Good Practice Library - Reducing ASB

Croydon’s intention is always to seek to resolve the causes of ASB and prevent reoccurrence. We will often explore informal resolution as the first option and give an opportunity to those causing problems the chance to stop the behaviour being complained about. In some cases where this proves ineffective, we will take formal action, including enforcement action to stop the behaviour. We recognise and work with increasing numbers of vulnerable victims and perpetrators and proactively collaborate with a wide range of support agencies. 

The Challenge

A non-resident of the London Borough of Croydon has taken over a section of the Town Centre. The perpetrator gathers with a large group of street drinkers engaging in the following behaviours: 

• Street drinking in a PSPO area 

• Stealing from local shops 

• Urinating in outside areas of restaurants affecting businesses 

• Standing in front of trams risking safety and affecting the tram timetables 

• Entering the tram without paying and verbally abusing tram drivers 

• Jumping out in front of the tram causing the driver to brake, thereby risking passenger safety. 

• Verbally abusing and threatening members of the public and outreach staff. 

• Taking over benches preventing the use of the benches by the visitors to the area  

 Action

Early intervention measures included working with the perpetrator and making appropriate referrals for support. Serving a Community Protection Notice Warning (CPNW) and a Community Protection Notice (CPN) on the perpetrator. Ensuring arrest upon breach of the CPN. Working with the Police, Transport for London, Tram Managers, Shop Keepers, the BID, and outreach services to secure a Criminal Behaviour Order (CBO) on conviction of the CPN breach. The perpetrator was later arrested for an assault outside of the vicinity of the CBO and was sentenced to a term of imprisonment where he remains. 

Support

• Further outreach and Drug and Alcohol Support services offered to the perpetrators. 

• Close monitoring to ensure the perpetrator is arrested for breach of the CBO to contain his behaviour and protect members of the public. 

• The area of the anti-social behaviour is returned to peaceful public use. 

The challenge 

A Registered Social Landlord (RSL) reached out to our Anti-social Behaviour & Community Safety team for support about a problematic tenant that was housed in one of their leasehold properties by the Council’s housing team.  

The main tenant was a mother with two young children. The RSL had received an influx of ASB reports from local residents living on the estate since she moved in.  

The reports consisted of drug related activities (inc. dealing) taking place in and around property and estate along with noise nuisance, harassment and intimidation, littering and loitering all taking place on a daily basis.  

It was reported that the tenant allowed her boyfriend and his friends take over property whilst she and her kids stayed elsewhere. Eventually, the tenant moved back into the property but still had her boyfriend and associates at the property. She considered them as her friends and couldn’t comprehend the impact their behaviour was having on her neighbours and the dangers/risks she put her children in.  

Schools officer also raised concerns about welfare of one of kids who attended her school. Child stated that he is verbally abused by ‘uncle’ referring to mums partner. Child also seemed quite upset and disengaged on some days.  

The partner and associates were gang nominals known to the Police.  

There was also an incident where the tenant was physically assaulted by her partner who she reported to the Police. However, she later dropped the charges.  

The family along with the ASB being reported was on the radar of many services, but unfortunately there wasn’t much link up and sharing of information between agencies/organisations. It was felt that each organisation was working in silo’s rather than in partnership.  

Therefore, issues were not escalated/dealt with effectively putting tenant’s children in particular, at risk of harm.  

The RSL could not take enforcement action as the tenant was not contracted to them. They approached the Council and Police to see whether a closure order/partial closure order could be done. We explored the idea, along with possibly going for injunctions but unfortunately did not have enough evidence to support any legal applications that we made.  Neighbouring residents were not willing to provide us with statements. We also were conscious about the families housing statues and did not want to make the family homeless whilst they were going through their application process to be housed.  

We recognised that the property was not being cuckooed. Family were not initially living in the property and it was occupied by the partner and his friends. Family was living with tenant’s mother. She moved back in later and stated that the people visiting the property were her friends and that she was able to manage their behaviour. She also denied that they were causing ASB.  

The tenant was not engaging with our Housing department when they arranged appointments to meet with her and did not have a consistent social worker to build a working relationship with.  

Case was discussed at DV MARAC along with CMARAC which is the correct platform for such cases. However, officers from relevant services were not attending the CMARAC meeting. Therefore, it was difficult to fully understand the gravity of the situation. Recent and relevant updates were not being provided and panel had to just go on information they had at hand.  

Therefore, due to the nature of the case, the ASB team led and ensured that there were multi-agency meetings taking place with relevant officers involved. We took a tenacious and proactive approach and escalating matters quickly where necessary. The ASB team referred case to CMARAC and also done a risk assessment as well. 

Proposed solution  

Our ASB & Community safety officer opened a formal investigation and got a ‘grip’ of the case. The officer arranged a multi-agency meeting involving all relevant services i.e. the Police, our Housing team, the RSL and social services to ensure all the issues related to this case were discussed and broken down, a plan of action was agreed and also vulnerability/safeguarding issues were taken into consideration.   

Our ASB officer ensured oversight of the action plan and ensured that delegated actions to relevant services were taken. Regular follow up meetings were held involving a schools safeguarding officer from one of the children’s school.  

Approach 

By taking a coordinated multi agency approach, the Councils ASB officer ensured that relevant information was being shared with relevant partners effectively. Actions were also taken to ensure safeguarding of children in particular. The Children Social Services put them on a ‘Child protection plan’. Our Housing team also managed to relocate family to a different RSL property within the borough as this is what the tenant requested. The relocation of the family provided respite for local residents at previous address. The Police were also carrying out regular welfare checks on the family. The School safeguarding officer was also paying a closer attention to child’s welfare. A permanent social worker was also appointed to work with tenant and family.  

The ASB officer also tasked our Enforcement officers/Safer Community officers to carry out reassurance patrols, engage with local residents and take action against anyone who is seen to be involved in ASB.  

Desired outcomes 

• To ensure the safety, security and quality of life for local residents.   

• To safeguard tenant and her children.  

• To protect them and link them in with relevant services so they are receiving the correct support.  

• To reduce/abate the ASB & crime taking place by identifying individuals involved in ASB & crime and taking appropriate action against them.  

• All agencies involved should take learning from this case so that we can ensure effective partnership working and sharing of information according to information sharing agreements.  

Current picture 

The case is still ongoing with the ASB officer with regular meetings moving to fortnightly for updates and feedback. The tenant and her kids have settled into new home. Local residents at previous location are no longer suffering from ASB. The ASB manager for the RSL property that the family moved into was alerted and briefed on the situation. They stated they will monitor the family and task their parkguards to carry out patrols. 

Tenant is engaging regularly with support worker. There is also a Child protection plan in place.  

Housing have warned tenant that she is responsible for the behaviour of visitors to her property. Any further incidents may affect her in obtaining a permanent residency. Case is still on the agenda on CMARAC-Potentially to be closed as plans are in place to safeguard children and family have moved to a different location. 

The Challenge

A series of robberies in which victims were being targeted for personal property, often by suspects on mopeds. Victims were predominantly local school children who were being targeted on residential roads while en-route to, and from school. 

In May 2023 there were 13 reported robberies, although there were others that were unreported, with suggestions that there were 25-30 robberies. This was a significant rise on the three months prior, which had seen an average of 5 offences. 

In addition to this, there were reports of associated anti-social behaviour in the local recreation ground, with reports also being received of drug activity. Residents had reported that the play area had become an area in which they no longer felt that they could take their children. 

A cul-de-sac close by was also identified as an area in which young people, some of whom were potentially linked to the robbery offences, were causing ASB. There was also disclosure of criminal offences including a potential firearms discharge. 

Proposed Solution 

The proposed solution was a combination of proactive Policing, high visibility Policing, and multi-agency engagement with pupils and the local school, both in terms of initial crime prevention, but also longer-term interventions. This was led on by the Community Safety Officer who coordinated a problem-solving approach through a task and finish group. 

The Approach 

A task and finish group were started and coordinated by the Councils Community Safety Service. This group comprised of partners from Metropolitan Police, Children’s Services, Evolve, CCTV and the local school. The purpose of this group was to share information, and to coordinate actions. 

A Police operation was put in place which combined uniformed and plain clothed patrols, with additional resources drawn in as required. Additional CCTV was installed in the residential streets that were identified as hotspots. ‘Look up, look out’ street signage was installed in these areas. 

Engagement with pupils was increased through schools’ officers, and Children’s Services running assemblies on how to stay safe. Detached outreach workers also patrolled the area at key times. A Fearless campaign also took place across Wandsworth, with an emphasis on how to report. 

Parents were updated through an agreed partnership letter on safety and how to report, while a public meeting was held to reassure, and update on actions taken. 

Longer terms measures were also put in place, the two of note being; 

• Chelsea Kicks provision being established in the park next to the school, in conjunction with the school 

• A youth café starting at the pavilion in the park next to the school. This was funded via MOPAC SNB and is run by Enable. Running on a Wednesday, young people are taught different skills, can engage in various activities, and are spoken to about safety. This was put in place as it transpired that sixth formers from the local school were congregating in the play area during breaks from lessons, making residents feel that they couldn’t take their young children into the playground. The pavilion itself had also become a hotspot area as it had been unused for some time. It was refurbished and used to highlight that it was a community asset. 

Additional work was undertaken in, around the cul-de-sac to understand the scope of the issues as very little was being reported to Police, intelligence was coming through via Children’s Services. Detached youth work and proactive Police patrols in the area led to the identification of a vacant property which was being used by young people. Enquiries were conducted with the social landlord that owned the property who were unaware that it was being used. This property was then secured, prior to being refurbished and rented again. In depth work was conducted with the young people who had been disclosures with one particular individual being supported to move into alternative accommodation and being supported into employment. 

Desired Outcome

The overarching desired outcomes were to; 

• Reduce robbery across the ward through the targeting of offenders. 

• Engage with young people, encouraging reporting, and educating around staying safe in public. 

• Engage with parents and local residents to provide reassurance. 

Current Picture 

The action taken by agencies involved saw a reduction in robberies over the following months; 

• June 23: 2 robberies 

• July: 3 robberies 

• August: 1 robbery 

• September: 3 robberies 

• The youth café is running and has seen 80-100 young people per session, while Kicks continues to run successfully. 

• The partnership continue to monitor robberies and can respond effectively should there be an increase. 

• There have been no further reports of ASB in the cul-de-sac and residents have reported drastic improvements in the recreation ground. 

The Challenge 

Issues on Richmond Green with young people gathering, some of which were causing alcohol related ASB. In addition to the regular gatherings, there were sporadic, large scale, ‘motives’ youth gatherings which were advertised on social media as ‘motives’.  

As well as alcohol related ASB, there were seasonal issues with noise, robbery, and assault. The first action plan was put in place during the summer of 2020, and has been put in place each year. The plan was initially implemented due to the increase in these issues during the Covid-19 lockdown, with youth gatherings happening every weekend.  

Proposed Solution 

The proposed solution was to implement a coordinated multi-agency response to these issues through a combination of enforcement, education and engagement.  

The Approach 

A task and finish group was coordinated, and led by the Councils Community Safety Service. This group comprised of partners from Metropolitan Police, Achieving For Children, Licencing, Parks Team and Parkguard. 

The area was patrolled by both the Metropolitan Police, and Parkguard Officers, utilising all powers, including the open spaces PSPO. A proactive approach was taken to deal with motives when intelligence was received that these would take place, using section 35 dispersal powers.  

Engagement with the young people took place through Achieving For Children youth engagement officers being present on the green with their youth bus on Friday and Saturday nights. In addition to this, there was engagement with schools across the borough. Engagement was led by Achieving For Children and Met Police Schools Officers. This was based upon data, resident and professionals feedback highlighting the schools involved.  

Resident engagement was primarily through the ‘link resident’ scheme, in which local residents could feed intelligence and information in the Community Safety Officer, while also being updated on the action plan. Written and verbal updates on the action plan were also provided at various resident meetings, as well as through monthly newsletters. If there were any particular issues eg large gatherings, then a partnership message went out to all residents that were on the distribution list. 

The Safe Space outside Richmond train station was also utilised due to its proximity to the green, this linked in British Transport Police, and other agencies that were on this initiative. 

Licencing teams conducted proactive visits to local licenced retailers, reminding them of their licence requirements, while Police worked with them to reduce shoplifting offences. This was based upon Police data and feedback from the BID highlighting issues with young people stealing alcohol from certain premises. 

The task and finish group met monthly, but also convened on a Monday if there had been any significant issues over the weekend, so that the response could be coordinated. 

Desired Outcome

The overall objective of the plan was to provide a partnership response to work with residents to mitigate, reduce and deter crime and anti-social behaviour on Richmond Green and Riverside. The action plan focused on the four crime types (GBH, ABH & other assaults, criminal damage and drug offences) and ASB reports  

Current Picture

The action plan and coordinated response to dealing with issues led to a decrease in ASB reports from 335 in 2020, to 111 in 2023 (there has been a year-on-year decrease). In 2023, there were only two large gatherings on Richmond Green, when they had been a weekly occurrence in 2022. Resident feedback was extremely positive, with clear improvements in engagement. Residents appreciated having a point of contact at the Council, in addition to receiving regular updates on progress.  

The plan is currently being drafted for the summer of 2024, and will use existing resources as it has in previous years. 

The Challenge 

We received three separate ASB case review requests from the same block managed by one particular Registered Social Landlord (RSL). The issues that was being reported by the victims, were linked to the same type of issues.   

The issues being reported by all three victims were linked to a large group of males involved in drug related activities, loitering, stashing of dangerous weapons and drugs in bushes and behind bins. The group was also causing excessive noise on the estate for very long periods continuously and also parking their vehicles illegally on emergency bays potentially putting lives at risk.  

The behaviour of the group was causing serious alarm and distress to these three victims and all the other local residents living on the estate.  

Interestingly, by interviewing two of the victims who requested the ASB case review, The LBTH ASB officer identified that the group were linked to male living in his mum’s property with his girlfriend.  

The male was playing very loud music all throughout the day and night. He also used to have very loud and aggressive phone conversations shouting and using foul language again through out the day and into the early hours of the night.  

The Police also received reports from local residents. The Police responded to some calls, however their message to residents was to report the matter to the RSL as a tenancy related ASB issue.  

The RSL and Police did not share or work in partnership to try and resolve these matters.  

One of the victims who lived quite close to the alleged perpetrator, reported that he and the group used to loiter in the communal hallway, drinking, smoking and causing excessive noise. They will litter NOX canisters along with broken glass pieces from the bottles of alcohol that they’ve drank from.  

Interestingly, LBTH had a boroughwide Public Space Protection Order for the use of NOX in an Anti-Social manner. At the time of the review, NOX use was not illegal.  

If the ASB relating to NOX was reported to LBTH, we would have been able to log and profile the area as a potential ‘hotspot’. We could have then tasked our Tower Hamlets Enforcement Officers (THEO’s) to carry out patrols and take action against identified perpetrators. Individuals involved in NOX use would be given the opportunity to enroll into our pioneering  ‘N2O Know the Risks’ education programme which is in partnership with Queen Mary University. The programme aims to educate people about the dangers of using nitrous oxide. Repeat offenders would be given a fine.  

One of the victims who submitted an ASB case review to us was 8 months pregnant at the time. The ASB issues that was taking place made her and her husband feel terrorised to the point where they had to sadly leave their home. The victim did submit reports to the RSL on many occasions, however she felt that they was not doing enough and did not understand the detrimental impact the ASB was having on her and her family. 

All three victims felt that the RSL failed to acknowledge, safeguard, and take any action upon receiving their reports. Hence why they felt compelled to contact the Council for additional support.  

Proposed solution  

Although all three ASB case review were for one RSL, we ensured that each victim was interviewed separately, taking into account their own individual experiences and the impact the issues were having on them. Each case was treated on its own individuality and tailored to each victim’s need.  

Our ASB officer investigating the cases completed risk assessments with all three victims in their initial interview to ensure that risks/safeguarding were identified at an early stage and referrals for support were made straight away. The ASB officer also agreed an action plan with them, clarifying the actions the officer is going to be taking along with a timeline of when the actions would be completed.  

All victims were asked to provide evidence of correspondences to/from RSL and any documents/evidence which supported their case. 

The LBTH ASB officer than contacted the RSL and provided them with a proforma to complete- providing evidence of all actions taken for each victim. The RSL was also asked to provide evidence of risk assessment undertaken to safeguard victims. 

Unfortunately, the RSL was only able to provide brief details of actions taken for only one of the cases. They did not have anything on their system for the other two cases.  

As each case were individual in their own nature, the evidence submitted were examined holistically and comprehensively. Unfortunately, after assessing all the evidence/details we had from each case, we identified serious shortcomings in the actions taken by the RSL which resulted in us upholding all three ASB case review requests.   

All RSL’s have a duty of care to their residents. On this occasion with these three linked cases, we didn’t feel as though it was not implemented nor prioritised. Hence why the ASB case review was upheld. LBTH took a firm stance on the RSL and ensured they carry out a full review of their ASB policy and procedure along with additional training for all front line staff imminently.  

Recommendations was also shared with the board of directors of the RSL due to our concerns of the shortcomings of their ASB service i.e. falling short of providing a duty of care to their residents in regards to ASB. 

We arranged case review panel meeting with senior representatives from the RSL and the Police to discuss the shortcomings we identified and the concerns that we had. We also invited the victims to take part in the meeting by providing them segments to raise their concerns directly with the panel so we can all understand how they felt and gave them the opportunity to be heard.  

Approach 

We arranged case review panel meetings with senior managers of community safety from the RSL and also included Police officers from the local Safer Neighbourhood Team along with the ASB & Community Safety manager and ASB investigating officer from LBTH.  

At the case review panel meeting, all victims were contacted and given the opportunity to attend the meeting and raise their concerns/expectations separately. This opportunity for victims to attend the panel meeting allowed them to take part in the decision-making process. It was also an opportunity for the RSL to hear/understand the impact the ASB was having on them firsthand.   

After each victim was heard, we presented our case to the representatives of the RSL of the shortcomings we have identified and discussed each one in depth. The representatives accepted our case and acknowledged the severity of the lack of training, improper use of case management systems and staff not adhering to their own ASB policy within their own organisation.  

We drafted a list of recommendations for the representatives to consider and implement within given time frames to amend/correct the three cases that was reported to us along with any future investigations of ASB reported to their organisation.  

We developed the recommendations by adopting the SMART principle (Specific, Measurable, Achievable, Realistic and Timely defined).  

Desired outcomes 

Our investigation highlighted significant failings on the RSL’s part, where officers working on behalf of the RSL were not following ASB policies/procedures, they were not keeping adequate records/case management, no handovers were carried out between officers when they moved department/roles and finally risk assessments were not completed which meant risks/safeguarding issues were not identified and support referrals were not made. 

As part of our recommendations, we requested for the RSL in question to undertake an in-depth review of their ASB policy and procedures.  

We also requested that their frontline staff to undertake training to develop understanding and regard to their duties especially when it comes to matters of safeguarding/risks. Training for staff to gain a better understanding of develop understanding of the range of legislative powers available to them and are confident in their application of the tools/powers.  

The RSL staff should also have knowledge of all the agencies/organisations that they can use/refer to for support in case resolution.  

We also recommend that cases assigned to an investigating officer should review and assess the details of the reported incident. The officer should outline next steps/ actions to be taken and provide updates to victim (as agreed) throughout the investigation. The action plan should take a systematic and consistent approach to manage logical case progression. There is however sufficient room for flexibility where appropriate.  

The RSL should also look into their use of their case management system and how effective it is especially for ASB cases. If staff are not using it correctly, then training should be provided. If the system is deemed ineffective, then the RSL should look to invest in a new case management system that will be able to carry out the ASB functions that they need as soon as possible.  

The RSL accepted all of our recommendations and deemed them reasonable/realistic to achieve.   

Current picture 

The RSL found the review panel meeting constructive and very helpful. They agreed on our findings and were happy to implement all recommendations that were set out.   

As a result of the ASB case review, the RSL made a systematic change of its ASB policy and ensured all members of staff from both the housing management team and ASB team undertook training to develop their understanding and implementation of ASB case resolution. This was monitored by the ASB officer investigating the case review.  

The review also facilitated the RSL to identify development of/buy into a suitable software to support recording of ASB incidents by residents. The RSL’s ASB procedure sets out that their ASB officer should log/record all actions on to their case management system. However, at the time of our review, due to shortage of staff, lack of supervision and training, officers were not logging or responding to reports as per their process/procedure. Which in turn, failing in their ASB service.  

Following the review panel meeting we have not received any new reports from victims, victims were happy with the recommendation we made and happy that they were being implemented. 

We have also not received any new ASB case review request involving the RSL, the RSL has been in contact with us to ask for support/clarification relating to individual cases.  

Next steps 

We continue to monitor and offer support to RSL if/when needed and follow the same process when investigating every request for an ASB case review and ensure that we adopt a victim harm centred approach.  

As a local authority we act as a ‘critical friend’ for partners to ensure we are all adhering to the ASB legislation/policy to benefit our residents who rely on us to provide them with safety, security and an effective service in dealing with ASB & community safety issues.   

Croydon’s intention is always to seek to resolve the causes of ASB and prevent reoccurrence. We will often explore informal resolution as the first option and give an opportunity to those causing problems the chance to stop the behaviour being complained about. In some cases where this proves ineffective, we will take formal action, including enforcement action to stop the behaviour. We recognise and work with increasing numbers of vulnerable victims and perpetrators and proactively collaborate with a wide range of support agencies. 

The Challenge

A resident was reported to have engaged in the following behaviours: 

• Daily verbal abuse, of residents and members of the public. 

• Intimidation and harassment of neighbours including trying to force entry into properties. 

• Excessive noise levels during unsociable hours when drug dealers, drug takers and drinkers frequent the property. One resident described the property as “a pub.” 

• Racial abuse of residents including children. 

• Waving a knife at a resident. 

• Making numerous calls to police and verbally abusing 999 call handlers. 

• Drinking alcohol from early morning until late at night. 

• Littering and improper disposal of waste. 

• Loitering with associates. 

• Having loud arguments and physical fights with associates 

Residents reported feeling fearful for their safety and the safety of their family. Residents asked the Council to take action to protect them from further harm. 

Action

Early intervention and diversionary measures included: 

• Verbal warnings 

• Written warnings 

• An Acceptable Behaviour Contract 

• Final Warning 

• Consultation with Drug and Alcohol Service, Police, GP service, Social Care, Housing, Mental health services and Tenancy Sustainment Officers via Croydon Councils Risk and Vulnerability Management Panel (RVMP/Community MARAC). 

• Obtained a Closure Order at Court. 

Support

Upon obtaining the Closure Order the resident was provided with on-the-day medical assessment, outreach from CGL and collaboration with a family member. Having moved away from the area, the resident was given emergency accommodation and after engaging with services and the Council finding further evidence of vulnerability, the resident was rehoused away from the area which has resulted in a positive outcome for the resident An ABC was signed on entry into the new property and a period of monitoring put in place to prevent a recurrence of the behaviour. 

Croydon’s intention is always to seek to resolve the causes of ASB and prevent reoccurrence. We will often explore informal resolution as the first option and give an opportunity to those causing problems the chance to stop the behaviour being complained about. In some cases where this proves ineffective, we will take formal action, including enforcement action to stop the behaviour. We recognise and work with increasing numbers of vulnerable victims and perpetrators and proactively collaborate with a wide range of support agencies.  

The Challenges

• Misuse of a Council car park. 

• Loud music. 

• Verbal abuse and harassment of neighbours. 

• Taking over an area owned by a Housing Association and using it as a breakers yard. 

• Installing CCTV Cameras trained on public areas. 

• Installing CCTV monitoring communal areas and filming children. 

• Allowing dangerous dogs to escape into other residents’ gardens. 

• Failing to keep gardens tidy. 

• Rough sleeping and blocking the public highway. 

• Defecating, urinating, and lighting candles in subways. 

• Causing a nuisance by participating in a Car Cruise.  

• Private landlord failing to act on their tenant’s ASB. 

• Aggressive begging and financial abuse. 

• Remaining in an area when directed to leave causing alarm and distress. 

• Disorderly conduct in public areas. 

Action

Collaborating extensively with ASB experts, the Police, and other agencies the Community Protection Notice Warning (CPNW) and Community Protection Notice (CPN) have been drafted to address the above behaviours (the list is not exhaustive). This has resulted in a reduction in the use and cost of injunctions which have not been used for many years. 

Croydon’s intention is always to seek to resolve the causes of ASB and prevent reoccurrence. We will often explore informal resolution as the first option and give an opportunity to those causing problems the chance to stop the behaviour being complained about. In some cases where this proves ineffective, we will take formal action, including enforcement action to stop the behaviour. We recognise and work with increasing numbers of vulnerable victims and perpetrators and proactively collaborate with a wide range of support agencies. 

The Challenge

A resident of a small block of flats engages in extreme anti-social behaviour. This includes playing loud music at all hours of the day and at night, abusing alcohol and associating with a known drug dealer. The behaviour is relentless and as a result two residents, with no previous underlying medical conditions, are rushed to hospital with serious medical conditions and one resident is removed from the block for their safety. Most of the residents reported sleep deprivation and an impact on their home and work lives. The resident and their associate have no regard for people living in the block who are entitled to have peaceful enjoyment of their homes. The perpetrator is not engaging with services and their own mental health is deteriorating. 

Action

Early intervention and diversionary measures included: 

• A Community Protection Notice and Trespass Letter is served on the resident’s associate, and this immediately ends the visits to the block. 

• Verbal and written Warnings given to the perpetrator. 

• Referrals to the RVMP. 

• Interviews with the resident at a location convenient to them. 

• Extensive liaison with and referrals to support services. 

• Extensive liaison with mental health services including attending ward rounds. 

• Months of working with residents and support services conclude with residents asking the Council “what about us.” 

• A Closure Order is obtained at Court. 

• Possession action begun. 

• Collaboration with a dedicated Croydon Police ASB Team and Local Police Safer Neighbourhood Team. 

Support

• The resident is offered emergency accommodation but does not engage. 

• Regular visits made to locations where the resident is staying to check on his welfare. 

• Further referrals made to support services and support put in place for the resident. 

• Efforts made to ensure resident is provided with supported accommodation. 

Croydon’s intention is always to seek to resolve the causes of ASB and prevent reoccurrence. We will often explore informal resolution as the first option and give an opportunity to those causing problems the chance to stop the behaviour being complained about. In some cases where this proves ineffective, we will take formal action, including enforcement action to stop the behaviour. We recognise and work with increasing numbers of vulnerable victims and perpetrators and proactively collaborate with a wide range of support agencies. 

The Challenge 

A resident is reported to have engaged in the following behaviours:  

• Excessive noise, namely DIY late at night into the early hours. Complaints of a water leak into another property. 

• Alleged drug activity at the property. 

• Description of male engaged in above behaviours, arguably did not match the sole tenant. 

• Concerns that the vulnerable tenant had disengaged from support services. 

Action

Numerous property visits took place with tails left in the door. Enquiries revealed that a family member had displaced the tenant from their home as they themselves had been evicted. This was therefore a case cuckooing. This person moved in with their dog against the wishes of the tenant. This caused the vulnerable tenant to abandon their property and return to rough sleeping, in an abandoned vehicle in a local car park.  

Early intervention and diversionary measures included: 

• Extensive liaison with and referrals to support services, for both the tenant and the family member. 

• Referral to the RVMP. 

• Recovery of the abandoned vehicle. 

• A disclaimer was signed on the dog; via the Dog Warden this was taken to a Local Dog Rescue.  

• Family member issued with a Trespass Notice from the property and surrounding area. 

• Tenant issued with an Acceptable Behaviour Contract. 

• Collaboration with a dedicated Croydon Police ASB Team and Local Police Safer Neighbourhood Team. 

Support

Locks were changed to the property and with an ABC signed, a period of monitoring was put in place to prevent a recurrence of the behaviour.