Abstract:
This case looks at the adoption by the city of Coventry, UK, of a 1998 law meant to enhance collaboration among public agencies to reduce crime rates. Coventry created a Crime and Disorder Reduction Partnership and hired staff to coordinate activities among the police, local government, public housing, nonprofits, and the business community (plus later, fire and the national health service). The law gave communities little guidance on what anti-crime activities to pursue, or how to coordinate them, yet it proposed to hold partnerships responsible for crime rates. This case traces Coventry's efforts to find mechanisms for implementation, as well as the spillover effects of the law onto other areas of potential cooperation among government bodies.
Learning Objective:
Students will gain an understanding of the challenges at the local level of implementing well-intentioned, but poorly specified, national legal mandates. They will see how an individual leader can make a difference in setting common goals and holding agencies accountability. They will also learn about some innovative collaborative approaches to crime prevention. This case can be used in courses about public management, about leadership, or about policing.
