Newquay Safe - Governance and Structure Version 9.4

Newquay Safe - Governance and Structure Version 9.4

Newquay SafeGovernance and Structure

1 Purpose

1.1 The purpose of this proposal is to recommend a revised structure and governance arrangements for the Newquay Safe Partnership taking into account the need for the partnership to focus on the priorities associated with alcohol related crime and anti-social behaviour, safeguardingyoung people and the night time economy within the coastal community. The partnership, particularly Devon and Cornwall Police and Cornwall Council is also faced with the challenges of reducing budgets and resources.

1.2 Aligned to this there is an opportunity to encourage greater community engagement in support of the partnership using the ‘Safe and Secure’ Neighbourhood Agreement for Newquay as a tool for promoting greater civic pride.

1.3 Newquay Safe has become synonymous with a wide range of initiatives, not all of them targeting the priorities above and this is an opportunity to create a slimmed down, but effective structure that will support the work of the partnership over the next few years.

1.4The Safe and Secure Neighbourhood Agreement was launched in March 2011and has focused on identifying local issues and to agree a minimum standard of service delivery that partners will work together on, recognising shared responsibilities. Newquay Safe will focus on its new core objectives referred to in s1.1 of this document. All other issues raised that sit outside of the priorities in s1.1 of this document will be picked up by the Safe and Secure Neighbourhood Agreement.

1. Background

2.1 The Newquay Safe Partnership was established on 28 July 2009 and consists of officers from a range of different Cornwall Council services and partner organisations including Devon and Cornwall Constabulary, Visit Newquay, Newquay Town Council, Cornwall Fire and Rescue Service, the Maritime Coastguard Agency and SW Ambulance. These organisations work with local town councillors, Cornwall Councillors,voluntary and residents groups and business representatives to deliver the objectives of the partnership.

2.2 The Partnership was created to address the many complex and varied issues that Newquay faced when it was established ,responding to growing concerns about alcohol related anti-social behaviour within the town and the tragic loss of two young lives.

2.3 Newquay is the largest tourist destination in Cornwall. It is known internationally as a world class surf venue. Whilst marketed as a family oriented resort and a resort for people of all ages, in recent years it has become a destination for young people and also a popular destination for ‘stag’ and ‘hen’ nights. For example eachyear Newquay sees an influx of post GCSE students arriving in town to celebrate the end of their exams. Approximately 2,000 plus young people arrive over a two week period in the first two weeks of July.

2.4 In July 2009 there were two fatalities and 1 serious injury of youngsters falling off cliffs in Newquay at night. There was also a serious injury to a 33 year old who also fell off a cliff. In all cases alcohol may have been a contributory factor. These events brought significant adverse response from the local community and negative local and national press coverage.

3 The Role of the Partnership – 2009 to date

3.1 The role of the partnership up to February 2015 has been to:

1. Work with local people towards long term sustainable solutions for the town.
2. Raise awareness of the dangers of alcohol related anti-social behaviour.
3. Work together to proactively enforce licensing regulations.
4. Promote responsible behaviour within the town.
5. Promote Newquay and help it to evolve as a safe and enjoyable place to visit.
6. Welcome and encourage tolerance within all parts of the community.
7. Hold regular partnership meetings to ensure all partners are kept aware of and informed on the many and varied individual projects being undertaken by all the partners.
8. Hold strategic steering group meetings to ensure all wider, non-operational partners, are kept aware of and informed on the many and varied individual projects being undertaken by all the partners.
9. Provide timely updates of developments within the thematic work streams.
10. Provide timely briefings for all councillors with general updates regular partnership operation meetings to ensure all partners are kept aware of and informed on the many and varied individual projects being undertaken by all the partners.
11. Issue regular, timely, information through news releases to the media and press.
12. Respond promptly to enquiries from the media and press
13. Provide copies of all relevant correspondence, including news releases and project updates, to all partnership members.
14. Respond promptly to enquiries from stakeholders and all interested parties.
15. Liaise regularly with all stake holders

2.2 Newquay Safe currently has three key communication objectives:

1. To achieve maximum positive impact in the local and national media for issues in Newquay.
2. To improve public confidence in the Newquay Safe partners: Cornwall Council, Devon & Cornwall Constabulary, Cornwall and Isles of Scilly NHS and others.
3. To show – through our initiatives and activities - that we are listening to our communities

3.3 The key communication message is that ‘we want to enhance Newquay’s environment and atmosphere for everyone’

3.4 The partnership has a media plan which informs how the partnership works together to respond to media enquiries and to promote the work of the partnership.

4 Project Management

4.1 The partnership is currently project managed jointly by the Assistant Head of Communities and Devolution at Cornwall Council and the Commander, East Cornwall LPA, Devon and Cornwall Police.

4.2 When the partnership was established in 2009 it was envisaged that it would take 10 years to bring about a sustainable solution to the issues facing the town. In 2009 the partnership faced a number of critical issues that required an immediate response. However it was also acknowledged that other issues would require a longer term approach. Therefore a number of objectives for the partners were agreed that would address short medium and long term priorities. These initiatives and projects are encapsulated in anAction Planthat allows the overall Newquay Safe project to be properly managed and reviewed.

4.3 To help monitor progress of the various projects and initiatives aAction Plan Document is used. This is essentially a matrix of projects grouped into key areas : ‘project management’, ‘vision and policy development’, ‘communications and marketing’, ‘operational projects’, ‘environment’ and’ regulatory’. Each project is assigned a lead person and current status indicator. These are – Green = light touch; Amber=potential concerns to be monitored; Red =critical response required. The overview document is updated as required and used as an ‘action plan’ at partnership meetings.

5 Current Governance and Structure

5.1 The current structure is as follows:

Note: in the original structure when the partnership was in crisis management there was also a Strategic Group [Chief Executive / Directors / BCU Commander / Cabinet Member (as needed)]and a Reference Group [Key service experts called upon as requested].

6 Key Achievements

6.1 Since 2009 a significant number of coordinated responses have been delivered. These include:

Exodus – supporting a ‘safe environment’ for post GCSE visits to the town by under 18 year olds. Working with licensees who deliver alcohol free club events. Promoting safe transport to and from out of town campsites. / Streetsafe – Police/ ambulance service, street pastors youth service. Targeting and support of vulnerable and intoxicated individuals, plus after care as required – reducing the need for hospitalisation / Enforcing underage drinking, test purchasing and proxy buying.
Targeted national school campaign on beach safety and social responsibility / Coordinated support for young people whilst visiting the town - Youth Services and Street Pastors / Enforcing a Newquay wide Designated Public Place Order (DPPO) zone
Messages to parents ‘Follow You Home’ scheme, parents supplying alcohol to under 18s / Overcoming the negatives perception of Newquay including national media. Co-ordinated marketing and media strategy. Delivering positive messages about Newquay. Supporting the BID team / Successfully retaining a comprehensive CCTV asset - improved CCTV
Proactively involving the community in civic responsibility / pride initiatives - Neighbourhood Agreement Pathfinder / Co-ordinated safeguarding activity supported by LSCB and Safeguarding Adults – ‘Guidance for Accommodation Providers’ / Alcohol and drug detection
Summer policing strategy – highly visible policing, Operation Brunel etc. / Enforcing licencing / Proactively involving local pubs and clubs - Pubwatch
Turning around negative local public opinion – working with local resident associations and community groups / Environmental improvements –e.g. toilets, fencing

7 Governance and Structure Review

7.1 The partnership has nowpassed the half way stage in the 10 year plan to deliver a step change in making Newquay a safe and secure place to live and visit.

7.2 A number of factors have been identified that are having an impact on the future structure and governance of the partnership.

7.3 Asignificant amount of work has been undertaken since 2009 to move Newquay away from a position where the local community felt that little was being done to address their concerns about the impact of the night time economy on the town.

7.4 Recent evaluation has shown that crime has been reduced. There have been significant reductions in recorded crime including violence, theft and anti-social behaviour. Licencing and planning enforcement has also reduced incidences of non-compliance and resulted in specific enforcement action where justified. The local community now feel that more control has been exercised in regulating the night time economy and addressing incidences of ASB.

7.5 In summary it is considered that the crisis situation which erupted in 2009 has been largely overcome and that the partnership is now working to encourage, support and deliver more preventative measures that will support a longer term sustainable approach.

7.6 Recent budget reductions implemented by Cornwall Council and the Devon and Cornwall Constabulary will mean that there will be less resources available in the future to support partnership work. This predominantly relates to human resources rather than financial since the partnership has never had a substantial financial budget to work with. Most of the costs have been absorbed primarily by Cornwall Council and the police.

7.7 In past years the Coordination Group has benefited from the attendance of officers representing a wide range of services and partners; necessary due to the diverse range of issues which the partnership faced and the need to deliver a comprehensive and collaborative response. In the future it is expected that the partnership will shrink to an optimum size, comprising of officers that are required to attend monthly and weekly meetings. Communication will still be maintained with other services but only if it is necessary and appropriate to do so.

7.8 Since 2009 the value of the Strategic group has also been recognised asan important element of the structure, acting as it does in an advisory capacity and through Cornwall Councillors and local town councillors, providing strategic direction. As time has progressed the timings of meetings has reduced from bi monthly to quarterly reflecting that the partnership has overcome the critical issues it faced in 2009.

7.9 Attendance at both previous coordination group and steering group meetings has fluctuated, possibly due to increasing pressures resulting from cuts to services and other priorities taking precedent.

7.10 The enhanced working relationship with the town council, driven by the localism and devolution agenda has also meant that the local town council are in a better position to take a greater role in supporting the partnership.

7.11 Therefore this is an opportune time to consider how the partnership can be best managed in the future, bearing in mind the need to maintain its proven effectiveness. The following draft recommendations propose the adoption of revised management structure which will simplify the partnership, taking into account reduced resources.

8. Recommendations

8.1 To adopt the following recommendations to focus on the priorities associated with alcohol related crime and anti-social behaviour, safeguarding young people and the night time economy within the coastal community as per s1.1 of this document. The Safe and Secure Neighbourhood Agreement was launched in March 2011and has focused on identifying local issues and to agree a minimum standard of service delivery that partners will work together on, recognising shared responsibilities. Newquay Safe will focus on its new core objectives referred to in s1.1 of this document. All other issues raised that sit outside of the priorities in s1.1 of this document will be picked up by the Safe and Secure Neighbourhood Agreement.

i Taking account of reducing resources, that Newquay Safe focuses on challenges of drink related crime and ASB, safeguarding young people and the night time economy including overseeing a media and communications plan that supports the above priorities.

ii To create a small strategic group comprising of representatives from Cornwall Council, Devon and Cornwall Police and Newquay Town Council and business community. The group will act as the strategic lead for the Newquay Safe Partnership taking account of available partner resources. The group will work to terms of reference agreed by the partners. The group will agree the partnership communication and media plan. The group will act collectively to respond to media enquiries. The group will meet quarterly (or as required) to review and evaluate progress and agree the future direction of the partnership. The group will be supported by a secretariat.

iii The strategic group will replace the existing steering groupwhich will be disbanded and the existing joint project management arrangement.

iv To support residents and businesses in continuing to have direct contact with councillors at town and county level,Devon and Cornwall Police, business and community representative organisations in identifying issues associated with the core priorities of Newquay Safe as detailed in s1.1 (above). The Newquay Clean and Secure Neighbourhood Agreements have provided local residents and stakeholders with a valuable means of engaging directly with the relevant responsible officers on a wide range of issues, many of them outside the Newquay Safe remit. This function will continue, and as stated in s1.4 (above), issues raised that reflect the core priorities of Newquay Safe will be escalated to the Newquay Safe Coordination Group. If the issues are not within the core focus of Newquay Safe (s1.1 above) they will be dealt with via the Neighbourhood Agreement function.

v To continue with monthly andweekly summer Co-ordination Group meetings but reduce the number of officers and partners required to attend meetings tokey officers. The monthly Co-ordination Group meetings will be supported by a secretariat.

vi To maintain email/ virtual contact with a reference group i.e. officers/partners who will have an interest in the work of the partnership but for whom there is no requirement to attend meetings. The exception to this would be when a particular issue arises that requires an officer with specialist knowledge to attend a co-ordination group meeting.

vii To maintain the Action Plan document as the primary project control for the Co-ordination group.

viii To dispense of the annual evaluation event which has not been well attended in recent years and build ongoing evaluation and review into the strategic group, co-ordination group and existing resident meetings.

ix Newquay Safe web site will be reviewed and continue to be administered by the CC Communities and Devolution Team, via the Cornwall Council website.

x To support greater community involvement in maintaining a safe and secure town by:

• Increasing the role of voluntary, community, faith groups and local businesses to help deliver Newquay Safe Partnership priorities e.g. Street Pastors, volunteer environmental improvement projects, Pubwatch, Shopwatch etc.
• Exploring a workable way to engage young people in the work of the partnership

xi Revising the Communications andMedia Plan to take account of the above

8 Revised Newquay Safe Governance and Structure

Newquay Safe Proposed Structure

Appendix 1

Existing Overview of Newquay Safe Initiatives and Projects

Appendix 2

Membership of Strategic Group and Coordination Group

Strategic Group

Assistant Head of Communities and Devolution (C&D) / Mid Area Manager C&D - Cornwall Council

Commander, East Cornwall LPA - Devon and Cornwall Police

Sector Inspector - Devon and Cornwall Police

Newquay Town Council Clerk or appointed deputy in their absence

Community Link Officer – Cornwall Council

2 Newquay Town Councillors

2 Cornwall Councillors

Newquay Chamber of Commerce – Chairman or appointed representative