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Nights on the town

The thriving nightlife is an important part of a local economy, but how do councils deal with greater numbers of pubs and clubs and associated problems like violence? Robert Bullard looks at councils that are managing their night-time economy effectively. (Local Government Chronicle, 12th June 2008)

USE LICENSING POWERS

Working in partnership with the police and using its licensing powers has enabled Bexley LBC to tackle alcohol-related crime and disorder.

Over the last two years, with the support of the police, the council reviewed 31 licences where there were problems with assaults, disorder, nuisance and the sale of alcohol to children. As a result twelve licenses were revoked, eight were suspended or surrendered, and conditions on all of the remainder were amended.

“The council took a strategic decision to use its licensing powers to best effect,” says David Bryce-Smith, the council’s assistant director, development and public protection. “I am surprised other councils haven’t done the same.”

The council believes its tough stance helped contribute to an 18 % reduction in violent crime during 2007 – equivalent to 500 fewer assaults. It also showed other pub, club and off licence businesses that they needed to be more responsible.

Relations with the trade are now good, says Mr Bryce-Smith. There is a successful ‘pub watch’ scheme, where retailers receive training on issues such as drugs and have shared policies for dealing with drunks.

In the future, Bexley wants to be more pro-active, says Mr Bryce-Smith, for example by developing greater diversity of clientele, introducing late night opening of shops and making improvements to public transport.

ENCOURAGE DIVERSITY

A new theatre in Kingston upon Thames has led to greater diversity in the people using the town centre at night which it is hoped will make it safer.

“With 900 people coming to the theatre several times a week, and staying to 10pm or 11pm, we are beginning to see a different age group and socio-economic profile,” says Scott Herbertson, Kingston upon Thames RBC’s head of cultural services and life long learning.

The impact on crime and other issues will be evaluated in the early autumn, six months’ after the theatre’s opening, but anecdotal evidence suggests people feel the town is safer and not crowded out by young people.

The theatre provided a catalyst for the change, says Mr Scott Herbertson, and to build on the benefits the council is hoping to persuade empty shop outlets and other spaces to become galleries and other cultural venues.

To cater for the theatre-goers, however, the council faces the challenge of encouraging the “right type” of restaurants and bars – but not all premises – to stay open later, so that people can find refreshments after a performance. It also needs to improve pedestrian signage and to have more car parking facilities available later in the evening.

TAKE A HOLISTIC APPROACH

Swindon BC is willing to take some of the blame for problems associated with the town’s night-time economy, but its holistic approach to tackling these issues has resulted in a decrease in disturbances.

“During the economic boom the council’s planners saw pubs and clubs as a catalyst for regeneration,” says Lionel Starling, the council’s head of licensing. But increasing the capacity for around 1000 revellers to 8500 and spreading the new developments through the city led to problems that needed correcting.

One of the council’s greatest improvements, says Mr Starling, has been the improvement to the city centre’s street lighting. The increased visibility improves people’s behaviour and makes it easier for the police to see what is happening.

The amount of disorder is “moderating” thanks to the council’s cross-departmental approach, says Mr Starling. Several fast food licences have been suspended, because the council felt the outlets provided a ‘honey pot’ where people would mingle and cause disturbances.

Meanwhile certain alleyways have been closed, to stop people urinating in them. Pavement cafes have also been encouraged, in an attempt to reduce the number of people on the streets, which had often led to problems for the police.

CREATE A SAFE ENVIRONMENT

A range of measures – including wardens and CCTV – have made Bristol’s city centre safer, winning the council several national awards for innovation.

In 2004 the council set up a multi-agency violent crime delivery group, which prioritised its attempts to deal with the city’s two principal ‘hot spots’ – the taxi rank and fast food outlets.

The aim was to create a safer environment, says Helen Flyng, the city council’s violent crime manager. Street lighting was improved, CCTV was installed, and, in what was a pioneering idea at the time, three taxi marshals were employed.

The aim of the marshals is to meet and greet people and to help them, rather than to intimidate them, explains Ms Flyng. They wear high visibility jackets and are equipped with a radio, so that they can get a faster police presence when necessary, and a head camera, on which they can threaten to record the actions of anyone behaving badly.

“We have started to change the behaviour of people, and to dispel situations before they become uncontrollable,” says Ms Flyng. Violent crime around the city’s hot spots is now decreasing rather than increasing, she adds.

On the back of its success the council has employed marshals on night busses, and turned its attention to three other hot spots, where it has introduced street marshals and attached megaphones to the CCTV.

USE INDEPENDENT ADVICE

Two national advice agencies have helped to bring about an improvement in the night-time economy in Morpeth.

The rural market town is one of four national pilot NightVision projects – a programme for improving the evening economy of the UK’s towns and city centres.

Nightvision was developed by the Civic Trust and is supported by the Erskine Corporation in Morpeth. The agencies acted as “independent brokers”, says Trevor Walker, the Castle Morpeth BC’s director of neighbourhoods, regeneration and culture.

“They were able to attract new agencies, make key partners put aside their previous differences, and secure multi-agency support for an action plan. I don’t think we would have achieved what we have without their support,” he says.

In order to change the town’s image that it was a ‘no go’ area at night, the council has organised family activities during the early evenings, so that people can see the problems are more about perception than reality. Late-night opening by two national retailers has also helped encourage more family visits.

So as to identify any late night problems, the council employed observers to watch people’s behaviour, then introduced various changes, including employing taxi marshals and changing the layout of street furniture.

“Once you have seen the problems, some of the solutions are so simple,” Mr Walker says.

Find out more

Bexley LBC
David Bryce-Smith, assistant director, development and public protection. Tel: 0208 308 7718 or e-mail: david.bryce-smith@bexley.gov.uk

Kingston Council
Mr Scott Herbertson, head of cultural services and life long learning. Tel: 0208 547 5267 or e-mail: scott.herbertson@rbk.kingston.gov.uk

Swindon Borough Council
Lionel Starling, head of licensing. Tel: 01793 466118 or e-mail: licensing@swindon.gov.uk

Bristol City Council
Helen Flyng, violent crime manager. Tel: 0117 914 2226 or e-mail: helen.fying@bristol.gov.uk

Castle Morpeth BC
Trevor Walker, director of neighbourhoods, regeneration and culture. Tel: 01670 794603 or e-mail: Trevor.Walker@castlemorpeth.gov.uk

© Robert Bullard. Not for reproduction without prior permission
 

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