Partnership Problems: Analysis and Re-Design
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PART N E R S HI P PRO B LE M S: AN ALYS I S A N D R E-DE SIGN Elaine El li s a , Joyc e For t une b an d G eoff Pet e rs c a
Department of Technology Management, The Open University, Walton Hall, Milton Keynes, UK b Technology Management Research Group, The Open University, Walton Hall, Milton Keynes, UK c Open Systems Research Group, Systems Strategy, The Open University, Walton Hall, Milton Keynes, UK Correspondence: Joyce Fortune, Technology Management Research Group, The Open University, Milton Keynes MK7 6AA, UK. E-mail: [email protected]
A b stra ct Multi-agency partnership working is becoming increasingly prevalent, particularly within and between the public and voluntary sectors. However, it is widely accepted that while this method of working brings the prospect of benefits, it also has the potential to be problematic. This paper looks at the difficulties experienced by one particular partnership and describes how the partnership used insight into the effectiveness of its structures and processes, to make changes to its design. The approach used to provide this insight was an application of the Systems Failures Method. This method is explained briefly in the paper and a summary of its application in this context is also given. Links are drawn with research work on partnerships in other contexts, and proposals are made about how the Systems Failures Method could be used at different stages of a partnership’s life in order to evaluate its design and monitor and improve its methods of working and its effectiveness.
Key wo rds partnerships; Crime and Disorder Reduction Partnerships; Systems Failures Method; Formal System Model; organizational re-design Crime Prevention and Community Safety (2007) 9, 34–51. doi:10.1057/palgrave.cpcs.8150034
Crime Prevention and Community Safety 2007, 9, (34–51) © 2007 Palgrave Macmillan Ltd 1460-3780/07 $30.00 www.palgrave-journals.com/cpcs
Crime Prevention and Community Safety 35
I n t ro ductio n
T
he Crime and Disorder Act 1998 (Stationery Office, 1998), and the Crime Reduction Strategy for England and Wales that followed it in 1999 (Home Office, 1999), stressed the importance of local organizations working in partnership with Local Authorities and the Police to tackle the causes of crime. The legislation led to representatives from the Police Service, Local Authorities and other bodies such as NHS trusts, the Fire and Rescue Service, the Probation Service, Youth Offending Teams, Drug Action Teams and Local Criminal Justice Boards being brought together to form 354 Crime and Disorder Reduction Partnerships (CDRPs) across England and 22 Community Safety Partnerships in Wales. Crime Reduction Directors in the 10 Regional Government Offices in England were required to scrutinize and support the performance of each local CDRP. Between 1999 and 2005, the Home Office awarded grants totalling £926.8 million to fund CDRP crime reduction initiatives. A report on crime reduction (National Audit Office, 2004) pointed to a 39% decrease in the number of crimes reported throug
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