Whilst the principles of 'partnership policing' are commonly espoused, the associated challenges of capability formation, cultural change, and re-shaping modes of accountability within police organisations continue to hinder sustainability efforts. This paper tells the story of what we have learned, through a program titled 'Nexus Policing,' about the requirements for embedding new thinking and practice across ranks and units of a police organisation. The development and implementation of Nexus - managed by Victoria Police and the Australian National University - is examined in the context of an organisational shift from a 'programmatic-' to a 'principles-based' approach to service delivery and partnerships.