Crime reduction through situational crime prevention: a study in the united kingdom



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Crime Reduction Strategies

Every County in the UK requires carrying out a realistic audit of crime trends so that an effective and time bound strategy could be devised. This needs target setting and preparing a action plan to achieve the objectives. The analysis of crime trends made above prompted the Leicester Partnership Against Crime and Disorder to devise their strategy.

The following priorities were fixed.



  1. To adopt a holistic approach to reducing the specific crimes of domestic burglary, violent crime and vehicle crime across all parts of the city apart from the city centre.

  2. To reduce the levels of crime, especially violent crime, within the city centre.

  3. To continue to improve support to victims of domestic violence, whilst taking firm action against perpetrators, with the long-term goal of reducing the incidence of these crimes within Leicester.

  4. To continue to improve support to victims of racial harassment and homophobic crime, whilst taking firm action against perpetrators, with the long-term goal of reducing the incidence of these crimes within Leicester.

  5. To continue to provide appropriate support and guidance to both victims and witnesses of crime with a view to addressing their needs and in the long term reducing the fear of crime.

  6. To identify the nature and extent of anti-social behaviour across the city and so develop initiatives designed to improve the situation and thus reduce the number of incidents.

  7. To work with the Leicester Drug and Alcohol Action Team to examine drugs issues and how they impact upon the other priorities. Develop community-based strategies to tackle both the demand for drugs, especially amongst young people, and their supply


Action /Implementation

The Leicester Partnership Against Crime and Disorder prepared a proper strategy to achieve their target listed in all seven priorities. A sample of their work plan in case of three major crimes i.e. domestic burglary, violent crime and vehicle crime is presented below:



Priority

To reduce the rate of burglary, violent crime and vehicle crime across all areas of the city, excluding the city centre.


Problem Statement

Whilst there have been a significant number of initiatives undertaken which have reduced incidents of domestic burglary, the rate of domestic burglary per 1000 households across the city is still higher than the national average.

Violent crime, especially robbery, has increased over recent years in Leicester and is one of the top three crimes of concern within the community.

Whilst vehicle crime has reduced overall in recent years, theft from unattended motor vehicles is increasing.

Strategic Statement

Building on extensive local experience from the first strategy, the partnership will work to reduce incidents of domestic burglary, violent crime and vehicle crime by targeting initiatives based on good practice in hot spot areas.

Current Activities

Reducing domestic burglary has been a partnership priority for the last three years, with a reduction achieved of 9% and 20.9% in years one and two. A wide range of successful burglary initiatives have taken place on an inter-agency basis throughout Leicester in recent years:


  • Target hardening of homes funded by Home Office and Single Regeneration Budget (SRB).

  • Persistent burglary offenders project (Burglary Reduction Initiative Leicester) introduced.

  • CCTV introduced onto housing estates around the city.

  • Improved security for homes in the New Deal area.



Equal Opportunities Statement

Some of the most deprived areas of the city also experience the highest incidence of crime. We acknowledge that crime can impact differently on victims according to factors such as gender, race, sexuality, disability and age. To overcome these differences, it is important to deliver appropriate and responsive services.


Priority One
Objectives and Targets/Outcomes



Objective

Performance Indicator Target/

Outcome

1. Each Local Policing Unit (LPU) to seek to develop and increase membership of local action groups, especially members of the local community. These groups to work towards achieving objectives identified in local action plans.

The number of local community members on local action groups.

Increased membership of local action groups by 30th September 2002

2. Delivery of action plans designed to reduce domestic burglary, violent crime and vehicle crime in hot spot areas.

Delivery of LPU action plans in the time period set.

Reduction of domestic burglary across the city by:

6% in year one

7% in year two

7% in year three

Reduction of violent crime across the city by:

3% in year one

3% in year two

4% in year three

Reduction of vehicle crime across the city by:

6% in year one

5% in year two

5% in year three

all from previous years figures.


3. Secure funding to extend target-hardening scheme for domestic burglary to all hot spot areas across the city.

Funding secured.


Target hardening schemes in place for all domestic burglary hot spot areas across the city by 30th June 2002.

4. Secure further funding to continue the Burglary Reduction Initiative Leicester (B.R.I.L.) and extend its remit to include prolific offenders committing any of the crimes in this priority.

Funding secured.

Initiative to continue beyond September 2002 and remit extended.

Approach:
The thrust in the performance of the Partnership remains on the problem solving. The process of problem solving is cyclical in nature. It has following main ingradients.


  • Audit

  • Consultation

  • Strategy Development

  • Implementation

  • Monitoring and Evaluation

It was seen in case of the Leicester partnership also that they applied a systematic approach to address the problems in the community. The approach model,as given below, is based on the Home Office Report by Read & Tilley ( 2000).


  • making use of data to establish the existence and extent of a problem

to analyse its nature and source,

  • to plan intervention measures to reduce it, and

  • to monitor and evaluate the effectiveness of the selected response (whether the interventions have worked, whether they have produced their effects in the expected way, and whether there have been any significant (positive or negative) side-effects

  • drawing on findings from existing research to inform data analysis and choice of responses
  • applying informed lateral thought in developing innovative solutions, and using feedback in decisions to adjust, expand, abandon, and maintain initiatives.

In case of CDRPs, it is necessary to adopt what is known as evidence based approach. The idea behind it is to see that the intended performance significantly delivers the desired results.





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