Learning From Diversity: The Strategic Dilemmas of Community-Based Crime Control (From Crime Control and Community: The New Politics of Public Safety, P 140-166, 2002, Gordon Hughes and Adam Edwards, eds. -- See NCJ-201097)

• NCJ Number: 201100
• Author(s): Adam Edwards
• Date Published: 2002
• Length: 27 pages
• Sale Source: Willan Publishing
• Publication Format: Book (Hardbound)
• Publication Type: Report (Study/Research)
• Language: English
• Country: United States of America

Annotation

This chapter discusses the identification of strategic dilemmas in community-based crime control that are generated by the public partnerships by virtue of their powers and liabilities and the actions of these partnerships.

Abstract

Strategic dilemmas are defined as situations where agents are faced with choices and the action taken undermines key conditions of their existence or their capacity to realize some overall interest. In this chapter, certain strategic dilemmas are identified that are generated by public partnerships by virtue of their powers and liabilities. Four strategic dilemmas are presented and discussed and associated with governing through partnerships: (1) cooperation versus competition; (2) openness versus closure; (3) governability versus flexibility; and (4) accountability versus efficiency. A concrete analysis is then provided of the experience of these dilemmas in community-based crime control partnerships in two cities, Leicester and Nottingham, in the East Midlands of England. Partnership arrangements provide opportunities for more innovative, dynamic and democratic government. However, they can also generate their own strategic dilemmas. Finally, lessons drawn from this experience for the prospective practice of community-based crime are discussed. References