Spotlights the cultural transitional process which has taken place following the merger of Glaxo and The Wellcome Foundation to form Glaxo Wellcome in March 1995. Underlines that management was proactive in developing a global culture, inviting a human resource consultancy, Renaissance, to conduct a four‐phase custom‐designed leadership and cultural change training programme. Claims that such training can achieve lasting human benefits, encouraging commitment, accountability, creativity, trust, team spirit and self‐ management.
Ten years after the first comprehensive review of fiscal noting in the states, revisiting the impact of cost analysis on unfunded state mandates yields pessimistic…
Ten years after the first comprehensive review of fiscal noting in the states, revisiting the impact of cost analysis on unfunded state mandates yields pessimistic conclusions. More states have adopted fiscal noting over the period, yet few report that the process is successful. The majority of fiscal notes contain no cost estimates at all for a variety of reasons, including lack of time, lack of resources, lack of legislative attention, and perhaps lack of institutional capacity.
Describes outdoor team‐building programmes provided by the company Team Dynamic. Satisfied clients include Europ Assistance, International Factors (a Lloyds Bank subsidiary), Alexander Howden and Transaction Technology Ltd.
Local government budget processes have changed substantially since the early 1990s, due in part to an expanded emphasis on performance accountability and the availability…
Local government budget processes have changed substantially since the early 1990s, due in part to an expanded emphasis on performance accountability and the availability of information technology. We present evidence that local government budget outcomes also have changed over the same time period when disaggregated at the functional level. Though we do not assert a causal relationship between the two, our findings indicate that the normative-descriptive gap in budget theory described by Rubin (1990) deserves new scholarly attention. Our profession’s attraction to incrementalism may have blurred the success of budget reform in local government.
Previous research has indicated that municipalities regularly collect performance data. A survey of medium-to-large southeastern cities supports that conclusion, but…
Previous research has indicated that municipalities regularly collect performance data. A survey of medium-to-large southeastern cities supports that conclusion, but cautions that limited emphasis is placed on performance during budget construction. Prior-year expenditures drive the budget at the preparation phase. Performance information is added at the presentation phase for explication and to conform norms promulgated by professional budgeting organizations.
The knowledge base in public budgeting has certainly grown during the twentieth century, but the most enduring features of public budgeting were developed or documented in…
The knowledge base in public budgeting has certainly grown during the twentieth century, but the most enduring features of public budgeting were developed or documented in the first half of the century. The line item budget is still the dominant format in government budgeting; incremental adjustment to the previous year’s allocation is still the dominant budget process. Later developments in public budgeting, like planning-programming-budgeting system (PPBS), management by objective (MBO), zero-based budgeting (ZBB), and performance budgeting have had very little enduring impact on the practice of budgeting, largely because they reflected presidential attitudes about the role of government in society rather than theoretical advances in budgeting.
Discusses the introduction of a corporate change programme at Motability Finance Ltd. Reports how work groups were established to cover empowerment, staff development and competences, management style, team building and communications. Describes employee and customer satisfaction surveys, undertaken in an attempt to become a customer‐driven organization. Details the introduction of a document retrieval system and training programme.
The purpose of this paper is to explore some of the critical areas of work in any long-term strategy to develop integrated occupational therapy services across health and…
The purpose of this paper is to explore some of the critical areas of work in any long-term strategy to develop integrated occupational therapy services across health and social care for adults who are frail and elderly and living in their local communities. It explores the success that has been experienced in Aneurin Bevan University Health Board over the past eight years or more and proposes “keeping the faith” as a helpful personal strategy in avoiding disillusionment and disengagement in the process when setbacks occur along the way.
The paper is a combination of personal reflection and experience, with reference to the literature and what has been written about others’ professional experiences at bringing services and professional groups together.
Developing integrated occupational therapy services is not easy. However there are several critical factors, which once understood for their role in the overall process, add weight to the “right thing to do” argument. These “critical factors” provide a continued focus for the work when the challenges inherent in developing integrated services are in danger of outweighing the successes and the pressure is strong to revert to the default position of single agency service delivery.
This paper makes an effort to pursue integrated occupational services to serve as an example of wider attempts to pursue collaboration and integration, highlighting the need for remaining doggedly determined on the final objective – better services for people.
Mae’r erthygl hon yn archwilio rhai o’r meysydd gwaith hanfodol mewn unrhyw strategaeth hirdymor i ddatblygu gwasanaethau therapi galwedigaethol integredig ar draws iechyd a gofal cymdeithasol. Mae’n nodi ‘cadw’r ffydd’ fel strategaeth bersonol ddefnyddiol yn osgoi dadrithio a datgysylltu yn y broses pan fydd rhwystrau yn digwydd ar hyd y ffordd. Mae’r papur yn dadlau bod yr hyn yr ydym yn ei wneud a’r buddion i ddefnyddwyr y gwasanaeth pan fyddwn yn gwneud pethau’n iawn gymaint yn well, fel na ddylai cyflenwi unrhyw beth arall fod yn opsiwn. Mae’n cynnig mai integreiddio yw’r peth iawn i’w wneud hyd yn oed pan na ellir meintioli a mesur canlyniadau’n hawdd, oherwydd cymhlethdod y broses dros gyfnodau hir. Er bod y ffocws ar wasanaethau therapi galwedigaethol, diben ychwanegol y papur yw dangos sut y mae gwasanaethau ac asiantaethau eraill yn debygol o wynebu’r un brwydrau ac yn gallu dysgu o’r profiad hwn.
Mae’r papur yn gyfuniad o adlewyrchu a phrofiad personol, wedi ei gyfuno â chymariaethau o’r llenyddiaeth a phrofiadau proffesiynol pobl eraill yn dod â gwasanaethau a grwpiau proffesiynol gyda’i gilydd. Mae’n ystyried y gofyniad i ailddylunio’r gweithlu fel ffactor allweddol a phwysigrwydd cadw’r person/claf/defnyddiwr y gwasanaeth yn ganolog i’r holl ystyriaethau yn ymwneud ag ymarfer, proses a pholisi.
Gellir priodoli’r llwyddiant yn datblygu gwasanaethau therapi galwedigaethol integredig yn ardal Bwrdd Iechyd Prifysgol Aneurin Bevan dros yr 8 mlynedd neu fwy (ac sy’n dal yn waith sy’n mynd rhagddo) i sawl ffactor sydd, unwaith y cânt eu deall am eu rôl yn y broses gyffredinol, yn ychwanegu pwysau at y ddadl ‘y peth iawn i’w wneud’. Mae’r ‘aml’ ffactorau hyn yn rhoi ffocws parhaus i’r gwaith pan fydd yr heriau mewn perygl o wrthbwyso’r llwyddiannau ac mae’r pwysau yn gryf i ddychwelyd i sefyllfa ddiofyn o gyflenwi gwasanaeth gan un asiantaeth.
Mae’r papur hwn yn gwneud ymdrech i fynd ar drywydd gwasanaethau galwedigaethol integredig i wasanaethu fel enghraifft o ymdrechion ehangach i fynd ar drywydd cydweithredu ac integreiddio, gan dynnu sylw at yr angen am weddill ei benderfynu doggedly ar yr amcan terfynol – gwell gwasanaethau i bobl.