Understanding Crime Prevention: Social Control, Risk, and Late Modernity

By Gordon Hughes | Go to book overview

chapter five
Multi-agency partnerships:
managing corporate crime prevention
Introduction
What is multi-agency crime prevention?
Deciphering the trends in multi-agency crime prevention in the
UK
The managerialization of crime prevention
The coming of the Morgan Report and the 'partnership' approach
The 'mixed economy' approach of central government
'Don't believe the hype'? The academic critique of multi-agency
crime prevention
Sceptical pluralism
The radical totalitarian critique
Life beyond the central state? Local community safety strategies
Summary
Further reading

Introduction

This chapter examines the main features of multi-agency crime prevention strategies. Such initiatives will be viewed as, for the most part, elements of a 'top-down', managerialist project emanating from the central state during the 1980s and 1990s in the UK. However, this project has also involved the 'local delivery' of crime prevention by means of 'multi-agency' partnerships between statutory agencies (such as the police and local authority agencies), private business and, at times, public initiatives such as 'the community' in various 'watch' schemes. In both the academic literature and policy circles, the terms 'multi-agency' and 'community' crime prevention have often been used interchangeably. This is understandable on a number of counts. First,

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