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Foreword

We all want to be and feel as safe as possible from the impact of crime in our communities. Over the past ten years, there have been radical shifts both in the levels of crime and the approaches taken to tackle it. Overall crime has fallen dramatically by around a third since 1997, and the chances of becoming a victim of crime have reached historically low levels. Collectively, we have learnt an enormous amount about what works in tackling crime.

Partnership working has been a key factor in this transformation. Almost a decade ago, the Crime and Disorder Act 1998 put partnership working on a statutory footing in England and Wales for the first time. Partnerships have matured over this time and inter-agency working has become second nature to many who work to improve the safety of our communities. The combined dedication and ambition of thousands of practitioners in many different agencies has been a key factor in the significant and lasting progress that has been made in the fight against crime.

Despite these improvements, major challenges remain and there are still some communities which are experiencing high levels of crime and anti-social behaviour. There is more to do to reduce re-offending, tackle the misuse of drugs and alcohol, improve the life chances of young people and ensure that we continue to detect and punish crime appropriately. Fear of crime continues to limit people’s quality of life and harm communities.

This is why I was pleased that the Home Office launched the new Crime Strategy in July 2007. It recognises that the rate of crime reduction is slowing and new approaches are needed. It sets out a road-map for finding new ways of working and innovative solutions in the fight against crime. Partnerships will be absolutely central to the successful delivery of this strategy.

While some partnerships have achieved excellent outcomes for their communities, in other areas they remain more virtual than real. Through a review of the partnership provisions in the Crime and Disorder Act and extensive stakeholder consultation, we have identified what works well and have developed the Hallmarks of Effective Partnerships. In changing the legislation to more closely reflect these Hallmarks, we aim to consolidate effective practice and ensure that all partnerships deliver to a common standard.

Beyond these minimum statutory requirements, partnerships have the flexibility to deliver in their own way. This guidance provides suggested practice and case studies to support partnerships as they find ways to implement the regulations and embed the Hallmarks within their day-to-day work. This guidance embodies the new relationship between Government and delivery partners. Providing front line professionals with increased flexibility to respond to local issues is a sign of the growing confidence we have in the ability and capacity of local agencies to deliver. It also reflects our belief that an effective partnership is one that is visible to the local community and held to account for the decisions it makes

High performing, responsive and accountable partnerships are part of our vision of communities where local people are engaged in tackling crime and anti-social behaviour and where they can see and feel the difference that local agencies are making to their communities. I look forward to working towards this together.

 

Vernon Coaker MP

Parliamentary Under Secretary of State for Crime Reduction