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Access to justice for disadvantaged communities$
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Marjorie Mayo, Gerald Koessl, Matthew Scott, and Imogen Slater

Print publication date: 2014

Print ISBN-13: 9781447311027

Published to University Press Scholarship Online: September 2014

DOI: 10.1332/policypress/9781447311027.001.0001

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date: 13 December 2017

Conflict and competition versus collaboration and planning

Conflict and competition versus collaboration and planning

Chapter:
(p.74) (p.75) Six Conflict and competition versus collaboration and planning
Source:
Access to justice for disadvantaged communities
Author(s):

Marjorie Mayo

Gerald Koessl

Matthew Scott

Imogen Slater

Publisher:
Policy Press
DOI:10.1332/policypress/9781447311027.003.0007

Issues of conflict and competition are explored in this chapter, as Law Centres found themselves competing with other providers for contracts and for other sources of funding. Increasing competition had been a specific objective of public service modernisation agendas, competition having been assumed by previous governments to improve efficiency, value for money and choice for service users. The New Labour government continued this commitment to the promotion of competition as a mechanism for driving up standards in public service provision – although New Labour also emphasised the potential value of partnership working. A number of Law Centres had already found themselves competing with other advice agencies for resources. In face of the mounting pressures towards increasing competition, however, some came to the view that collaborative strategies could offer more positive ways forward. This chapter concludes with case studies of Law Centres that were succeeding in developing collaborative approaches, working in partnership rather than competing with other like-minded agencies in order to provide better co-ordinated, more holistic services to their communities – and in more cost-effective ways.

Keywords:   competition, collaboration, collaborative strategies, partnership working

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