An exploratory study into the role of leadership, organisation and technology as knowledge management enablers: implications for local criminal justice boards.

Political pressure, enforced financial constraints, challenging performance targets; changes in the expected modes of delivery and increased ���¢��������customer���¢�������� expectations are forcing Criminal Justice agencies towards new ways of thinking about the way they are managed; hence the joining up of agencies into Local Criminal Justice Boards to deliver better performance and a customer focussed approach. Fundamental to the success of LCJBs is the creation and sharing of knowledge across organisational boundaries as no agency operates in isolation. The objective of the study was to identify and explore the main barriers and enablers to effective knowledge management within and across local criminal justice boards (LCJBs) and to identify current practice for future learning. Using a mixed methods approach combining interviews, secondary research and a quantitative survey a research model was developed that identified leadership, organisation and technology as key enablers to effective knowledge management. Within these key enablers a number of critical success factors were identified. From the findings it is evident that many of the critical success factors identified are in place or are developing concepts within the LCJBs studied. A number of barriers were also identified, such as little evidence of explicit commitment or resource in place to support knowledge management activities. This study also suggests that LCJBs are on the right path to developing a knowledge ecology from which more focussed knowledge management activity can evolve. LCJBs are well positioned within the criminal justice system to take forward and support agencies in developing and using knowledge management approaches to help support service delivery improvements and deliver systemic change. A number of recommendations are provided to enable practitioners to further develop a more cohesive and sustainable approach to knowledge creation and sharing

How Does Participation Work? Deliberation and Performance in African Food Security

Participation is considered an important tool of development. Two mechanisms of participation are distinguished - deliberative and performative. Deliberative participation is vulnerable to capture by elites. A postwar agricultural reconstruction project in Sierra Leone experimented with a performative approach to participation, Technological dynamics served to focus attention on alternatives to patrimonial value systems. The article advocates further experiments in linking deliberative and performative participation

The Ebola Crisis and post-2015 Development

This article argues that the recent Ebola crisis is the result of structural violence, as interlocking institutions have produced interlaced inequalities, unsustainabilities and insecurities. These have underlain the vulnerabilities in Sierra Leone, Liberia and Guinea through which a disease outbreak became a major health, social and economic crisis and the local fears, distrust, rumours and resistance that magnified it further. Articulating this analysis of Ebola with broader perspectives, the case is made for a reframing of post-2015 development as transformational politics towards equality, sustainability and security, enabling people to realise well-being

Decentralization and Local Institutional Arrangements for Wetland Management in Ethiopia and Sierra Leone.

In Ethiopia and Sierra Leone, recent social, political and environmental transformations have precipitated the intensification of wetland use, as local people have sought to safeguard and strengthen their livelihoods. Concurrent decentralization policies in both countries have also seen the government strengthen its position at the local level. Drawing upon recent field-based evidence from Ethiopia and Sierra Leone, this paper examines the compatibility between community-based local institutions for wetland use, and the process of decentralization. It argues that decentralization has in fact restricted the development of mature local institutional arrangements, due to its intrinsically political interventionist nature

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An exploratory study into the role of leadership, organisation and technology as knowledge management enablers: implications for local criminal justice boards.

Political pressure, enforced financial constraints, challenging performance targets; changes in the expected modes of delivery and increased ���¢��������customer���¢�������� expectations are forcing Criminal Justice agencies towards new ways of thinking about the way they are managed; hence the joining up of agencies into Local Criminal Justice Boards to deliver better performance and a customer focussed approach. Fundamental to the success of LCJBs is the creation and sharing of knowledge across organisational boundaries as no agency operates in isolation. The objective of the study was to identify and explore the main barriers and enablers to effective knowledge management within and across local criminal justice boards (LCJBs) and to identify current practice for future learning. Using a mixed methods approach combining interviews, secondary research and a quantitative survey a research model was developed that identified leadership, organisation and technology as key enablers to effective knowledge management. Within these key enablers a number of critical success factors were identified. From the findings it is evident that many of the critical success factors identified are in place or are developing concepts within the LCJBs studied. A number of barriers were also identified, such as little evidence of explicit commitment or resource in place to support knowledge management activities. This study also suggests that LCJBs are on the right path to developing a knowledge ecology from which more focussed knowledge management activity can evolve. LCJBs are well positioned within the criminal justice system to take forward and support agencies in developing and using knowledge management approaches to help support service delivery improvements and deliver systemic change. A number of recommendations are provided to enable practitioners to further develop a more cohesive and sustainable approach to knowledge creation and sharing