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Bunbury Community Safety & Crime Prevention Program

2015-2020 CSCP Action Plan

In partnership with

Acknowledgement

The City of Bunbury would like to acknowledge the large number of organisations that significantly contribute to community safety and crime prevention in our City. This plan does not incorporate the wide range of activities undertaken as core daily business. Rather, it presents initiatives that are new or enhanced, where partnerships are critical, and that are a key to the current needs of the community.

Acronyms and Abbreviations used in this Action Plan

ADIS Alcohol & Drug Information Service DRGL Department of Racing, Gaming & Liquor

AOD Alcohol & Other Drugs CLS&EM Community Law, Safety & Emergency Mgt.

AODM Alcohol & Other Drugs Management EH Environmental Health

AODMP Alcohol & Other Drugs Management Plan EHM Environmental Health Manager

BAA Bunbury Alcohol Accord ELT Executive Leadership Team

CD Collection District IRSD Index of Relative Socio-economic Disadvantage

CBD Central Business District JJT Juvenile Justice Team

COB City of Bunbury KM Knowledge Management

BCCI Bunbury Chamber of Commerce & Industries MOU Memorandum of Understanding

CCTV Closed Circuit Television NHW Neighbourhood Watch

CPTED Crime Prevention Through Environmental Design PCYC Police & Citizens Youth Club

CPTEDM CPTED (as above) & Management NHW Neighbourhood Watch

CSCP Community Safety & Crime Prevention PCYC Police & Citizens Youth Club

CSO Community Safety Officer NHW Neighbourhood Watch

DCS Department of Corrective Services WACHS-SW WA Country Health Service-South West

DAO Drug & Alcohol Officer WASUA WA Substance Users Association

Contents

A message from the Mayor ............................................................................................... 1

A essage from the South West District Police Superintendent ........................................... 1

About Bunbury ................................................................................................................. 2

Why the City of Bunbury has a CSCP Program ................................................................... 2

Strategic alignment with Bunbury 2030 ............................................................................ 3

Alignment with the City of Bunbury Public Health Plan ..................................................... 3

How the CSCP Program is managed .................................................................................. 4

How this Action Plan was developed ................................................................................ 4

The City’s vision for a safer community ............................................................................. 6

The mission of the CSCP Program...................................................................................... 6

The CSCP Program Goals ................................................................................................... 6

The 2015-2020 Action Plan at a glance .............................................................................. 8

Initiatives under Goal 1: CPTEDM ..................................................................................... 9

Initiatives under Goal 2: Preventing and Reducing Crime ................................................ 12

Initiatives under Goal 3: Reducing Harmful Use of Alcohol and Other Drugs .................... 14

Initiatives under Goal 4: Breaking Cycles, Building Futures .............................................. 19

Initiatives under Goal 5: Organisational Integration & Capability .................................... 22

A profile of crime and safety in Bunbury ......................................................................... 23

Alcohol consumption and illicit drug use in Bunbury ....................................................... 24

Community feedback...................................................................................................... 26

Evaluating the Action Plan .............................................................................................. 28

Contact .......................................................................................................................... 28

References ..................................................................................................................... 29

CSCP Action Plan 2015-2020

Bunbury Community Safety & Crime Prevention Program 1

A message from the Mayor It is with great pleasure that I present to you the Bunbury Community Safety & Crime Prevention (CSCP) Plan on behalf of the City of Bunbury and our partners. Through our Bunbury 2030 Plan the City has committed to the enhancement of community wellbeing and the quality of life for the people who live and work in Bunbury. To compliment this, the CSCP Plan sets out a number of activities that our community will work on together to further improve our community safety. Our focus is the premise that community safety is indeed, everybody’s business. No single agency can make a difference in isolation. I am delighted the City and our officers enjoy a proactive and highly professional relationship with the WA Police, WA Country Health Service, Department of Education and Training, Department of Children and Family Services, Department of Housing and Works, other key partners and their dedicated officers. I thank them for their important role in ensuring community safety and crime prevention. We have conducted a number of community participation processes over the past 3-5 years and have heard the needs of our community. We have also paid attention to the importance of an evidence-based approach to community safety and crime prevention.

A message from the South West District Police Superintendent South West District Police are committed to reducing crime, focusing on drug detection, enhancing our road policing response and improving community safety both across the South West and within the greater Bunbury area. Since January 2013, South West District Police have forged a strong partnership with the City of Bunbury and a range of key government and non-government stakeholders, which, in partnership with community members, has greatly assisted to significantly reduce crime and to progressively remove the scourge of drugs from our streets. Community information resulting in targeted police operations, coupled with the assistance of key partners including the City of Bunbury over the 2013/2014 financial year realized a 12.9% reduction in reported crime and a 32% increase in drug seizures across the South West when compared against the previous year’s figures. These results are testament to the level of commitment police and partner agencies such as the City of Bunbury have towards creating a safer and more secure environment for communities both in Bunbury and across the South West. I am very pleased to support the CSCP, which highlights a number of activities the community can work on to further improve community safety and to assist in reducing crime. I especially commend the City of Bunbury for the CCTV initiative outlined in the CSCP, which will undoubtedly assist in keeping our streets safer and identifying instances of crime and anti-social behavior both in the Bunbury CBD and surrounding suburbs.

Gary Brennan MAYOR OF BUNBURY

Peter Hatch SOUTH WEST DISTRICT

SUPERINTENDENT WA POLICE



About Bunbury Bunbury is the second largest major City in Western Australia outside of the Perth Metropolitan area. It is located 187km south of Perth and, as the focal point of the Greater Bunbury Area, contributes significantly to the economy of Western Australia and the Nation as a whole. The South West region has diverse social and economic history and supports a unique array of natural resources, complex biodiversity and attractive agricultural and tourism landscapes. Bunbury plays an important role in the State’s South West, providing key infrastructure such as the Bunbury Port and major police, health and education facilities. Its proximity to Perth, major mining employment opportunities and tourist attractions makes Bunbury a prominent strategic centre. In addition, Bunbury is also recognised as the economic, sports, arts and entertainment hub of the State's South West Region. The CBD hosts the region's major public and private sector administration centres and has a thriving cafe strip and a number of shopping centres.

Bunbury's Local Government Area (LGA) is relatively small comprising just 65.7 square meters and a population of 31,348. However the City of Bunbury also services the Greater Bunbury Urban Area which is made up of a far larger population of around 85,000 people. On any given business day, over 65% of the people in Bunbury will be residents from other Shires, especially Dardanup, Capel and Harvey. In fact, the populations of Dardanup, Capel and Harvey are growing at such a high rate that the Bunbury Urban Area is recognised as one of the fastest growing regions in the country (City of Bunbury, n.d.).

In the next 10 years, the population of Greater Bunbury is expected to increase to more than 140,000. The Greater Bunbury Strategy 2013 proposes that the Bunbury CBD be protected and recognised as the regional centre for the South West Region, and that its revitalisation should be facilitated (Department of Planning, 2013). This will have significant implications for the Bunbury night-time economy, and in turn, community safety and crime prevention.

Why the City of Bunbury has a CSCP Program Community safety and crime prevention are important to the residents of Bunbury. Currently, particular concerns surround individual personal safety as well as the impact of alcohol/drugs misuse and antisocial behaviour upon the overall community. As a local government, the City of Bunbury is in the best position to respond. We know that the local approach to CSCP works. Of the 139 local governments in WA, 133 have CSCP Plans. The local approach is the best way to ensure we have a coordinated, whole of government and community response to the issues that matter most to the people who live and work in Bunbury.

“The continued sustainability of Greater Bunbury will

be determined by the strength of its communities; the

liveability and self-sufficiency of its towns and city centre; the flexibility of its economy; and the preservation of its natural

and cultural history.” Greater Bunbury Strategy 2013



Strategic alignment with Bunbury 2030 The City of Bunbury’s Strategic Community Plan, Bunbury 2030, has been designed to enable the Council to deliver the best community outcomes in partnership with the community over the next 15 years.

Strategic Goal 4: Social Enhancement

The CSCP Program and 5-year Action Plans contribute to the achievement of goal 4 of Bunbury 2030 - Social Enhancement, which aims to enhance community wellbeing and the quality of life for the people who live and work in Bunbury.

Objective 4.4 Enhance our sense of place, pride and participation in our community

The City acknowledges that a sense of community and local identity are important to social cohesion and building safer neighbourhoods. Through this objective the City commits to maintaining and enhancing the character and amenity of living areas, and providing opportunities for people to interact and come together. Two of the four performance measures under this objective are directly related to the CSCP Program and 5-year Action Plans. They are:

Community satisfaction with the extent of graffiti; and,

Community satisfaction with levels of antisocial behaviour.

Objective 4.5 Improve community health and well-being

Through this objective the City commits to actively supporting activities and projects that make a positive contribution to community health, safety and wellbeing. One of the four performance measures prescribed under this objective is directly related to the CSCP Program and 5-year Action Plans:

Community satisfaction with safety programs.

Alignment with the City of Bunbury Public Health Plan The Public Health Bill 2014 will be enacted during 2015, bringing into effect the new Public Health Act. Under this Act, every local government will be required to prepare a local public health plan. A local public health plan must address the health and wellbeing needs and issues identified by the local community, including community safety. The Bunbury Public Health Plan will be known as the Bunbury Health and Wellbeing Plan. It will be finalised and endorsed by the end of the 2015-2016 financial year. Once in place, it will be an important superordinate document for CSCP Action Plan, highlighting the statutory nature of community safety and crime prevention issues, and further elevating them in priority.



How the CSCP Program is managed The City of Bunbury has been committed to community safety and crime prevention through the provision of various projects and partnerships with key stakeholders for many years. In 2008, Council endorsed the first formal strategic document: the CSCP Program. The underpinning philosophy of the CSCP Program is that community safety is everybody’s business and therefore not the domain of any single agency or group. However, the City and the WA Police play a vital role in facilitating and implementing actions as leading agencies for the significant number of organisations, community groups and residents who also play a vital role in reducing crime and enhancing community safety. For this reason the CSCP Program is seen as a whole of community program, with the City facilitating the collective actions of key government and non government partners, and delivering services and programs that are deemed core local government business. Our CSCP Steering Group oversees the CSCP Program and Action Plan with core membership including:

City of Bunbury

WA Police

WA Country Health Service

Department of Housing and Works

Department of Child Protection & Family Support

Department of Education and Training

A CSCP Internal Working Group (i.e. internal to the City of Bunbury) has been established to oversee and guide the actions that will build the City’s organisational capability.

How this Action Plan was developed The CSCP Program is delivered through 5-year CSCP Action Plans. Each 5-year cycle of action responds to the priority needs of the time, and takes the Program to a new level. The first full 5-year CSCP Action Plan (2008-2013) has now been implemented. The key focus of this first Action Plan was on building sustainable government and community partnerships. Our thanks go to the Community Law, Safety and Emergency Management Department for their excellent work in managing this foundational Action Plan and establishing external partnerships that are now ongoing. Now it is time to shift our focus to the City’s internal workings to ensure we have the organisational collaborations and capabilities to continue to manage the CSCP Program into the future. We are proud to present our second 5-year action plan, which will be managed by our Works and Services Directorate and administered by our Community Safety Project Officer. In 2013-14, we undertook a series of scoping sessions and one-on-one interviews with our CSCP partners from the WA Police, Department of Child Protection and Family Services, WA Country Health Service, Department of Housing and Department of Education. Key City of Bunbury personnel were also involved. Through these sessions and interviews, we reviewed the most recent data available to us, looked at the strategic directions of the partners, considered their CSCP priorities and came up with a list of key initiatives, which, along with the findings of the 2013 CSCP Community Profile, are the foundation of this Action Plan.



Levels and approaches to crime prevention

The CSCP Program employs a mix of crime prevention levels and approaches.

Crime prevention levels

There are three levels of crime prevention: primary, secondary and tertiary. Primary crime prevention is directed at stopping a problem before it happens. Secondary crime prevention seeks to change people who are at high risk of committing crime. Tertiary crime prevention focuses on intervening in the lives of known offenders to stop them reoffending (Australian Institute of Criminology, 2003).

Crime prevention approaches

Situational Crime Prevention aims to reduce the criminal opportunities that arise from the routines of everyday life. It addresses elements of the environment, such as the design of buildings and landscapes, and the products we purchase. Situational crime prevention strategies include 'hardening' of potential targets, improving surveillance of areas that might attract crime, and deflecting potential offenders from settings in which crimes might occur. These strategies make it seem harder, riskier and less rewarding to commit a crime (Australian Institute of Criminology, 2003). Social crime prevention addresses factors that influence an individual's likelihood of committing a crime, such as poverty and unemployment, poor health and low educational performance. Examples include school-based programs (e.g. truancy initiatives) as well as community-based programs (e.g. local resident action groups) (Australian Institute of Criminology, 2003).

What ours, what’s theirs, what’s shared

When the foundational CSCP Program documents were being prepared prior to 2008, we undertook an audit of all activity within the City that made a contribution to building a safer community. This included situational and social crime prevention activities. At the time, over 60 discrete activities, services, projects and programs were identified. Some were the City’s sole responsibility (“ours”), some were the sole responsibility of other agencies (“theirs”), and some were a joint responsibility between the City and other agencies (“shared”). The core services of the WA Police and the City of Bunbury provide the fundamental situational crime prevention services. Other government agencies, such as the WA Country Health Service, the Department of Education and the Department of Child Protection and Family Support, deliver services and programs that contribute directly and significantly to social crime prevention. And there are other agencies, particularly our valued non-government agencies that also provide programs and services that contribute to social crime prevention. However, the CSCP 5-yearly Action Plans are not an inventory of every activity, service and project related to community safety and crime prevention in the City. Rather, they present the initiatives that are new and/or enhanced for the period in which the plan will be operational. So the work that will be undertaken through this Action Plan is different to – or an enhancement of – the work that was undertaken in the previous Action Plan. The cyclical nature of the CSCP Program enables us to work in phases, and puts the spotlight on different partners and activities every 5 years. In this way, our partnerships are refreshed, and we have the scope to be innovative and test out new ideas.



The City’s vision for a safer community A city that is safer, more civil and more inclusive.

The mission of the CSCP Program To manage a program of realistic and achievable action plans for situational and social crime prevention that address the issues and needs expressed by people in our community.

Critical to achieving the mission

We must ensure that the actions we take are supported by evidence and based on accepted best practice, or test out ‘next practice’. We must bring about change in ‘joined-up’ ways that engage the most effective change agents for community safety and crime prevention in the City, and contribute to a whole-of-government-and-community approach.

The CSCP Program Goals The Bunbury CSCP Program now has five goals. The first four are the foundational goals that embody direct community action. The fifth is new to this 5-year Action Plan, and embodies the City’s actions to ensure ongoing organisational capability.

3. REDUCING THE HARMFUL USE

OF ALCOHOL AND OTHER DRUGS

4. BREAKING CYCLES AND BUILDING FUTURES

THROUGH SOCIAL DEVELOPMENT

1. CRIME PREVENTION THROUGH

ENVIRONMENTAL DESIGN AND MANAGEMENT 2. PREVENTING AND REDUCING

REPORTED CRIME

5. ORGANISATIONAL INTEGRATION

AND CAPABILITY



1. Crime Prevention through Environmental Design & Management

We will prevent and deter criminal behaviour through the design and management of our environments.

Crime Prevention through Environmental Design and Management, or CPTEDM (pronounced “septedum”), is a multi-disciplinary approach to reducing and deterring criminal behaviour through the design and management of environments. It involves applying a range of design principles to a site to minimise the potential for that site to facilitate and support criminal behaviour. It also involves managing the site in a way that maintains those design principles over the long term so the site always reduces and deters criminal behaviour. The City will intensify the application of the CPTEDM approach and embed it as the ‘business as usual’ approach to designing and managing public facilities and spaces.

2. Preventing & Reducing Reported Crime

We will prevent and reduce the incidence of current reported crime

Thanks to the intelligence provided by the WA Police databases, tracking the incidence and location of assaults, burglaries, graffiti, robberies and motor vehicle theft in Bunbury is straightforward. We want to use this intelligence to become more proactive in preventing and reducing these crimes. The types and locations of crime change over time, and it is important that we work with residents to keep them informed and up to date with what is happening in their suburbs. We want to reduce the fear of crime, reduce preventable crime, encourage reporting, improve home and personal security and reduce the incidence of vandalism and graffiti on private and public property.

3. Reducing the Harmful Use of Alcohol & Other Drugs

We will reduce the risk of alcohol and other drug-related harm in the Bunbury community.

The harmful use of alcohol and other drugs results in considerable health, social, environmental and financial costs to the community. The City of Bunbury has already invested a considerable amount of time and resources into facilitating alcohol management and is committed to working with key stakeholders and being involved in alcohol and other drug related crime prevention activities over the next five years.

4. Breaking Cycles & Building Futures through Social Development

We will help to break the cycles of disadvantage, exclusion and isolation that lead to future offending behaviour.

Early intervention strategies are critically important to preventing future offending behaviour in our children and youth. Through this focus area, we intend to support our partners in engaging those people in our community who do not traditionally have a voice in mainstream decision-making, and understand how best to support them to build positive futures.

5. Organisational Integration & Capability

We will integrate and embed community safety and crime prevention into the City of Bunbury’s organisational design and key business functions.

The City of Bunbury, as a local government authority, will focus on its capability to coordinate, facilitate and deliver integrated action for CSCP in the long term. We want CSCP to be dealt with by the organisation in an integrated (i.e. inter-divisional and inter-departmental), sustained, structured, business-as-usual way. To do this, we need to embed community safety and crime prevention considerations into our organisational design and key operational functions. By integrating and embedding CSCP in this way, we can be certain that it will always be addressed by the City, regardless of what happens in the external environment and with our partnering agencies.



The 2015-2020 Action Plan at a glance

1. Crime Prevention

Through Environmental

Design & Management

2. Preventing & Reducing

Reported Crime

3. Reducing the Harmful Use of

Alcohol & Other Drugs

4. Breaking Cycles & Building Futures through

Social Development

5. Organisational Integration &

Capability

1.1 CPTEDM

Program*

2.1 Neighbourhood

Watch

3.1 City of Bunbury

Alcohol Management

Policy

4.1 Bunbury Early Years Strategy

5.1 CSCP Knowledge

Management System

1.2 City of Bunbury CCTV Strategy

2.2 eWatch

3.2 Bunbury

Community Alcohol & Other

Drugs Management Plan

4.2 Greater

Bunbury Youth Strategy

1.3 Community

Graffiti Reduction Program

3.3 Bunbury Alcohol

Accord

2.3 Eyes on the

Street

4.3 Rehabilitation

Works Program

3.4 Needles & Syringes

3.5 Major Events Management

Goal areaCore

businesRevised initiatives

New initiative



Initiatives under Goal 1: CPTEDM We will prevent and deter criminal behaviour through the design and management of our urban environments.

1.1 CPTEDM Program

OBJECTIVE: To embed the Crime Prevention through Environmental Design and Management approach into the planning, design and management of all City of Bunbury-owned facilities and sites.

Lead Agency:

City of Bunbury Planning & Development Services and Works & Services Directorate

Key Partners:

WA Police, Bunbury Alcohol Accord

Key Success Indicator:

High levels of user satisfaction with safety and quality of public facilities.

Key actions to be undertaken Success Core or $ HR

a) Formalise the City of Bunbury Internal Working Group structure and function (will also act as CPTEDM Working Group).

Working Group functioning with high participation by end 2015 onwards.

Core and ongoing – no additional funding required.

City staff time.

b) Adopt a Council CPTEDM Policy and integrate CPTEDM into other current policies.

CPTEDM Policy adopted and integrated in early 2016.

Core – to be undertaken using existing resources.

Community Safety Officer & Planning Officer time.

c) Inform and educate Councillors and selected internal staff on CPTEDM policy, principles and practice.

Presentations undertaken with positive feedback by mid 2016.

Core - as above.

CSO & Planning Officer time.

d) Inform community members and developers on CPTEDM policy, principles and practice (e.g. with Development Application documentation, website information etc.).

Information provided on Development Application documents and through website by mid 2016.

Core - as above.

CSO & Planning Officer time.

e) Develop and undertake a CPTEDM Audit program throughout the CBD and suburbs, integrated with Local Area Planning, wherever possible.

All suburbs audited from mid 2016 through to 2020.

$ required for external facilitator.

City staff and Police time.

f) Implement CPTEDM changes to Bunbury crime hotspots according to priorities and funding opportunities.

Reduced incidence of graffiti & vandalism of Council-owned property from 2016-20.

Dependent on nature of changes required.

City staff time.

g) Evaluate the effectiveness of CPTEDM initiatives through user satisfaction surveys, and incidence rates of graffiti and vandalism.

Evaluations undertaken throughout 2016-20 and reveal increased user satisfaction.

Core. CSO time.



1.2 City of Bunbury CCTV Strategy

OBJECTIVE: To deliver more effective use of CCTV in Bunbury that enhances community safety and security.

Lead Agency:

City of Bunbury Community Law, Safety & Emergency Management

Key Partners:

City staff, WA Police-SW, BCCI, Bunbury Alcohol Accord


CCTV system compliant with the new State criteria. Case studies demonstrate how the CCTV system is contributing to improved safety and security.


a) Develop a CCTV Strategy for the City to align with the State CCTV Strategy and the Australia and New Zealand Police Recommendations for CCTV Systems.

Updated and aligned CCTV Strategy submitted to ELT by end 2015.

Core – no additional funding required.

CLS&EM staff time.

b) Review the MOU between the City and SW Police and make any necessary modifications to align with the new State Strategy. Review and maintain the MOU as required.

Revised MOU implemented by and 2015 and upheld through to 2020.


CLS&EM staff time.

d) Strengthen the partnership arrangements between the City, Police, BCCI, Bunbury Alcohol Accord, and other relevant stakeholders in relation to CCTV.

More open and effective partnership – ongoing to 2020.


CLS&EM staff time.

d) As a part of the City’s CCTV Strategy, develop plans to renew the City’s CCTV infrastructure and system to meet the new State CCTV criteria and procedures and integrate with the new connected solution.

CCTV System Upgrade Plan prepared – timing dependent on release of new State CCTV criteria & procedures.


CLS&EM staff time.

e) Maintain and where possible enhance the CCTV monitoring services and system maintenance within the CBD.

CCTV system and service consistently reliable for all users.

Additional funding maybe required for enhancements.

CLS&EM staff time.

f) Improve intelligence and data gathering and sharing systems within the organisation (see 5.1) and other relevant stakeholders.

Crime events detected through CCTV mapped onto Intramaps.


CLS&EM staff time.

g) Apply CPTED and risk management principles and use intelligence to identify priority locations for existing and expanded CCTV throughout the City (i.e. current and potential crime hotspots).

New priority locations identified as soon as possible after the hotspot is recognised.


CLS&EM staff time.

h) Continue to seek external funding for the implementation and improvement of the CCTV system.

Funding obtained as required.

Core - funding applications to be prepared in house.

Crime Prevention Infrastructure Fund.



1.3 Community Graffiti Reduction Program

OBJECTIVE: To enhance the effectiveness of our existing Community Graffiti Reduction Program.

Lead Agency:

City of Bunbury Works & Services Directorate

Key Partners:

WA Police & public utility agencies

Key Success Indicators:

Long term: Reduced incidence of graffiti on Council-owned and privately owned property.


a) Continue to provide removal of graffiti on Council property and rapid removal of offensive graffiti within a 48-hour period.

100% removed - 48 hours.

Core. City staff time and removal equipment and materials.

b) Provide feedback to Works & Services staff on positive impact of Graffiti Removal Program on other areas of CSCP.

Works & Services staff ‘in the loop’ and satisfied.

Core. City staff time at Internal Working Group.

c) Ensure that the new Council CPTEDM Policy includes requirements for the upgrade of existing facilities and the construction of new facilities that deter graffiti (e.g. requirements for stainless steel doors and tiling to be installed in public toilets).

Contractor Specification Guidelines included in new CPTEDM Policy by early 2016.

Core. City staff time, graphic art and printing.

d) Develop standard guidelines for specifications to contractors regarding colours used on Council owned facilities and graffiti coating (Guidelines will accompany the new Council CPTEDM Policy).

Contractor Specification Guidelines produced by early 2016.

$ for graphic art and printing of guidelines.

City staff time.

e) Research and implement a graffiti management community education program including an improved promotional campaign for reporting and removal of graffiti on private property.

Graffiti on private property removed more quickly from 2017 onwards.

$ for development and marketing.

City staff time.

f) Develop relationships and programs with utility agencies in Bunbury to improve removal and deterrence of graffiti on utility boxes.

Graffiti on utility boxes removed within 48 hours.

Core. City staff time in liaison.

g) Develop Urban Arts Programs at graffiti hotspot areas owned by the City and/or utility agencies.

Graffiti hot spots covered in attractive urban art from 2017 onwards.

Grant funding to be sought. Ongoing maintenance costs.

City staff time.



Initiatives under Goal 2: Preventing and Reducing Crime We will prevent and reduce the incidence of current reported crime.

2.1 Neighbourhood Watch

OBJECTIVE: To continue to coordinate, develop and expand our highly successful and long-standing Neighbourhood Watch (NHW) Program in Bunbury.

Lead Agency:


Key Partners:

NHW Head Office, WA Police and Bunbury NHW members


Annual increase in number of NHW members.


a) Continue to coordinate the Bunbury NHW Program (including coordinating Street Rep meetings and providing newsletters to members).

Community participation in NHW remains stable or grows.

Core. CSO time, printing.

b) Promote the principles and activities of the NHW Program throughout the community to encourage new memberships.

Membership numbers gradually increase.

Core. CSO time

c) Support NHW Program promotional activities as identified by street representatives and members, and assist members to apply for NHW Community Grants or to the NHW Australasia Community Funding Grant to fund these activities.

Street reps and members report feeling well supported by the City – as demonstrated by annual evaluations.

Core. CSO time.

d) Develop and implement a NHW Program Social Media Plan that includes integrating NHW Program messages into the City’s Facebook and Twitter communications.

Social Media Plan being implemented effectively during 2016 and onwards.

Core. CSO and Marketing Officer time.

e) Integrate NHW Program intelligence into the City’s new Knowledge Management System and submit NHW Bunbury stories to the new NHW WA Knowledge Bank.

NHW intelligence being used by the Internal Working Group and Police.

Core. CSO time.

f) Undertake a full evaluation of the Bunbury NHW Program, and continue with annual evaluations of membership satisfaction.

Full evaluation Report submitted to Council & ELT by end 2016. Annual evaluations reported to CSCP Working Group.

Core. CSO time.



2.2 eWatch

OBJECIVE: To keep Bunbury’s residents updated on local crime trends and encourage them to be proactive in reporting crime.

Lead Agency:

WA Police Key Partners:

City of Bunbury Key Success Indicator:

Annual increase in the number of eWatch members.


a) WA Police to continue to support eWatch, with the provision of crime alert information to the City of Bunbury Community Safety Officer (CSO).

Ongoing coordination of eWatch by Police

Core. CSO time.

b) CSO to continue to maintain the eWatch membership database. Ongoing database maintenance.

Core. CSO time.

c) The City of Bunbury to expand the eWatch message to incorporate other community safety topics and programs in Bunbury.

Additional eWatch messages – by end 2016.

Core. CSO time.

d) City to undertake an evaluation of the eWatch initiative. Evaluation Report submitted to Council & ELT by end 2016.

Core. CSO time.

2.3 Eyes on the Street

OBJECTIVE: To provide regular, reliable information about suspicious/criminal activities and unsafe conditions directly from the City of Bunbury’s outdoor staff through the CSCP Knowledge Management System and to the Police, and improve responses from the City of Bunbury as appropriate.

Lead Agency:

WA Police Key Partners:

City of Bunbury Key Success Indicator:

Eyes on the Street efforts leading directly to documented responses by City and Police.


a) All relevant City staff to attend Eyes on the Street Training, as provided by the WA Police.

Full attendance and positive feedback from City staff.

Core – training provided by WA Police.

City staff time

b) Ensure all City of Bunbury outdoor vehicles are branded with the Eyes on the Street logo.

Annual checks of vehicles.

Core City staff time

c) Provide regular reminders to relevant City staff to report any suspicious/criminal behaviour and unsafe conditions.

Staff reminded at staff meetings.


d) Provide feedback to outdoor staff and NHW groups to encourage them to continue reporting.

Feedback mechanism identified & actioned – ongoing.


(More to come when we learn more about the revitalised EOTS program from the Police).



Initiatives under Goal 3: Reducing Harmful Use of Alcohol and Other Drugs We will reduce the risk of alcohol and other drugs-related harm in the Bunbury community.

Please note: This goal and the objectives detailed below will be integrated into the City of Bunbury Public Health Plan, once it is finalised. They will also continue to be an integral part of the CSCP Program and Action Plan.

3.1 Bunbury Alcohol Management Policy

OBJECTIVE: To develop effective local government policy that ensures a strategic and whole-of-organisation approach to reducing the harms associated with alcohol misuse.

Lead Agency:

City of Bunbury Environmental Health

Key Partners:

WACHS-SW, WA Police, DRGL, DAO, BAA, Sporting Clubs


Decision-making within the City of Bunbury that involves the consideration of alcohol-related matters is always guided by a strong policy position focused on managing risks and reducing harms.


a) Develop the City of Bunbury Alcohol Management Policy. Policy adopted by Council by early 2016.

Core – funding set aside.

CSO and key stakeholder time.

b) Continue to factor alcohol-related risk management and harm reduction principles into events planning, leasing arrangements of Council owned property, assessment of liquor applications and local laws and town planning.

Risk mgt & harm reduction being applied, evidenced by quality of decisions.

Core. City staff time.

c) Continue to facilitate consultation between the City, SW Police and WACHS-SW Public Health regarding associated risk factors and liquor license applications, using all available historical data on Intramaps to guide and achieve consistency in decision-making.

Agencies report being satisfied with level of consultation.


d) Facilitate and support professional development opportunities for Councillors and City staff regarding local government alcohol management.

Decisions made that support the prevention and risk management approach.

Core (training provided by Drug & Alcohol Office - DAO, WA Health).

City staff time.



3.2 Alcohol & Other Drugs Management Plan

OBJECTIVE: To establish a strategic, integrated prevention and risk management approach to addressing alcohol and other drugs-related issues in Bunbury.

Lead Agency:


Key Partners:

WACHS-SW, WA Police, DRGL, DAO, BAA, Sporting Clubs


Reduction in time and resources spent on reacting to and managing alcohol and other drugs-related incidents and issues (all agencies).


a) With the assistance and contributions of DAO, WACHS-SW, Police and other agencies, prepare a City of Bunbury Community Alcohol and Other Drugs (AOD) Profile.

AOD Profile completed according to guide by end 2015.

Core – funding set aside and DAO to assist.

City staff and key stakeholder time.

b) With the assistance and contributions of DAO, WACHS-SW, Police and other agencies, develop and implement a City of Bunbury Community Alcohol and Other Drugs Management Plan (AODMP).

AODMP endorsed by ELT and Council by early 2016.

Core - – funding set aside and DAO to assist.

City staff and key stakeholder time.

c) Investigate the establishment of a Bunbury Illicit Drugs Accord, similar to the Bunbury Alcohol Accord, but dealing specifically with illicit drugs. Align with the Illicit Drug Support Plan 2012-2015, of the Drug and Alcohol Interagency Strategic Framework for WA 2011-2015.

Decision made on ‘go ahead’ by end 2015.

Core. CSO time.



3.3 Bunbury Alcohol Accord

OBJECTIVE: To ensure safe and well-managed environments in and around licensed premises.

Lead Agency:


Key Partners:

Licensees, WA Police, WACHS –SW Public Health, CoB staff, DRGL, DAO


Continued reduction in rates of alcohol-related crime and anti-social behaviour associated with licensed premises.


a) Continue to coordinate and provide executive officer support to the BAA in partnership with key stakeholder and Accord members.

Maintenance of or increase in member attendance at monthly meetings.

Core. CSO time.

EH Manager time.

b) Develop and implement an Annual Accord Plan to focus efforts on issues of highest priority and channel resources where they are most needed in any given year (using the AODMP as the foundation).

Annual Accord Plans developed, implemented and evaluated.

Core. CSO & EHM time.

c) Promote the BAA and encourage new membership within the industry.

Maintenance of or Increase in new members.

Core. CSO time.

d) Open up the membership of the BAA to licensees in surrounding shires who have liquor outlets and licensed venues close to Bunbury (e.g. Australind, Eaton).

Licensees agree to join the BAA and attend the meetings – from August 2015.

Core. CSO time.

e) Introduce a condition on new liquor licenses that the licensee must join the BAA.

Proponents of new liquor licenses join BAA as active members.

Core. EH staff time.

f) Develop and implement a Social Media Plan for the Accord. Social Media Plan endorsed by members during 2016 and being implemented effectively.

Core. CSO time.

EH Manager & Staff time.

g) Support BAA promotional activities and programs as identified by members.

To be determined once activities and programs are known

To be determined.

CSO time.

h) Undertake an evaluation of the BAA. Evaluation Report submitted to Council & ELT by end 2016.

Core. CSO time.



3.4 Needles & Syringes

OBJECTIVE: To minimise the risks associated with unsafe needle and syringe use and disposal.

Lead Agency:

City of Bunbury Environmental Health Services

Key Partners:

WASUA, WACHS-SW Public Health (disease control), WACHS-SW Clinical Services (fit pack only provision ED), City of Bunbury Works & Services


No needle stick injuries reported in Bunbury between 2015-20.


a) Record and map the location of sharps finds on Intramaps and feed data into the CSCP Knowledge Management System for uptake by the Internal Working Group and all relevant departments.

All sharps finds consistently and continually mapped.

Core. Env Health & Spatial Systems staff time.

b) Provide and maintain syringe disposal units in toilets and other facilities where there is a high frequency of finds.

Sharps disposal units placed in all areas where sharps are found.

Core. City Works & Services & EH time.

c) Install sharps disposal containers in City of Bunbury vehicles (Rangers and Works & Services).

Containers installed.

Purchase and maintenance of containers.

City Works & Services staff time.

e) Improve two way reporting, communication and education between City of Bunbury staff in the corporate and external locations (e.g. Depot, Parks and Gardens, cleaners) regarding needle and syringe waste.

Formal reporting processes operational and continual.


f) Conduct annual reviews of Council policies and work procedures relating to needles and syringes.

Annual reviews undertaken and modifications made as necessary.

Core. Env Health staff time.

g) Facilitate and support communication between the City of Bunbury, WACHS-SW and WASUA regarding waste management issues and emerging trends.

Open communication consistent and maintained.


h) In partnership with WACHS-SW Public Health and WASUA, support public education initiatives regarding safe disposal of needles and syringes.

Evidence of City’s support to WASUA as and when requested.


i) Support the WASUA Needle and Syringe Exchange mobile van service to operate in the City of Bunbury and Greater Bunbury area.

Evidence of City’s support to WASUA as and when requested.

Core. Env Health staff time



3.5 Major Events Management

OBJECTIVE: To establish a strategic approach to the hosting of quality events in Bunbury, ensuring that the benefits to the local community are maximised, and the potential negative impacts are identified and managed.

Lead Agency:

City of Bunbury Environmental Health & Events Management

Key Partners:

WA Police SW, WACHS-SW, City Event Committee, other City of Bunbury Departments

Key Success Indicators:

Increased satisfaction of participants with events management, particularly safety.

Increased satisfaction of participants with events experiences.

A clear demonstration of a net community benefit from events through the publishing of economic and social impact data.


a) Improve communication, collaboration and alignment between key stakeholders. Commence with a discussion session with all key stakeholders to agree on desired outcomes of events within the City, and the identification of key risks and key communication management processes.

ELT endorsement of a statement of desired outcomes, expected community benefits and key risks to be managed - as a precursor to the new Events Policy. Immediately after development of AODM Policy and Plan (2016/17).

Core. City staff time and key stakeholder time.

b) Improve events governance processes and systems. Commence with the development of the City of Bunbury Events Policy and Guidelines and the implementation of a communications management protocol between key stakeholders that ensures that City of Bunbury officers are involved in the locating, planning, management and review of all public events within the City.

From 2017 on, a proactive and ‘all-stakeholders’ approach to the locating, planning and management of the City’s public events is demonstrated and the City of Bunbury Events Policy and Guidelines are published and being used by event organisers.


c) Develop event management skills and knowledge within the City’s workforce and within the community, commencing with the review and updating of the Public Event Toolkit.

Public Event Toolkit updated in 2017 and in alignment with the Policy & Guidelines, and appropriate training provided prior to major events being held.




Initiatives under Goal 4: Breaking Cycles, Building Futures We will strive to break the cycles of disadvantage, exclusion and isolation that lead to future offending behaviour.

4.1 Bunbury Early Years Strategy

OBJECTIVE: To form an alliance between Bunbury’s early years key stakeholders to secure funding for the development of the inaugural Bunbury Early Years Strategy.

Lead Agency:

Support Agency:

Investing in our Youth

City of Bunbury Community Development Department

Key Partners:

Child & Parent Centre - Carey Park, WACHS-SW Child Health Services, South West Aboriginal Medical Service, Dept of Education, Dept Child Protection & Family Support, Disability Services Commission


Bunbury Early Years Strategy being implemented from 2018 onwards subject to funding.


a) Convene a meeting with the key stakeholders to discuss the development of the Bunbury Early Years Strategy and how to progress with securing funding for its development (should the Strategy be supported by the majority).

Support for development of Strategy obtained from majority of stakeholders by end 2015.

Core City staff time.

Key s’holder time.

b) Prepare funding application documents as per agreement - or draw up a Memorandum of Understanding if funding is to be provided by specific key stakeholders for the development of the Bunbury Early Years Strategy.

Application/s lodged or MOU signed during first quarter of 2016.

Core. City staff time


c) Once funding is received, establish a team to prepare the Bunbury Early Years Strategy.

Strategy completed by mid 2017.

Core and grant funding.

City staff time


d) Obtain endorsement for the Bunbury Early Years Strategy from all relevant stakeholders.

Strategy endorsed by mid 2017.

Core. City staff time


e) Identify funding opportunities for priority initiatives within the Strategy and implement initiatives as funding is obtained.

Initiatives implemented as planned and as funding available.

To be determined.

To be determined.

f) Monitor and evaluate the implementation of the Bunbury Early Years Strategy, as per plans.

Evaluations completed.

To be determined.

To be determined.



4.2 Greater Bunbury Youth Strategy

OBJECTIVE: To form an alliance with neighbouring local governments and key youth agencies to develop and secure funding for the Greater Bunbury Youth Strategy, focusing on youth at risk across the region.

Lead Agency:

City of Bunbury Community Development Department

Key Partners:

Shire of Capel, Harvey & Dardanup, WA Police – Youth Crime Intervention Officers, PCYC, South West Youth Justice Service, Headspace, Youth Focus


Greater Bunbury Youth Strategy being implemented from 2018 onwards subject to funding.


a) Convene a meeting with the relevant decision-makers in the Shires of Capel, Harvey and Dardanup, and other relevant peak bodies (e.g. South West Youth Justice Service and Juvenile Justice Teams, PCYC, Headspace, Youth Focus) to discuss the idea of the Greater Bunbury Youth Strategy.

Support for devt of Strategy obtained from majority of stakeholders by end 2015.



b) If support is expressed, prepare an application to the Community Crime Prevention Fund to secure grant funding to prepare the Greater Bunbury Youth Strategy.

Grant funding secured by mid 2016.



c) Once funding is received, establish a research and planning team to prepare the Greater Bunbury Youth Strategy.

Strategy completed by mid 2017.

Core and grant funding.

City staff time.


d) Obtain endorsement for the Greater Bunbury Youth Strategy from all relevant stakeholders in the region.

Strategy endorsed by mid 2017.



e) Identify funding opportunities for priority initiatives within the Greater Bunbury Youth Strategy and implement initiatives as funding is obtained.

Initiatives implemented as planned and as funding available.

To be determined.

To be determined.

f) Monitor and evaluate the implementation of the Greater Bunbury Youth Strategy, as per plans.

Evaluations completed.

To be determined.

To be determined.



4.3 Bunbury Rehabilitation Works Program

OBJECTIVE: To enable Bunbury’s offenders to participate in civil and open space activity programs that contribute to their rehabilitation, improve their wellbeing, develop their skills and enhance our public spaces.

(Implemented under the Prisons Act 1981 – Sect 9: Preparation and implementation of activity programmes.)

Lead Agency:


Key Partners:

Department of Corrective Services (Bunbury Prison and Repay WA) and Bunbury Wildlife Park


The implementation of a works program that has clear mutual benefits to the City, the DCS and offenders.


a) Director Works & Services to lead the renewal of the partnership between the City of Bunbury, Bunbury Prison and Repay WA for the planning and implementation of the Bunbury Rehabilitation Works Program. Enshrine this partnership in an agreement/Memorandum of Understanding.

Partnership re-established and Partnership Agreement/ MOU signed by end 2015.

Core. Director Work & Services and CoB & DCS staff time.

b) Identify the work/projects that could be undertaken through the Rehabilitation Works Program.

Suite of projects documented and costed by first quarter of 2016.

Core. CoB & DCS staff time.

c) Prepare a management plan for the Rehabilitation Works Program, including Prisoner Community Works and Repay WA Adult Community Works. Ensure that all risks are considered within this plan and that risk management protocols are prepared.

Management plan endorsed by City and DCS by end June 2016.


d) Provide any necessary training and support for City of Bunbury staff members who will be working with prisoners and offenders.

Training delivered prior to implementation of works – by end Dec 2016.

DCS to provide. CoB & DCS staff time.

e) Implement and monitor the Bunbury Rehabilitation Works Program.

From 2017 onwards, regular reports provided to the City & DCS and any necessary remedial actions taken as soon as possible.


f) Evaluate the Bunbury Rehabilitation Works Program to determine effectiveness and ongoing implementation requirements.

Full evaluation completed and report provided to respective executives of City and DCS – annually from 2017 onwards.




Initiatives under Goal 5: Organisational Integration & Capability To integrate and embed community safety and crime prevention into the City of Bunbury’s organisational design and key business functions.

5.1 CSCP Knowledge Management System

OBJECTIVE: To establish an integrated organisational knowledge management system that enables City of Bunbury staff and Councillors to better create, make available, share, use and reuse CSCP-related knowledge.

(Please note: the City of Bunbury already has a good interdepartmental mapping service and system through Intramaps and we will be building on this as one of the key pieces of technology of our Knowledge Management System.)

Lead Agency:

City of Bunbury Works & Services Directorate and Information & Technology Department

Key Partners:

City Planning & Development Services, Corporate & Community Services, Environmental Health, Councilors


A functioning CSCP Knowledge Management system that significantly increases people’s decision-making & operational capabilities.


a) Purchase and apply Australian Standard 5037-2005 Knowledge Management.

Presentation to Internal Working Group Members by end September 2015.

Core. CSO time.

b) Establish the CSCP Knowledge Management Team. Team established by end Dec 2015, with appropriate representation from across the departments.


Please note: the key actions listed below are the three key steps of the Knowledge Management Standard, and will be applied to the City’s CSCP Context. More City-specific detail will replace this general text once the planning has commenced.

c) MAP: Analyse the City of Bunbury’s current knowledge management context and culture, including the existing key staff members, mechanisms, assets, issues, risks and opportunities.

KM Mapping completed by end April 2016 and endorsed by KM Team.

Core. CSCP KM Team time.

d) BUILD: Build experiences and linkages between identified staff members, processes, technologies and content – enabling staff across the organisation to test CSCP-specific KM initiatives.

Throughout 2016 & 2017, CSCP KM Team identifies highly effective ways of managing CSCP knowledge across the organisation.


e) OPERATONALISE: Implement CSCP knowledge management initiatives and capabilities across the organisation, including training and professional development.

From 2018 onwards, effective KM initiatives bedded down within the ‘systems as usual’.




A profile of crime and safety in Bunbury In October 2013, we compiled the CSCP Community Profile to assist us in evaluating the 2008-2013 Action Plan. Since the end of 2013, we have included data from 2014 to inform the development of the 2015-2020 Action Plan. The data were sourced from:

the WA Police “Search Crime Statistics” website function;

the 2011 Census data and Socio-Economic Indexes for Areas (SEIFA) scores available on the Australian Bureau of Statistics website, and;

the Australian Early Development Census 2012 results for Bunbury.

A copy of the 2013 profile can be obtained by contacting the City of Bunbury on 9792 7000.

Total reported crime over the last four years

Figure 1 below compares the total number of crimes that were reported annually in the City of Bunbury between 2010-2011 and 2013-2014.

Figure 1: Comparison of Bunbury crime statistics by type over the last three years Between 2010 and 2014, home burglary and motor vehicle theft increased. Robbery remained relatively stable and reported graffiti reduced significantly.

Withers: the suburb with the highest proportion of reported crime per capita

Over the last four years, Withers experienced the highest proportion of reported crime per capita of all suburbs, followed by Carey Park and Bunbury. The suburb of Bunbury includes the CBD, which has the highest number of reported assaults due to alcohol-related anti-social behaviour during the weekends. In Withers, the most commonly reported crimes were assault and household burglary.

0

100

200

300

400

500

600

700

2010-11 2011-12 2012-13 2013-14

Assault

Burglary (Dwelling)

Burglary (Other)

Graffiti

Robbery

Steal Motor Vehicle



Level of socioeconomic disadvantage

Families in Bunbury have nearly $300 less per week coming into their homes than the median across the rest of the State. Bunbury’s SEIFA Index of Relative Socioeconomic Disadvantage (IRSD) is 982, indicating that it is only slightly more disadvantaged relative to the mean of 1000. However, when we looked at the range of SEIFA scores within the suburbs of Bunbury, and then the range of SEIFA scores within the Collection Districts (approximately 225 dwellings), the picture was more telling. The lowest SEIFA IRSD scores for suburb and Collection District (CD) are in Withers (862 and 724 respectively), with one CD in Carey Park recording 821. These scores are particularly low for suburbs in a major regional centre. When reviewing non-metropolitan SEIFA IRSD scores, it may be noted that scores in the 800s and lower are more likely to be recorded in remote areas. The relationship between socioeconomic disadvantage and crime is complex, and it does not necessarily follow that a ‘poor’ community will experience higher crime rates than a ‘wealthy’ community. However, evidence does show that long term economic and social stress within families and local communities disrupts the parenting process, which in turn impacts on crime rates, particularly juvenile offending. People living in these communities need increased family supports and parenting skills in order to reduce this involvement.

Developmental vulnerability of our children

There is a strong association between early developmental issues in children and future offending behaviour. In short, a child is at greater risk of future offending behaviour if certain community, school, family-based and child-centred risk factors are prevalent in their life. The Australian Early Development Census is an annual measure of how our young children are developing. It is a population measure of children’s development on five domains as they enter school: physical health and wellbeing; social competence; emotional maturity; language and cognitive skills; and, communication skills and general knowledge. In Bunbury, there are 28.6 percent of children developmentally vulnerable on one or more domains, and 14.7 percent developmentally vulnerable on two or more domains. Both of these results are higher than the State and National results. In Withers and Carey Park, these results are much higher, with almost 47 percent and 22 percent respectively of children surveyed vulnerable on two or more domains, and almost 60 percent and 40 percent of children respectively vulnerable on one or more domains. In terms of community safety and crime prevention, this means that a high proportion of young children in Withers and Carey Park are experiencing risk factors that could result in them engaging in offending behaviour in the future.

Alcohol consumption and illicit drug use in Bunbury

Alcohol…the real ‘scourge’

The misuse of alcohol contributes significantly to a wide range of social, physical and mental health concerns, including alcohol-related crimes such as assault, drink-driving, injury and domestic violence. The

misuse of alcohol represents a major economic cost to Australian communities in terms of policing, acute and chronic health care, and the administration of justice (Manning et al, 2013). The aggregated range of societal financial costs of alcohol misuse to Australian society are well known and well documented. They are now in excess of $15 billion per year, with only $7 billion being realised in tax revenue to the Commonwealth for the sale of alcohol (Manning et al, 2013). This is a critically important



point: the costs of the misuse of alcohol substantially outweigh the income generated, at a rate of more than two to one. When assessing the costs and harms to the Bunbury community, there is cause for concern. Research conducted by the National Drug Research Institute for the National Alcohol Sales Data Project has revealed that people in the Bunbury area consistently consume more alcohol than both the State and National averages (Loxley et al, 2012). Alcohol related hospitalisations in Bunbury are increasing, and are significantly higher that those of the State and Nation (Drug and Alcohol Office, 2015).

Large bottleshops and liquor chains contribute most substantially to trauma risk

A recently released report on a study commissioned by the Foundation for Alcohol Research and Education, and led by Monash University, has re-confirmed that the number of off-premise liquor outlets is positively related to both intentional and unintentional injury in surrounding neighbourhoods. The most interesting finding of this study was that liquor chains and large bottleshops contribute most substantially to trauma risk in neighbourhoods, with each additional chain outlet associated with a 35.3% increase in intentional injuries and a 22% increase in unintentional injuries (Morrison & Smith, 2015). This fact is of particular relevance to Bunbury, due to the increasing density of large liquor chains across the City. This City will continue to experience increasing trauma risk, the costs of which are borne initially by our police, ambulance and hospital emergency services departments, and eventually by our justice, health and community services.

Drugs

The Alcohol and Drug Information Service (ADIS) is a 24-hour WA-wide confidential phone service that provides information, advice, counseling and referral. The data collected by ADIS is based on the postcode of the caller. ADIS has released data for the Greater Bunbury region in relation to the primary drug of concern for callers. Between 2008/09 and 2012/13, calls for assistance in relation to cannabinoid use increased by approximately 100%. In this same time period, calls for assistance in relation to methamphetamine use also increased approximately 100% (Drug and Alcohol Office, 2015). This percentage increase in calls was greater than the percentage increase shown for the South West Region and for WA. It is important to note, however, that the increase in calls across WA overall could be attributed to a greater community awareness of ADIS, an increase in harm associated with cannabinoid and methyl amphetamine use or an increase in use the use of these drugs. It is also important to note that the data shows ‘occasions of service’, and therefore also represents repeat calls per person.

Ice…no ‘epidemic’ per se, but there is changing use and growing harms

With the surge of political and media interest in the so-called ice ‘epidemic’ in Australia, it is critically important to understand what is really happening in relation to the use of methamphetamines in this country. The number of people who use methamphetamines in Australia has not changed over the last ten years. However, there are changes in how this type of drug is used, and an increase in the harms associated with using it. Of the 2% (approximately) of the Australian population who use methamphetamines, the proportion that prefers crystal meth (ice) has doubled over the last 8 years. Moreover, the proportion of people using ice at least weekly has almost doubled over the last 5 years (AIHW, 2013). In the last few years, the purity of ice has been increasing, and the costs to buy it are decreasing, which has made it a highly attractive choice for users. Corresponding with this increase in ice use is an increase in people seeking treatment at drug and alcohol clinics, as well as increases in ambulance call-outs, hospital presentations and arrests.



Community feedback The City has recently undertaken a number of community wide surveys, which revealed important community safety issues.

Health and Wellbeing Survey Results

In 2013/2014 the City commissioned a community needs assessment survey to inform the development of the Bunbury Health and Wellbeing Plan. The results of the survey revealed that community safety is a priority for the Bunbury community. Respondents to the City of Bunbury 2013 Health and Wellbeing Survey were provided with a list of health issues or concerns and the most frequently cited were:

alcohol misuse (51%);

drug misuse (44%);

mental health (42%): and,

access to affordable housing (29%) (Stoneham & Associates, 2013). Survey respondents also stated that the key roles for the City in protecting and enhancing the health of the community are to:

address alcohol and drug misuse in the community (40%);

make night time entertainment in the CBD more family friendly and vibrant (24%); and,

address and advocate for improved community safety (23%).

Withers Urban Renewal Community Consultations

In 2012 the South West Development Commission and the City of Bunbury appointed consultants to develop an urban renewal strategy for Withers. Through this process, the following key themes and ideas emerged (Place Match, 2012):

A poor perception of safety, which could be improved by applying CPTED principles throughout the suburb, such as improved lighting, passive and active surveillance, graffiti and rubbish removal;

Perceived issues associated with crime, safety and antisocial behavior relating to home and car burglary, drug use and dealing, street drinking and general antisocial behavior throughout (including concerns with people roaming the streets);

Crime in relationship to socio economic characteristics of the area;

Reporting of incidents to police could be improved and ongoing positive communications and relationship building between police and residents would assist in the effective targeting of resources;

There is a lack of activity for local young people.



Bunbury 2030 – Your City Your Say Consultation

In February 2012 the City commenced the “Your City Your Say” process to inform and advise the Council in their strategic planning for the community. The main comments pertaining to community safety were as follows:

Safety: emotional and physical safety combine to create a healthy population. Undesirable behaviour, poor lighting, poorly maintained infrastructure, and areas known for their lack of safety all contribute towards a feeling of being unsafe in the community. There are areas in Bunbury that residents do not feel safe visiting or living within, which has diminished feelings of connection within the community These concerns were particularly evident among older residents, who frequently raised them in their comments. Moreover, there was a perception that the Council does not understand or value the negative impacts of feeling unsafe, especially upon mental health and wellbeing.

Alcohol: Several comments revealed that alcohol is seen as being destructive to youth and increasing in its association with youth sport. However, some people also felt that alcohol can be enjoyed responsibly within the community and stated that opportunities to do so in small bars and restaurants in the CBD would be beneficial. Other suggestions included more alcohol free events sponsored by the City to promote enjoyment without the need for alcohol.

Lighting: Extra lighting is required to increase safety in areas that are currently perceived as being unsafe, as they create areas where antisocial behaviour can go undetected, particularly in areas of the CBD. Greater lighting is seen as central to allowing people to enjoy the evening in safety and comfort.

Pride in the City: Pride is a two-fold experience. There was a sense that if Bunbury is not beautiful to the eye, then there will be a lack of community pride. If areas are beautified (e.g. shop fronts, parks, verges, paths, facilities that people use and see every day), people will develop and take pride in them.

Rubbish: Rubbish was seen as a problem in the CBD and in Bunbury’s waterways, and people felt that it diminishes the beauty of the City. Several comments were made about the need for more rubbish bins and collection, as well as more frequent emptying.

Maintenance: Some residents called for more Council spending to be focused on better maintenance of existing infrastructure to beautify the City of Bunbury, as it was believed that this will create a sense of visual appeal and comfort, leading to people wanting to visit and live here.

Noise: Comments suggested that Council needs to enforce laws dealing with noise so that people can enjoy their surroundings in greater comfort.

CBD Local Area Plan

The CBD Local Area Plan Community Survey was undertaken between February and April 2011. The survey sought to measure the values, attitudes and priorities of community members across a range of topics and issues relevant to the preparation of a Local Area Plan (LAP). Youth and visitor surveys undertaken in September and October 2011 supplemented the survey. The most frequently prioritised issues of concern for youth were litter, vandalism, graffiti, traffic congestion and personal safety. Respondents who chose ‘Other’ cited issues relating to violence and antisocial behaviour around night venues, which could generally be considered to fall within the category of ‘Personal Safety’ (City of Bunbury, 2011).



Evaluating the Action Plan This Action Plan was generated from an evidence base that included ABS and Department of Health data, and a variety of community engagement initiatives, including surveys and stakeholder workshops. Each objective in the plan has success indicators, which will be monitored over the next five years. In 2014 the City compiled the CSCP Community Profile. It is anticipated that this profile will be compiled again in 2020, and used as a baseline for evaluation of the overall effectiveness of the Action Plan. In addition to this evaluation, the annual Community Satisfaction Survey will be used to track the satisfaction of our community in regard to community safety. The newly established Household Panels mayl also be used from time to time to monitor the effectiveness of some of the activities within the Plan.

Contact For further information about this Action Plan, please contact: Melissa Howard Community Safety Officer City of Bunbury 9792 7000 [email protected]

mailto:[email protected]



References Australia New Zealand Policing Advisory Agency (2014) Australia and New Zealand Police

Recommendations for CCTV Systems. Melbourne: ANZPAA

Australian Bureau of Statistics (online) Census QuickStats 2011. Data accessed for Bunbury Statistical Local Area and all suburbs of Bunbury Available online at http://www.abs.gov.au/websitedbs/censushome.nsf/home/quickstats

Australian Bureau of Statistics (2011) Census of Population and Housing: Socio-Economic Indexes for Areas (SEIFA), Australia, 2011 (cat. No. 2033.0.55.001)

Australian Early development Census (2012) AEDC Data Explorer results for Bunbury and suburbs. Available online at https://www.aedc.gov.au/data

Australian Institute of Criminology (2003) AIC Crime Reduction Matters, 20 May 2003, no. 1, ISSN 1448-1383. Canberra: AIC Press.

AIHW (2013) Australian Institute for Health and Wellbeing National Data Strategy Household Survey 2013 Report (available online at http://www.aihw.gov.au/alcohol-and-other-drugs/ndshs/)

City of Bunbury (2011) Central Business District Local Area Plan: Draft Community Survey Results Report.

City of Bunbury (n.d.) 2030 Strategic Community Plan.

City of Bunbury (n.d.) A Snapshot of Bunbury. Available online at http://www.bunbury.wa.gov.au/Pages/Business-and-Investors.aspx

Drug and Alcohol Office (2015) Alcohol and Other Drug Indicators Report – South West Health Region. Perth: Government of Western Australia.

Loxley, L., Catalano, P., Gillmore, P. & Chikritzhs, T. (2012) National Alcohol Sales Data Project Stage 3 Report 2012. Drug And Alcohol Office, Western Australia, National Drug Research Institute, Curtin University.

Manning, M, Smith, C. & Mazerolle, P. (2013) Trends and Issues in Crime and Criminal Justice, no. 454, April 2013. The societal costs of alcohol misuse in Australia. Canberra: Australian Institute of Criminology.

Morrison, C., & Smith, K. (2015). Disaggregating relationships between off-premise alcohol outlets and trauma. Canberra: Foundation for Alcohol Research and Education.

Department of Planning (2013) Greater Bunbury Strategy 2013 Final Report. Copyright Western Australian Planning Commission. Perth: Department of Planning.

Place Match (2012) Withers Urban Renewal Strategy Stakeholder and Community Engagement Draft Report of Findings. 18 September 2012. Bunbury: South West Development Commission.

Standards Australia (2005) AS 5037-2005. Knowledge Management – A Guide. Sydney: Standards Australia.

Stoneham & Associates Public Health Consultants (2013) City of Bunbury Community Consultation to inform the development of the Public Health Plan. Unpublished raw data.

WA Police (online) Search Crime Statistics website function. Available online at http://www.police.wa.gov.au/Aboutus/Statistics/Searchcrimestatistics/tabid/998/Default.aspx

WA Police (2015) Western Australian State CCTV Strategy. In draft for public comment.

http://www.police.wa.gov.au/Aboutus/Statistics/Searchcrimestatistics/tabid/998/Default.aspx