An Interview On Urban Education - 992 Words

Summary of the interview In my Examining Urban Education class, our assignment was to interview an urban teacher given by my teacher Mrs.Dunn. My teacher for this interview is Dr. Dunac who is an urban science teacher. All of our questions were linked to the experience of being a teacher at an urban school and all of the challenges faced. One of the questions we asked her was, â€Å"What advice would you give to future science teachers?†. Another question we asked her and also my favorite was, â€Å"Why didn’t you choose to go into the medicine field?†. The struggle I have with picking my major is I am not sure if I want to major in medicine or in education to become a science teacher. Conducting this interview was the icing on the cake for me. The questions that we asked her helped finalize my decision on what it is I want to do. I am still not sure what subject I would like to teach, but I know for sure that I want to be an educator. My favorite response that s he gave was when she told us she â€Å"got a pencil thrown at the back of her head and she stayed†. That goes to show how strong and deep teaching is. Also, she says you have to know your kids, which means you should teach based on this generation and how they operate. This includes methods like using technology and incorporating it into your lesson. â€Å"What advice would you give future science teachers?† was another question asked during the interview. Her response was â€Å"YouShow MoreRelatedBOP Statistics : Average Inmate Age870 Words   |  4 Pageshypotheses of an increase of incarceration from impoverish urban communities. Chapman, T. (2010). Encyclopedia of African American education (pp. 651-654). K. Lomotey (Ed.). Los Angeles, [Calif.: SAGE. This encyclopedia portion by T. Chapman gives statistics and discusses various problems with urban education. 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Full citation in APA style: Fitzpatrick, K. R. (2011). A mixed methods portrait of urban instrumental music teaching. Journal of Research in Music Education, 59(3), 229-256. 2. Purpose of the study: The aim of this study was to understand how instrumental music educators negotiate the urban environment in which they teach. 3. Research question(s) posed: 1) What background information do urban instrumental music educators have about the students they instruct and the districts where theyRead MoreApplication Of A Bilingual ( English And Spanish ) Essay868 Words   |  4 Pagesof resources (e.g. education, political voice (strong community leaders), financial support, etc.) to see how successful they were in incentivizing developers to meet their financial needs so that they would not be displaced. (Note: These studies would have to be on communities who have already undergone the environmental gentrification process, or are currently being subjected to the process.) 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Cj 216 Uncle Bob Assignment Free Essays

string(97) " The patrol car followed them for about a minute before she saw the red and blue lights come on\." How the Police Access Data to Obtain Criminal Information Tammy Mills CJ216-01 November 15, 2011 Carter Schoenberg How the Police Access Data to Obtain Criminal Information Law enforcement communicates between every state in the United States. Each state uses different programs which makes up different types of databases, and keeps track of just about everyone who has some sort of identification. A drivers license is the most common form of identification, and everyone in the United States is suppose to obtain a up-to-date drivers license to drive a vehicle legally. We will write a custom essay sample on Cj 216 Uncle Bob Assignment or any similar topic only for you Order Now Tammy is going to the state of Florida with her Uncle Bob and her uncle is driving because she does not have a valid driver’s license. Tammy has only an identification card. Bob has a criminal record because he spent five years in San Quentin Penitentiary for auto theft and armed robbery with a firearm. The Trip On August 5th 2006 Bob calls Tammy to see if she is available for a two-week trip to Miami Florida to see the sights. Bob lives in San Diego California and Tammy lives in Moxee Washington. Tammy will fly to San Diego on August 12th 2006 to meet with uncle Bob, and they will start the trip to Miami from San Diego. The trip is set to start August 13th 2006. Bob and Tammy hope to be back in San Diego California on or around the 27th of August. Today is the day of departure. Bob fills the silver blazer with gas at the local AM/PM convenient store. Bob also decides the blazer needs to be washed. Right next door to the convenient store there is a car wash. Tammy offers to wash the vehicle and notices the license plate number. The license plate number is 448 UZO. The road trip has officially started. Tammy and Bob have to travel through Arizona, New Mexico, Texas, Louisiana, Mississippi, Alabama, and Florida. Arizona is hot so the windows are down, and the radio is blaring with country music. Tammy and Bob are laughing and having a great time catching up on old memories. In Texas, during the night driving Tammy has questions about Bob’s five-year incarceration. Tammy does not want to bring up bad memories for Bob but she just wants to know what happened to explain why Bob disappeared. Bob explains that he did time for stealing a car and robbed a bank with a firearm to satisfy Tammy’s curiosity. After this conversation Bob pulled over at the next rest stop to obtain some sleep. Tammy awakens suddenly to the sound of a semi-truck passing by, she is a little shaken so she wakes up Bob, and they start on the road again. As time goes by Tammy and Bob become dazed by the trees and the scenery that they did not notice that they were running low on food and gas. Luckily they had just entered a small town in Louisiana where they can fill up and obtain some food. While Tammy is in the restroom, she overhears a conversation about a bank robbery and a stolen car and how they were never able to find who did it or where the car is. Tammy brushes if off and continues with her day on the road with Bob. More time flies by and Tammy mentions something about her back hurting from sleeping in the car so Bob offers for them to stay in a hotel for the night. When Bob awakens he notices that Tammy is gone and there is a note left by the door. â€Å"Bob I will be back, I have to obtain some female things from the drug store. Love you, Tammy. † Bob is ready to hit the road and waits for Tammy to return. Tammy returns with some food for the road. As they hit the road Bob seems a little cautious and Tammy notices that he is thinking about something, but she cannot put her finger on it. Tammy begins to wonder what happened to him in prison. What has him so uptight that he is on guard? Tammy eventually gives up and falls asleep. Bob wakes up Tammy as they are entering the county lines of Mississippi and Bob offers to get some breakfast and an opportunity to stretch from sitting in the car so long. As they pull up and get out of the car Tammy walks around the car and again notices the license plate number 448 UZO. They get done eating and the set off for the road again, they stop at a river to cool off since Mississippi has a high humidity level they decide to stop and look at the scenery. After they have spent enough time cooling off Bob and Tammy hit the road again for the millionth time. As Bob and Tammy pass the miles by Tammy begins to doze off, she eventually passes out and awakens just as they enter a small town 50 miles from the county lines of Alabama. Bob and Tammy decide to stop at a rest area for the night and obtain some more sleep. When Tammy awakens she discovers that Bob has stopped to obtain food and gas. Tammy finds out that they are halfway through Alabama, and she slept 10 hours. Bob returns to the car, Tammy eats, and they are on the road again close to their destination. Tammy obtains excitement when she sees the sign for Florida, but what she does not know is that everything is about to turn upside down when they pull up into a Dairy Queen in Miami Florida. The Initial Traffic Stop The whole trip, the speed limit was 70 miles per hour. Bob is used to the speed and forgot the speed limit decreases to 35 miles per hour. When Bob and Tammy entered Miami city limits Tammy noticed a patrol car behind them. The patrol car followed them for about a minute before she saw the red and blue lights come on. You read "Cj 216 Uncle Bob Assignment" in category "Essay examples" Bob noticed the patrol car also and pulled into a Dairy Queen parking lot. Bob’s behavior changed in an instant. Bob starts to sweat, and he is gripping the steering wheel. The police officer walks up to the driver side window and asks Bob for his proof of insurance, drivers license, and registration. Bob gives the officer everything the officer asked for. Tammy thinks this is just going to be a routine traffic stop. The officer walks back to his vehicle and runs everything through the computer. The officer seems to taking longer than usual and the more time the officer takes Bob seems to be uneasy. Tammy looks behind the patrol car, and sees another patrol car pulling into the parking lot and wonders why another law enforcement officer is assisting. Tammy sees the two officers talking but she cannot hear what they are saying to each other. The officer finally comes back to the car window to talk to Bob. The officer asks both Tammy and Bob to exit the vehicle. Tammy removes herself from the passenger seat and Bob removes himself from the driver seat. Both of us are asked to come to the rear of blazer. The assisting officer escorts Tammy to her patrol car to ask her some questions and the other officer has a conversation with Bob. The assisting officer asks Tammy if she has any identification and she says â€Å"yes† and hands the officer her identification card. The officer asks Tammy if she would consent to a search. Tammy says â€Å"yes† again. After the quick search the assisting officer explains to Tammy that she is not under arrest but she has to be placed in handcuffs for both Tammy’s and the officers’ safety. As Tammy is in handcuffs and leaning on the patrol car, the assisting officer is running her identification card through the Department of Motor Vehicle database. This will to take some time because Tammy is from Washington State and not from Florida. The Miami-Dade Police Department has to contact the Department of Motor Vehicles in Yakima Washington to verify Tammy’s identification. Communication Methods One communication method between each officer and the Miami-Dade Police Department is the walkie-talkie. Officers are linked through a radio frequency to the police department’s dispatcher. The second method is the use of the laptop computer, but Tammy and Bob are not Florida residences. The computer’s database in the patrol car may be limited to specific types of information. If the computer has a malfunction the best way to confirm information is through the local dispatcher. The third method of communication between the officers and the Miami-Dade Police Department is the Automated Fingerprinting System. The police officer is using Cross Match Technologies’ MV-5 Mobile Wireless Capture Device† (Foster, 2005, P. 128). When Bobs fingerprint is scanned his criminal history comes to light. Tammy’s fingerprint is also scanned and the results show no criminal history. The fingerprint also confirmed Tammy’s identification. Bo b is arrested because of some information on the vehicle from the Department of Motor Vehicle shows that the car was stolen. Tammy is arrested for the suspicion of auto theft. Once at the Miami-Dade police station Tammy and Bob are put into different rooms. The arresting officer wants to look into Bob’s criminal past a little deeper. Collecting and Analyzing the Information from California to Florida Knowing that Bob is from California, the officer taps into the National Law Enforcement Telecommunication System (NLETS). According to (Dempsey, n. d. P. 101) this system is â€Å"linked to all the states and many federal agencies together for the exchange of criminal justice information. † The officer can obtain information on the vehicle, Bob’s driver’s license, criminal record, prison information, and parole information. Even though the officer has enough information needed to arrest Bob. The officer wants to cross reference the information with other systems to make sure the information is correct. The second system the officer taps into is the Department of Motor Vehicle (DMV) in California. The DMV record shows that the silver blazer license plate 448 UZO is stolen. The record shows the vehicle was reported stolen on August 12th 2006 at 3:00 a. m. The officer calls the San Diego Police Department and talks to the officer who wrote the auto theft report. The officer is told that the blazer is in the impound yard in Miami Florida. The officer in San Diego updates the report to reflect that the vehicle is found and inquires the officer in Miami about information on a 9mm handgun. The officer in Miami does not know anything about a firearm but remembers that the blazer was never searched. The 9mm handgun and the blazer are registered to a Linda Andersen. The California police officer informs the officer in Miami that the blazer was involved in a robbery with a firearm and will fax the report right away and that Bob is on parole. The third system that the officer taps into is the National Crime Information System (NCIC). According to (The FBI Federal Bureau Investigation, n. d. P. 1) â€Å"The NCIC database has 19 files† to choose from. The two files of interest are the vehicle file and the gun file. When the fax comes in from California, the officer cross references the 9mm handgun and the blazer. The information from the NCIC also shows that the 9mm handgun and blazer are both registered to Linda Andersen. The gun file shows where she bought the firearm and that she has no criminal record. With everything cross referenced and copies of all information collected, it is time to talk to Bob. Uncle Bob Confesses The police officer walks into the room to talk to Bob. All the information that was collected from the NCIC, FBI, and the San Diego Police Department is true. Bob confirms stealing the blazer and the handgun. Bob also admits to the robbery with a firearm and the parole violation. Bob tells the police officer that the 9mm handgun is in a little compartment on the driver side in the back of the blazer. Bob also ensures the officers that Tammy was in no way involved nor had knowledge of the stolen car or the robbery. Bob explains that he just wanted Tammy to take the trip with him to get to know her. The police officer explains to Bob the seriousness of involving Tammy in this trip and has Bob write down his confession. The officer also explains to Bob that California police is asking for extradition back to California on the parole violation. The officer leaves the room to go talk to Tammy. Officer explanation to Tammy and Bob’s Charges Tammy has no idea why Bob is arrested. The officer explains that the car was stolen and that Bob is linked to a robbery with a firearm that occurred August 12th 2006 at 3:00 a. . Tammy cannot believe what she is hearing. Tammy tells the officer that her flight on this day did not arrive until 6:00 p. m. Tammy thought that Bob was done living a criminal life. The officer believes that Tammy did not have anything to do with the crimes committed. The officer explains to Tammy that she is free to leave but Bob has to stay in custody and wait for extradition ba ck to California. The officer also explains to Tammy that Bob will be charged with theft of a vehicle, a parole violation, and a robbery with a firearm by the state of California. Bobs extradition is set for August 23rd 2006. Bob is back in California by August 30th 2006 and his trial is set for September 10th 2006. Meanwhile, Tammy has flown home without incident. Day of Trial The day of the trial has come. The judge reads the charges of grand theft, violating parole, and robbery with a firearm. Bob pleads guilty to all charges and is sentenced to 25 years back in the San Quentin Penitentiary. Bob receives five years for grand theft, 10 years to finish his last conviction term, and 10 years for the robbery with a firearm. Bob and Tammy never talk again because Tammy feels that she cannot trust her uncle any more. Bob writes a letter to Tammy to apologize, but Tammy burned it. Conclusion In conclusion, most technologies overlap. With the use of index cards, computers cross reference information so law enforcement saves time by not having to search for files individually. The Miami-Dade Police Department cross referenced a large amount of information just to make sure the information provided to them by the state of California was accurate and correct. Without the use of different agencies being able to communicate with each other, criminals would have an easier time hiding from law enforcement. To this day Uncle Bob is still in prison and Tammy is continuing her education. References Dempsey, J. X. (n. d. ). Overview of Current Criminal Justice Information Systems. Retrieved from http://www. cdt. org Foster, R. E. (2005). Police technology (1st ed. ). Upper Saddle River, NJ: Pearson/ Prentice Hall. The FBI Federal Bureau Investigation. (n. d. ). Retrieved from http://www. fbi. gov/about-us/cjis/ncic How to cite Cj 216 Uncle Bob Assignment, Essay examples

Professional Research and Communication Reflect Journal

Question: Discuss about theProfessional Research and Communication for Reflect Journal. Answer: Introduction: Reflect journal evaluates the personal experience and learning of the students. Application of this measure can help a student to understand the approaches for challenges and success regarding their study. It also helps reflect their findings and analysis. The main objective of the reflective journal is to make the students express their learning on the respective subject. Moreover, it also helps to establish in skill development. The reflective journal also involves the problems faced by the students during class work. In this journal, description has been provided on the events of data collection for the research along with the discussion of the issues I had to face while conducting the research. Furthermore, this report has also incorporated my learning and experience from the lectures. Research Report: For the accomplishment of the research report, I had to go through numerous research procedures as well as collect relevant data for the particular topic. I have gathered information from IEEE academic papers that are related to my topic. Moreover, I have applied different methods to complete my research. Prior to the research, I have searched various academic journals and articles for the purpose of assimilation of additional knowledge. Moreover, I have compared my collected data to different databases to validate results. 1st and 2ndLectures: The first lecture has helped to get the primary ideas about the concept of my subject that is Professional Research and Communication. From this lecture, I have also been introduced to the Moodle and fundamental requirements of the research. My first lecture has provided me the guideline, which is required to be followed in the Moodle and its importance. Besides this, the second lecture has introduced different terms important for the research methods and philosophical purpose of the research. This lecture has been very useful to me as I was less aware of the research methodologies. Lecturing sessions have enriched my knowledge along with making the research more fruitful. 3rd and 4th lecture: The further lecture was there to provide extensive knowledge such as, in the third lecture I have learned about the quantitative methodology for the accomplishment of the research. Moreover, I had to watch a video for the better understanding of its various numeric data management and paradigm. Teachers were helpful and assisted through the lecture. The fourth lecture involved discussion on the research proposal and the other method for the research, which is qualitative research. Acknowledgment of this data has helped me to conduct theoretical research along with numerical data analysis. Another important aspect I have learned from this lecture is that the method to support my findings of a research in the context of a hypothesis. 5th and 6thLectures: Techniques to write academic writing and review the background of the research with other supportive literature were the learning outcome for the lectures in the fifth week. The lecturer trained me in the matter of selection for the appropriate research papers that could convey the literature point of view in my research. This step has helped to establish my research findings on a valid base. Lectures on this topic have also increased my accuracy on the searching of the relevant database for the accomplishment of the research. Another important factor understands of the criteria for a research paper, such as the importance of putting the abstract in a research and structure of the body of a research paper. The lecture of the sixth week helped me to learn about ethical consideration of a research. This lecture provided an explanation on the moral ethics and maintenance of the copyright issues of any previous research paper. The teacher helped me to understand that I cannot copy any contents of the research paper of someone else. Moreover, I cannot use my name for a work that has already been published by another scholar. The lecture has made provided clarification on the plagiarism. The teacher also gave an introduction on some ethical terminologies. This helped me to gather knowledge about the software that can detect the similarities between the copies; thus enabled me to understand the moral considerations that are need to be followed. 7th and 8thLectures: The seventh lecture explained the significance of the maintenance of ethical issues while conducting a research on subjects related to human and other major sections. In addition to this, I had also watched two videos on research ethics. All these actions have made me determined to avoid stealing or copying research contents from others. For the lecture of the eighth week, I was given an idea on the topic of academic misconduct and its different forms during the research. Misconducts could occur in various forms such as cheating and copying of contents from other research topics. Another interesting learning in this week was adding the reference list in APA style. The Eight lecture has guided me to realize the importance of avoiding any kind of misconducts as it can result in complications even failure for the students in future. 9th and 10thLectures: In the ninth lecture, the teacher described different style of communication. Moreover, distinction was made as per the requirement of the communicative approach while conducting the research. I have also learnt about the various steps, required to write a research. The teacher also discussed the skills required to establish an effective research paper were I was confused earlier about the steps, which I needed to incorporate within the research. This lecture has helped me clear all my confusions in this respect. This was the final lecture on the measures of writing a research paper. An important part of this lecture was learning about the presentation of a research. I have been given guidance on how to select a topic and present it in a proper way. This lecture has helped me to overcome the nervousness regarding the successful presentation of the research. Dr. Swaminathan, my professor has helped me by encouraging me to write a perfect research paper and has also increased my self-confidence. He has also provided two motivational videos to enhance the efficiency of my work. Conclusion: Reflection of the knowledge and maintenance of the ethics can enhance the self-awareness and modify the observation concerning human philosophy. Reflection of ones experience helps in self-evaluation so that one can understand what the current situation is and what improvements can be made to reach further success. This reflective journal has helped me in the enhancement of the self-reflection, confidence and has enriched my experience that has in turn resulted in team development as well as the development of my expertise. Hence, it can be said that reflective journal is one of the significant measures that helps the student to assess their strength and weakness as well as the progress of the student.

Joint Venture Essay Example

Joint Venture Essay Research Limitations/laminations ? Further research might examine other examples of public-private partnerships nice the research reported here comprises only a single case study the major limitation of this research. While utilizing the findings of this research may improve the chances of a successful venture, they cannot of their own accord guarantee success since other factors are at play. Originality/value The paper presents a valuable Insight for both academics and practitioners who are keen to appreciate executives concerns that can arise In evolving a Joint venture between a public and a private sector organization. Keywords Partnership, Joint ventures, Public sector organizations, Private sector organizations, Communication, Project planning Paper type Research paper Introduction Collaboration between different organizations enables them to compensate for gaps In their knowledge and capacity to provide goods or services (Walker and Johannes, 2003). These collaborative efforts can take the form of partnerships, alliances and joint ventures. In a public service context, a partnership is a relationship involving the sharing of power, work, support and/or information with others for the achievement of joint goals and/or mutual benefits (Kernighan, 1993). Partnership arrangements between the public and private sectors illustrate how the traditional role of the government as n employer and service provider is being transformed (Cm 4310, 1999; Institute for Public Policy Research, 2001; Lowness and Squelcher, 1998; Kelly, 2000; Robinson et al. , 2000). The idea is that boundary-less, or network organizations strengthen opportunities for innovation through closer collaboration and also reduce costs through the mutual achievement of business objectives based on cooperation around respective competitive strengths. We will write a custom essay sample on Joint Venture specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Joint Venture specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Joint Venture specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Unfortunately, the shift away from bureaucracy and the creation of numerous providers has itself produced problems or collaboration and co-ordination as well as making it harder to provide a unified approach to service delivery. To be effective, clarity about the role and purpose of a network is required. Without this, the participation of its individual members is constrained by the hierarchical organization to which they belong, and issues relating to accountability and autonomy may come into conflict. Networks inevitably have to compromise and bridge the gap between action and discussion (Huzzah, Bibb). Strategically, networks are more difficult to steer in any coherent direction. Indeed, it might be argued that competition and the contract culture have promoted self-interested behavior rather than the public interest, and produced low trust relationships. The concept of networks and collective strategies has laid the foundation for an outbreak of writing and research on strategic alliances. Indeed, there is a vast literature on the subject. During the sass there was significant research conducted relating to the management of public private partnerships commenting on such matters as their governance (Huzzah and Avenge, 1996; Kickers, 1997; Martin, 1998), the structure of such partnerships and why they succeed r fail (Osborne, 1998; Scott, 1998), and the potential of partnerships to promote inclusion in local communities (Geodes, 1998). In addition, there is a substantial literature on various forms of inter-organizational partnerships, both public and private (see, for example, Osborne, 2000, for a substantial review of the literature on public-private partnerships). Alongside the development of partnerships and networks, a new type AT organization to emerge NAS Eden ten virtual organization. David and Malone (1992) defined the virtual organization as a co-operation teens several independent partners (companies or individuals) who share their resources, skills and knowledge in order to produce a best customer solution. Such cooperation can provide a basis with which to gain access to vital resources and knowledge beyond one organizations boundaries (see Miles et al. , 2000). Without geographical or physical constraints, networked organizations can add value through superior core competences. Significance for public-private partnerships Tony Blair (1998) argues that the days of the all-purpose authority that plans and delivers everything are gone (see also Riddle, 1988). It is in partnership with others public agencies, private companies, community groups and voluntary organizations that local governments future lies. Partnership plays a key role in the governments Modernizing Government agenda. It recognizes that one has to approach a bewildering number of agencies simply to deal with the challenges of everyday life. Modernizing Government aims to: . Ensure that policy making is coordinated and strategic in nature; . Ensure that public service users, not providers, are the focus of attention, by matching services closely to peoples lives; and . Liver high-quality, efficient public services. The research question and its Justification Many studies have focused on Joint venture partnerships, but little empirical research has been conducted into what makes an alliance successful. Previous research has articulated a linkage between inter-partner fit and venture performance. It has been suggested that the main barriers to the development of these kinds of structures are not so much technological ones as cultural ones (Manchester, 1997). However, fit has been postulated using different notions such as strategic symmetry (Harridan, 1985), inter- rim diversity (Parke, 1991), match of partner characteristics (Grinner, 1988), and inter-partner compatibility/complementary (Beamers, 1988; Hill and Helloing, 1994). The result of this operational confusion has led to a lack of consistency in empirical findings. Perhaps quite significantly, however, as Huzzah and Avenge (1996) have shown, action by the more powerful participant in a relationship is at the core of successful partnership. There seems little doubt that in the future public sector management will need to be able to possess the skills, processes, structures, genealogy and tools required for working across organizational boundaries (Huzzah and Avenge, 2000). Partnerships create a new form of accountability between their members which rests primarily on trust. Where there is mistrust or hostility between some or all of the partners, then the effective operation of their partnership may be difficult to achieve (Bennett et al. , 2004). Huzzah (1995, AAA), in discussions on collaborative activities within and between organizations, points to the potential problems and pitfalls associated with collaboration and, by association, with partnership. These are: . As of control the inability to take action if things seem to be going wrong or differently from expectations: shared decision-making may be problematic; . Multiple goals stakeholders are likely to want to achieve their own particular goals which may not relate to the stated purpose of the partnership; and . Tension between autonomy and accountability members may be accountable to their stakeholder groups, which may mean checking back before committing to a calicles. I Nils teen leads u s on to quest want concertmasters cutlets or less successful Joint venture partnerships. The partnership and the views of its members In the illustration we are using here, the City Council agreed to seek a Joint venture partner to help develop CIT and other service areas such as payroll, revenues and 119 120 benefits, a contact centre and human resource management. The aim was to achieve a level of service with a technical vision built around intelligence-led local government. This vision, it was thought, would help to achieve high service standards and help deliver enhanced levels of value for money. The focus on customer service and quality of service were the critical drivers, and staff from the City Council and the riveter sector organization were seconded into the new Joint venture company. Those contacted in the research were asked for their personal views, attitudes, values, beliefs, experiences and motivations in relationship to the partnership. Subsequent research revealed five significant problem areas of concern or interest. These were: (1) communication; (2) openness; (3) planning; (4) ethos; and (5) direction. The study An initial pool of 30 subjects was identified for the study. Subjects chosen for the case study were senior managers, middle managers, and operational staff employed by the City Council, the private sector organization and he Joint venture company. Subjects were identified as being part of the initial task teams who were instrumental in the formulation of the Joint venture and those senior managers and operational staff who were employed in managing the day-to- day operation of the partnerships. In total, consultation in the form of interviews or discussions was held with 13 senior managers, nine middle managers and the remainder with operational staff. There were 14 in-depth interviews lasting 90 minutes and three group discussion sessions (16 staff in total participated in the group discussions). Five senior managers were employed by the partnership organization; four senior managers, three middle managers and three operational staff had been seconded to the partnership organization; and the remaining staff were employed by the Council. In-depth interviews were conducted during which subjects were given an overview of the background of the Joint venture partnership in preparation for discussion. The interview discussions were guided by the use of a question pool. These questions were organized across relevant areas of inquiry and focused on developing an understanding of how the Joint venture partnership was progressing, what issues there were, if any, and what components they felt were accessory to contribute to the success and maintenance of the partnership arrangement. This, it was felt, would give both an introduction and an initial focus for discussion and was based on the common-sense reasoning of a need to explain the Docudrama Ana purpose AT ten research. I nee data generated Trot Interviews Ana group discussions was explored without a predetermined theoretical or descriptive framework. This strategy reflected a grounded theory approach. This process was based on analysis and theoretical understanding of the substance of what was said in discussions and interviews. The rationale behind the reduction of the data elected was based on the commonality of the words, themes and concepts being produced by the respondents through the written and oral research data. From this analysis the five concepts discussed below emerged as critical themes relating to the topic of the research. In our discussions below we examine pertinent literature relating to the five concepts that emerged from the research. Discussion of the findings Communication Many business alliances fail to meet expectations because little attention is given to nurturing the close working relationships and interpersonal connections that unite the partnering organizations (Waite and Jape, 1995). An awareness of communication processes is essential within alliances if maximum efforts are to be coordinated and directed towards the success of strategic alliances. The comprehensive review by Mohr and Nevi (1990) concluded that the major omission in this area concerned studies of how communication relates to the overall performance of alliances. Ineffective communication can reduce the effectiveness of a strategic alliance and thus lead to conflict between partners Cain, 1987). There is an assumption that organizations will function better if communication is open, if relationships are based on mutual understanding and trust, if relationships are co-operative rather than competitive, if people work together in teams, and if decisions are reached in a participative way (Husking and Buchanan, 2001). These conditions, however, are not observed in many organizational situations. Some of the main barriers to communication concern: . Power differences; . Gender differences; . Physical surroundings; . Language; and . Cultural diversity. Canter (1999) examines how, in the course of communication, the proactive exchange of information can strengthen co-operative relationships. However, in the case study under examination here, there was no Achaeans in place to facilitate discussion on issues between the partners. An awareness of communication processes is essential within alliances if maximum efforts are to be coordinated and directed towards the success of strategic alliances (Mohr and Nevi, 1990). In our research, we identified that motives were often misunderstood and that people had a tendency to assume the Joint venture partners motives. Clearly, good communication between different levels of management and units is essential in order to foster shared purpose and common understandings. In a related context, Jobber (1995) suggests that internal marketing is an important implementation tool. It aids communication by informing and involving all staff in new initiatives and strategies. Our research uncovered that information which was necessary for the accurate understanding of reasons for the partnership was not available to all parties. Communication and a level of interpersonal understanding appeared to occur only among a small group of people. Others outside the immediate circle did not share this. Puddle-private partnerships 121 According to Canter (1999), effective collaboration requires connections at three levels across collaborating organizations, represented by continuing contact among: 1) top management to develop broad goals and monitor progress; (2) middle managers to develop plans for Joint activities; and (3) operational personnel, who carry out the day-to-day work of the alliance. Openness Trust is considered a prerequisite for alliance success (Byrne, 1993) and lack of trust is a major reason for alliance failures (Penn and Sheehan, 2002). There is evidence to point to the fact that strategic alliances may be unstable and their success rate poor (Gang, 1995). The implication is that there is a need to appreciate that trust and control are inextricably interlinked with risk in strategic alliances. Partner firms need to manage this risk adequately by understanding the conjoint roles of trust and control. The establishment of a new relationship between members of the organization at all levels a relationship based on trust is an issue that is becoming increasingly important to organizations (Handy, 1995). An inward focus seemed to be pervasive within the organizations we studied. There was a distinct lack of openness and trust between the partners. In fact, the indications were that a blame culture (biz. Handy, 1995) existed. The establishment of a new relationship between members of the organization at all levels a relationship based on trust is an issue that is becoming increasingly important to organizations. Planning Many strategic alliances lack alliance strategies. A coherent alliance strategy has four elements: (1) a business strategy to shape the logic and design of the alliance; (2) a dynamic view to guide the management and evolution of the alliance; (3) a portfolio approach to enable co- ordination among the alliance to enhance flexibility; and (4) an internal infrastructure that supports and strives to maximize the value of external collaboration (Gomes- Caresser, 2000). When managed well, the above elements can create tremendous value. At the wrong time and when managed poorly, they can be costly distractions (Gomes-Caresser, 2000). The good intentions and rational motives behind alliances are not congruent with the strategic direction of either firm on its own, let alone the strategic direction of both in unison. Consequently, Joint venture companies are frequently plagued with high degrees of instability and poor performance (Parke, 1993; Gout, 1991). A lack of coherent strategies existed in our case study organization. A coherent alliance strategy should possess the four elements listed above. In the organization we examined, there was no apparent plan or method to identify success or failure in terms of attaining objectives. Parke (1993) and Gout (1991) observe that often the good intentions and rational motives behind these alliances are not congruent with the strategic direction of either firm on its own, let alone the strategic direction of both in unison. Our findings seemed to provide some evidence as to why this might be the case. In particular, the priorities of the organization were not obvious. According to Hill and Jones (2001), the strategic planning process can be Rosen down into five main steps: (1) mission and objectives; (2) environmental scanning; (3) strategy formation; (4) strategy implementation; and (5) evaluation and control. In the organization we studied there was no evidence of these steps being followed. Ethos Ethos is the characteristic spirit or attitudes of a community, or people (Webster, 1992). It comes very much to the fore in strategic alliances when the co-operating firms continue to be independent organizations and a new situation appears in which an interaction is established between two firms with different organizational cultures. This usually implies different leadership styles and different objectives, which may lead to lack of trust between the parties and to conflicts which may arise when the time comes to make decisions (Bono, 1991). Similarly, cultural conflicts are more common in Joint ventures, where a closer contact between the partners is required, than in contractual alliances (Schultz, 1998). Employees were seconded from the private sector organization and from the City Council into the newly formed organization of the Joint venture company. These people came from a variety of backgrounds and had very different experiences, and this was reflected in heir different social ways and beliefs. There was a feeling of lack of identity amongst staff working for the Joint venture company, in accord with the comments put forward and discussed by Czarinas (1997). Indeed, the identity of the organization should allow members to speak about themselves as an organization not only to themselves but also to others, but this did not seem possible in this case. There was a failure to learn and understand about the cultural differences of the two organizations that had come together to form the Joint venture company. Not only id cultural differences exist, but the corporate cultures were also different. Dimension (1990) observed that organizational culture can be defined as an organizations values, beliefs, principles, practices, and behaviors. Direction The public sector is under pressure to improve service delivery and cooperate more effectively (Cabinet Office, 2003). There is a growing demand for leaders able to carry out these tasks, and to see through fundamental processes of change. However, the public sector does not have a clear idea of what constitutes good leadership. The analysis that goes exist suggests that good leadership remains too rare a quality. The implication is that we need to take careful notice of the precise environment within which leadership is constructed and deployed. The appointment, monitoring, reward and accountability structures and processes all play some part in inhibiting and/or encouraging certain forms of leadership. Multiple and often conflicting accountabilities that prevail upon public sector 123 leaders necessitate greater training, support and skill than that required in most private-sector positions Cabinet Office (2003). In the case of the organization searched here, there was a lack of iron-clad commitment to succeed. According to Hoffmann and Closer (2001) and Ninepin and Ross (2001), the participation of senior managers should go beyond the formulation of a strategy based on alliances. These managers should personally take part in the co-operative management process and show their commitment and enthusiasm both to and in the operation of the alliance. Weak organizational leadership has helped to contribute to lack of clear vision and direction. Slater (2003) observes that tomorrows leaders must raise issues, debate them, and resolve them. They must rally around a vision of what a business can become. Leaders had not set the tone of the organization in this case. Strategic leadership refers to the ability to articulate a strategic vision for the organization, or a part of it, and to motivate others to buy into that vision (Hill and Jones, 2001). Research has shown that the partners must work extremely hard at understanding each other, developing common objectives, and being truly committed to achieving a mutually desired and acceptable outcome. Otherwise, the relationship will never truly succeed. The key to making partnerships work comprises common sense, trust, pen communication, the right environment, and a good plan and strong leadership. Table I outlines some of the statements obtained from in-depth interviews in the course of the research. The statements are grouped according to the COPED element identified and indicate some of the problems, inadequacies and concerns faced by the partnership organization. While most of these elements were identified as requiring attention in some way or another, arguably they may not be all the factors that guarantee a successful partnership. Nevertheless, they could be regarded as important factors in enabling partnerships to be successful. We suggest that the success of a Joint venture may be influenced by five important characteristics. These characteristics are illustrated as building blocks in a model which we have termed the COPED model. This model reflects a collection of underpinning factors (see Figure 1). Conclusion Results from the research indicate the existence of five helpful characteristics identified under the heading of Communication, Openness, Planning, Ethos and Direction, which may be present in a successful partnership venture. It proposes a theoretical framework model, the COPED model, for building more impressive and productive relationships between public sector organizations and private sector companies. The elements of the COPED model emerged from the analysis of data and lent support for the various pointers for successful partnerships and networks. The elements, in fact, could be identified as ways in which the older bureaucratic sector organizations failed to accomplish their mission to serve their stakeholders. It is contended that the elements of the COPED model are required to ensure some degree of success, and in the organization studied here they were often found often to be lacking in many respects. COPE element Communication statements we are crap at communications we nave not allowed ourselves time to promote the partnership organization We need to improve upon communication We have a weakness which manifests a lack of understanding I think its strange that we dont have briefings on the progress of partnership organization There seems to be a lack of discussion around future financial planning I think there is a lack of understanding around the political regulatory We need to market the partnership organization We need to have a firm understanding of the Councils vision We need to remote the branding of the partnership organization No clear understanding of the contract There is a distinct lack of communication There is a blockage, not enough information on budgets I think there is a flaw in communications There Just seems to be a real lack of communication Its difficult to know if the partnership organization staff understands the requirements of the Council We need to be bri efed on a regular basis regarding progress of the partnership organizations projects I dont think the partner organizations staff really understands the history of the Council