Crime Reduction Programme
Managing regional delivery of crime initiatives
Using data collected for the main Crime Reduction Programme (CRP) implementation process review, this report draws out the lessons learned from delivering projects using a centre/region/local approach. It provides some suggestions for strengthening and improving the regional management and highlights the importance of the choice of governance model for regional management.
Title: Making it happen from the centre: managing for the regional delivery of local crime reduction outcomes
Author: Peter Homel, Sandra Nutley, Barry Webb, Nick Tilley (Home Office)
Series: On-line report 54/04
Date published: January 2005
Number of pages: 28
Availability: Download full report 
PDF 185Kb
The way forward: regional governance for local delivery
The report's key conclusions and recommendations are:
1. To achieve effective local crime reduction, programme delivery at all levels of the delivery stream need to be treated as a single integrated system. Even where regional management is employed, the central agency (Home Office) must be an active part of a delivery process.
2. The centre needs to be appropriately staffed and adequately resourced to contribute to the delivery process. Regional offices must also be appropriately skilled and capable of providing direct support to individual projects. The regions must keep the centre informed of progress towards targets and of any strategic and technical assistance required.
3. The business model must be clear, well communicated and understood.
4. The 'partnership' approach is recommended for use in developing future centre-regional-local management relationships for the delivery of crime reduction outcomes.
5. There must be adequate investment in resources and staff skills at every level of the delivery chain. In particular, the centre and the regions need to be capable of providing well-supported strategic guidance and technical assistance to local services.
6. The 'partnership' approach will encourage new knowledge that can be used to produce innovative policies and programmes. New skills will also be acquired and transferred across the management layers to be applied where and when they are required. The result is a continually evolving management system.
7. Action to achieve such a system goes beyond conventional planning and funding processes. Skill development and the knowledge transfer process need to be moved to the local delivery level.
8. The implementation of a "partnership" management model requires an open approach to centre/region/local relations that is structured, nurturing, sustaining and consistent. The process will change according to the requirements of a developing programme as it tries to reach its target.
Further information on why to regionalise management and how to make it work can be found in the full report.
Last update: Thursday, September 28, 2006