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CHAPTER TWO OVERVIEW OF THE GLASGOW ASB TASKFORCE

2.1 The overall aim of the Taskforce was to provide a strategic approach to tackling high levels of ASB and low level crime. Whilst the Taskforce was a GCC led initiative, such an approach could not be achieved without working in partnership with other key agencies and stakeholders. The main agencies involved in the Taskforce were Glasgow City Council, Strathclyde Police, and some Registered Social Landlords in Glasgow.

2.2 The Taskforce approach was based on the development of joint planning and implementation structures, pooled resources, monitoring and evaluation frameworks and implementing information sharing protocols. The Taskforce combined both enforcement and support services in target areas of Glasgow to combat ASB.

2.3 The Taskforce itself was comprised of the following teams:

• Community Safety Patrol Officers ( CSPOs)
• Rapid response Environmental Enhancement Team
• Police Enforcement Team
• Community Support Team
• Victims and Vulnerables Team
• Services for Young People
• Neighbourhood Management Team

2.4 Figure 2.1 below illustrates the institutional structure of the Taskforce and its component teams.

Community Support: The Community Support element of the Taskforce was comprised of 2 parts. The Community Engagement Team worked to build the capacity of communities: this was intended to play an integral role in linking service providers and community organisations, and to increase community engagement with and input into decision making processes. It involved work with community councils, residents' groups, voluntary organisations and other key organisations/groups, such as community safety forums. The Victims and Vulnerables Team provided support to victims of ASB and to vulnerable residents. The service operated on a referral basis, and worked with individuals to provide support and links with positive interventions.

Services to young people and Schools: Young People's Services ( YPS) within the Taskforce looked specifically at prevention of ASB and interventions targeted at young people. Their main aim was to develop a strategy to co-ordinate services for young people and to ensure that organisations were fully accountable for the delivery of any services.

Community Support Project Officers ( CSPOs): A total of 6 supervisors and 44 CSPOs working in the 10 Taskforce areas provided a key link between the Taskforce and the communities. Their main focus was tackling ASB, but they also referred environmental issues to the Environmental Team for immediate action.

Figure 2.1: Structure of the Glasgow ASB Taskforce in December 2005

Notes to figure
Source: SDD interviews with Taskforce staff

Police Enforcement Team: Police input to the Taskforce included an inspector, a Community Sergeant and 4 police officers who provided an additional police presence in all 10 areas. Additional input included integration with the wider police service and a crime analyst with responsibility for data collection, crime data analysis and hotspotting.

Environmental Enhancement Team: A dedicated, rapid response environmental unit which enabled the Taskforce to respond to environmental issues - such as graffiti removal - that were identified by CSPOs and local communities. This provided a more rapid response than would have been possible from mainstream City Council services.

A Neighbourhood Management Team: Longer-term change in communities was delivered through the work of the Neighbourhood Management Team. A total of 6 'action plan' processes were implemented in Shettleston; Tollcross Park; Springburn; Barlanark; Govan and on a smaller scale in Scotstoun.

2.5 The Taskforce adopted the PIERS approach to tackling ASB which focused on the following areas:

Prevention (including Education)
Intervention and Diversion
Enforcement
Rehabilitation of perpetrators
Support for complainants and victims

2.6 The Taskforce concept was designed to determine local needs and deliver appropriate services. Taskforce interventions used a 7 stage, non- linear approach which was designed to be flexible and responsive and which was adapted to meet local needs.

Stage 1: Engage, consult and support the community
Stage 2: Engage schools and youth groups on their community and citizenship
Stage 3: Increase and expand the range of services to young people
Stage 4: Improve the appearance of the environment
Stage 5: Increase community resources
Stage 6: Publicise ASB services
Stage 7: Enforcement

Part of this approach includes linking with partner agencies to improve the co-ordination of existing services to tackle ASB.

Taskforce Operations and Management

2.7 Area mapping was undertaken for all 79 wards in Glasgow, to identify ASB concentrations in order to identify areas for intervention and to target resources appropriately. The Taskforce was deployed in 10 wards across Glasgow - Drumry, Summerhill, Scotstoun, Shettleston, Tollcross Park, Govan, North Cardonald, Pollock, Springburn and Barlanark - which were chosen through area mapping and analysis of information from partner organisations and communities. These are highlighted in Figure 2.2 below. Of these 10 wards, 4 - Govan, Barlanark, Shettleston and Tollcross Park - had higher levels of inputs and resources from the Taskforce, and a more established Taskforce presence than the other 6. In all 10 wards the Taskforce also identified 'hotspots' - areas where particularly high levels of ASB were reported. These areas received targeted police resources to tackle these high levels of ASB.

Figure 2.2: The 10 wards targeted by the Taskforce

Notes to figure
Source: Glasgow ASB Taskforce

2.8 Information sharing was a key aspect of the Taskforce, ensuring that resources were directed at areas in most need. The merging of data from a wide range of services allowed the Taskforce not only to look at trends and identify hotspots but also to target individuals who were identified as chronic ASB perpetrators.

2.9 Data on ASB incidents and responses (including police and CSPO incident reports, input from the CCTV programme and intelligence from other organisations working in Taskforce areas) was collated every 2 weeks to enable the Taskforce to determine how to deploy resources most effectively. Data and maps were provided on recent incidents of ASB in the 10 Glasgow wards where the Taskforce was working and hotspot areas were agreed and resources targeted.

2.10 Table 2.1 below gives an example of Taskforce activities in Govan, Tollcross Park and Scotstoun wards. Govan and Tollcross Park were 2 of the 4 wards which were prioritised by the Taskforce. These three wards were researched intensively as case studies as part of the evaluation.

Table 2.1: Taskforce Activities in Govan, Tollcross Park and Scotstoun

Notes to table
Source: Interviews with Glasgow ASB Taskforce staff.

2.11 Funding for each aspect of the Taskforce is outlined in Table 2.2. The figures below are based upon Scottish Executive funding for the activities of the Taskforce in the 10 original target wards over 18 months from April 2005 to October 2006.

Table 2.2: Financial inputs to Taskforce, April 2005 - October 2006

Notes to table
Source: Table shows information gained in interviews with Taskforce staff and an analysis of secondary data sources.

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