Neighbourhood Wardens
Neighbourhood Wardens Scheme Implementation Plan Guidance
Although this guidance refers to previous schemes, it remains good practice for reference puposes.
4. SCHEME DEVELOPMENT
4.1 Introduction
4.1.1 If following the option appraisal process, a neighbourhood warden scheme is selected as the most appropriate option then the essential elements of the scheme must be considered in detail. This will involve deciding:
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the functions and responsibilities of wardens;
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links and contributions to other strategies and activity;
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management of the scheme and involvement of partner agencies;
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scheme costs and sources of funding (Section 8);
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recruitment and training;
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operational issues such as uniforms, complaints procedures, administrative and financial systems, etc; and
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monitoring and evaluation arrangements
4.1.2 Attention should also be paid to the risks associated with the scheme. A risk analysis should be completed for each scheme (Section 6). Each scheme will also need to produce an action plan (Section 5).
4.1.3 All schemes should be consistent with the general principles in section 6 of the PAT6 report and the Fundamental Principles drawn up by ACPO. Scheme managers should indicate how the warden scheme follows these principles and, if relevant, indicate why the scheme deviates from them.
4.1.4 Section 4.1 should be used to describe the warden scheme and how it will address the locally identified problems. It should provide information about who will operate the scheme, the number of wardens that will be employed and describe the main emphasis of the scheme.
4.2 Functions and Responsibilities of Wardens
4.2.1 Section 4.2 of the SIP asks scheme managers to indicate how neighbourhood wardens will contribute to the main functions of neighbourhood warden schemes identified in PAT 6. It is recognised that schemes may not address all of these functions.
4.2.2 Scheme managers should consider what supporting measures need to be put in place in the area (eg to design out crime) to ensure the success of the neighbourhood warden scheme. These measures should also be listed in Section 4.2 of the SIP together with an indication of the progress made towards establishing these measures.
4.3 Links and Contributions to Other Strategies
4.3.1 It is important that the neighbourhood warden scheme complements other activity in the area (which will have been listed at section 2.5 of the SIP). Links to the work of the local CDRP are of particular importance. Ideally the neighbourhood warden scheme should be incorporated in local crime and disorder strategies.
4.3.2 The Macpherson report into the death of Stephen Lawrence recommended that all CDRPs should consider implementing community and local initiatives aimed at promoting cultural diversity and addressing racism (recommendation number 70). Neighbourhood warden schemes should consider how they can contribute to such aims.
4.3.3 Home Office guidance on the use of anti-social behaviours orders (ASBOs) recommends that CDRP develop clear policies detailing local multi-agency arrangements for their use. Neighbourhood warden schemes must determine their role within such a policy, particularly in light of the prospective use of neighbourhood wardens as professional witnesses. The possible role that neighbourhood wardens can play in combating anti-social behaviour is detailed in the PAT reports on neighbourhood wardens (PAT 6), housing management (PAT 5) and anti-social behaviour. (PAT 8). Contributions to the local ASBO strategy and responses to the Macpherson report should be described in Section 4.3 of the SIP, along with other links with the activity of the CDRP.
4.3.4 It is also important to consider how the work of the neighbourhood wardens can contribute to the local housing strategy, other area based strategies (for example New Deal for Communities, Single Regeneration Budget) and other locally relevant strategies and resulting activity (and vice versa).
4.4 Management and Partnership Structure
4.4.1 Schemes need to establish management structures with clear lines of accountability. Clear lines of accountability will be an important factor in obtaining the support and confidence of local residents. Accountability will often be provided by a public body (or bodies) being in clear control of the scheme.
4.4.2 Neighbourhood warden schemes stand or fall on the strength of the partnership behind them. Wardens derive their effectiveness not from the power they themselves possess but from the links that they establish with local agencies which do have such powers. For example, wardens will need the whole-hearted support of the police in order to perform an effective crime prevention role.
4.4.3 The support of the local authority, housing managers including RSLs, police and local CDRP are likely to be crucial. Other partners will depend upon the nature of the scheme, but in general the more links that the scheme has with other local agencies, the greater its chances of success. These links should often extend beyond housing authorities and the police, to include other local services such as the social services. Schemes, therefore must develop arrangements for the effective involvement of local partners, including agreement on the roles and responsibilities of partner agencies.
4.4.4 Involvement of the local community within the partnership and management structure should be considered, taking into account issues of inclusiveness and equity. The report of Policy Action Team 4 on neighbourhood management suggests various approaches for involving local people in neighbourhood based schemes.
4.4.5 Scheme managers should describe the arrangements for managing the scheme and indicate membership of the Steering Group in Section 4.4 of the SIP. Information about the involvement of local partners in the scheme should also be described. Wherever possible, the level of representation of the partner agency should be recorded (e.g. rank, post title, etc). A summary diagram showing the management structure should also be provided.
4.5 Scheme Management
4.5.1 A number of elements need to be put in place to ensure effective operation of a neighbourhood warden scheme, namely:
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day-to day supervision and management (including out of hours supervision);
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line management;
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mechanisms for monitoring wardens’ activities and whereabouts;
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mechanisms for recording incidents and problems that are reported to, and observed by, wardens;
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complaints procedures;
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administrative and financial systems; and
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Protocols and strategies to cover the operation of the scheme.
4.5.2 Effective line management is needed to provide support to the wardens, direct their activities, and also to monitor the quality of service provided by them. Arrangements for line managing the wardens should be recorded in Section 5.1 of the SIP. Generally the overall responsibility for managing the day-to-day work of the neighbourhood wardens should rest with a single agency.
4.5.3 Recording the activity of wardens (eg through time sheets or activity analysis) can assist in checking that the scheme is operating as planned and staffing levels are correct, as well as monitoring the contribution of individual wardens. Depending upon the planned function of wardens, it may also be important to establish mechanisms for tracking the whereabouts of wardens. This is especially important if wardens may be required to deal with potentially hazardous or threatening situations. Plans for recording staff activity and movement should also be described in Section 5.1.
4.5.4 Mechanisms for recording the details on incidents and problems that are reported to, or observed by wardens need to be established. This will yield important information about the area and may both highlight the need for and inform modifications to the scheme that are required because of changes in circumstances. This information is also essential for spotting patterns of problems and incidents, and to allow effective solutions to be put in place using a problem solving approach by the Steering Group. Arrangements for feeding this information back to relevant agencies and groups should also be developed.
4.5.5 Schemes will have to develop mechanisms for recording and responding to any complaints made about wardens. Appropriate administrative and financial systems also need to be established; the arrangements for which should be described in Section 4.5 of the SIP. Financial controls should be put in place so that all concerned can be confident that regularity, propriety and value for money are being achieved in the use of public funds.
4.5.6 One of the fundamental principles drawn up by ACPO, and adopted by the PAT, was the need for schemes to standardise their operating procedures (SOPs). These should be specific to each individual scheme but must include reference to such matters as recruitment, training, managing processes and facilities management. Schemes should set a milestone in their action plan showing the date by when their SOPs will have been drafted.
4.5.7 Agencies involved in managing/running a neighbourhood warden scheme need to have systems in place for sharing information. This may involve the creation of a data sharing protocol setting out how and in what circumstances; for example, personal information about tenants will be exchanged between agencies. This should comply with the Data Protection Act (1998) and Human Rights Act (1998). A communications protocol to cover how wardens will communicate with each other, and with other agencies (eg when an incident arises) is essential.
4.5.8 A publicity strategy is important to raise awareness, which will inform residents and others about warden success stories and deter potential criminal activity. Such a strategy could be particularly useful in helping to reduce the fear of crime, maintaining public support and also assist with mainstreaming.
4.5.9 Strategies covering human resources and health and safety will also be needed. These various protocols and strategies may be produced as a number of separate documents or as one over-arching document. These arrangements should be outlined in the appropriate boxes within Section 4.5 of the SIP. Where available, copies of strategies should be attached to the SIP.
4.6 Operational Issues
4.6.1 Scheme managers will need to address a number of practical issues:
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uniforms, which should be distinct and differentiate them from the police and other workers;
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Communications equipment (e.g. mobile phones and radios) - how will wardens communicate with each other, their supervision, other agencies and any CCTV schemes in the area, when working in the field?
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Other equipment - what other equipment will be required by the wardens (eg vehicles for patrolling)?
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Support mechanisms - what forms of direct support or back up will be available to the wardens? This is important to ensure the safety of wardens.
4.6.2 Responses to these issues should be recorded in Section 4.6.
4.7 Recruitment
4.7.1 Committed, well-trained wardens who have a clear idea of their role and responsibilities are central to the success of schemes and to building trust with the residents.
4.7.2 Scheme managers should indicate whether job descriptions and person specifications have been created for neighbourhood warden posts (Section 4.7). Copies of these documents should be attached to the SIP or forwarded at a later date identified on the SIP.
4.7.3 A summary of the recruitment timetable and process should be provided. This should include details of how, when and where jobs will be advertised, when interviews will take place, what the selection process will involve and the make up (constitution) of the interview panel.
4.7.4 Neighbourhood wardens should be representative of the communities they serve, so that they benefit the whole community - including hard to reach groups. Wardens need to be able to communicate and interact effectively with specific target groups. Women and ethnic minorities are under-represented in current warden schemes. For those schemes that are set up primarily to address concerns about young people efforts should be made to involve young people (either as wardens or in another capacity). Otherwise, there is a risk of young people being typecast purely as “the problem”, which is a recipe for conflict.
4.7.5 Action should be taken to attract applications from members of minority ethnic communities and women. Scheme managers should seek assistance from the local Racial Equality Council (REC) and other ethnic, faith or women’s groups in advertising and promoting applications from these currently under-represented groups. These organisations may also be able to provide advice on over-coming some of the barriers to employment that exist for members of ethnic minorities and women, including child care responsibilities, lack of trust, lack of confidence, etc (see also the PAT 1 report on jobs and PAT 9 report on community self-help).
4.7.6 The DfEE’s Race Relations Employment Advisory Service (RREAS) offers a free consultancy service to employers on how to develop and implement good equal opportunity practices. This includes advice on fair and effective recruitment systems and lawful positive measures that can be taken to address inequality. Advice should also be sought from local agencies’ equal opportunities departments to make sure that recruitment processes are fair and inclusive.
4.7.7 Section 4.7 should also be used to describe the steps that have been taken to ensure that wardens are representative of the local community/target group, including methods for attracting ethnic minority and women applicants.
4.7.8 Wardens will have a position of responsibility within the local community and it is important that they gain the trust and support of local residents. Following discussions with the local police, security checks should therefore be put in place to assess the suitability of applicants. The required elements of a security check, such as submission of any details of criminal convictions, should be described in the standard operating procedures and protocols for the scheme. Some useful lessons may be learnt from the report of the interdepartmental working group on preventing unsuitable people from working with children and abuse of trust (Home Office). These checks should be described in the appropriate part of Section 4.7 of the SIP.
4.8 Training
4.8.1 The provision of high quality training has been recognised as one of the key success factors for neighbourhood warden schemes. The skills and knowledge required by workers will depend on the specific tasks that the wardens will perform. Police involvement in training is important for all schemes. But all schemes must give careful thought to what training and development their wardens and managers/supervisors need. A training programme with core and discretionary modules may be most appropriate. NWU will issue further guidance on induction training.
4.8.2 High quality training not only improves the effectiveness of the wardens and raises the confidence of local residents in the scheme, it can also help wardens get jobs in related fields - for example, in customer care and security work (for both of which NVQs can be acquired). Accreditation of any training should be described in Section 4.8 of the SIP.
4.8.3 Scheme managers are asked to provide details of:
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project management training;
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induction training for managers/supervisors;
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induction training for wardens; and
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On-going training.
4.8.4 Annex G of the PAT 6 report provides a list of possible subject areas for induction training. The Neighbourhood Wardens Unit will issue further guidance.
Last update: 27/08/03