The document discusses how partnerships between police and other public services can continue delivering citizen-focused services in tight fiscal times. It emphasizes that effective partnerships require leadership to develop intelligence-led strategies and convert relationship-building into tangible community benefits. Partners must invest in understanding each other's priorities and issues, and work together to resource strategies that solve problems and consistently reflect a shared understanding of local concerns around community safety.

1. How can partnerships deliver citizen focused services as resources get tighter”

2. Superintendent Paul Unsworth Durham Constabulary 26 th March 2010

3. Lots of Direction, Guidance & Standards Hallmarks of effective partnerships Citizen Focus hallmarks Policing Pledge Confidence Road Map Home Office Research Papers Safe and Confident Neighbourhood Strategy Protecting the Public: supporting the police to succeed Report of the High Level Working Group on Value for Money Working for the Public Productivity Framework

4. Key Issues Leadership - everybody talks about this but what do productive partnership relationships really look like? Intelligence led or performance dragged? Resource the strategy

5. Context Sir Ronnie Flanagan “The Home Office’s Comprehensive Spending Review settlement of inflation only increases will translate to tougher police funding settlements, which will demand greater efficiency and productivity if the Police Service is to continue to deliver high quality policing to the public”.

6. More context Economy – sustain delivery, balance budgets Election – the emphasis might shift but the issues stay the same Change is everyday business – need to focus on the key issues Single indicator - what does excellent performance look like in these circumstances – value for money? Productive and efficient resource management comes more into the equation

7. Citizen Focus What’s the combined effect There’s a wider public service context it’s also about relationships between partners and converting these into tangible community benefits. Citizen focus as an expression of the relationship between agencies including the voluntary and business sector.

8. Leading partnerships It’s not really about structure - first find your leaders & go out of your way to support them, take a long term view – don’t be precious, refuse to get upset; Community Elected members Public & Voluntary services Build the processes around the leaders convert the relationships into achieving outcomes Culture – set aspirations very high e.g. co-location isn’t about sharing the fridge and the kettle it’s about integration – genuine collaboration – the key to efficient performance.

9. Avoid the temptation of creating an illusion of good performance. It’s really about the issues – focus on intelligence. Build the intelligence requirement around the risks to performance improvement. OK, counting crimes and incidents is important but it’s really about assessing harm and how people feel, the impact on people in terms of; Victims Offenders Communities Invest in the shared understanding - do the priorities reflect the issues. Deliver information to the right people in a way which helps them to deliver. Problem solving – aspire to constant improvement – building infrastructure community engagement is the key. What do members of the public really think? Social marketing? Who claims the credit? Does it really matter? Intelligence / Performance

10. Resources – give & take Balancing Local & National considerations - communicating the issues, counter terrorism, serious and organised crime, public safety, reassurance, volume crime, anti-social behaviour do partners really understand all of our issues? Do we really understand theirs? Working independently to support the plan and working together to support the plan Resource the strategy – reconfigure existing resources around the problems

11. Summary Its about partnership leadership & relationships do these convert into effective deployment How strong is the joint intelligence infrastructure? Is business done in a way which consistently reflects the shared understanding of the local issues including community safety and public protection? Is this reflected in the way in which the delivery chain is set up within organisations and in partnership? Does it demonstrate value for money?