Neighbourhood Wardens
Guidance on Bidding for Funding for Neighbourhood Wardens*
* (This guidance refers to previous schemes but remains good practice for reference purposes)
Appendix B
General Principles
In the time available, it was not possible for PAT 6 to consider a large number of existing schemes in any great detail. Further evaluation has since been commissioned to begin to fill this information-gap. The following recommendations must therefore be seen in that context, although on the available evidence, properly managed and locally responsive neighbourhood warden schemes do seem - in the right circumstances - to be an effective antidote to crime, the fear of crime and anti-social behaviour. We would encourage local authorities, in particular, to see how warden schemes might fit into their wider regeneration strategies. Certainly, when thinking about setting up a scheme, local circumstances should be taken into account, and warden schemes should be used to support and enhance existing Crime and Disorder Partnerships. Also, this report and the recommendations that spring out of it should not be viewed in isolation, but in the context of the other 17 PAT reports that have been, or are being, drawn up under the umbrella of the Social Exclusion Unit.
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The role of wardens should be to complement other services provided by local agencies not to supplant them. This might be done by filling gaps - i.e. performing tasks which local agencies are unable to perform or less well placed to perform - or by adding value to the services of such agencies - e.g. by improving the flow of information between residents and agencies.
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Neighbourhood wardens should not be given any police powers to fulfil their functions (though they will have citizens’ powers of arrest) and should not be trained in areas such as restraint techniques. Wardens can have a positive impact on reducing crime, disorder and anti-social behaviour (and the fear of crime) without such powers. Again, their role should be to complement the work of the police, not to be a substitute for it.
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The management structure should provide for clear lines of accountability. The public has to know to whom the wardens are accountable, whether those wardens be volunteers, employees of private firms or local authority employees.
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Schemes should be consistent with the Fundamental Principles drawn up by ACPO (see Appendix A), which fit with our own recommendations. Particularly, any funding these schemes receive from central Government must not be drawn from police budgets.
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Partners must consider carefully at the outset what the root causes of local problems are, whether a neighbourhood warden scheme can provide the whole or part of the solution, and, if so, what form that scheme should take. An option appraisal should be carried out. Links to Crime and Disorder partnerships and their work should be made wherever possible.
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Tackling racial harassment should be considered as one of the possible objectives of all warden schemes. Crime and Disorder partnerships, local authorities and housing associations should recognise the positive impact warden schemes can have in tackling racial harassment in particular areas, and act to ensure the potential of these schemes is realised - through the training given to wardens, through minority ethnic participation in developing schemes, and through employing wardens from minority ethnic backgrounds.
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The support of local people must be engaged. Sometimes they will provide the spark that leads to a neighbourhood warden scheme being formed. Where this is not the case it is essential that scheme managers involve residents from the outset and keep them actively involved in all important decisions. This applies particularly to key individuals whose views carry weight with their fellow residents.
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Wherever possible, schemes should look to reflect the make-up of their communities, particularly in terms of ethnicity.
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Schemes should have links with as many relevant local partners as possible. Local authority and police support is particularly vital given their statutory duties and ability to aid with sanctions. But other agencies are also important (they will vary depending on the scheme) and links should be established with them.
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Every partner should ensure there is effective communication with all the other partners involved, and between wardens and supervisors. We recommend that managers of neighbourhood warden schemes should draw up a protocol for this purpose.
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Wardens in schemes which have a high patrolling and crime prevention element should have a uniform which clearly distinguishes them and which is clearly distinguishable from the police (and other official uniforms).
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Wardens must be properly trained for the roles they are asked to perform. This applies whether or not the gaining of a qualification by wardens is a specified objective of the scheme. Training must be of high quality.
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Schemes should consider how they can benefit the whole community - including hard to reach groups. Clear objectives should be set on how this is to be achieved. Wherever possible, the wardens should reflect the diversity of the communities in which they operate.
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All organisers of neighbourhood warden schemes must be conversant with the terms of the Human Rights Act 1998.
Last update: 22/09/03