Vision
The vision for the Safer Leicester Partnership Board is;
To ensure that all citizens of Leicester feel safe within their communities and benefit from an improved quality of life and well being as a result of partnership action to reduce crime, disorder and substance misuse.
Aim of the Partnership
The Board, as well as working to meet its vision, also works to meet the objective identified in the Strategy for Leicester. That is, to ensure that our city and neighbourhoods have low levels of crime, drug misuse, racism and anti-social behaviour. The Board’s overall aims are;
To work effectively in partnership to prevent & reduce offending.
To establish and promote effective responses to reduce crime and the fear of crime.
To engage communities and victims affected by crime to identify issues/ concerns together with appropriate responses and solutions.
To reduce the harm caused by substance misuse to communities, individuals and their families.
To reduce drug related crime and associated anti-social behaviour.
To work in partnership to improve outcomes for vulnerable young people including those who have offended or who are at risk of offending.
Responsibilities of the partnership
The Board meets monthly/ bi-monthly. The Board’s core responsibilities are;
To ensure joint leadership for reducing crime and the fear of crime in Leicester by exercising a leadership and governing role thus ensuring statutory compliance.
To work together to prepare and deliver medium to long-term strategy including the crime and disorder strategic assessment and plans, the Youth Justice Plan, DAAT Treatment Plan and the Change for Young People & Drugs (Every Child Matters) in line with government guidance.
To ensure co-ordination across the various plans and initiatives of the Partnership.
To co-ordinate the allocation of funding within the Partnership and maximise income (and other resources) from different agencies and funding streams including the LAA. Ensuring that appropriate resources are provided to the YOS to deliver effective youth justice service.
To ensure effective performance management and delivery of the Partnership’s outcomes, reporting relevant information to Leicester Partnership, as well as to other accountable bodies or partners of strategic interest – for example, GOEM.
To ensure appropriate information sharing processes are in place for effective decision making by the Board and its partners.
Produce a community engagement strategy to ensure a joined up and coherent approach across partner agencies
To ensure the knowledge and skills available are appropriate to deliver the aims and objectives of the partnership.
Structure
The Partnership structure reflects the priorities as identified via the Strategic Assessment focusing on five strategic priorities:
Stronger Neighbourhoods
Reducing Re-Offending
Drugs & Alcohol
Violent Crime
Acquisitive Crime
Each strategic priority area has a Board member who has assumed the role of group Chair.
The delivery group Chair are accountable to the wider Partnership for the achievement of strategic targets in their respective areas. The delivery Chairs are supported by named operational officers from the partnership Development Team.
The attachments below is the structure of Safer Leicester Partnership
Members of Safer Leicester Partnership Board
- Leicester City Council including corporate director for Children’s and Young Peoples Service and Adults and Housing and Cabinet Member of Community Safety and Housing.
- Leicestershire Constabulary,
- Leicestershire & Rutland Probation Area
- Leicestershire Fire & Rescue Service (According to the Police Reform Act 2002 It should be the LLR Combined Fire Authority that is the rep– not the Fire & Rescue Service)
- Leicester’s Primary Care Trust,
- Leicestershire Police Authority
- HM Court Service/ Crown Prosecution Service
- Chair of the YOMB
- Chamber of Commerce
- Leicester Criminal Justice Board (LCJB)
- Leicester Alliance for Victims and Witnesses
- A representative from a voluntary sector umbrella organisation
- And officers in attendance
Role of members
To represent the views of their organisations in discussions.
To acknowledge and work to overcome any potential tensions between member organisations.
To make decisions on behalf of the organisation they represent.
To ensure that all commitments to the partnership are included within their plans and performance monitoring arrangements of the organisation they represent.
To ensure actions for which they are the identified lead are progressed.
To ensure that issues blocking delivery of actions are brought to the attention of the Board.
