The Metropolitan Police stated its operations in September 1829 albeit some resistance from certain quarters of the community who were of the view that it would threaten their 'civil liberties.' This force started operating within an eleven kilometre radius of Charing Cross to help in preventing crime and pursue criminals in the area.
The Metropolitan Police Service has several departments including Information, Standards and Intelligence, Human Resources, Strategy and Modernisation and Performance departments. Others departments are Public Affairs and resources departments. The MPS is shifting its focus towards working in partnership with other agencies to help it achieve its objectives offer better services to the public.
This paper carries out a SWOT analysis on the Metropolitan Police Service and its links to multi agency working practices. It examines the multi agency to working in a political, social and policy context. Moreover, it investigates the key drivers of change in the public services towards multi agency working, while trying to understand and analyse the various barriers to multi agency partnerships and the role of their organisation within a multi agency context. Finally, the paper analyses the importance of partnerships in a multi agency approach to achieving the police sector goals.
Partnerships between MPS and other agencies
The Metropolitan Police Services is working in partnership with many other agencies for the benefit of both partners- attaining their individual aims and objectives. This has proved to work very well for both partners and therefore this trend should be supported. Some of the partners include the Criminal Justice Unit, schools, the general public, the Greater London Authority, the City of London Police, and Royal Parks. This has proved to be effective and efficient in delivering services to the public and so many more partnerships should be encouraged (Kennedy et al, 1990).
Drivers of change towards multi agency working
When public service organisations work together, they end up delivering value and achieving an outcome that would not be possible individually since it generates synergy by combining resources, ideas and expertise from different authorities and agencies. This can help in delivering service benefits and efficiency savings to many agencies through saving resources and adding capacity. Partnerships are great drivers for collaborative change since they lead and champion shared services and collaboration (Kennedy et al, 1990).
Barriers and challenges
Even though these partnerships have recorded considerable success, they face some challenges as well, which if not well taken care of could threaten their very survival. Combining different organisations with different cultures, processes, performances and behaviours is not an easy task. Some organisations may have traditional behaviours like building and protecting empires, which could impede any efforts for collaborations. Historical rivalries can also inhibit any successful collaborative efforts since the partners have to work on building their rapport and appraisal of their past successes and failures.
The partnerships have enhanced the provision of services and improved security