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Pitfalls |
Ways of Avoiding Pitfalls |
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Partners are reluctant to commit to action.
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- Identify levers / incentives, e.g. evidence of public concern,
costs, benefits available resources.
- Establish the ‘What’s in it for me?’ incentive for all
partnership agencies/stakeholders
- Seek involvement of senior managers
- Regularly review
steps needed to seek/reinforce senior management commitment within
key agencies, and to keep all those within agencies with an interest
informed of relevant developments.
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Conflict between partners |
- Ensure senior managers of all participating agencies sign up to a
commitment to multi-agency working as a means of tackling racially
motivated incidents
- Agree shared objectives, Values & common purpose
- Recognize the needs and constraints of all participants
- Agree milestones & measures of progress
- Establish systems for sharing information.
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Lack of funding |
- Mainstreaming of tackling and preventing racially motivated
incidents through agency main programme funding
- national resources e.g. Crime Reduction Programme, Section 11
& resources for racial equality, National Lottery
- National Regeneration Funds e.g. SRB, Neighbourhood Renewal, New
Deal for Communities.
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Responsibility for implementation is unclear |
- Assign responsibilities to a named individual.
- Review/clarify roles and responsibilities of
partnership/individual agencies and other stakeholders.
- Establish multi-level structures for strategy, operational and
casework development
- Establish regular performance monitoring systems
- Hold meetings which are well-structures, chaired and reach clear
decisions which are accurately recorded
- Rapid dissemination of information about meetings and decisions
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The programme drifts and is underachieving
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- Review reporting systems.
- Set clear milestones for performance of key tasks.
- Review commitment of partner agencies. Strengthen agreement
between agencies if necessary. Look at ways of increasing project
‘ownership’.
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Project leadership is weak
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- Ensure the project leader has the time, commitment and skills to
do the job, and identify training/development needs.
- As well as project management skills, project leaders need the
ability to work across traditional agency boundaries and operate
in unknown/unpredictable areas.
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The project leader moves job
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- Ensure key decisions and action points are documented.
- Spread the work to guard against becoming too reliant on one
person.
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A key partner fails to deliver
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- Challenge non-delivery. Strengthen agreement between agencies if
necessary
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Results don’t come through
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- Review analysis of problems and causes.
- Check option appraisal and that the right conditions are in
place for the project to work as intended.
- Check the action plan is appropriate and well-founded.
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There is low community participation
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- Check community perceptions of the initiative.
- Identify aspects of the project with greatest community appeal.
- Review communications plans
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Partners lose interest
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- Review approaches used (e.g. networking between
meetings/teambuilding) to keep partners enthused and motivated.
- Ensure the project integrates with other local activities.
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Conflicts develop in the partnership
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- Use techniques e.g. soft systems analysis to identify sources of
conflict and areas of agreement.
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