ABSTRACT
We were both involved to varying extent in the planning, execution and delivery of the Home Office Crime Reduction Programme (CRP).1 This chapter comprises our personal reflections on what we see as avoidable weaknesses in the central management of the programme. These weaknesses account to some extent for the shortcomings in the work ultimately delivered, as revealed in several of the chapters of this collection. This is an opportunity to explain what we think might have been, and what still could be, an opportunity to learn from some mistakes.
