ABSTRACT
The previous chapter was devoted to introducing the component agencies of the ACPC and their representatives. It also established that within a large and diffuse group of people there was a clear and established hierarchy of agencies and personnel, with the accompanying potential for conflict and rivalry such groupings almost always carry in their wake. In many respects this chapter maintains that focus. Taken together, this and the previous chapter employs the first aspects of Hudson’s (1987) framework of analysis - environmental context - to provide some background and to allow the reader to gain a feel of the manner in which the ACPC conducted its business.
