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Implementing failure demand reduction as part of a demand management strategy
- Authors:
- MORRIS Gareth, WALLEY Paul
- Journal article citation:
- Public Money and Management, 42(1), 2022, pp.22-31.
- Publisher:
- Taylor and Francis
- Place of publication:
- Philadelphia, USA
Police forces, like much of the UK public sector, have struggled to meet the demand placed upon them because of real-term funding cuts and increases in some types of demand. Where increases in resource are not possible, attention has to be paid to the reduction of demand or the increase in effective capacity through efficiency gains. Within the literature, ‘failure demand’ is seen as unnecessary demand, caused by errors and repeated work that could be eliminated. This article reports on the analysis of failure demand at one police force as a method of sustainably reducing demand. The findings suggest 30% of non-urgent demand entering the system could be avoided. However, not all of this avoidable demand has been eliminated so far. The article explores the necessary system changes to reduce failure demand and the management challenges to achieve effective change. IMPACT: Claims are made that up to 80% of the demand entering public services can be classified as unnecessary, or avoidable, ‘failure demand’ that is generated through errors or aspects of poor delivery system design. This article shows how failure demand was identified at one police service, the extent to which it was seen to occur and the practices that were changed to reduce failure demand. Much of the same methodology can be applied to other public services but the article demonstrates that changes to reduce failure demand must focus on system change. (Edited publisher abstract)
New development: ‘Appreciate-Engage-Facilitate’- the role of public managers in value creation in public service ecosystems
- Authors:
- OSBORNE Stephen P., et al
- Journal article citation:
- Public Money and Management, 41(8), 2021, pp.668-671.
- Publisher:
- Taylor and Francis
- Place of publication:
- Philadelphia, USA
This article argues for the ‘public service ecosystem’ as an organizing framework through which to appreciate the interactions and integration of the institutional, service, and individual levels in public service delivery. It offers a heuristic (‘Appreciate-Engage-Facilitate’) through which to understand and support the role of public managers in value creation at all levels of such ecosystems. (Edited publisher abstract)
Human Service Organizations: Management, Leadership and Governance
- Publisher:
- Taylor and Francis
Peer-reviewed journal dedicated to current research and practice in nonprofit and public sector human service organizations. Coverage on Social Care Online from this journal is limited to relevant articles about social care in the UK or relevant systematic reviews. (Edited publisher abstract)
Administrative buy-in for user participation in managing social services
- Authors:
- LEUNG Terry Tse Fong, et al
- Journal article citation:
- Journal of Social Service Research, 46(2), 2020, pp.211-224.
- Publisher:
- Taylor and Francis
- Place of publication:
- Philadelphia, USA
This paper reports the findings of a study conducted in Hong Kong on the value position of the social service providers regarding user participation in service management. Using a survey instrument to collect data from 642 service providers in an elderly service organization, the study explored whether or not the value position had an effect on the views of the service providers on the structural set-up for user participation, and whether the value position of the professional staff was significantly different from that of the non-professional staff. Exploratory factor analyses (EFA), confirmatory factor analyses (CFA) and structural equation modeling (SEM) were applied in the analysis. The findings identify that administrative buy-in needed to support shared decision-making with the welfare service users has not been achieved in the studied organization, owing to the absence of value commitment to the user participation cause. As the professional staff was more supportive of values favoring user participation, the paper calls for an acculturation process that would be stimulated and led by professionals to develop a participatory culture. The paper also recommends conducting similar study on a larger scale and qualitative inquiry into factors influencing the formation of values about user participation in future research. (Publisher abstract)
How do network characteristics influence network managers’ choice of strategies?
- Authors:
- KLIJN Erik-Hans, VAN MEERKERK Ingmar, EDELENBOS Jurian
- Journal article citation:
- Public Money and Management, 40(2), 2020, pp.149-159.
- Publisher:
- Taylor and Francis
- Place of publication:
- Philadelphia, USA
As indicated in the research on networks over the past 10 years, network management strategies are very important for achieving results in governance networks. But what characteristics influence the deployment of network management strategies? Using quantitative data on network managers in environmental projects at the local level, this paper looks at three important network characteristics (network size, degree of hierarchy, and conflict level) and assesses their influence on three categories of network management strategies: connecting, exploring, and arranging. The results show that, for network managers, more hierarchy leads to a stronger likelihood of choosing connecting; a larger network size leads to more exploring and arranging; and more conflict correlates with less use of connecting and exploring. Public sector managers have to deal with the complexities of the networks they encounter when they want to solve issues. The authors’ research indicates that larger networks with more and a greater variety of actors need to be addressed by using more different network management strategies. A dilemma of the paper’s findings is that more conflict in the network was correlated with employing fewer network management strategies. But, of course, the conflict itself and the need to address the policy problem ask for more intensified managerial effort, taking time and attention to really solve the conflict. This paper offers some possible ways out. (Edited publisher abstract)
New development: integrating risk management in management control systems - lessons for public sector managers
- Authors:
- RANA Tarek, WICKRAMASINGHE Danture, BRACCI Enrico
- Journal article citation:
- Public Money and Management, 39(2), 2019, pp.148-151.
- Publisher:
- Taylor and Francis
- Place of publication:
- Philadelphia, USA
Exploring multiple dimensions of management control systems (MCS), this article proposes a new framework to integrate risk management with strategy, MCS and performance measurement systems (PMS). Considering the public sector as a focal point, the article points to some enterprise risk management (ERM) issues and argues that ERM-enabled MCS has potential to improve PMS and strategic decision-making, leading to a more proactive risk management framework and a culture that promotes performance driven accountability. Consequently, the article calls for further research towards solving the public sector’s risk management problems, motivating its managers to adopt best practices, and stimulating suitable policy developments. (Edited publisher abstract)
Measures of accountability and delegated discretion in activation work: lessons from the Norwegian Labour and Welfare Service
- Author:
- ANDREASSEN Tone Alm
- Journal article citation:
- European Journal of Social Work, 22(4), 2019, pp.664-675.
- Publisher:
- Taylor and Francis
Activation work – the complex task of motivating, compelling and assisting marginalized citizens into labour market participation – pinpoints critical issues of discretion and accountability in the welfare state. Investigating accountability measures aimed at ensuring qualified discretionary judgements is therefore important. This article discusses the reformed Norwegian Labour and Welfare Service and the accountability measures aimed at discretionary judgements of frontline workers. The conclusion is that, because activation tasks in the Norwegian frontline service imply professional discretion more than administrative discretion, structural measures aimed at restricting the discretionary space of frontline workers seem to have only limited impact. This is because the knowledge necessary to perform means – end judgements is insufficient. Rather, there seems to be a need for epistemic measures aimed at improving the knowledge base for professional discretionary reasoning. (Edited publisher abstract)
Evidence-based practice in social work: perceptions and attitudes among Norwegian social workers
- Authors:
- EKELAND Tor-Johan, BERGEM Randi, MYKLEBUST Vidar
- Journal article citation:
- European Journal of Social Work, 22(4), 2019, pp.611-622.
- Publisher:
- Taylor and Francis
Although the concept of evidence-based practice (EBP) eludes precise definition, it is used as a trademark label to ensure that practice is based on science and thereby effective and of high quality. Proponents of EBP have proposed that both education and practice in social work should be transformed according to the principle of EBP. They attribute critical opposition to EBP to a lack of knowledge of what EBP is. This article endeavours to clarify the concept and present results from a survey among social workers (N = 2060) from Norway. The survey results show that although many have heard of the concept, few have precise knowledge about it. However, the more educated social workers are (master’s level), the clearer their opinions, both critical and non-critical. The results are discussed in relation to neo-liberal governance and development of social work. (Edited publisher abstract)
Facilitating co-production in public services: management implications from a systematic literature review
- Authors:
- SICILIA Mariafrancesca, et al
- Journal article citation:
- Public Money and Management, 39(4), 2019, pp.233-240.
- Publisher:
- Taylor and Francis
- Place of publication:
- Philadelphia, USA
Drawing on the results of a systematic literature review of empirical studies, this paper sheds light on six broad factors that facilitate the initiation and implementation of co-production in public services. The factors are classified into two overarching categories: organizational factors, including organizational arrangements, professional roles, and managerial tools; and procedural factors, including participant recruitment, participant preparation, and process design. For each set of factors, the paper provides a series of management implications. It concludes with additional observations for practice. Unfortunately, ‘one-size-fits-all’ does not apply to co-production. Policy-makers and public managers need use their knowledge, skills, and judgment to design, activate, and implement co-production activities. The paper presents three organizational factors (organizational arrangements, professional roles, and managerial tools) and three procedural factors (participant recruitment, participant preparation, and process design) that facilitate the initiation and implementation of co-production. Moreover, for each set of factors, the paper provides an important series of management implications that offer guidance to those who are using, or who wish to use, co-production in their organizations. Thus, this paper provides evidence-driven advice that can assist public managers and policy makers looking for ways to improve co-production in public services. (Edited publisher abstract)
Professional identity in interprofessional teams: findings from a scoping review
- Authors:
- BEST Stephanie, WILLIAMS Sharon
- Journal article citation:
- Journal of Interprofessional Care, 33(2), 2019, pp.170-181.
- Publisher:
- Taylor and Francis
Integrated care has been identified as being fundamental to health and social care reforms. How this interprofessional working impacts on professional identity is unclear. There is a lack of reviews synthesising this growing body of literature. It is therefore timely to conduct a scoping study of the literature which explores the intersection between interprofessional care and professional identity. The aim of this study is to identify the factors that impact on professional identity when working in interprofessional teams. A scoping review was conducted; Business Source Complete (EBSCO); CINAHL; Proquest; Medline; Scopus; and Cochrane Reviews (January 1980 to July 2018) were systematically searched for studies focusing on professional identity and interprofessional teams. Inclusion and exclusion criteria were identified and applied, data were charted, and a synthesis of the narrative was conducted. Sixteen papers are identified as central to this scoping review. Analysis of the papers highlights three key areas of interest: the creation of professional identity; challenges and barriers to professional identity; and implications for leadership and management. The significance of this review is considered along with an agenda for future research. Expanding the research to include more empirical studies to consider areas such as the value of interprofessional education programmes and to include the voice of those professionals no longer working or choosing not to work in an interprofessional care setting should also feature within future research. (Publisher abstract)