The organizational dynamics of under‐managed partnerships in leisure service departments

The formation of partnerships with the public, non‐profit and commercial sectors is becoming an increasingly common way for leisure service departments in local government to fulfil their mandate under conditions of economic restraint, political pressures and increased demand for services. However, these departments often lack the capacity to successfully manage the number and complexity of partnerships initiated. While under‐managed partnerships have been identified as a significant problem in the literature, little attention has been devoted to understanding the organizational dynamics that underpin them. Interviews with leisure service managers and staff in ten Canadian cities were conducted, revealing a lack of guidelines, insufficient training, poor coordination and a number of other problems contributing to under‐managed partnerships. This warrants further research and attention because it can lead to unsuccessful partnerships and negative consequences for all partners involved.