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Time: 12:18 pm

Results for partnerships in criminal justice

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Author: Kelman, Steven

Title: Are There Managerial Practices Associated with Service Delivery Collaboration Success?: Evidence from British Crime and Disorder Reduction Partnerships

Summary: Little empirical work exists measuring if interagency collaborations delivering public services produce better outcomes, and none looking inside the black box at collaboration management practices. We examine whether there are collaboration management practices associated with improved performance of Crime and Disorder Reduction Partnerships, a crossagency collaboration in England and Wales. These exist in every local authority in England and Wales, so there are enough of them to permit quantitative analysis. And their aim is crime reduction, and crime data over time are available, allowing actual results (rather than perceptions or self-reports) to be analyzed longitudinally. We find that there are management practices associated with greater success at reducing crime, mostly exhibited through interaction effects such that the practice in question is effective in some circumstances but not others. Our findings support the arguments of those arguing that effective management of collaborations is associated with tools for managing any organization, not ones unique to managing collaborations: if you want to be a good collaboration manager, you should be a good manager, period.

Details: Cambridge, MA: Harvard University, John F. Kennedy School of Government, 2011. 62p.

Source: Internet Resource: HKS Faculty Research Working
Paper Series RWP11-011, John F. Kennedy School of
Government, Harvard University: Accessed March 7, 2013 at: http://nrs.harvard.edu/urn-3:HUL.InstRepos:4723208

Year: 2011

Country: United Kingdom

URL: http://nrs.harvard.edu/urn-3:HUL.InstRepos:4723208

Shelf Number: 127864

Keywords:
Crime Prevention
Criminal Justice Management Practices (U.K.)
Interagency Collaborations
Partnerships in Criminal Justice