Politsei ja koostöö ja organisatsioonidevaheline koostöö on küll levinud paljude retoorikas, kuid minule ei ole väga palju juhtunud ette kirjandust, mis neid koostöövorme uuriks (tõsi, see ei ole ka fookus kunagi olnud). Siinviidatud vabalevis olev tekst võiks huvi pakkuda paljudele nii politseis kui väljaspool, sest tegeleb organisatsiooni ja juhtimisega. Kuna tegemist on nö edulugudega, siis oleks tõlgendustes ja kopeerimisel hea olla ettevaatlik. Küll aga on tekstis siiski palju väärtuslikku ja Eesti kontekstis võiks huvi pakkuda nii vaadeldavad karakteristikud kui juhtimispraktikad-perspektiivid.

Kontekstiks:

Emergency services such as the ambulance, fire, and police are continuously searching for innovative ways to maximize resources, reduce spending and bureaucracy, and improve service delivery.

Rõhuasetused:

A key element in these collaborations is the development of ‘collaborative information infrastructures’ which can have a significant impact on emergency response and service delivery to the public through facilitating information and intelligence sharing across services, while addressing duplication and silo working within delivery networks.

Kõik ei õnnestu, kuid maksab siiski:

According to HM Inspector of Constabulary Matt Parr, in response to the latest Inspectorate review (HMICFRS, 2020), ‘nationally, forces are spending over a quarter of a billion pounds on collaboration every year . . . but too many collaborations are failing’.

Artikli fookus:

To address this gap, this paper reports on two different UK collaboration arrangements that have been claimed as ‘successful’: (1) between two police services in England and (2) a regional collaboration between one police service and two fire and rescue services (FRS).

Väljast tunduvad mõned asjad imelikud:

HMIC revealed the ‘poor’ state of police ICT, commenting that ‘in too many police forces [ICT] remains quite inadequate and, in some cases, primitive’ and ‘for too long the police service has lagged far behind the private sector, to the advantage of offenders and the hazard of the public’ (HMIC, 2014, pp. 25–26). These IT specific issues are compounded by a lack of knowledge on what constitutes success in police collaborations and deficient performance measurement and limited knowledge sharing (HMICFRS, 2020).

Uudishimu ja soov leida võimalusi:

Thus, differing IS/IT platforms can be seen as an opportunity for renewal, investment, and innovation; stimulating creative approaches to jointly use organizationally distinct resources to achieve collaborative goals, or as an insurmountable technological and financial barrier to change (Kwon et al., 2009; Vangen and Huxham, 2013) that is not challenged by leaders and budget holders (Meehan et al., 2016).

Lugemishuvi suurendamiseks:

The findings revealed that the elements were evident across both cases, but the major difference was in relation to how senior leaders decided to manage them.

Zaghloul, F., & Partridge, J. (2022). Enabling Policing to Be Better: Lessons from Two Case Studies in Police Collaboration. Policing: A Journal of Policy and Practice.