After consultation with the members of our partnership committees in 2010, five orientations were chosen to guide and optimize the operations of the surveillance structure.
The SPVM clearly needs to make more focused, specialized choices, based on the realities faced by the personnel on the ground. Moreover, the partnership structure must give a strong impetus to the regions and the neighbourhood stations to promote innovation in terms of local partnerships. The consolidated partnership structure must also embrace a simple functional process that responds to both organizational needs and local realities.
The efforts of the partnership structure must be promulgated internally. To achieve this, care must be taken the structure is not seen as an exclusive partnership between the SPVM senior management and a few hand-picked partners. The structure’s contribution to daily police work must be promoted.
The SPVM must make the most of the experience and expertise of its partners in the achievement and pursuit of community relations and crime prevention initiatives. To this end, the new structure must encourage consultation with its partners on community relations and prevention strategies and actions.
It is crucial to support and assist the members of the partnership structure in the identification of the needs and expectations of their community or the group they represent, in terms of sense of security. To achieve this, the consolidated partnership structure must define the form and nature of the partnership and pursue strategies and means that leverage the strengths of both parties.
Members of the partnership structure must be aware of what is going on in the other committees. It is important for them to maintain direct discussions with each other about interesting initiatives or problems related to their own concerns. In other words, the consolidated partnership structure must foster knowledge transfer within a framework that encourages the continual sharing of information among the parties involved.
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