(a)

there was a lack of focus on statutory requirements, for example reducing reoffending.  How had the group tried to drive that through Plymouth?  Unfortunately, there wasn’t the capacity or energy to do everything and therefore the focus should be on what had to be done and challenging what was being achieved;

(b)

there were many groups out there with similar aspirations and difficulties, all wanting to do the same thing but feeling disjointed.  A similar exercise had been undertaken with the Plymouth Safeguarding Children’s Board (PSCB) which was now a sub-group of the Health and Wellbeing Board;

(c)

since the demise of Plymouth 2020 it was thought that Safer Plymouth had lost some of its momentum.  It was important to regain this and focus on where it could make a greater difference but this would require members being honest about what could and couldn’t realistically be achieved;

(d)

with regard to CSE and using it as the focus of the Systems Leadership away day, it was suggested that as the group had not yet heard from Charlie Pittman nor had the PSCB reconvened to review its 11-point action plan, there would not be enough information available to the group to take this forward at this time;

(e)

concern being expressed at the fact that the Fire Service’s priority of ‘Safety in People’s Homes’ was not included in the performance report which had been agreed three months ago.  Members were reminded of the importance of bringing forward their priorities so that consideration could be given to collectively prioritising issues.  It was pointed out that the Fire Service was one of the least intrusive of all services entering households (home safety checks etc) and therefore had access to a raft of intelligence which could be shared with and used by partner agencies;

(f)

further to concerns highlighted at (e) above, and the fact that there had  been two recent fires in the City, as well as the significant event at Clowance Street, it was suggested that it may be worth spending time on 14 August to look at Systems Leadership way of working and establish leadership and responsibility roles.  In addition, alongside that, to look at the statutory requirements and priorities of the Partnership and consider how they should be discharged and by whom.

(1)

CSE is dropped from the agenda;

(2)

Sarah Hopkins engages with the facilitator to discuss the change of focus;

(3)

stakeholders be invited to comment on the Partnership’s performance and engagement.