Agenda item

The LBB Project Manager for Public Protection introduced the Draft Strategy outline and Delivery Plan for the future SBP Strategy. The current Strategy focused on Safer Neighbourhoods, VAWG,  Keeping Young People Safe and Standing Together Against Hate Crime and Extremism. She explained that the SBP was now in the process of developing the new Community Safety Strategy for 2024-27. The new Strategy was being formulated based on the findings of the Annual Strategic Assessment.  It was noted that the findings of the Strategic Assessment 2023 were considered by attendees from statutory agencies and community and voluntary sector partners who attended the Safer Bromley Partnership Strategy Development Workshop on 16th November 2023. The following priorities were decided:

·  Prevention: Being Stronger together.

·  People: Protecting People.

·  Places: Resilient Communities. 

The Board discussed the draft ‘Plan on a Page’ for the new Community Safety Strategy. The view was expressed that some of the data was unnecessary and would change over the life of the Strategy, so was not required in this document, and that the focus should be on the three new priorities. The LBB Project Manager for Public Protection agreed to change the format.

It was noted that a local definition of ‘serious violence’ was required. This would need to be relevant to Bromley; for example, Bromley did not have the same gangs profile as other boroughs. The Head of Safer Communities referred to the London Council’s minimum definition for London which is ‘Any violence and exploitation affecting young people under the age of 25, domestic abuse, and sexual violence.’ This could be expanded by local areas if necessary.

The Assistant Director, (Children’s Social Care Safeguarding & Care Planning Services) stated that the matter of children coming into care had to be considered as this was a serious and expensive issue.

Another issue for consideration in the Strategy was how to combat the negative use of social media. The Assistant Director felt that videos of crime on social media acted as a ‘feeder’, in that it could encourage further crime.

It was noted that the SBP needed a high-level strategic approach that included media, online crime and abuse. Consideration should also be given to the wider effect of crime on communities. Another view was expressed that social media was a global issue and was beyond the ability of the SBP to significantly influence.

It was acknowledged that in developing the Strategy, extra resources, including officer time and funding may be required. The delivery plan should be ambitious but deliverable, and when determining the resources required, if these were too extensive the scope of the project should be revised to be more achievable. No budgetary issues had been noted in the Draft Strategy and it was important to understand the assets and resources available to the SBP. 

Future updates on the Delivery Plan would be provided in an exception report format, with the identified leads providing the progress update.  The SBP would be asked to focus on the areas identified as performing exceptionally well or poorly, and requiring input from the SBP.   

Clarity would be required regarding what the various statutory members of the Board were taking ownership for. It was noted that there may be a need for more analytical resource. Superintendent Baldock said that he had seen the SBP Risk Register, and this could be disseminated after the Chairman and Vice Chairman had read it. He felt that the Strategic Delivery Plan sat nicely alongside the SBP Risk Register.

It was commented that the Board had limited direct resources and capital and so needed to prioritise activity and look at innovation and capacity building.  For example, supporting the voluntary sector to access grants to deliver services within the community.

The next step would be to seek the views of the public regarding the proposed priorities. To this end, an online survey was  proposed to commence on Friday 15 December, concluding at midnight on Sunday 4 February 2024. 

The responses would be analysed and fed back to the Partnership Meeting on 29 February 2024, supported by a proposed Delivery Plan. The Delivery Plan would remain a live document throughout the life of the Strategy and would be adapted in response to changing needs.

Statutory Authorities would be required to undertake their own sign-off processes to confirm acceptance of the SBP Strategy 2024-27 and confirm virtually by the end of March 2024.

If agreed, the strategy would commence on 1 April 2024.

RESOLVED that the update regarding the Draft SBP Strategy (2024-27) and the proposed Delivery Plan be noted.

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