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Date: April 29, 2024 Mon
Time: 11:44 pm
Time: 11:44 pm
Results for police partnerships
3 results foundAuthor: Jacobs, Keith Title: Making Sense of Partnerships: A Study of Police and Housing Department Collaboration for Tackling Drug and Related Problems on Public Housing Estates Summary: In recent years, interdepartmental partnerships within the public sector have been heralded as effective instruments for addressing complex social problems. For example, it is claimed that they can motivate staff and facilitate innovative practices that lead to improvements in service delivery. However, though partnerships are widely promoted as a panacea within the sector, there is a paucity of research that has looked at them from a critical perspective or examined how they operate in practice. The aim of this project is to explore the realities of partnership working by focusing on collaboration between the police and housing departments to tackle problems associated with illicit drug activity and anti-social behaviour (ASB) on three Australian public housing estates. The rationale for the project is that, though only a small minority of tenants are perpetrators, their actions can seriously blight the lives of their neighbours. Usually it is the housing department that responds to complaints relating to ASB but, in the more serious cases that are deemed criminal, the police also perform a role. Three locations were chosen as case studies. East Devonport in Tasmania and Girrawheen in Western Australia are areas with a large public housing stock. In East Devonport ASB and illicit drug activities are seen as nascent problems while in Girrawheen these problems are viewed as more pervasive, but to date there has been only limited collaboration between the police and housing departments. Collingwood in Victoria includes a large system-built housing estate that has become a location for the buying and selling of drugs. In Collingwood, police and housing departments have, for many years, worked on a series of partnership projects to address the problem and to enhance community wellbeing. The empirical component of the project entailed two stages. The first stage initiated meetings between the police and housing departments in order for them to agree to a memorandum of understanding (MoU) on partnership protocols. The second stage reported on existing and new activities undertaken by both departments over a twelve month period. The research methods entailed participant observation, secondary data collection and qualitative interviews with key personnel. The findings from the case studies are structured around three thematic areas: setting up partnerships, the benefits of partnerships, and the obstacles that can impact on partnership working. Details: Hobart, Tasmania: National Drug Law Enforcement Research Fund, 2007. 69p. Source: Internet Resource: Monograph Series No. 26: Accessed April 11, 2011 at: http://www.ndlerf.gov.au/pub/Monograph_26.pdf Year: 2007 Country: Australia URL: http://www.ndlerf.gov.au/pub/Monograph_26.pdf Shelf Number: 121312 Keywords: Antisocial BehaviorDrug Abuse and CrimeDrug EnforcementDrug MarketsPolice PartnershipsPublic Housing |
Author: Flannery, Kate Title: Police Force Collaboration: An Independent Review of the Warwickshire/West Mercia Strategic Alliance Summary: The global financial crisis in 2007 ushered in the era of austerity that now dominates much of the debate around public services - where do priorities lie, and how much of their cost can the public purse bear? For police forces the impact has been dramatic. The need to adapt policing models to meet changing and growing demands, with little real growth in income, had tested chief officers and police authorities for a number of years. But the coalition government has, since 2010, ramped up these challenges. All forces must now reduce budgets in real terms by up to 20 per cent over the five-year comprehensive spending review period, while attempting to satisfy local communities' demands for traditional/visible policing and transform operational practices to cope with internet-enabled crime that recognises no conventional boundaries. How have forces and Police and Crime Commissioners reacted to this challenge? Unsurprisingly, no silver bullet has been discovered - rather, a menu of options has emerged that encompass internal restructuring, savings programmes, outsourcing, regionalisation (mostly of specialist operations) and collaboration. HM Inspectorate of Constabulary has subjected forces' efforts to independent scrutiny and, while praising the achievement of budget reductions, has been largely critical of the failure to maximise collaborative opportunities. Indeed, it has identified some examples of retrenchment, despite the Home Office's expectation that collaboration would help forces meet the twin pressures of financial constraint and new policing demands. Against this background, the success of the collaboration between Warwickshire and West Mercia is notable. Its origins lie in discussions held in 2010 and early 2011 about the nature and extent of collaboration between the four forces in the West Midlands region. The region had a strong track record of productive working together, especially on specialist operations and protective services, but the four could not agree on how to move the agenda on. Concerned about their future prospects outside a regional collaborative framework, Warwickshire and West Mercia chief officers and police authority chairs agreed to embark on what became known as a 'strategic alliance'. After the dissolution of police authorities the newly elected Police and Crime Commissioners (PCCs) determined to continue with the alliance. Three years on, the bulk of policing and support services across the two force areas are delivered under unified leadership and processes. As a model of integrated police provision it has much to commend it, offering local people greater protection from harm and value for money. But despite a confidence in the Strategic Alliance and its impact, chief officers and the PCCs did not want to rest on their laurels and invited the Police Foundation to conduct an independent review. This looked critically at both achievements and lessons to be learnt, and identified ways in which the Alliance could progress. The work is summarised in this report, focusing on: - clarifying leadership roles; - strengthening accountability and governance; - securing a cultural identity for the Alliance without losing what is valued about Warwickshire and West Mercia as individual entities; - improving the ability to manage organisational change and resolving anomalies in structure and processes. Our conclusion is that the Strategic Alliance forged by Warwickshire and West Mercia is a beacon of collaboration that others can learn from, notably the integration of operational policing across force boundaries and the harmonisation of finance, HR and estate services. (A note of caution, however; its success is rooted in similarities of policing environment, culture and working practice that make its full replication elsewhere less than straight forward.) Details: London: Police Foundations (UK), 2014. 36p. Source: Internet Resource: Accessed July 29, 2016 at: http://www.police-foundation.org.uk/uploads/holding/projects/police_force_collaboration.pdf Year: 2014 Country: United Kingdom URL: http://www.police-foundation.org.uk/uploads/holding/projects/police_force_collaboration.pdf Shelf Number: 135834 Keywords: Police AdministrationPolice CollaborationPolice Partnerships |
Author: Centre for European Policy Studies (CEPS) Title: Criminal Justice and Police Cooperation between the EU and the UK after Brexit: Towards a principled and trust-based partnership Summary: Brexit poses major challenges for future interaction between the EU and the UK in the areas of criminal justice and police cooperation. A new legal framework will be required to sustain the EU's relations with the UK - an active participant in numerous EU criminal justice and police cooperation instruments - once it leaves the Union. The negotiations on the exit of the UK from the EU must grapple with the crucial question of how and to what extent can the two parties continue to maintain effective arrangements for fighting cross-border crime, while at the same time guaranteeing compliance with the rule of law and fundamental rights. This report is the result of intensive deliberations among members of a Task Force set up jointly by CEPS and the School of Law at Queen Mary University of London (QMUL), who met regularly throughout the first half of 2018. It examines the feasibility of retaining the current EU-UK framework for cooperation in these critical fields and explores possible alternatives to the status quo. It also delves into the conditions under which the UK could continue to participate in EU instruments and relevant EU agencies engaged in cooperation in criminal matters and to have access to justice and home affairs databases and other information-sharing tools. In their conclusions, the members offer a set of specific policy options for the EU and the UK to consider after Brexit with a view to developing an effective partnership in the areas of criminal justice and security based on trust and shared values. Details: Brussels: CEPS, 2018. 192p. Source: Internet Resource: Accessed September 4, 2018 at: https://www.ceps.eu/system/files/TFR_EU-UK_Cooperation_Brexit.pdf Year: 2018 Country: Europe URL: https://www.ceps.eu/system/files/TFR_EU-UK_Cooperation_Brexit.pdf Shelf Number: 151339 Keywords: BrexitInformation SharingPartnershipsPolice CooperationPolice PartnershipsSecurity Cooperation |