released for VRU, the senior police representative being the Diversion Lead for Guardian. SCHOOLS – various summer activities and diversion provision across the force, as listed in brief on previous slide. PEOPLE – Offenders, siblings, children identified and then supportively managed through OM, 3rd sector and partners

Media and Coms

Guardian Coms Team co-ordinating the #lifeorknife campaign and publicizing Guardian activity

| POSITIVE INTERVENTION ACTIVITY

Knife related violence for the relevant age cohort has fallen back to, or below the process average, and routinely below the levels seen in early 2018. Birmingham accounts for more than half of the total

• ffences in the force 14/26 in the last recorded period,

and Birmingham has begun to stabilise, impacting the entirety of force performance. This stabilisation is against seasonally expected decreases. Continued activity is required into Darker Nights which sees seasonal increases. There are currently three clusters in relation to knife enabled serious violence committed by under 25s, which are in Birmingham City Centre (BW), Coventry City Centre (CV) & Pennfields (WV). It is worthy of note that Robbery (see next slide) is one of the primary drivers of knife enabled serious violence.

| PROJECT SPEND

| VIOLENCE PREVENTION ALLIANCE

Existing Work within the VPA

• Primary Prevention in Education: Lead programme

– Mentors in Violence Prevention (MVP): Schools based peer mentoring, active bystander programme to empower students as positive leaders in their environments. Currently working in 45 schools across the West Midlands

• Primary Prevention - Core Support of intelligence

& evidence: Injury Surveillance System: Primary Prevention - ACE Coordinators – launched January 2019 as a pilot in Sandwell and Dudley.

• Tertiary Prevention in Secondary Care: Lead

Programme – Redthread/ST Giles Trust: Provision of youth workers in A&E departments to work with patients under 25 affected by violence, providing initial intervention & support into a local youth service.

• Tertiary

Prevention in Primary Care: Lead programme - IRIS (Identification and Referral to Improve Safety): An initiative training GP practice staff to identify patients effected by DA WMP has an existing Violence Prevention Alliance (VPA), established in 2015 which creates a solid foundation for a Violence Reduction Unit (VRU).The West Midlands has been allocated £3.7 million from HO to create a VRU. Our strategy has six critical strands within the proposed framework which define success:

• Strong Foundations (local and regional partnerships focussed on

prevention, the populations with most to gain, and the contribution each partner can make.

• Primary Prevention (stop violence before it starts; tackle root

causes, including inclusion, diversity and community cohesion)

• Secondary Prevention (stop the progression of violence - early

detection and intervention; managing risk factors)

• Tertiary Prevention (rehabilitate – support for victims and

perpetrators; use of ‘teachable moments’; alternatives to criminalisation)

• Enforcement & Criminal Justice (prevent further violence for those

in the CJ system)

• Attitudinal Change (use communications to help change social

norms)

| WEST YORKSHIRE CASE STUDY

| WEST YORKSHIRE CASE STUDY

| WEST YORKSHIRE CASE STUDY

| WEST YORKSHIRE CASE STUDY

| WEST YORKSHIRE CASE STUDY

| WEST YORKSHIRE CASE STUDY

| WEST YORKSHIRE CASE STUDY

| STAFFS CASE STUDY

| STAFFS CASE STUDY

| STAFFS CASE STUDY

| STAFFS CASE STUDY

| ISSUES FROM FORCES - TIMESCALES

12 months is not a strategic timeframe; you can’t plan meaningfully in that little time You can’t recruit officers with 12 months funding, who pays for them when it runs out? Where’s the second years funding? When will it be confirmed? And the 7 forces to 18 forces attempt to cut up an already meagre pie is a problem. This funding, while welcome, is just a knee-jerk and doesn’t provide the longevity we need. The funding deadlines make it impossible to spend this properly. We’ve got 11 months basically and we need some over- spill into next year This is a generational problem, we need a generational solution

TIMESCALES

| ISSUES FROM FORCES - ALIENATION

The “re-wording” of Section 60 doesn’t help. A tactical response in isolation from a strong diversionary architecture is pointless. These kids are alienated from society and the police, more “robust” policing won’t cure what’s ailing. They need aspiration, social mobility and better health and mental health care Upping stop and search after years

• f reducing it is causing issues. It’s

not a deterrent, so much as it’s a novel experience for a whole generation of young people and it’s making them angry. They’re the next generation of voters. My partners are alienated by this too, we’ve got money to “solve” a problem that they’re better placed to respond to, yet they’ve not even been consulted, let alone paid.

ALIENATION

| ISSUES FROM FORCES - PARTNERSHIP

This is a generational problem, we need a generational solution You can’t arrest your way out

• f this, yellow jackets are not

the answer. We need to invest in youth services and create legitimate routes for young people to aspire to This is all driven by poverty and inequality, but the police can’t address that, it’s the government’s job to fund the systems into which we would divert, if we could We know what works. Glasgow, Chicago, whoever you use as the example, a long term co- coordinated approach is necessary The “re-wording”

• f Section 60

doesn’t help. A tactical response in isolation from a strong diversionary architecture is pointless. This is operational surge related, yet the OPCC pushes much of it towards diversion, reducing our efficacy in delivering against the short term metrics provided. My partners are alienated by this too, we’ve got money to “solve” a problem that they’re better placed to respond to, yet they’ve not even been consulted, let alone paid.

PARTNERSHIP