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A private grammar school located in an economically depressed area had 750 pupils walking to school, the train station, and bus stops. Many of the pupils walking along unsafe routes were robbed by local youths. Local crime statistics and data gathered from the victims of the crimes, the school itself, and police officers were used to evaluate the nature and extent of the problem. The robberies were draining police resources. The police solicited cooperation from the school and parents. A safe route, patrolled by the police, was established between the school, train station, and bus stops. Since its implementation, there has not been a single robbery on the safe route.
The number of assaults occurring in the town centre of Burnley was creating a perception that the area was a violent place. A pub watch style scheme was developed in which licensees could ban violent or antisocial people from their premises for twelve months to discourage antisocial behaviour. The Burnley Police established a dedicated town centre team to deal with incidents and improve liaisons with external partners and a radio scheme to enhance the exchange of information. Over 54 persons have been banned and data has revealed that the image of the town centre has improved although violent crime statistics have fluctuated.
Between 1995 and 1997, serious and fatal accidents involving cyclists rose by 68% in the Lune valley. The community complained of excessive noise and aggressive riders. A "zero tolerance" enforcement campaign failed to reduce casualties and complaints. The registration of new motorcycles was rising by 42%. Many of the new riders were riding beyond their capabilities with disastrous consequences. In April 1999, BikeSafe 2000+ was implemented to address community concerns and decrease accidents. In 2001, serious injuries and casualties were reduced for first time in five years. Overall, riding standards improved leading to a 92% reduction in community complaints.
The organisation and recruitment of volunteers for identification parades was a problem at Central Division. Parades were regularly cancelled due to a lack of volunteers. Consequently, the public received poor service and cases going to court lacked positive identifications. A Community Beat Officer established a partnership with the employment centre for the university. An existing computer system was used to enter descriptive forms and conduct searches to find volunteers for identification parades allowing the police to assign appropriate volunteers from an abundant list to specific identification parades in an efficient and cost effective manner resulting in substantial savings to the police department.
The Avon Fire Brigade was responding to over 2000 vehicle arsons a year, accounting for over 50% of their total calls. Vehicle arsons were increasing at over 20% a year. The fire department formed a partnership with the police and the Bristol City Council to aimed at reducing vehicle arson and speeding up the recovery of abandoned vehicles, a closely related problem. The strategy involved community awareness, targeting offenders, reducing the supply of unroadworthy vehicles, and vehicle removal schemes. A trial of the strategy was conducted in the South Bristol Area between January and September 2001. South Bristol had over 800 vehicle arsons a year. Vehicle arson was reduced by 3.5%, while the rest of Bristol suffered an increase of over 20% and nationally the increase was 12%.
In response to a government grant initiative to reduce burglaries in 2000, the Yeovil police established that the burglary rate in the Sheltered Housing schemes was high. One particular scheme, St. Johns Road , had the highest rate. A minimum reduction of 30% would be expected within the first year. Relying on surveys of St. Johns Road and the input of a reformed burglar a number of preventative measures were instituted to reduce burglaries including the provision and fitting of additional window locks and fencing, closure of select pathways, additional lighting, promotion of Neighbourhood Watch, education of Wardens and residents as to the correct use of the locks. The grant was awarded to the police. Although the project is still in its final stages, there has been positive feedback from local residents. Only one attempted burglary has been reported since the project began.
Beginning in early 1999, the Avon and Somerset Constabulary began to experience the rise of "car cruising." Hundreds of modified cars intensified police and community concerns, challenged public safety, and intimidated legitimate users of parking areas. Police attempts to control "cruises" were thwarted by a lack of intelligence and effective tactics. The police responded to the cruiser culture and took advantage of a safe, organised event to establish a relationship with the cruisers by imparting knowledge about road safety, keeping the vehicle modifications legal, and preventing theft. Unsanctioned cruises were eliminated.
In spite of reductions in automobile crime and burglaries, Lancaster 's public was fearful of crime and unsatisfied with police services. A community survey revealed that the fear of crime in Lancaster area exceeded the national average and indicated that the residents wanted greater police presence, accessibility to the police services, and police willingness to tackle quality of life issues. At this time a study indicated that police were spending nearly 43% of their time in the police station due to bureaucratic demands and nearly 60% of police deployments required no further action. Within two years, the local authorities intended on decriminalising parking legislation. As a result, six traffic wardens moved from an enforcement driven role to promoting public reassurance, impacting quality of life issues, and reducing the fear of crime. An independent assessment by the Lancaster University indicated that crime and disorder had been reduced by 14% and public reassurance increased by 10%.
