Norfolk and Suffolk Police – the story so far Assistant Chief Constable Charlie Hall Norfolk Constabulary (Collaboration) & Anne Campbell Head of Corporate Communications Norfolk & Suffolk Constabularies

The scale of the financial challenge faced over the next four years… Norfolk Constabulary: £24million Suffolk Constabulary: £13.5million

Programme Management Office Five main portfolios of change: All co-ordinated via the joint Programme Management Office

Norfolk – Suffolk Collaboration Preferred Police Partnership with Suffolk Constabulary and Police Authority Jointly agreed collaboration strategy to maintain local identity whilst strengthening both forces Joint Statutory Committee established: facilitates decision making Monthly joint Chief Officer Team face to face meetings supplemented by regular videoconferencing Joint Programme Management Office and Joint Strategic Change team with shared resources led by an Assistant Chief Constable

Business Support Review Creation of a shared services partnership (publicly applauded by Home Secretary) 4 year programme HR (inc. L&D), Finance, Professional Standards, ICT, Estates and facilities, Change Management, Procurement and Supplies, Transport Services, Corporate Communications Minimum of £9.8m annual revenue savings after 4 years One-off costs of £8.3m to realise benefits Creates enabling platform for wider operational collaboration

Operational Collaboration Joint Justice Services Command established in September 2010 covering joint: Police Investigation Centres (cells) Custody resourcing Custody Investigation Units Criminal Justice departments Control Room / Call Handling review underway

Protective Services Many joint protective services functions already in place (Major Incident Team, Special Branch, Economic Crime Unit, Source Handling, Firearms Licensing, Dogs) Joint Assistant Chief Constable for Protective Services appointed and driving agenda forward Convergence path towards a fully joint Protective Services department agreed Some regional delivery of protective services functions through Eastern Region Special Operations Unit (ERSOU) Protective Services project board overseeing delivery

Connected Activities Programme management office and joint change teams established Joint ICT strategy agreed for convergence, including Microsoft development Job evaluation scheme being rolled out in both forces to assist harmonisation of Terms & Conditions Video conferencing facilities proving invaluable and cutting travel costs Sharing of Suffolk air support Policy and procedure alignment Regional collaboration (Eastern Region Serious and Organised Crime Unit)

Corporate Communications – The Plan High level implementation plan for a joint Norfolk/Suffolk service agreed by chief officers in December 2010 following Business Support Review findings Functions will include reactive media, digital media, community engagement, public affairs, proactive media and marketing, design and print capability Joint unit will be expected to save approximately 50% of current cost of two separate units – streamlined management, fewer functions and fewer people Joint head in place 2011 reporting to lead Deputy Chief Constable for corporate communications (Suffolk’s Jacqui Cheer)

Joint Communication Activity Both forces’ communication departments have been gradually working closer together, harmonising messages, channels, processes and procedures…but a long way to go! All messages about collaborative activity are jointly agreed and communicated at the same time using parallel channels Both communications team leads share membership of the joint Chief Officer Team meetings to influence comms at strategic level Media management takes on additional complexity to avoid unhelpful comparisons between the forces (stats) and unfortunate juxtapositions of proactive PR stories

Next steps Joint branding issues subject to recommendations due to go before June meeting of chief officers – need for consistency and clarity Implementation of the BSR to create a joint corporate communications department well underway (all collaborative activity is now mapped and scheduled) Bulk of work to collaborate corporate communications is expected to be achieved within six months but before end April 2012 Decisions and impacts are risk assessed Joint meetings with staff to be held with increased frequency to keep communication flows healthy, to build relationships and ensure transparency of process

Thank you Any questions?