ITEM NO. 3.4
REPORT OF THE LEAD MEMBER FOR HOUSING & THE LEAD MEMBER FOR
PLANNING
TO Strategy and Regeneration Scrutiny & Overview Committee
ON 6th November 2006
TITLE: Section 17 Obligations : Housing & Planning Directorate
RECOMMENDATIONS:
That the Regeneration Scrutiny and Overview Committee note the contribution of the
Housing and Planning Directorate in meeting Section 17 obligations.
EXECUTIVE SUMMARY:
This report responds to the request for further evidence based information on the
contribution of directorates to meeting Section 17 obligations. This report considers the
contributions of the Housing and Planning Directorate
BACKGROUND DOCUMENTS:
(Available for public inspection)
Monthly Monitoring reports for Urban Vision and New Prospect Housing
ASSESSMENT OF RISK: Medium
SOURCE OF FUNDING: Various funding sources
COMMENTS OF THE STRATEGIC DIRECTOR OF CUSTOMER AND SUPPORT
SERVICES (or his representative):
1. LEGAL IMPLICATIONS
Provided by: not applicable
2. FINANCIAL IMPLICATIONS Provided by: not applicable
PROPERTY: not applicable
HUMAN RESOURCES: not applicable
CONTACT OFFICER: Bob Osborne
WARD(S) TO WHICH REPORT RELATE(S): All
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KEY COUNCIL POLICIES: Housing, Planning, Regeneration, Supporting People, Crime
and Community Safety
DETAILS:
This report addresses the issues raised by the Strategy & Overview committee and the
Cabinet.
The report breaks down into four sections:
(a)
(b)
(c)
(d)
Addressing the specific recommendations
Describing the contribution towards Crime Reduction targets
Setting Community Safety Targets within the Directorate
Answering specific queries in respect of engineering matters
Section (a) Addressing the specific recommendations
Recommendation 1
Chief officers to ensure the promotion of section 17 to staff by providing appropriate
training and distributing information and knowledge on crime and disorder in their
area of work.
This is covered through our directorate induction packs and ongoing S17 related projects.
When appropriate our Staff Newsletter carries articles on s17 related issues e.g. article on
Respect Agenda in the July 2006 edition. This can be accessed at
http://intranet.salford.gov.uk/housing-planning/houseplanbrief.htm
In 2005, staff within the service took part in personal safety training sessions. This was to
reinforce a personal safety handbook that was produced. A practical example of how this
affects residents is a checklist for arranging public meetings or events, which considers a
range of factors to be considered prior to booking a meeting venue. This is to ensure the
safety of staff and residents. In addition to this, the BSS team are co-ordinating Personal
Safety Training for all staff within the directorate and is aimed not just as a work skill but also
as a life skill. Sessions have already started and are expected to run through to December
The directorate Induction procedure lists key policies that are covered as part of this process
including issues such Equality & Diversity, Health & Safety and Section 17 awareness. This
can be accessed at:
http://intranet.salford.gov.uk/handp-e-learning-induction.htm
The Housing & Planning Directorate Staff Development Policy 2006 produced through the
Business Support team pays specific attention to the importance of Section 17 and how
workforce awareness and knowledge of this can help the directorate contribute towards
reducing crime and improving the quality of life of our customers.
This can be accessed at
http://intranet.salford.gov.uk/housing-planning/handp-staff-development.htm
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The directorate training analysis lists Section 17 training as a directorate need and the
Business Support team are currently liaising with the Organisational Development Team
within HR to link into the corporate training programme they are currently developing.
Recommendation 3
Chief officers to provide detailed evidence of outcomes as a result of the
implementation of section 17 within their directorate, for example initiatives to curb
off road biking, the effectiveness of designated police officers at schools and the
effectiveness of CCTV at schools and in the community.
SPATIAL PLANNING & MAJOR PROJECTS
The City Council adopted the Unitary Development Plan in June 2006. This plan contains
policies specifically associated with Design and Crime. In addition a Supplementary Planning
Document was adopted in July 2006 which expands on the policies of the UDP. The SPD
acts as a guide to material considerations in the determination of planning applications.
In redeveloping and regenerating the City it is a key role of our major projects team to
ensure the the policy in the UDP (DES10) and the SPD are adhered to.
A copy of the Design and Crime SPD is attached. This clearly articulates the impact of our
planning services on this issue.
Key Outcome: Adopted policy in place to embed section 17 in all relevant planning
applications.
In addition the Planning Panel has new gating orders that allow it to enforce elements of
planning applications that require or are deemed to require such actions.
Key Outcome: This is further embedding section17 implementation within the
planning system and initiating action proactively at planning source rather than
retrospectively.
URBAN VISION
Urban Vision provides the Development Control Service for the City Council and ensures
that the all relevant Planning Applications are sent to the GMP Architectural Liaison Unit for
formal consultation – see section 2.12 of the attached Design and Crime SPD
Urban Vision contributes significantly to safety and security through a range of operational
functions including CCTV, property management and car park management. The following
table illustrates these activities and the potential outcomes.
Activity
Managing Keyholding and Security
Contracts
Managing Quaywatch Contracts
Managing Eccles CCTV Monitoring
Contract
Two way radio link to 120 vulnerable
shops and businesses that link to CCTV
monitoring station
Involvement in specific Crime and
Disorder initiatives such as Operation
Krypton, and various Beatsweeps
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Key Outcomes
Better response times to incidents, break
ins at Council premises
Reduced incidents of crime for business
premises covered by the contract
Increased crime detection levels in
Eccles Town Centre
Increased crime detection levels and a
hotline installed direct to the Police
Assisting with improved detection and
arrest rates
3
Management of Car Parks
City Council Architectural Design
schemes – liaison with GMP
Architectural Liaison Unit
Safer car parks, secured by design
Buildings designed and constructed to
minimise the risk and incidence of crime
Urban Vision also manages the Engineering Division responsible for condition of our paved
areas and roads.
Key outcomes
-
-
An increase in highway improvements to an anticipated 152 kilometres this
year
An increase to 100% of 24 hour highway response over the last two quarters
A reduction in the number of people & children killed/seriously injured in road
traffic collisions, and a reduction in the number of people slightly injured in
road traffic collisions
A better inspection regime for the rectification of street lighting faults
Urban Vision offers road safety and cycling training courses to schools (82
primary schools per annum)
Urban Village assists the Burglary Reduction Team with the Alleygating
Programme
HOUSING MARKET RENEWAL AND SUPPORT

Burglary Reduction Team
Burglary Reduction plays a major role in driving down domestic burglary rates and we are on
target to deliver improved security to a total of 3000 private and public sector dwellings in
2006/7. We are developing 15 resident led alley gating schemes across the city and have
recently established Salford’s first “No Cold Calling” zone in an area identified as a
vulnerable location within Winton.
OUTPUT – CONTRIBUTION TO A SIGNIFICANT REDUCTION IN DOMESTIC
BURGLARY IN THE CITY
Number of burglaries in 2001/2002 = 4404
Number of burglaries in 2002/2003 = 4129
Number of burglaries in 2003/2004 = 3747
Number of burglaries in 2004/2005 = 2641
Number of burglaries in 2005/2006 = 2225
This equates to an overall 49% decrease

Landlord Accreditation
Salford’s voluntary Landlord Accreditation scheme continues to attract new members and
offers a range of incentives for landlords to help them manage tenancies more effectively. In
return landlords agree to adhere to an approved code of standards.
The successful achievement of an LPSA target has been rewarded with grant of 370k from
DCLG. We are using this funding to enhance the services we can offer to accredited
landlords to improve the way landlords reference prospective tenants and to offer match
funded property improvement initiatives to achieve decency and increased levels of security.
KEY OUTPUT – A PLANNED REDUCTION IN ANTI-SOCIAL BEHAVIOUR, AND THE
NUMBER OF EMPTY HOMES IN THE PRIVATE RENTED SECTOR. A TARGET TO BE
SET ONCE THE PROGRAMME HAS BEEN FULLY DEVELOPED.
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
Landlord Licensing
Salford’s Landlord Licensing team has led the way nationally on the implementation of
Licensing. Landlords are placed under a legal duty to take reasonable steps to deal with
antisocial behaviour of their tenants.
The team is currently implementing Mandatory Licensing of landlords of Houses in Multiple
Occupation (HMO) across the City. We are preparing our submission to DCLG to allow us to
implement a Selective Licensing scheme, which over a period of 3 years, will license all
private landlords across Central Salford.
To enable landlords to effectively tackle anti social behaviour in a professional and
consistent way, we are also providing a dedicated tenancy support worker through the
Assisted Families Project (ASSFAM) and a dedicated ASB officer for private sector
landlords.
Agreement has been reached with the Respect Task Squad to allow Salford City Council to
apply the RESPECT standard for housing management to the private sector, which will
mean recognition for licensed and accredited landlords
Joint working with ASSFAM has lead to the development of a draft model for referring cases
where identified within the Market Support Team, for specialist support in addressing anti
social behaviour and related tenancy issues, in order to sustain private tenancies.
Key Output: A planned reduction in anti-social behaviour and the number of empty
homes in the private rented sector. Targets to be set once the programmes have been
fully developed.

Empty Property Enforcement
Long term void dwellings can become a focal point of crime & anti social behaviour. The
Empty Property team proactively targets long term private sector voids. We have recently
begun the performance monitoring of a city wide stretched empty property performance
target under LPSA2.
Where we are unable to bring an empty property into use by voluntary means we will seek to
obtain ownership of the property through our CPO powers. We are currently developing a
procedure which will enable us to apply to the Residential Property Tribunal for Empty
Dwelling Management Orders (EDMO’s).
Key Outputs: Since 2003/4 we have brought back into use or demolished 844 private
sector empty homes. We are in the first quartile for this BVPI indicator.

Housing Standards Enforcement
The Housing Health and Safety Rating system (HHSRS) provides a new enforcement
regime to deal with hazardous housing conditions and this includes a power to deal with
dwellings which pose a risk due to being insecure. We are proactively inspecting the Cities
HMO stock and are currently recruiting a team of officers who will undertake proactive
inspections of privately rented single family dwellings, which will require a Licence under the
Selective Licensing scheme.
Key Outputs: As this work area is relatively new it is impossible to measure a tangible
output at this stage. We will be setting targets in preparation for the next financial
year.
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OPERATIONAL HOUSING MANAGEMENT (NEW PROSPECT)
Following a detailed programme of consultation, Housing Services are working with tenants
to develop regeneration ALMO and a local housing company into which the Council Stock
will be transferred. These new companies will be able to deliver ' The Salford Standard'. This
Standard exceeds the Government's 'Decent Homes' standard set for public sector homes.
Safety issues were key issues highlighted by tenants and will be able to expect the following
additional security features, subject to resources being made available by Central
Government - intruder alarm
- panic buttons/warden call systems (for sheltered dwellings only)
- external sensor lights
- smoke detectors
- access systems to flats, doors and landings or TV cameras
- security doors/ high energy efficient multi locks
In addition, a range of environmental issues will be able to be realised through the additional
investment. These include - more secure parking facilities
- good condition highways and footpath
- good quality street lighting
- A secure boundary where possible
These will improve the environment, management and safety of current Council homes and
estates in Salford.
Our current arms length management company manages the CCTV watch station at
Pendleton. In addition it manages a Care on Call scheme for older and vulnerable residents.
We intend the review the future of both of these services as part of the Stock Options
implementation process to ensure that they are more effective.
A dedicated team has been established to tackle anti social behaviour across all housing
tenures. New Prospect operates an in-house team as part of the Community Safety Unit.
This team will be absorbed within the Common Service Provider model once New Prospect
ceases to operate next year.
Performance on ASB for New Prospect for the first two quarters of this year
Local and
Management
Indicators
Jul-Sept
06
AprJun
06
Ref
ASB/Nuisance
Target
LPI 1
Local Teams % of
cases acknowledged
within 1 day.
Local Teams % of
cases where interview
with comp arranged
in target time.
95%
100%
99%
95%
97%
98%
LPI 2
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LPI 2a
Local Team % of
6
racial harassment
reported cases where interview
with complainant
arranged in target
time.
95%
100%
100%
LPI 3
Local Teams % of
cases where interview
with pre-arranged in
target time.
90%
95%
98%
LPI 4
Central Team % of
cases where action
plan is provided
within 3 days
90%
79%
85%
LPI 5
Local Teams % of
cases where issues
either closed or case
referred within target
of 14 wks
Central Team
quarterly % resolved
or referred and legal
proceedings issued
within 10 wks
80%
84%
81%
75%
50%
39%
% of asb complaints
resolved to the
complainant's
satisfaction
% of tenants satisfied
with levels of asb in
their area
75%
63%
52%
70%
Yearly
Yearly
LPI 6
LPI 7
LPI 8
COMMUNITY & STRATEGIC HOUSING SERVICES
The majority of work in this area is associated with commissioning of services, and the
development of service standards to assist our most vulnerable customers:

We support the re-housing of offenders through for example MAPPA, POPO
steering groups.

We develop new housing opportunities for ex-offenders e.g. Relocation of
SASH, Women’s Only Residential project.

We are currently working to expand the ASSFAM family intervention project,
which works with families at risk of losing their tenancy through anti social
behaviour.

We jointly fund a strategy officer post with the DAAT to progress housing
issues for offenders

We have worked closely with young homeless people to raise their awareness
of anti-social behaviour, drug and alcohol abuse and impact of homelessness.
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The young people have self produced promotional material (booklet and video)
which is being used to advise school age children.

We are working with a range of agencies to reduce Domestic Abuse which has
been partially responsible for increases in Homelessness.

We have commissioned a handypersons service – “Helping Hands” - which
provides safety and security measures to the homes of older and vulnerable
people (free for those on a low income), for example fixing broken windows
and unsafe doors, fitting safety devices and clearing overgrown gardens
therefore making their homes harder for criminals to target.

Community Housing is growing a ‘referral network’ of services through
partners linked to Affordable Warmth and the Home Improvement Agency
intended to identify people in need of burglary reduction measures and to refer
them to the Handypersons service or Community Safety Teams as appropriate.

8 units of accommodation appropriate for women with complex needs –
SWOSS - is one of four National Pilots funded by the Department of Health and
being developed as a beacon scheme for the North West. The design of the
scheme is being fully integrated with a comprehensive programme of
environmental safety improvements to the wider area, funded partly via The
Safer, Stronger Communities funding aimed at reducing crime and disorder.

Three sites identified in the Irlam & Cadishead area are currently being
developed to provide 8 bungalows for people with special needs. The sites, all
previously ex-garage sites were persistently targeted by local youths suffering
from anti-social behaviour and fly tipping. Consultation with local residents
indicated strong support in favour of developing the sites.

Community Housing is working closely with the Emmaus charity, which offers
homeless people, especially those sleeping rough, a home, work,
companionship and a chance to regain their self respect in a supportive
community environment. Many of the companions have had issues with either
crime or drugs or alcohol. Research by Cambridge University demonstrates
that each Emmaus community can reduce the burden on police, health and
social services by up to £600,000 per year.

The Step1 Programme which links trainees with construction employers
working on regeneration programmes in the city has successfully placed 3
people classed as Salford’s most prolific offenders through training and into
employment during 2006.

The Strategy and Partnerships team collect information from a variety of
sources, including crime data, in order to be able to produce comprehensive
housing markets typologies for the whole city. These typologies are the
intelligence base upon which we develop the Housing Strategy therefore
making the link between housing, crime and community safety. This team
ensures that any strategies and plans we develop consider the social,
community and physical 'drivers' of crime and so enhancing quality of life for
local communities and neighbourhoods. The team is also responsible for the
Private Sector Stock Condition Survey an element of which assesses the
security of people's homes, alleygating and fear of crime issues. The survey
will also assist the Burglary Reduction Team, in monitoring the effectiveness
of alleygating.
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
There are other contributions to Section 17 from this team in our involvement
with the Homeless Review and Supported Accommodation Strategy. We know
through research that if certain vulnerable groups are in stable housing and
supported they are less likely to commit crime. An example of which is with
our sub regional approach to address the needs of the Gypsy and Traveller
groups. Through joint working with ten neighbouring authorities we are
looking at a number of options, one of which is to develop a network of 'transit
sites' therefore reducing the need for illegal encampments which can result in
damages to community cohesion and lengthy legal administrative costs.
Whilst this team does not directly help or support vulnerable people, by
developing successful strategies, based on robust intelligence, the Strategy
and Partnerships team contributes significantly to Section 17.
HOUSING ADVICE & HOMELESSNESS
Key outputs from the Homelessness and Housing Advice team include:

The Sanctuary scheme aims at reducing the incidents of domestic abuse and
fear of domestic abuse by providing a range of security measures to victims’
existing properties and by providing a range of support services. Sanctuary
Schemes are seen as a key project as part of the DCLG’s Homelessness
Prevention agenda, however the overall effect contributes to crime reduction.
Although operated from the Housing Advice and Support Service the scheme
is a multi –agency venture involving GMP, Community Safety and Women’s
Aid.

Since December 2005 Salford has organised MARACs for the highest risk
domestic abuse cases. HASS attend as housing representatives. These multi –
agency forums meet monthly to review high risk/high reported domestic abuse
cases and produce case action plans for intervention and support. MARAC
attendees include Children’s Services, PCT, GMP, Probation, and Women’s
Aid.

Contributes to the reduction in incidents of domestic abuse.

HASS funds a worker whose role is to work with those prisoners due for
release to assess their housing need and to maintain links through support on
release.

Provision of accommodation and support is key to preventing crime and re
offending
Recommendations 4 & 5
Because by its nature the directorate is a strategic and commissioning organisation with a
client function to outsourced service and partner organisations it is common practice for us
to ensure the implications of crime and disorder are considered in all policy decisions and
service development. There is clear evidence in the preceding answers that we have
embedded Section 17 in our policy and commissioning functions.
To ensure the co-ordination of responsibilities & duties across the city to avoid duplication of
service we are continually reviewing planning and housing services. Again there is
significant evidence of developing or active management of the commissioning of “joined-up
services” to meet complex needs through all aspects of the directorates responsibilities
In order to implement a joined-up working approach to service delivery across directorates
we have developed the concept of the Common Service Provider which we plan to introduce
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in April 2007. Specifically this new organisation will coordinate across a wide range of
housing providers in the City both Anti-Social Behaviour and Disabled Adaptations Services.
This is being implemented in full partnership with Community and Adult Social Care,
Children’s Services and the Crime and Community Safety Team.
Our Supporting People Commissioning Body provides for a key link between Housing and
Planning, Community & Adult Social Care and the Probation Service and coordinates a wide
range of services from providers developing services for vulnerable citizens.
Section (b) Describing the contribution towards Crime Reduction targets
Much of what we do has been evidenced above however we can summarise our
contributions as follows:
REDUCING CRIME
-
contribution to reduction of domestic burglary through target hardening and alleygating
contribution to reduction in the fear of crime through investment in homes and the
environment as part of Housing Market Renewal and Decent Homes Investment
contribution to the reduction in car crime through more proactive inspection of street
lighting
Issues of social cohesion and the impact of racist actions on B&ME communities
have been addressed through a wide range of research and customer engagement
activity. We are currently developing a Housing Diversity strategy which aims to
address the developing minority and faith communities in our city. We will specifically
address the issues of racism and cohesion in designing policy outcomes.
ACTIVELY TACKLING ANTI-SOCIAL BEHAVIOUR
-
Designing and regenerating homes and neighbourhoods to mitigate Anti-Social
Behaviour
Coordinating Respect Agenda activities across all Social Landlords and developing
the programme for the Private Rented Sector
Developing a common service provider model working to create a virtual team to
allow all housing providers to access bespoke services
Funding, developing and managing appropriate surveillance measures
REDUCING THE HARM CAUSED BY DRUG AND ALCOHOL MISUSE
-
Actively promoting the dangers of Drug and Alcohol misuse with young homeless
people and then using them as peers to spread the message to school age children.
Supporting the development and funding of appropriate support accommodation
through the Supporting People Programme
Effectively managing the resettlement of offenders so as to prevent recidivism.
Operating effective Sanctuary and support programmes for people suffering from
alcohol induced Domestic Abuse
HELPING OUR COMMUNITIES FEEL SAFER
-
-
Through target hardening and the provision of alley-gating and other security
measures such as enhanced street lighting and CCTV giving communities a clear
sense of safety.
Through effective management of Anti-social families through the ASSFAM project
sending out a clear message that we will not tolerate ASB in our neighbourhoods.
By driving up the standards of Housing Management especially in the Private Rented
Sector
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-
By improving our roads and footpaths, and increasing the inspection of street lighting
making transport and movement through the city safer.
Section (c) Setting Community Safety Targets within the directorate
The following indicators either directly or indirectly support the attainment of Community
Safety Targets both within the Directorate and through partnerships:
-
-
-
% of Highway users perceiving there to be improvements to their roads (target 45%
fair or better)
% of Highway users perceiving there to be improvements to their footways (target
33% fair of better)
A reduction in the percentage condition of principal roads in need of repair (target
less than 28%)
A reduction in the percentage condition of non-principal roads classified (target less
than 35%) and unclassified (less than 23.3%) in need of repair
A reduction in the percentage condition of footways considered to be in need of
repair (less than 30.37%)
Extremely urgent road and footway defects responded to within 2 hours (target 98%)
Number of reported street lighting outages dealt with in less than 24 hours (target
greater than 99%)
Number of people killed or seriously injured on Salford’s roads (target less than 96
people)
Number of road safety and cycling courses offered to schools (target 82 offered to
primary schools).
Has Urban Vision ensured its duties under the crime and disorder act are embedded
in its culture by ensuring that all its service units contribute to and take personal
responsibility for reducing crime and disorder?
Percentage of planning applications determined within 13 weeks for major
applications and 8 weeks for minor applications (target 65% for major, 66% for
minor).
Percentage building regulation applications given a decision within 8 weeks
All dangerous buildings to be inspected on the same day as reported (target 99%).
Reduction in the number of empty public and private sector homes.
Section (d) Answering specific questions about engineering matters
A number of questions have arisen in respect of engineering matters. These are:
1. Greater Manchester Police highlighted the need in some areas to have double yellow
lines to encourage the use of cctv car parks, therefore reducing vehicle crime on our
streets and that a request for this has been turned down. Is this a local or national
policy issue?
It is normal policy to only place double yellow lines where this assists in
reducing congestion or danger. There is no specific national policy. Our
concern is that the parking would be displaced onto minor and estate roads
and all that this would do is shift the crime with the cars. Motorists are often
reluctant to pay car parking charges. However if it can clearly be demonstrated
that there is added value in carrying out such work we are willing to work with
GMP to progress this. This will however in all likelihood result in an increase in
Traffic Regulation Orders and attendant costs. Work is underway in the Chapel
street Area, and we are currently revising CPZ (Gravel Lane AREA) to
specifically address these issues. We will need to monitor the success of this
initiative.
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2. Why does the full street lamp need to be replaced rather than the just upgrading the
lamp at the top?
The quality of street lights in the city is generally poor. If the column has a
short light expectancy it is more cost effective to replace the whole unit. Urban
Vision are currently researching how they might fund the upgrading of street
lighting across the city and the Lead Member for Planning has received an
initial report on options and further work has been commissioned to establish
the way ahead.
3. What is the correlation between improved street lighting and crime statistics?
Home Office Research Study 251 (as attached) demonstrates a clear
correlation between reduction of fear of crime as a result of improved lighting
as well as a clear indication of the positive effects in preventing criminal
activity.
Councillor Peter Connor
Councillor Derek Antrobus
24th October 2006
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