BSafe Partnership Business Process

The processes and delivery of the BSafe partnership continue to evolve. The core elements of the system that is now in place are as follows:

Strategic Direction

Bolton is an exemplar of the application of the GMAC model for partnership working, which involves the application of the policing business model NIM in a partnership context. The NIM, or National Intelligence Model, is a way of conducting business which is delivered through integrated strategic and tactical “tasking and coordination”, underpinned by analysis. The Home Office Review of the Partnership Provisions of the Crime and Disorder Act 1998 – Report of Findings (2006) recommends that each CDRP should work along the lines of the GMAC model. The report’s findings have informed the Police and Justice Bill currently before parliament, which will translate the report’s findings into legislation.

The principle document considered by the Strategic Partnership Business Group to determine its priorities is the Strategic Assessment. At present, this is an annual document, updated after six months and reviewed on a quarterly basis. Ultimately, each CDRP will be required to undertake a Strategic Assessment on a six-monthly basis. This planning process will supersede the three-yearly audits which are currently undertaken. The complete assessment considers all issues facing a crime and disorder partnership. It provides an accurate long term picture of the problems and issues, including how that picture is changing now, and in the future. An accurate and thorough assessment allows managers to make informed decisions about service delivery which will assist them in achieving performance targets.

All partners within CDRPs should use the information within the Strategic Assessment to agree priorities, commit resources and coordinate activity to deal with the issues and priorities identified. A Partnership Opportunity Strategy is written as a result, identifying strategic priorities for the forthcoming twelve months. The conventional structure for the strategy is to split activity into preventative interventions, enforcement priorities, and information gathering requirements - capturing all aspects of partnership activity. The Strategic Partnership Business Group, chaired by the Divisional Policing Commander (Ch. Supt. Dave Lea), signs off on the strategy when complete. Click here to view the BSafe Partnership Opportunity Strategy for 2006/2007.

The opportunity strategy will describe the priority activity, but will not detail the steps to be taken to implement or deliver the activity; this is captured in an accompanying delivery plan. The BSafe Partnership Delivery Plan itemises the actions required to meet the requirements of the opportunity strategy. It needs to be a useful tool to manage performance, whilst identifying risks and blockages.

Each activity detailed on the delivery plan is allocated to the most relevant individual. Activities are required to be SMART (Specific, Measurable, Achievable, Realistic, Time-Related), and will have stated timescales and approximated associated costs. In Bolton, the delivery plan is structured around the main themes identified by the last Crime and Disorder Reduction Strategy:

Progress against the activities set out in the delivery plan is managed through the four BSafe Theme Groups, which meet around every 6 – 8 weeks. Each theme group has a chair and a lead officer; the key contacts are shown above.

The work of the BSafe Strategic Partnership incorporates a whole series of other key groups of key importance to business planning. These include:

Partnership Business Delivery

The key meeting for the delivery of coordinated partnership activities is the (Tactical) Partnership Business Group. Generally referred to as the PBG, this meeting is attended monthly by a wide representation of partners. The meeting’s primary function is to drive the operational delivery of the partnership. The meeting is co-chaired by Dave Flitcroft (Superintendent Partnership and Performance) and Steve Agger (Head of Community Safety Services) - the joint block leads for delivery of the “Safer” block of the Local Area Agreement.

The meeting is underpinned by the production and presentation of a monthly tactical document. The object of this report is to provide the partnership with an overview assessment of the emerging crime and disorder patterns and trends requiring attention or further analysis. It provides early indication of deteriorating performance and identifies where there may be a requirement for changes in resources or tactical options. It will recommend appropriate interventions to deliver against the priorities set by the strategic group, which can be allocated to appropriate partner agencies. It also provides a review of ongoing / current activities, where progress in investigations or preventative initiatives is collated and reported for further discussion at the group.

The whole business process is supported by a relatively new (and developing) post of ‘Strategic Partnership Coordinator’. This role is currently held by Elaine Holt, who sits within Community Safety services. The post holder attends all Partnership meetings where delivery against priorities and targets is concerned, and reports to both Superintendent Partnership and Performance and the Head of Community Safety Services.

The processes supporting performance management are also currently undergoing change. The BSafe Partnership is developing a monthly Theme leads / Partnership Performance meeting to improve the performance management arrangements across the whole partnership.

Local Area Partnerships & Safer Neighbourhoods

The implementation of Safer Neighbourhoods is driving the development of Local Area partnerships that will delivery against the priorities of Bolton’s communities. A briefing paper on Neighbourhood Policing produced by the Association of Chief Police Officers has provided the following chart to outline the proposed structure to be rolled out:

ACPOnpnim

ACPO Neighbourhood Policing and the NIM (2006) - Local Area Tasking Schematic BRIEFING PAPER ON NEIGHBOURHOOD POLICING & NIM..…© ACPO Centrex 2006, p.13. Note NPT = “Neighbourhood Policing Team”

In Bolton, the model being adopted is to develop area level partnership working with tasking and coordination at 4 sub-borough levels – areas based on the Police Geographic Areas. Local Action Partnership (LAP) meetings are being developed, chaired by the relevant Area Inspector, which will meet on a monthly basis following the main Partnership Business Group. These meetings will be supported by an area-focused LAP document (LAP Tactical Assessment) which will draw together and develop the relevant analysis from the main tactical assessment.

At the lowest level of delivery, 33 Safer Neighbourhood areas have been identified. Full detail regarding the identification of these areas is available elsewhere on this site. The Community Safety Services Research and Analytical Team will be involved in establishing core information about these areas, made available to practitioners in the form of Neighbourhood Profiles. The purpose of a neighbourhood profile is to record information about the neighbourhood and to assist the community engagement and collaborative problem solving process. The product is not designed to function as a ‘Problem Profile’. They should be living documents that are kept up-to-date and reviewed every three to six months.

Neighbourhood profiles will not serve the purpose of performance management at a local level. Instead, the Research and Analytical Team is currently exploring technical options to automate the performance management element of Safer Neighbourhoods through a bespoke piece of software. Work is currently being done to establish key baseline crime and disorder information at the neighbourhood level. This work will inform the principal resourcing decisions around Safer Neighbourhoods delivery. In some instances, delivery of Safer Neighbourhoods is logically best delivered through the pairing or clustering of neighbourhoods. The final decisions about the mechanics of delivery will be taken in the coming weeks, with the rollout of Safer Neighbourhoods due by the end of 2006.