Key points are not available for this paper at this time.
Abstract This article draws on concepts of trust to analyse recent policies affecting public/third sector relationships, examining competition, ‘command and control’ mechanisms and the community turn in shaping cultures of relationships. Drawing on examples from empirical studies in two English inner-city areas we explore ways in which power and controls exerted through dominant organisational cultures and arrangements undermine independent approaches, innovation and organisational learning across sectors. State bodies have taken trust in their actions as given while shifting responsibilities for service delivery and risks of failure to others. We argue that increasing market cultures and regulation have damaged cross-sector trust promoting divisive interests and risk-averse behaviours, restricting the local autonomy, innovation and community action presumed in the Big Society agenda. We conclude by highlighting issues that need to be addressed to ensure future collaboration with community-based providers; these include a focus on the processes and relational spaces which enable alternatives.
Milbourne et al. (Tue,) studied this question.