For the past two years CBS has been working towards re-establishing a Board of Management for the Cardiff Business Crime Reduction Partnership. The process has been fraught with misunderstandings and difficulties rather than consensual thinking about what needs to be done and how it should be achieved.
Often in the past while working on this goal, I looked at the scant documentation Ashley and I inherited when the present business organisation was set up in 2008 and saw only deficiencies in the formation of an agency intended to unite participants in common concern to act in response to business crime issues in the city. Each time there's been a change of office holder responsible in the Council or Police, there's been a change of approach and ideas about how to achieve what had looked like common goals.
Why this should happen was all the time staring me in the face, but I couldn't see it over the months we were preparing to re-launch the Business Crime Reduction Partnership Board of Management in a meeting at the end of October. The penny finally dropped a few days before the meeting, and after strenuous discussion with Ashley I took responsibility for what was ultimately a unilateral decision by CBS to abort the meeting, then work out how to explain this to invited participants after the event. A huge foolish risk. But better be pronounced a fool if I'm wrong than to let something happen, which if I was right would ultimately perpetuate the cycle of wrangling and mis-interpretations.
We say the devil is in the detail. In this case, the devil I finally glimpsed at work making clarity and consensus just about impossible to achieve, is in the lack of detail. There's no doubt about the good will and high intent of public officials and politicians who agreed and launched the Business Crime Reduction Partnership back there, eight years ago this month.
The immediate outcome was the set up of a security radio network run for the city centre by contractors, plus a number of minor public initiatives issuing from that. A constitution was drafted for the Business Crime Reduction Partnership by someone involved in its early activity, but this never seems to have been run past a lawyer, and was not fit for purpose, being unable to survive any change in its original membership. I realised this in my first spell of involvement with CBS when I was still at St John's, and first started work on a draft revision in 2008. I continued this after retirement and worked on it occasionally ever since. It was only in the days before re-launch I belatedly saw plainly what else was missing.
I took it on trust that some original documents relating to the formation of the Partnership were lost in the upheaval following the collapse of the Chamber of Commerce and Cardiff Initiative. We carried on, and I never stopped to question what might have been missing - like formal agreements signed between the various partners, a formal agreement commissioning Cardiff Business Safe to manage the service provision by whatever means approved by the governing body of the Partnership. What about instruments of governance for the Partnership were they any?
Over thirty years I spent a lot of time serving on school boards of governors. I hated the formality, I hated the strictures and bureaucracy of governance, preferring to work with kids at classroom and playground level. But, due to the loyal and conscientious nature of local government education officers, lots of good things were achieved and often in difficult situations. So I learned respect and patience, and over a long period acquired an understanding of what was needed to make everything work well. If you have a proper organisational framework and the appropriate agreements in place, amazing things can happen.
At the eleventh hour, I realised we had none of this where the Business Crime Reduction Partnership was concerned. If it ever had been, somewhere along the path it got lost and forgotten. Frankly it doesn't matter how or why this is so. Blame and shame is stupid news media entertainment fodder, not the stuff that delivers worthwhile change. Big institutions running society achieve much on the basis of custom and precedent. That's their default position. They can also achieve near miracles with conscious planning and preparation, however. This I witnessed at first hand as Vicar in the city centre when re-development happened while the city continued to do business as usual. Any time something went wrong the only question of value was how to get from here to where we need to be?
Once I realised, all I could do was risk making a fool of myself and then explain what I perceived to be the problem and what remedy could put us back on track to where everyone was aiming to arrive at. How daft, how arrogant is that? If I'm wrong, then I'm exposed as well intended but ignorant. No fool like an old fool. At least it will prompt others to think harder about getting things back on track an initiative driven by CBS over the past five years.
It wasn't actually part of what CBS was commissioned to undertake when set up to provide security radio network services. It happened by default as there was no custom and precedent to cater for the task. Maybe the only historic documents give the Partnership a framework for development are a handful of publicity leaflets and the launch press release. I'd be interested to be proved wrong, but so far, no evidence, so I press on with drafting terms of reference and service level agreements - the regles du jeu, that offer certainty and stop new people making it up as they go along.
This morning it was my turn to explain my actions at a top level meeting in County Hall of people committed to make the Partnership work. This was a meeting I prayed about more than I usually do, so that my habitual self doubt and anxiety didn't obscure communication. From a deliberate annoying confrontation I wanted to move towards dialogue, that recognised the need to ensure the Partnership started on a foundation stronger than presumed agreement and precedent. I was aware my action could be regarded as a breach of trust, but truth will come out if truth is recognised.
We came away from the meeting with an agreement to consider anew the question of foundation documents for the Partnership on the basis of the drafting work I've been doing since the day it dawned on me what the problem was. I have little trust in my expertise to provide what's needed. All I've done is devise a tentative answer to the problems caused by perceived deficiencies in the formation process. It's a first step, for proper consideration by real experts. Getting around to asking the right questions proved to be a lot harder than any answer could ever be. Who dares to say life is dull?
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