Terms of reference

Context

Peterborough Community Safety Partnership is one of seven partnerships within the Greater Peterborough Partnership (GPP). GPP is responsible for the Community Strategy which sets the aims and vision for the city. The Community Safety Strategy and Performance Board reports to the Community Safety Executive Board, which in turn reports to the Greater Peterborough Partnership.

Aims

1. To deliver and develop1 the objectives of the Community Safety Strategy through community engagement.
2. To manage the delivery of the Community Safety Strategy, carrying out all performance management of these targets.
3. To establish and direct sub groups to deliver and develop community safety priorities.
4. To encompass new legislation and guidance to ensure a consistent approach.
5. To communicate levels of crime and disorder in the city to partners considering emerging trend areas and agreeing actions required.
6. To maximise and manage funding that is received by the Partnership and ensure that they are managed effectively, efficiently and with propriety.
7. To be accountable to the Community Safety Executive Board and local communities for delivery and development of the Community Safety Strategy.
8. To recommend amendments to the Community Safety Strategy and Community Strategy to the Community Safety Executive Board for approval.

Organisation of meetings

1. The Board will meet monthly for no longer than one and half hours.
2. The Board will be serviced by the Community Safety Team with minutes and agendas circulated in advance of the meetings.
3. The Board will include a strategic leads responsible for reporting to the Community Safety Executive Board on behalf of the Strategy and Performance Management Board. The Strategic Lead will also operate as the Chair of the Board.
4. The Strategic Performance Manager for the Strategy and Performance Management Board is responsible for providing the strategic performance data and reports to the Board. This information and the agenda will be circulated at least one week before the meeting and no late reports will be permitted. The Strategic Performance Manager for this Board will be the Community Safety Manager.

Membership

CHAIR
Community Safety Executive Strategic Lead – Divisional Commander, Fire Authority

Peterborough City Council
Community Safety Manager
DAAT Strategy Manager
Deputy Head of Youth Offending Service

Chief Inspector for Partnerships and Communities, Cambridgeshire Constabulary
Prison – To be decided
Senior Probation Officer
Chair of the Community Safety Forum
British Transport Police
Victim Support
Assistant Director of Public Health, GPPCP

Advisers
Research and Information Officer – Community Safety Team
Community Safety Team Leaders (2)
Section Head – Licensing and Trading Standards
Housing – to be determined
Community Safety Manager, Cambridgeshire Constabulary
Inspector, Safer Communities, Cambridgeshire Constabulary HQ
Partnership Liaison Officer, GO-EAST

Attendance
When an agency fails to attend for more than 3 consecutive meetings action will be taken by the chair, initially writing a letter and seeking support from the Executive Board when necessary.

Voting
Each organisation will have one vote with the Chair having the casting vote. Any meeting with less than 4 members present (regardless of the number of advisers) will be deemed to be inquorate.

Reporting Framework
The Strategy and Performance Management Board will produce reports to the Community Safety Partnership about the performance towards the delivery of the Community Safety Strategy.

These reports will include recommendations about any areas of poor performance, any additional resources required to deliver targets or priorities, which cannot be addressed by the Board, and recommendations to amend any targets for service delivery. It will only highlight key areas requiring further strategic action by the Partnership and will not form an overview of the overall performance towards the Strategy objectives, which should be considered by the Strategy and Performance Management Board. The Strategic Lead will be responsible for presenting these reports to the Community Safety Executive Board.

The revisions to the Community Safety Strategy and associated action plans will be submitted to the Community Safety Partnership on an annual basis for approval. An end of year summary will also be presented to the Partnership in January each year highlighting the key performance areas and strategic actions undertaken by the Board.

The Strategy and Performance Management Board will receive at least quarterly reports from the sub groups.