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The purpose of this paper is to analyse the processes and outcomes of a five‐year initiative to develop inter‐agency working between services for vulnerable 10‐ to 18‐year‐olds in a disadvantaged area of Dublin, Ireland.

A case study methodology included: review of documentation on 32 formal meetings of the network; 43 interviews with agency personnel involved in the network; in‐depth review of nine randomly selected cases which had been treated according to the network's agreed protocol of inter‐agency case management.

The initiative created a vibrant inter‐agency process in terms of developing and implementing an agreed protocol for inter‐agency care planning. However, assessment of the outcomes for young people and their families showed that only a few made any improvement. Four reasons are suggested for this relatively modest result: the target group of 10‐ to 18‐year‐olds had experienced neglect and abuse over many years and this made it difficult to achieve positive outcomes for them; the quality and standard of work by some staff in some agencies was questionable; agencies did not seem to include inter‐agency work in assessing their overall performance, or the performance of individual staff; and most agencies did not seem to have adopted an outcome‐oriented, evidence‐based approach to their work.

The paper points out that an effective and inclusive inter‐agency process is necessary but not enough for improving child outcomes; the sufficient condition for improved child outcomes is effective intra‐agency processes to deliver high‐quality services and a policy environment that supports and requires it.

This article outlines the experience of the first 260 Sure Start Local Programmes of developing interagency partnerships in their areas. It draws on quantitative and qualitative data collected between 2000‐2005 by the implementation module of the government‐commissioned National Evaluation of Sure Start. Following a résumé of the aims and design of the Sure Start Local Programme initiative, a description of the implementation module methodology and an overview of existing knowledge around inter‐agency collaboration, five factors are identified which impacted on the partnership‐building task. These comprise: the nature of partnership history; clarity of purpose; the extent of strategic commitment at the highest levels; trust among partners; and the characteristics of the national workforce. The article concludes by highlighting the continuing relevance of these issues to the new collaborations required by the UK government's Every Child Matters agenda, including the work of children's centres.

The purpose of this paper is to present an inter-agency practice integrated within a police intervention model which was developed for police officers and their partners in Montréal.

The Integrated Police Response for Abused Seniors (IPRAS) action research project (2013-2016) developed, tested, and implemented a police intervention model to counter elder abuse. Two linked phases of data collection were carried out: a diagnostic of police practices and needs (year 1) and an evaluation of the implementation of the intervention model and the resulting effects (years 2 and 3).

The facilitating elements to support police involvement in inter-agency practices include implementing a coordination structure regarding abuse cases as well as designating clear guidelines of the roles of both the police and their partners. The critical challenges involve staff turnover, time management and the exchange of information. It was recognised by all involved that it is crucial to collaborate while prioritising resource investment and governmental support, with regards to policy and financing, as well as adequate training.

The IPRAS model is transferable because its components can be adapted and implemented according to different police services. A guideline for implementing the model is available.

In the scientific literature, inter-agency collaboration is highly recommended but only a few models have been evaluated. This paper presents an inter-agency approach embedded in an evaluated police intervention model.

Posits that collaboration in the UK is either recommended as good practice or enshrined within legislation as a necessity. Chronicles that there has been a sustained growth in the number of formal and informal collaborative relationships between state agencies and market, voluntary and community sectors, as well as within and between state agencies themselves. Uses illustrative case study materials drawn from the authors’ research and consultancy experiences, particularly in the areas of inner city community based mental health, urban regeneration, policing, and child and adolescent mental health. Concludes that research has extensively been drawn on to illustrate the dilemmas that regularly arise when attempting to implement this policy objective.

We assessed attempts by federal and state agencies to utilize a Community Oriented Policing and Problem Solving (COPPS) approach to address endangered species and natural resource protection issues in two watersheds in Washington State involving listed species of salmon, steelhead and bull trout. In the wake of the listing of these species, NOAA Fisheries and the Washington Department of Fish and Wildlife (WDFW) joined to implement a multi-party collaboration to enforcement termed Resource-Oriented Enforcement (ROE). We sought to determine if federal and state resource agencies can collaborate effectively and if collaborative approaches can achieve short- and long-term resource protection goals. A citizen mail survey (n=800+ in each location) and extensive personal interviews with key actors were conducted to assemble evidence on the degree of success achieved in implementing ROE. Observed results suggest that collaboration can

This paper aims to explore some of the problems that arise in the execution of a joint force operation (JFO) involving various law enforcement agencies. Particular emphasis is placed on examining factors that impede inter‐agency cooperation and coordination in the context of a JFO targeting serious and major crimes.

This paper is informed by primary research that assessed the level of satisfaction of enforcement agencies involved in a Canadian‐based multi‐agency task force mandated to combat organized crime. Research for this study entailed a questionnaire survey of, and semi‐structured interviews with, operational and supervisory personnel assigned to the JFO, as well senior management within agencies participating in the JFO.

The research uncovered significant differences in the level of satisfaction with the execution of the JFO concept between members from the lead (federal) enforcement agency and those of other participating (municipal and provincial) agencies. The majority of survey participants overwhelmingly believe that the integrated, multi‐agency approach is an essential ingredient in the effectiveness of this JFO. However, among respondents from participating agencies there was a high rate of dissatisfaction with intelligence dissemination and sharing by the JFO, communication between the JFO and member agencies, and the contribution the JFO makes to the priorities and outputs of participating agencies in their own jurisdictions.

These problems strike at the very heart of a multi‐agency approach to major crimes enforcement and can be generalized to other jurisdictions and countries. Indeed, impediments to the timely sharing of criminal intelligence continue to constitute one of the most significant obstacles to inter‐agency cooperation and coordination, and, by extension, the optimal enforcement of organized crime and terrorism. The problems addressed in this study should be of concern to any manager of a multi‐agency task force, and similar research is recommended to unearth problems that may undermine inter‐agency cooperation and plague the effectiveness of a JFO.

Despite the increased prevalence and importance of multi‐agency operations in combating major and serious crimes, little research has been conducted into the issues and problems that obstruct inter‐agency cooperation within this context. This paper represents one attempt to fill this void.

This paper seeks to explore sources of political and administrative challenges which arise from an absence of alignment of supply chains linking the activities of public agencies.

The performance measurement challenges created by an apparent absence of alignment within public sector supply chains are explored from a conceptual perspective, through the supply chain and public sector performance management literature. A case study is provided to highlight the practical and organizational challenges facing politicians, policy makers and public sector managers when they seek to demonstrate to their stakeholders, including the general community, the performance efficiency of their agencies.

There is an absence of research and debate concerning the alignment of inter‐agency supply chains and the potential this creates for delivery performance failure that disadvantages stakeholders.

While this is a conceptual paper, the existence of recurring supply chain problems between agencies, as illustrated by the case study, provides practical conclusions of use to practitioners and policy makers.

The paper revisits earlier literature on performance measurement in the public sector and applies this to a supply chain situation to explore problems in measuring and managing inter‐organizational supply chains which exist not only between public agencies but also between private sector organisations undertaking outsourced contracts on behalf of government.

Although the most prominent guiding concepts in the welfare reforms of the Thatcher years were those of quasi‐markets and competition, there were also significant developments in state planning and co‐operation between agencies. The most obvious expression of this relates to the legal obligation to undertake community care planning, and this has now been supplemented by a parallel requirement to plan services for children. This Case Study looks back at the early experiences of community care planning, looks ahead to the issues which will have to be addressed in the new children's services plans, and teases out the messages for transferred learning. It warns that local inter‐agency planning has no qualities of spontaneous growth or self‐perpetuation, and that without safeguards the process is at risk of becoming marginalised.

This article documents policy developments at local and national level in England that reflect a growing recognition of the role of housing and the built environment in promoting and maintaining mental health. It first considers the evidence for the housing disadvantage experienced by people with moderate and severe mental health problems and the negative impact of poor housing and neighbourhood circumstances on mental health. It goes on to explore the expansion in housing‐related support and housing‐based solutions in the 1990s, and the revived ambition to integrate housing with community care and community cohesion initiatives. It concludes by describing the work of the NIMHE housing reference group in co‐ordinating policy guidance, promoting positive practice in communication and co‐operation between housing and mental health services, and conducting research to fill gaps in current understanding.

This paper aims to highlight the benefits of the 360 SF diagnostic audit for assessing person centeredness of a domiciliary agency and to highlight the challenges they face with some suggested actions. These are exemplars of what is raised in policy and recent reports relating to personalisation, dignity and integration of health and social care and have wider implications for all agencies as they strive to resolve issues for the client.

The approach is a case study describing results of the audit in relation to challenges that include practice development needs, inter agency co‐ordination, collaboration and co‐operation for the achievement of relationship based person centered outcomes in quality improvement work. The pilot study involved data gathered from the clients, relatives and staff, which were analyzed resulting in findings, conclusions and suggestions for ongoing improvement from which action plans were devised and implemented.

The audit results provide examples of the primary interface relationship and co‐ordination challenges, highlighting leaning needs for staff delivering person centred care in domiciliary settings.

This paper raises important practice development issues both inside and outside the agency's responsibility. Use of the tool would support cultural and interface relationship issues affecting the client experience and highlight ways to assist the achievement of collaborative ways of working needed for the integration of health and social care.

The 360 SF (DS) can help organisations provide evidence to CQC and the public for their performance and identify the close interface relationships and their effectiveness in delivering co‐ordinated and integrated health and social care.

The 360 SF DOM has highlighted with evidence the challenges of the systemic culture at the interface, in particular the nature and quality of collaboration, communication and practice development needs across the organisational divide to deliver person centred care and support.