Whilst the Police are clearly the main organisation responsible for tackling crime in Leicester, Leicestershire and Rutland, they cannot do this in isolation. A wide range of working relationships are essential to make sure that the best laid police and crime plans are effective.

These working relationships are often termed “partnerships”, and these partnerships can take various forms. Often these relationships are fluid, but certain partnerships are deliberately structured, in order that common objectives can be achieved.

 Strategic Partnerships

Across Leicester, Leicestershire and Rutland, we have an excellent structured partnership model, called the Strategic Partnership Board. The Strategic Partnership Board (SPB) brings together stakeholders who are key to the delivery of the Police and Crime Plan and sets the strategic direction for Community Safety and Criminal Justice priorities in order to reduce crime and the fear of crime across Leicester, Leicestershire and Rutland. This strategic level group is positioned to influence organisational systems, processes, agreements and operations in order to deliver a fair and effective local Criminal Justice System, allocate resources, and work collaboratively to achieve the maximum effectiveness of Police and partner responses to crime and disorder.

A partnership executive board serves to ensure that the priorities identified by the Strategic Partnership Board are delivered through oversight of the work of a number of subgroups, covering a range of areas including reducing offending and reoffending, supporting victims and witnesses, tackling antisocial behaviour, delivering community safety, and ensuring effective performance management. This partnership ‘structure’ also maintains links with Boards and groups within related sectors such as the Health Service, and Social Care.

Commissioning Partnerships 

Many of the PCC's own priorities are shared by partners, and vice versa. To make sure that local strategies which reflect these priorities don’t operate in isolation and therefore potentially lead to duplication of effort and expenditure, the Commissioner is working with related Boards and groups, for example, Community Safety Partnerships, Children and Young People’s Commissioning Boards, Criminal Justice Substance Misuse Commissioning Board, and using them to assist with commissioning processes.

 Provider Partnerships

Another key relationship that the Commissioner considers essential is the one with “providers” of services, ideas, and solutions, to whom both he and the wider Strategic Partnership Board can look for help in responding to identified areas of need. The Commissioner is interested to hear from all organisations that have ideas and offer solutions, and that can tell us more about what can be achieved through what level of investment. He is also very keen to hear from organisations who can tell him more about their outcomes as they relate to his priorities within the Police and Crime Plan.

In addition, the Commissioner is particularly keen to develop on-going positive relationships with the voluntary and community sector.

If you wish to register your interest as a “provider” to receive notice of all tenders, you will need to register on our online procurement system (Bluelight). Once registered, you will receive automatic alerts when tender opportunities become available. To register, please visit Bluelight website and then using the links within the “Supplier’s Area” box, you can register or obtain user guides to help you through the five minute, free process.

More information is available on the Commissioner's Commissioning Framework.


 Community/Public/Victim Partnerships

The Commissioner believes that “grass roots” dialogue with the public, communities and the victims of crime helps safeguard the achievement of his strategic objectives, and ensures that plans are developed with the impact on the individual and community in mind. Relationships close to the ground are therefore highly valued, and the Commissioner is exploring how these partnerships currently operate and how he can support and, where needed, help to improve these arrangements.