Making it Happen From the Centre: Managing for the Regional Delivery of Local Crime Reduction Outcomes

• NCJ Number: 208696
• Author(s): Peter Homel; Sandra Nutley; Barry Webb; Nick Tilley
• Date Published: 2005
• Length: 28 pages
• Sale Source: Great Britain Home Office Research Development and Statistics Directorate
• Publication Format: Document (Online)
• Publication Type: Program/Project Description
• Language: English
• Country: United Kingdom
• Note: Home Office Online Report 54/04; downloaded February 10, 2005.

Annotation

This report presents lessons learned on how to manage the program delivery of the centrally-managed Crime Reduction Programme (CRP) in the United Kingdom.

Abstract

The CRP began in 1999 as a 3-year, well-funded cross-government commitment to using research-based initiatives to reduce crime in the United Kingdom. The program worked through an array of 20 separate yet linked crime reduction initiatives, most of which delivered at the local level. Structurally, the CRP was centrally managed although most program delivery was local. The three main goals of the CRP were: (1) to achieve a sustained reduction in crime; (2) to improve and disperse knowledge of best practices in crime reduction; and (3) to maximize the implementation of cost-effective crime reduction initiatives. The local crime reduction strategies that were implemented as part of the CRP were organized around five broad themes: (1) involve communities in the prevention of juvenile delinquency; (2) reduce community-level crimes; (3) develop systems resistant to crime; (4) develop effective sentencing practices; and (5) reduce recidivism among offenders. Late in 1999, the focus of the CRP program shifted from being a research and development program to being a program designed to drive down volume crimes like domestic burglary. The current report presents a review of the issues related to the form and level of central management for local program delivery. The report advocates the adoption of a partnership approach between central, regional, and local policymakers and practitioners. The partnership must work as an integrated system and the business model that is to be employed must be clearly articulated and understood. The partnership model is described and suggestions are provided for improving the overall management process and, in particular, the regional management process. Finally, the report encourages the “partnership model” for future central-regional-local management relationships for the delivery of crime reduction strategies in England and Wales. References, notes