Safer Chorley & South Ribble Community Safety Partnership
Report of the Public Health Manager
The Committee considered the
report of the Public Health Manager which provided an update on the
progress of the partnership and also progress against the key
The report set out the details
of the overall position, areas of significant progress/achievement
and areas for further action/monitoring.
During the discussion, the
Committee’s comments/enquiries included the following
- Role with the Partnership –
the Council currently chairs the Partnership
and we could influence the police on how they work and use funding
by Police Crime and Commissioners (PCC) for projects (some of
these include the disruption of criminal gangs, domestic violence
groups, counter terrorism groups etc).
governance structure – the
Responsible Authority Group (RAG) would appoint a Chair on an
annual basis in April. This would feed into an officers’
group which produces action plans.
- Rationale for the Partnership –
joined up skills/resources together to
deliver community projects in both Chorley/South
- Partnership meetings – The RAG would take place twice a year and special meetings would
be arranged if there were any special circumstances arising.
Community Safety meetings would take place every month to discuss
- Partnership’s engagement with the
community – police presence and
listening to what people had to say. Surveys would be carried out
on which areas of concern people would like to focus on. The
Council also carried out a residents’ survey on whether
people feel ‘safe in their area’.
- Measuring success – the priorities were set at the conference and this year it would focus on online crime because this was
an upcoming issue. The actions were frequently reviewed at meetings
which also considered what funding/impact this funding had. The
officers’ group would continue to monitor what had been set
out by partners in the action plan. The partners would be very much
disjointed if the partnership did not exist.
(Crime & Disorder Act 1988) – the main objective was to
keep people safe
- National challenges being mirrored –
the main challenges were the reduction of
police officers and to mitigate this the Partnership try to work
more efficiently and smarter.
- Increases in all burglary/theft – a
lot of hard work goes into the detection of
burglaries. Resources were used during night time hours to
eradicate this issue some operations deployed include covert
operations. This work was very much ongoing and significant results
were achieved. Burglaries were split into two categories
(residential and commercial businesses).
- MARAC Conferences – this was where actions (needs/support) were assessed and put in
place to enable the victim to feel safe/protected and ensure there
was no reoffending from the perpetrator.
- ‘Target hardening’ –
this was where robust targeting takes place
were an individual released from prison of domestic violence were
continuously being monitored by a team of officers to help keep the
- Tackling child sexual exploitation –
the Partnership would work closely with
schools and funding had been obtained from the Office of the PCC
for project work in raising awareness and helping young people
understand what texting may lead to. Snap chatting/texting was a
major issue (“known as the dark dark web”) in the detection/prevention of
these crimes. Some diversionary activities and measures had also
been carried out with a youth group in Leyland.
- Crime reduction – Multi Agency Teams were similar to Domestic Violence Teams where
a reported crime would be discussed by partners on how to tackle
those individual issues with the resources and concerns in those
- Police and Crime Commissioner funding –
the £10k was for projects for South
Ribble. As a community we did get some other forms of funding for
other areas of work.
- Community Safety Action Plan (timescale) -
the action plan would be delivered to the RAG
at the end of April on an annual basis.
- Additional research (South Ribble) –
to raise the Partnership’s profile and
promote positive messages on the good work undertaken by
- the Partnership’s future
reports to Scrutiny Committee include more measurable outcomes and
measures of success.
- further consideration be given to
the Partnership engaging more effectively with young people and
- a more proactive and structured
approach to child sexual exploitation be developed by the
- the Partnership explores potential
external funding sources to help deliver its
- the Committee welcomes the
Partnership’s commitment to raise its profile and promote
- future reports include resident
confidence/safety perception data, including trends and