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Published byAntony Stone Modified over 7 years ago
The City Wide Security Strategy A Consultative Approach November 2003
INTRODUCTION In 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 AUDIT 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 AUDIT 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
AIMS OF THE STRATEGY Brand Image Managed Media Attention Integrated Systems at Work Layered Approach to Services
AIMS OF THE STRATEGY Take advantage of new technology Service agreements Deal with poorly performing equipment and systems Best Value Economies of scale
AIMS OF THE STRATEGY Work with partners Reduce duplication of effort Train staff and gain accreditation Improve intelligence
AIMS OF THE STRATEGY 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
How can we achieve our aims? 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
How can we achieve our aims? 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 Leasing Commercial 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 Crime and Disorder Partnership What’s in it for our partners? EFFECTIVE SECURITY STRATEGY
What can we do? Co-operate with the multi-agency group Play a part in the delivery Provide information Individual Multi-Agency Group Crime and Disorder Partnership What’s in it for our partners? Directorate Council EFFECTIVE SECURITY STRATEGY
What can we do? Lead by example Encourage others Responsibility for our actions Individual Multi-Agency Group Crime and Disorder Partnership What’s in it for our partners? Directorate Council EFFECTIVE SECURITY STRATEGY
What can we do? Provide direction as necessary Support the Multi-Agency Group Be a driving force for success Individual Multi-Agency Group Crime and Disorder Partnership What’s in it for our partners? Directorate Council EFFECTIVE SECURITY STRATEGY
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 Crime and Disorder Partnership What’s in it for our partners? Directorate Council EFFECTIVE SECURITY STRATEGY
What can we do? Peace of mind Commercial opportunities An opportunity to shape the future Individual Multi-Agency Group Crime and Disorder Partnership What’s in it for our partners? Directorate Council EFFECTIVE SECURITY STRATEGY
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
FAMILY TREE MULTI AGENCY FORUM LSP PARTNERSHIP CRIME AND DISORDER PARTNERSHIP MULTI AGENCY FORUM (STATUTORY POWERS) TECHNICAL FOCUS GROUP RESPONSE SERVICES FOCUS GROUP PARTNERING OPPORTUNITIES FOCUS GROUP SYSTEMS INSTALLERS CONTRACTS EQUIPMENT INNOVATION COMMERCIAL INTEREST CONTRACTS EXISTING PARTNERSHIPS WORKING TOGETHER ETHOS QUAYWATCH CONTRACTS PARTNERS PHYSICAL SERVICES INNOVATION FORUM CORE TEAM
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