--- title: "Raby Rebels Youth Project" type: "pdf" year: "1998" canonical: "/projects/317" --- # RABY REBELS YOUTH PROJECT ![img-0.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/98-15/img-0.jpeg) CLEVELAND POLICE ![img-1.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/98-15/img-1.jpeg) SUBMISSION FOR THE 1998 HERMAN GOLDSTEIN AWARD BY THROSTON COMMUNITY POLICE TEAM HARTLEPOOL ENGLAND ![img-2.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/98-15/img-2.jpeg) # Table of Contents - [RABY REBELS YOUTH PROJECT](#raby-rebels-youth-project) - [CLEVELAND POLICE](#cleveland-police) - [CONTENTS](#contents) - [SUBJECT](#subject) - [LIST OF APPENDICES](#list-of-appendices) - [INTRODUCTION](#introduction) - [SCANNING](#scanning) - [ANALYSIS](#analysis) - [RESPONSE](#response) - [ASSESSMENT](#assessment) - [3) $\underline{\text { Calls to the Housing Office }}$](#3-underlinetext-calls-to-the-housing-office) - [7) Perception of local schools](#7-perception-of-local-schools) - [AGENCY AND OFFICER INFORMATION](#agency-and-officer-information) - [Baby Gardens - Calls Received Regarding Disorder/Anti-social Behaviour](#baby-gardens-calls-received-regarding-disorderanti-social-behaviour) - [PROFILE OF YOUNG PEOPLE ON RABY REBELS PROJECT](#profile-of-young-people-on-raby-rebels-project) - [RABY REBELS YOUTH GROUP](#raby-rebels-youth-group) - [RULES OF GROUP](#rules-of-group) - [MEMBERSHIP](#membership) - [DISCIPLINE](#discipline) - [BEHAVIOUR CODE](#behaviour-code) - [GENERAL CODE](#general-code) - [LIST OF OFFICERS](#list-of-officers) - [RABY REBELS](#raby-rebels) - [SUMMER PROGRAMME](#summer-programme) - [Sheet1 Chart 3](#sheet1-chart-3) - [ADDITIONAL FUNDING FOR RABY REBELS](#additional-funding-for-raby-rebels) - [VOLUNTEERS](#volunteers) - [RABY YOUNG PEOPLE PROJECT](#raby-young-people-project) - [ANNUAL PROGRAMME 1998/99](#annual-programme-199899) - [STAFF AND OPERATION COSTS](#staff-and-operation-costs) - [COURSES AND TRAINING](#courses-and-training) - [ACTIVITIES](#activities) - [HOLIDAY ACTIVITIES](#holiday-activities) - [PROJECTS](#projects) # CLEVELAND POLICE # CONTENTS ## SUBJECT INTRODUCTION SCANNING ANALYSIS RESPONSE ASSESSMENT AGENCY AND OFFICER INFORMATION SUPPORTING DOCUMENTATION # LIST OF APPENDICES | Appendix 1 | Table/graphs of calls to Police | | :--: | :--: | | Appendix 2 | Table of group's criminal history and school attendance | | Appendix 3 | Graph of cost of repair for vandalism to Council properties | | Appendix 4 | Rules of group | | Appendix 5 | List of summer activities | | Appendix 6 | Summary of funding for staff - main agencies involved | | Appendix 7 | Summary of funding - other agencies | | Appendix 6 | Schedule of 1998/99 funding | # INTRODUCTION Cleveland Police is the smallest Force in the UK, covering an area of 59,670 hectares in North East England. Within (he Force area there are four Police Districts whose boundaries are coterminous with the four local Municipal Authorities. The Force employs 1500 officers, with support from 600 civilian staff. Hartlepool is the most northerly town in the Force area, situated on the North East coast, lying on the northern banks of the River Tees estuary. The town has a population of 90,000. The last 20 years have seen a decline in traditional heavy industries such as coalmining, shipbuilding, iron and steel, contributing to an unemployment rate of $11.3 \%$. Added to this, Cleveland, and Hartlepool in particular, is at the top of almost every poverty league table within the country. This situation has contributed to significant crime levels but, more importantly for the purposes of this project, juvenile offending rates are the highest in the UK. It was against this backdrop during 1997 that the Throston Community Policing Team (CPT) within Hartlepool tackled the problems on the Raby Gardens Housing Estate. A generic description would be one of petty crime, disorder and anti-social behaviour committed by the young people living on and around the estate. ## SCANNING The Community Policing Team was newly formed with a remit to improve the quality of life for people living within a specific geographical area of Hartlepool, which included the Raby Gardens Housing Estate. Within a very short space of time it became apparent to the community officers, by consultation with the Local Authority Housing Officers and residents, that there were significant problems on the estate. Residents on the estate were reluctant to report incidents due to the fear of witness intimidation and lack of confidence in the Police and Local Authority Housing Officers. A number of youths on the estate were low achievers at school, with a history of truancy. Calls to the Police and Housing Office identified 4 "problem" families whose children appeared to be out of control, making life a misery for other residents. The area had a number of void Council properties which were subject to vandalism and became a haven for the youths to congregate in, subsequently causing degeneration and making it difficult to re-let properties. The residents had very poor relationships with the Housing Office, so much so they had reported them to the Ombudsman (an independent Inspectorate), The Housing Office too were receiving anonymous calls regarding incidents but on which they were unable to act. The number of calls, albeit anonymous, to the Police and Housing Officers and the concerns felt by both Police Officers and Housing staff were so great that it was decided a partnership approach was the only way to solve the problems. Both agencies had to work with the residents to obtain the evidence in order to evict the problem families; this would encourage development of community involvement and spirit. # ANALYSIS Information to analyse the problem was available from a number of areas, both within and outside the organisation. A source of particular interest was the Housing Office. Local knowledge had indicated the department was subjected to numerous enquiries from frustrated residents on the Raby Estate. The housing officials confirmed they were overwhelmed with complaints of youths being disorderly and generally causing annoyance. Unfortunately the Housing Office did not record the number of complaints; however, it was estimated to be 5 per week. It transpired that there was a small number of complainers reporting the same incidents. A particular frustration to the Policing Team was that the Housing Office would not log the complaints, which would have been extremely useful for evidential purposes. Further examination revealed that the majority of complaints were anonymous. However, because of local knowledge, the staff were able to identify the callers. Throston Community Policing Team experienced similar calls. When analysing these calls it was important to look at the complaints made via the Force Communications Centre, where all calls are logged on the Command and Control system, and calls made direct to the Community Police Office on the estate. These calls are recorded in the Office Diary. A summary of all calls is outlined at Appendix 1. During the period 1st January, 1997 to 16th April, 1997, a total of 31 incidents were recorded regarding disorder and anti-social behaviour on the Raby Estate. It is worthy of note that $38 \%$ of the calls were anonymous. The implication of this analysis was that the Police Team became concerned that there was obviously a lack of confidence in them which needed addressing. Furthermore it indicated the likelihood of fear and intimidation of residents who dared to contact the Police. When trying to gain a clearer picture of the problem, officers identified further issues when looking at school truancy rates of the youngsters involved. $50 \%$ of the youths involved were regularly absent from school and $58 \%$ had behavioural problems. Furthermore there was a history of youth offending which is illustrated at Appendix 2. Enquiries revealed that there were four void properties on the estate with nobody applying to move in, due to the reputation and vandalism levels in the area. The area had a poor self image, creating a vicious cycle of decline and decay, lacking any social fabric. In order to gauge the views of the local community, between January and April, 1997 the Police held 9 public meetings, which were initially poorly attended. Those who did attend expressed a sense of helplessness and nowhere to turn. The meetings identified that the problems had been getting progressively worse over the last two years. In trying to summarise and focus on the specific elements of the situation, officers addressed the Problem Analysis Triangle to better understand the same: ![img-3.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/98-15/img-3.jpeg) This problem had existed for some years in Hartlepool. The traditional response in addressing it was of a typical "Fire Brigade" approach. This manifested itself in Police Officers simply papering over the cracks. There was no attempt to understand the full extent of the problem or consideration of any partnership work to alleviate it. Communications with the local community had been non-existent, giving the impression that the Police did not want to understand the community's concerns. This was further exaggerated by the Police just moving the youths from location to location within the estate. Clearly then the Police needed to change this situation around. The formation of the Throston Community Policing Team was the start of building bridges with the community. The analysis revealed that the problems were most acute during evenings, weekends and school holidays. There were three specific underlying issues - 1) The low self esteem of the majority of the youths living on the estate. 2) The huge divide between the younger and older residents whose tolerance levels were low. 3) Lack of parental interest and control. # RESPONSE A number of responses were considered and put into place. Working closely with the Housing Office the Police started an education programme far the complainers. It was pointless them complaining about incidents unless they identified who they were, who was doing what and made a full written record of it. A series of interviews were held with each complainer by the CPT, á legal representative from the Housing Department and a member of the Housing Office staff. The requirement to officially report incidents, how to report them, why to report them and the outcome was explained. In return the Police promised extra policing and a positive approach when dealing with the youths. The Housing Office promised to take legal action to evict problem families where there was enough evidence to do so, repair any vandalism quickly and work to fill void properties, all in an attempt to improve the look of the estate. (Appendix 3) This all began in mid-ApriM 997. In addition, the Police started to look and see if something could be done for the youth. The positive policing approach towards the youths resulted in a lot of contact with them. (108 Police \& Criminal Evidence Act stop and search checks were done by the CPT on the young people.) Slowly a rapport was built up between the CPT and the youth, and it became obvious that the youth were bored and totally disillusioned with life. It seemed to the CPT that another way to solve the problem was to look at the youth issues. As the long school summer holidays were approaching, the Police were concerned that the problems on the estate would get a lot worse. Both the Housing Office and the Police were receiving many more calls from the complainers, as their confidence in both organisations grew and their fear of reprisals was being addressed by the high level of Police activity on the estate. This can clearly be seen on the graph at Appendix 1. The two local schools were approached by the Police to see if they were able to offer anything for youths in the summer. The schools approached were Primary and Secondary, because the ages of the youths hanging around the estate varied from 5 years up to 20 years. Although both schools offered use of their facilities, neither were prepared to lead or organise some type of project. The Police approached the Head of Community Services for the area. Although she was receptive to the suggestions, there was limited funding available. Approaches were made to City Challenge, an organisation controlling government funding in the area, and a grant of $£ 1,000$ was made available. This was seen as the first building block and the opportunity to make things happen. A meeting with the Police and Local Authority was then held and further finance was made available. The Local Authority identified someone to organise and run the project with support from the Police. This person had tremendous drive and ability with young people and was determined to make this project a success. At the same time the enforcement side continued. 'Notices to quit' were served on 4 problem families. This meant that the families must quit their homes within 28 days if there was no change in their behaviour. Public reassurance was given in the form of open meetings. People from the estate started to attend Neighbourhood Watch Meetings and commitment was demonstrated from the Senior Management of the Police by the Detective Superintendent addressing the meetings. The response from the community was amazing. Suddenly there was increased support for the Police, so much so the residents started to campaign for Throston Community Policing Office to be sited on the estate. This started to become the main focus for the complainants. The Housing Office started to receive evidenced diary sheets, 37 in total from 16th April, 1997 to 12th August, 1997, and although the number of calls rose the majority were from identified people. As the summer holidays approached the Police and Local Authority were keen to ensure that some type of activity was set up for the children, as it was obvious that enforcement only was not the solution. If the youth could be "moved" for the duration of the summer, then the problem would be temporarily solved. This was a short term measure and was only an attempt to minimise the problems over the summer holidays. The youngest people, 4 years to 12 years, were offered places in playschemes already operating in the town, but there was nothing suitable for the older, more disruptive ones. Building on the relationship that was starting to develop between the Police and the youth, the Police identified the "potential ringleaders and trouble-makers" and invited them and their friends from the estate to a meeting. At the meeting, which was held on 21st June, 1997, the Police and Youth Workers listened to the 20 young people and some of the parents who attended. A series of meetings were held and the 'Raby Rebels' was formed. It was a group of young people, run by the young people, policed by the young people and organised by them. The first few meetings were undisciplined and would have ended in "free for alls" had it not been for the Youth Workers and Police. Slowly, however, the group learned how to behave so that everyone had their say and progress was made. The Youth Workers initially put in hours of work putting together a summer programme that the 'Raby Rebels' wanted to do. However, gradually the young people were given tasks and responsibilities and had to report back to the meetings. The 'Raby Rebels' formulated a set of rules which included behaviour boundaries while on group activities, as well as while on the estate. (Appendix 4) Anyone breaching these would be excluded from the group for a period of time. This ensured the youths' behaviour was of an acceptable standard on the estate during the summer holidays, even whilst not on one of the activities. At this time the local Housing Office decided to start legal proceedings against the problem families. This had been identified as one of the initial objectives of the Local Authority when responding to the problem. Although the Housing Office were concerned that the evidence produced in the diary sheets highlighted only minor incidents, they felt it was important to demonstrate their support and commitment to the complainers. This, of course, meant that the complainers were required to give statements and attend Court. In spite of extensive support and counselling, the complainers felt unable to go through with this and refused to attend Court. The legal proceedings were therefore halted. The partnership approach continued, with each element trying to make a difference. The Housing Office continued to put pressure on the problem families, investigating other methods of obtaining the required evidence for eviction. The Police continued to give their support in the form of Police activity on the estate and working with the youth. The Youth Workers, encouraging parental and youth involvement, produced an extensive programme of summer activities for the Raby youth. (Appendix 5) This involved a great deal of commitment by the Youth Workers in not only organising but also obtaining the funding and co-operation from others. The most significant breakthrough for the Police came on 16th July, 1997. At one of the Raby Rebels' meetings where the youth, some parents, Police Officers and Youth Workers were in attendance, the main complainers arrived. They spoke to the group, explaining their side of things in a positive, not negative, way. They offered their support for the group in the form of fund raising so the group would be able to continue after the summer holidays had finished. This signalled the beginning of the new community spirit. The Raby Rebels' summer activity programme started with dragon boat racing on 22nd July, 1997. All, including the Police Officer, returned home somewhat wetter than before, but experiencing together the freezing cold waters of the North Sea built the team spirit and signalled the way forward. The Raby Rebels themselves identified needs of others and undertook to try and assist, using funds from their own group. They arranged a street party for the residents and a Teddy Bears Picnic for the young children. They also bought a netball for the girls on the estate. Thinking and being concerned about others had not previously been a priority for them. All three agencies were committed to improving the quality of life for the residents on the estate and this was demonstrated by the commitment shown in respect of resources allocated. (Appendix 6) In addition, other agencies were approached and resources made available to help fund the youth project. (Appendix 7) # ASSESSMENT In order to accurately assess the efforts, it had to be clearly identified how we would measure the efforts of all involved. It was decided to use the following criteria:- 1) Number of calls to Throston Police Office. 2) Number of calls logged on the Force Command \& Control system, (noting the percentage of anonymous calls). 3) Number of calls to the Housing Office. 4) Cost of repair to Local Authority houses. 5) Number of void properties. 6) Results of Qualify of Life Survey. 7) Perception of local schools. 8) Observations of local officers. 9) Change in behaviour of the youth on the project. Evaluation consisted of assessing the situation in a $Z V z$ month period prior to the project beginning, assessment during the project ( 4 month period) and for a 314 month period prior to the end of the project, i.e. 1.1.97. to 16.4.97. (106 day period); 17.4.97. to 12.8.97. (117 day period), and 13.8.97. to 30.11.97. (110 day period). In addition, a dip sample in February, 1998 (28 day period), 6 months after the project finished, was carried out and this helped to ensure the effectiveness of the response was still being maintained. It is intended that this 6 monthly dip sampling will continue in the future. The two agencies who initially identified the problem, i.e. Housing Office and the Police, both reported seeing dramatic changes on the estate. Using the assessment criteria outlined earlier, analysis revealed the following:- 1) Number of calls to Throston Office (See Appendix 1) Prior to the project there were 20 calls (average 1.26 calls per.week) regarding youth disorder. During the project these rose significantly to 47 (average 2.73 calls per week). This was due to encouragement by the Police and Housing Authority to report incidents, increased confidence in the Police and reduced fear of crime due to extra Police patrols and a seasonal trend as school children are on the summer holidays when there are warm light evenings. However, what is significant about this period is that after the meeting with the youths on the 21st June, 1997, there were only 8 calls (average of 1.05 calls per week). During the final evaluation period there were 12 calls to the Police at Throston (average 0.7 calls per week). Out of these 4 were concerning the youths that had been excluded from the group by their peers for not abiding by the rules. The number of anonymous calls decreased dramatically, which was a significant change in the culture of the community. 1.1.97. to 16.4.97. : 5 anonymous - $25 \%$ of calls 17.4.97. to 12.8.97. : 6 anonymous - $13 \%$ of calls 13.8.97. to 30.11.97. : 0 anonymous - $0 \%$ calls In February 1998 there were 2 telephone calls to the Throston Police Office (0.49 per week), neither of which were anonymous. This shows a dramatic decrease in the number of calls to the Police. The fact that February is a cold winter month during term time must be taken into consideration. 2) Number of calls to Police Command \& Control System These calls followed a similar trend to those direct to the Throston Office - 1.1.97. to 16.4.97. : 11 calls ( 0.72 per week) 17.4.97. to 12.8.97. : 29 calls ( 1.68 per week) 13.8.97. to 30.11.97. : 16 calls ( 0.98 per week) February, 1998 - 2 calls. The number of calls that were anonymous also reduced from $63 \%$ to $34.4 \%$ to $18 \%$. It is higher than the calls to the Throston Office, but this is due to the fact that there was a closer relationship and confidence level with the Throston Officers rather than a Call Taker in the Control Room. # 3) $\underline{\text { Calls to the Housing Office }}$ 1.1.97. to 16.4.97. : 77 (approximately) and 1 diary sheet received 17.4.97. to 12.8.97. : 210 (approximately) and 37 diary sheets received 13.8.97. to 30.22.97. : 23 (approximately) and 8 diary sheets received Since December, 1997 one diary sheet has been received and they receive the occasional phone call, but nothing significant has been recorded. These changes also follow the same trend as the calls to the Police. However, the calls to the Housing Office originally tended to be about the "problem families". 3 of the 4 left were removed from the estate and so the Housing Office show a dramatic decrease in the latter part of 1997. 4) Cost of repair to Local Authority houses This decreased by $69 \%$ from $£ 1432.01$ between 16th April, 1997 and 12th August, 1997, to $£ 451.51$ p between 13th August, 1997 and end of November, 1997. (Appendix 3) 5) Number of void properties In January, 1997 there were 4 void properties owned by the Local Authority, during the summer this rose to 7 . Currently there are no void properties and in fact now there is a waiting list of families wishing to move onto the estate. During August, 1997 the officers at Throston started to become concerned and questioned whether we were getting a true picture of what was happening on the estate or whether it was in fact the complainers who had low tolerance levels. This was because several incidents involving youths were reported to have occurred when at that time Throston Police Officers were actually on the estate doing routine patrols and saw and heard nothing. A very general short questionnaire was put together by the officers and distributed to all the residents. Over 20 were returned and not one of them had any complaints. # 7) Perception of local schools The officers viewed the local schools as one of the focal points for the community. Although the project mainly involved 12-20 year olds, it was important for the long term strategy to become involved with the children at a much younger age, as they potentially were the future "problem" on the estate. Work began in the main two primary schools, officers becoming involved with the children to such an extent that one officer actually went away with both schools to a residential Outward Bound camp. It was important also, however, to gauge the response from the local Secondary School to see if there had been any change in the behaviour of those youths involved in the Raby Rebels. The Headmaster reported that in 8 out of the 10 still at school there had been an improvement; one had been excluded and another was causing concern. With this youth there had been an improvement initially, however, things were not so good now. (This youth is one of those excluded from the group by his peers). One of the ways Police Officers have historically policed is down to "gut feeling". Before they had the sophisticated technical equipment to record crime and calls, and analyse what was happening, Police Officers had to rely on what people told them and how people reacted to them when 'working their beat'. This traditional style of beat work was adopted by the Throston officers but was supported by the technical equipment. However, officers still used their own perception and communication skills to gauge how things were on the estate. This, along with feedback from local meetings, indicated that over the summer there was an increase in the 'feel good' factor. This continued and currently the estate is policed no more than any other estate on the Throston area. 9) Change in behaviour of the youths on the project. The criminal background of the youths involved in the Raby Rebels was examined prior to the start of the project. 10 of the youths had previous convictions, including - Taking motor vehicle without consent Drunk and disorderly Arson Burglary Theft Obstruct Police Criminal damage Assault Police During their time, in the group none of these youths re-offended. 3 of the youths were expelled from the group by their peers for being in breach of club regulations. 2 of these 3 youths have gone on to be involved in - TheftRobberySection 20 Assault - Grievous bodily harm with intentUnlawful imprisonmentCriminal damageTaking motor vehicle without consent This speaks for itself. (Appendix 2) A number of the youths involved in the project have personally developed and progressed in a way which prior to their involvement with the project is hard to imagine. Two are awaiting process of applications to join H.M. Forces. One has a placement working in local stables after becoming interested during one of the activities. One has an allotment and has developed an interest in gardening. One has undertaken training in canoeing and mountain climbing in order to become an instructor to save the group money. There were a number of problems in implementing the response plan - 1) Some residents and Police Officers felt the youths were being rewarded for misbehaving. 2) The Police had to respond to an initial increase in calls due to raised confidence levels. 3) A vast amount of time was involved initially to set things in motion. 4) Those youths not involved in the original group felt left out and those expelled caused problems for the group and residents. 5) Some residents felt safer due to the heightened profile of the Police but became possessive of local officers. On reflection the response may have been improved if there had been unlimited funding. All agencies involved contributed either in kind contribution, use of facilities, equipment, staff hours or actual cash. The limited funding meant limited numbers in the group. A full breakdown of cost is outlined in Appendices 6 and 7. It would have been helpful if the complainants had been involved throughout the project and had agreed to be witnesses for legal action. All Police Officers needed to understand the long term objectives and how they could contribute. This was sometimes lacking and thus created difficulties for the Throston Community Team. Due to the community involvement it is unlikely any continued Police effort will be likely, but due to the commitment of local officers monitoring will continue. The Raby Rebels no longer exist. The group no longer wishing to be known as "Rebels' renamed themselves the Raby Young People Project and continue to go from strength to strength, aiming to obtain $£ 25,500$ in funding for 1998/99. (Appendix 8) It must be said that while acknowledging the role of ail the agencies involved, especially the Youth Service, this project would not have succeeded without the commitment, enthusiasm and willingness of the local youths to change. # AGENCY AND OFFICER INFORMATION This problem solving initiative was adopted at ground level by the local Community Policing Team consisting of a Sergeant and 6 Constables. All officers involved had received training in the principles of Problem Oriented Policing and the Sergeant delivered training to other Police Officers to heighten awareness. There were no extra incentives given to the officers in order to get their commitment. Problem Oriented Policing within Cleveland Police was a new concept and officers' knowledge evolved through experience. The officers identified there was a danger of jumping straight to the response stage before completing thorough analysis. It is also felt it can be difficult evidencing tangible results in the assessment phase. THROSTON COMMUNITY POLICING TEAM HARTLEPOOL DISTRICT CLEVELAND POLICE ENGLAND # Baby Gardens - Calls Received Regarding Disorder/Anti-social Behaviour | Date | Calls to Intergraph | Calls to CPT office | Total calls | Average calls per week | | --- | --- | --- | --- | --- | | 01/01/97-16/04/97 | 11 | 20 | 31 | 2.0 | | 16/04/97-12/08/97 | 29 | 47 | 76 | 4.5 | | 13/08/97-30/11/97 | 16 | 12 | 28 | 1.8 | Average number of calls per week ![img-4.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/98-15/img-4.jpeg) Calls received at Throston Grange CPT office ![img-5.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/98-15/img-5.jpeg) Calls taken on intergraph Raby Gardens ![img-6.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/98-15/img-6.jpeg) Dilander incidents # PROFILE OF YOUNG PEOPLE ON RABY REBELS PROJECT | | | PRIOR TO PROJECT | | SINCE PROJECT STARTED | | | | --- | --- | --- | --- | --- | --- | --- | | | | School Problems | Criminal Record | Improvement in School | Comments by Headmaster | Criminal Record | | Male | 19 years | No problems | TWOC, Drunk \& Disorderly | - | Always good student | Has not re-offended | | Male | 22 years | Behaviour | Arson, Burglary | Left School | No real problems | Has not re-offended | | Male | 18 years | Behaviour | Theft, Obstruct Police, Drunk \& Disorderly | Left School | Had learning problems | Has not re-offended | | Female | 13 years | Absconder and behaviour | No record | Yes | Much improved all round | Has not offended | | Male | 10 years | Absconder and behaviour | No record | Yes | Much improved on last year | Has not offended | | Male | 12 years | Absconder and behaviour | No record | Excluded | Always had problems | Has not offended | | Male | 13 years | Absconder and behaviour | Burglary, Theft | Yes | Much better | Has not re-offended | | Male | 18 years | Absconder | No record | Yes | Attendance record improved | Has not offended | | Female | 11 years | Absconder | No record | Yes | Attendance record improved | Has not offended | | Female | 16 years | Absconder | Theft | Yes | Much improved on last year | Has not re-offended | | Female | 16 years | | No record | | | Has not re-offended | | Male | 12 years | Behaviour | Theft | Yes | Settled down well | Has not re-offended | | Male | 17 years | Behaviour | Theft, Attempted Theft, Criminal Damage | | Improved attitude | | | Male | 15 years | | Theft $\times 2$ | | | Robbery, Section 20 Assault, Unlawful imprisonment | | Male | 15 years | Absconder and behaviour | Theft $\times 4$, motor cycle offences | Yes | | Motor cycle offences | | Male | 13 years | Absconder and behaviour | Offensive weapon, motor cycle offences | Yes at the moment | Concern expressed by Headmaster | Robbery, Section 20 Assault, Unlawful imprisonment | | Male | 19 years | | TWOC, Theft, Theft motor vehicle offences, Criminal Damage | Left school | | Has not re-offended | Sheet1 Chart 2 COST OF REPAIR TO LOCAL AUTHORITY HOUSES ![img-7.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/98-15/img-7.jpeg) APRIL - JULY AUGUST-NOVEMBER Page 1 # RABY REBELS YOUTH GROUP ## RULES OF GROUP ## MEMBERSHIP Membership of group will be 25. New names have to go onto a waiting list kept by Amanda Coleman and will be considered at a meeting. Subscriptions are 2Sp per week and if anyone misses more than two weeks payment (without a good reason) then they must leave the group. Kendra and Claire to collect money. ## DISCIPLINE If anyone does not follow the rules they receive one warning (a yellow card) which means they have to miss that week's activities or two activities organised. The second warning (a red card) means they miss a month's activities or 8 organised activities. The third warning means that the individual leaves the group. BROM is responsible for keeping details of any warnings. The individual will have a chance to talk to BROM and a sub group about any incident and has this right of appeal. ANY DANGEROUS OR ILLEGAL BEHAVIOUR LEADS TO INSTANT DISMISSAL FROM THE GROUP, AS DETERMINED BY THE ORGANISERS. ## BEHAVIOUR CODE No swearing or lewd behaviour. No stealing either from the group or anywhere also outside the group. No fighting or bullying - everyone is to respect each other and look after each other. We are all together as ONE. No misbehaving when we go out to organised activities. We have to obey other centres' rules and instructions of the group organisers. No carry on that puts anyone at risk. Always behave safely and sensibly. Anyone that misses more than 2 meetings (without a good reason) receives a yellow card or 1st warning. No smoking * under 16's can only smoke if they are with their parents who give permission. All other smokers must consider non-smokers' needs, be safe and obey no smoking rules on coaches, centres or when on organised events. To be reviewed in 3 months. No drugs or alcohol on activities or residential. It would be dangerous to our safety and Police volunteers have to act on illegal activities. ## GENERAL CODE 0 Everyone has to be on time or the bus/meeting will begin without them. 0 Respect is vital to everyone in the group and in our community. No cheek or backtalk to neighbours or those that live around us. 0 There may be need to organise different activities or different age groups at some time. There will be an organised meeting once a month to sort out and plan future programmes. During the summer holidays, organisers will try to organise two activities a week, preferably on a Sunday and a Tuesday. # LIST OF OFFICERS | Membership Officer | Amanda Coleman | | :-- | :-- | | Subscription Officers: | Kendra Richardson | | | Claire Swalles | | «Referee': | Peter Bromage | | Communication Officer: | Dean Hanna | | Treasurers: | Ann Redshaw | | | Cliff Hanna | | Chairperson: | Rotation - Volunteers to take turns | # RABY REBELS ## SUMMER PROGRAMME TUESDAY 22nd JULY DRAGON BOAT Pick up point at Raby Gardens at 1.45p.m. SUNDAY 27th JULY CARLTON LODGE Pick up point at Raby Gardens at 12.00p.m. TUESDAY 29th JULY BEACH BAR-B-Q Pick up point Raby Gardens SUNDAY 3rd AUGUST WET AND WILD Pick up point at Raby Gardens at 11.00p.m. FRIDAY 8th AUGUST QUAD BIKING Pick up point at Raby Gardens at 12.15p.m. SUNDAY 10th AUGUST DRAGON BOAT Pick up point at Raby Gardens at 11.15p.m. TUESDAY 12th AUGUST ICE SKATING Pick up point at Raby Gardens at 1.30p.m. SUNDAY 17th AUGUST CARLTON LODGE Pick up point at Raby Gardens at 8.00p.m. TUESDAY 19th AUGUST WATER SPORTS Pick up point at Raby Gardens at 12.00noon SUNDAY 24th AUGUST PAINTBALL Pick up point at Raby Gardens at 12.00noon TUESDAY 26th AUGUST WATER SPORTS Pick up point Raby Gardens at 12.00noon 30th and 31st AUGUST RESIDENTIAL WEEKEND Pick up point at Raby Gardens at 8.00a.m. Sheet1 Chart 1 COST IN £ STERLING FOR STAFF PROVIDED BY THE THREE MAIN AGENCIES ![img-8.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/98-15/img-8.jpeg) HOUISING OFFICE STAFF 21% # Sheet1 Chart 3 ## ADDITIONAL FUNDING FOR RABY REBELS ![img-9.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/98-15/img-9.jpeg) ### VOLUNTEERS - **NUCLEAR POWER** - **SPORTS DEVELOPMENT TEAM** - **CITY CHALLENGE** - **COMMUNITY SERVICES GRANT** - **YOUTH SERVICE WORKERS** # RABY YOUNG PEOPLE PROJECT ## ANNUAL PROGRAMME 1998/99 ### STAFF AND OPERATION COSTS | Description | Amount | | --- | --- | | 3 Workers x 5hrs pw x 50 meetings x £10 | 7,500.00 | | Hire of Venue - 50 meetings @ £10 | 500.00 | | Telephone | 144.00 | | Mileage/Transport | 1,200.00 | | Stationery, Postage, Photocopy | 400.00 | | Catering for Meetings | 100.00 | | Publicity/Prizes/Photographs | 100.00 | | **Total** | **9,944.00** | ### COURSES AND TRAINING | Description | Amount | | --- | --- | | Stable Management £312 x 4 | 1,248.00 | | Community Sports Leaders Award 16+ | 400.00 | | (15-20 young people Summer) Junior 14+ | 100.00 | | Committee Skills | 500.00 | | Accounts/Book-keeping | 200.00 | | Guitar/Music | 250.00 | | Canoe - 2 star award x 2 | 500.00 | | **Total** | **3,198.00** | ### ACTIVITIES | Description | Amount | | --- | --- | | Outdoor Pursuits BETA qualification | 400.00 | | Assault Course (transport costs, Army course) | 100.00 | | Dragon Boat (transport costs) | 50.00 | | Abseiling/Climbing (transport and qualification) | 400.00 | | Trampoline (hire and tutor costs) | 500.00 | | Sound Recording (Durham Street) | 300.00 | | **Total** | **1,750.00** | ### HOLIDAY ACTIVITIES | Description | Amount | | --- | --- | | Easter '98 Community Sports | x Sports | | Transport | Development | | Summer Programme '98 1½ - 2 days x 6 weeks | 3,000.00 | | Additional Staff | | | Sessions + Programmes as '97 | | | Residential Weekend - Evaluation (August '98) | 1,500.00 | | (Hamsterley Forest, Carlton Lodge, Stainsacre) | | | 1st Year Publicity Day/Celebration (July '98) | 500.00 | | Christmas Celebration in Community | 200.00 | | (Promote with Agencies, Youngsters Disco D.A.P. Carol Service/Visit) | 5,200.00 | | **Total** | **5,200.00** | ### PROJECTS | Description | Amount | | --- | --- | | Fairbridge Residential Training Week | 4,000.00 | | Duke of Edinburgh Award | 85.00 | | Newsletter/Mag | 1,400.00 | | **Total** | **5,485.00** | **TOTAL** | **25,577.00**