Community Safety Partnership Development Programme

Overall Aims of the Programme

“The aim of the programme was to develop and enhance the existing leadership capabilities within the Crime and Disorder Partnerships in a Large Metropolitan Police Force area. The CLI was completed as part of the pre-session tasks. The results were applied to practical learning sessions during the two days of each of the two cohort programmes.

The content focused primarily on Empowered and Effective leadership, Commissioning, Evaluation and Interpretation, Community Engagement and how community safety can be considered in all policy making). The programme addressed keys skills that had been identified for working across public partnerships and focused on both organisational and individual levels, prioritising the need for working across networks.

Who was the target audience?

The programme was targeted at Senior Managers/Leaders from public authorities (50 delegates across two cohorts each of two days duration)

Brief Analysis

Familiar patterns are evident although perceptions were much stronger across this partnership grouping. Different partnership members worked together in these two cohorts. The strongest value in terms of participant perception was the extent to which the partnership engaged with the public, particularly within their respective teams. There was also a positive response in terms of sharing resources. Areas for further development included public perception measures and the building of skills and behaviours.

Transformational Leadership Inventory (TLI

The transformational leadership survey showed very similar patterns to the local authority and private sector company in that leaders did not set clear goals nor empower. These gaps were discussed during the sessions and were recognised by participants. The discussions alongside the findings were instrumental in informing a further revision of the CLI which has now been adopted within this website.

The TLI is discussed further in the Leadership Quomodo web-chapter.

Health Inequalities Partnership

Who was the research aimed at?

The Collective Leadership Inventory was completed by Local Strategic Partnership members/executives, non-executive directors and public and community representatives engaged in tackling inequalities in health in this Merseyside local authority area. The research was funded by the North West Improvement Network (NWIN).

What is collective leadership? Our briefing to respondents

For our work with you, your organization and your partners, we are looking at public leadership. By referring to ‘public leadership’, we do not view this - as most people do – as belonging to ‘an individual’ but rather as something that belongs to many individuals who collectively focus on achieving public good – whether this is improved health, safety, education or jobs. In the case of our work in Merseyside the focus is on looking at the role of collective leadership and partnership working in tackling inequalities in health.

Brief Analysis

Most felt that partners were aligning priorities with the collective vision in tackling health inequalities. More needs to be done to engage with the public and other partners, align skills and behaviours to the overall vision and in sharing of resources, information and intelligence. In terms of outcomes, improvements in evidence-based assessment, joint monitoring and problem solving are required. Governance, innovation and stakeholder legitimacy were considered for improvement along with a commitment to continuous improvement. Perceptions on the legitimacy perceived by stakeholders varied between the executives, non-executives and elected members (who were generally positive) and community and public representatives who perceived this quite negatively.

You can look at a very brief illustration of the differences between the different levels of the CLI (Executives, Non Executives and Community/Public Representatives)

CLICK HERE.