Implementing the Serious Violence Duty
Background:
I was commissioned by the Office of the Police and Crime Commissioner (OPCC) to implement the newly introduced Serious Violence Duty within a non-Violence Reduction Unit (VRU) area. The objective was to ensure that the duty was embedded within the local partnerships and that we had a robust framework in place to reduce serious violence across the area. The project involved creating governance structures, establishing data-sharing mechanisms, and writing the first serious violence strategy for the force area.
Initial Analysis and Readiness Review:
The first phase of the project involved conducting a comprehensive readiness assessment to evaluate how well-prepared the area was to meet the requirements of the Serious Violence Duty. I worked closely with local authorities, the police, health partners, and other key stakeholders to assess their current policies, partnerships, and capabilities against statutory obligations. This analysis helped identify gaps in governance, data collection, and collaboration that needed to be addressed to meet the new Duty's requirements.
Establishing Partnership Arrangements and Governance Framework:
Recognizing the need for a unified approach, I helped establish a partnership arrangement that brought together the police, local authorities, health services, youth services, education providers, and community organizations. To streamline efforts, I integrated the serious violence governance structure into the existing Community Safety Partnerships (CSPs) in the area, ensuring that the new framework was fully aligned with ongoing community safety efforts. This governance structure provided clear lines of accountability and facilitated multi-agency collaboration.
Data Warehouse and Strategic Needs Assessment:
To create an evidence-based strategy, I worked with partners to develop a data warehouse that consolidated information from various agencies, including police, health services, and social care. This warehouse served as the foundation for conducting a Strategic Needs Assessment (SNA) , which helped us gain a comprehensive understanding of the patterns and drivers of serious violence within the force area. The SNA provided a data-driven picture of who was most at risk of being involved in or affected by serious violence, enabling us to target resources more effectively.
Engagement with the Home Office and Stakeholders:
Throughout the implementation process, I maintained ongoing communication with Home Office leads , ensuring that central government was aware of our progress and achievements. This collaboration helped us stay aligned with national priorities and best practices. I also conducted briefings for local leaders and stakeholders, including senior police officers, elected officials, and community leaders, to ensure they fully understood the requirements of the Serious Violence Duty and the local strategy for addressing it.
Development of the Serious Violence Strategy:
I led the development and writing of the area's first Serious Violence Strategy , which set out the priorities and objectives for tackling serious violence across the locality. The strategy was grounded in the evidence gathered from the Strategic Needs Assessment and focused on prevention, early intervention, and targeted enforcement. It emphasized a public health approach to violence reduction, addressing the root causes of violence and involving a wide range of partners in both prevention and intervention efforts.
Focussed Deterrence Programme:
One of the key initiatives I led was the development and delivery of a Focussed Deterrence programme , aimed at supporting and diverting young people identified as vulnerable to serious violence—whether as potential perpetrators or victims. Working closely with multi-agency partners, we identified 15 young people at high risk of involvement in serious violence. Each individual was provided with intensive support, including mentorship, education and employment opportunities, and access to mental health and social services. This programme was highly successful, with all 15 participants either avoiding further involvement in violence or significantly improving their life circumstances. Due to its success, the programme has since been replicated in other areas.
Service Commissioning and Delivery Plan:
To ensure the long-term sustainability of the Serious Violence Strategy, I developed a comprehensive delivery plan that outlined clear actions and responsibilities for each partner agency. As part of this plan, I also commissioned a broad range of services , including:
- Training products for frontline staff to recognize and respond to signs of serious violence and vulnerability.
- Youth engagement and support programmes to help divert young people away from violence.
- Targeted interventions, such as mentoring schemes and family support services, aimed at reducing the risk factors associated with serious violence.
Outcome:
The implementation of the Serious Violence Duty in the area was a resounding success. The new governance and delivery framework ensured that all partners were aligned in their efforts to tackle serious violence, despite the area not being designated as a VRU region. The development of the Focussed Deterrence programme , alongside the broader strategic approach, has been highlighted as a national example of best practice for addressing serious violence in non-VRU areas. The area is now recognised for having a strong, multi-agency response to serious violence, with clear leadership, accountability, and a data-driven approach to identifying and supporting those at risk.
The strategies and frameworks developed during this project have since been adopted by other localities, demonstrating the scalability and effectiveness of the approach.