Search results

1 – 10 of over 162000
Article
Publication date: 1 December 2005

Mike Richardson, Stephanie Tailby, Andrew Danford, Paul Stewart and Martin Upchurch

This paper explores employee experiences concerning job security/insecurity, workload, job satisfaction and employee involvement in the aftermath of Best Value reviews in a local

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Abstract

Purpose

This paper explores employee experiences concerning job security/insecurity, workload, job satisfaction and employee involvement in the aftermath of Best Value reviews in a local authority.

Design/methodology/approach

Using a mix of quantitative and qualitative data collection techniques employees' experiences of Best Value reviews in a local authority are compared and contrasted with council staff employed elsewhere in the authority to establish the extent to which workplace partnership principles have taken hold under a Best Value regime.

Findings

Little evidence of positive outcomes was found from partnership at work under a Best Value regime. The constraints imposed by central government, under which managers in the public sector operate, contributed significantly to partnership at work remaining little more than a hollow shell.

Originality/value

This paper provides a recent in‐depth case study of the experience of workplace partnership, which was developed not discrete from but as part of the Best Value modernisation programme in a local authority.

Details

Personnel Review, vol. 34 no. 6
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 1 December 2000

Alison Jaconelli and James Sheffield

This article aims to examine the effects of the best value policy initiative on the human resource function in Scottish local government. The article examines whether best value

1749

Abstract

This article aims to examine the effects of the best value policy initiative on the human resource function in Scottish local government. The article examines whether best value provides the human resource function with the opportunity and ability to perform strategically, rather than in a reactive and opportune manner. In addition, it will examine whether the policy will enable the human resource (HR) function to move from the mechanistic, repetitive activities HR specialists report consume their time, towards the “softer”, more consultative tasks associated with the HR function.

Details

International Journal of Public Sector Management, vol. 13 no. 7
Type: Research Article
ISSN: 0951-3558

Keywords

Article
Publication date: 10 April 2007

Bethan M. Davies and Paul R. Drake

This paper seeks to address the question, “How can private home care providers compete and drive their businesses forward to deliver best value to the community?” Public sector…

1409

Abstract

Purpose

This paper seeks to address the question, “How can private home care providers compete and drive their businesses forward to deliver best value to the community?” Public sector managers in local authorities need this question answered so that they can provide their part of the solution, facilitating best value.

Design/methodology/approach

A review was performed of relevant literature on the commissioning (outsourcing) of home care and of best value. This indicates that the future of home care services, taking into consideration commissioning and how best value will be achieved, has not been researched widely. Therefore, an exploratory approach to research was adopted here using in‐depth analysis of a small number of particularly informative local authorities and private providers selected by purposive/judgemental (extreme and critical case) sampling. Personal contact was deemed necessary in order to perform an intensive investigation to pursue in‐depth information.

Findings

To improve value one can cut costs and/or increase quality. It is argued here that there is little immediate opportunity for private home care providers to cut costs and with fixed pricing substantial improvements in quality cannot be funded by increased prices or cost cutting elsewhere. To address this impasse, two solutions have been identified; increased economies of scale through consolidation in the marketplace and radical improvements in efficiency through the exploitation of information and communication technology (ICT). Both of these strategies have major ramifications for the “enabling local authority” taking actions to see best value delivered to its community.

Research limitations/implications

This paper presents the findings of exploratory research. A more detailed study covering many more local authorities, private care providers and an international prospective will be conducted over the next two years.

Practical implications

This paper provides timely guidance to public sector managers in local authorities and private home care providers seeking best value in home care through commissioning.

Originality/value

Little has been found in the literature on strategies by which private home care providers can deliver best value, yet such strategies are needed urgently to achieve best value. This paper is a timely contribution to addressing this need.

Details

International Journal of Public Sector Management, vol. 20 no. 3
Type: Research Article
ISSN: 0951-3558

Keywords

Article
Publication date: 1 March 2000

Amanda Ball, Mary Bowerman and Shirley Hawksworth

Examines the practical experience of benchmarking in the UK local government sector during the period leading to the introduction of an important policy initiative for local

1963

Abstract

Examines the practical experience of benchmarking in the UK local government sector during the period leading to the introduction of an important policy initiative for local government under “New Labour”. Argues that, under conditions of fiscal control, benchmarking has been subsumed under the wider practice of performance measurement in the sector. A critical factor is the primacy of the role of performance monitoring in local government, which in turn results from the controlling nature (in fiscal and political terms) of UK central government. The corollary is a conflation of two distinct views of benchmarking: benchmarking as a rigorous and challenging scrutiny of local government processes; and benchmarking as an instrument of central government control. Such a state of affairs would appear to offer a number of advantages to those policy makers whose blueprint for the reform of local government encourages the use of benchmarking across the sector.

Details

Benchmarking: An International Journal, vol. 7 no. 1
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 1 May 2006

Paul R. Drake and Bethan M. Davies

This paper aims to help public sector managers that are formulating strategies for outsourcing home care from the independent sector.

2030

Abstract

Purpose

This paper aims to help public sector managers that are formulating strategies for outsourcing home care from the independent sector.

Design/methodology/approach

A review was performed of relevant literature on the outsourcing of home care and its political drivers in the UK. This indicates that the future of home care services, taking into consideration outsourcing and how Best Value will be achieved, has not been researched widely. Therefore, an exploratory approach to research was adopted here using in‐depth analysis of a small number of particularly informative local authorities and private providers selected by purposive/judgemental (extreme and critical case) sampling. Personal contact was deemed necessary in order to perform an intensive investigation to pursue in‐depth information.

Findings

The British Government's Best Value regime is driving local authorities towards increasing levels of outsourcing in the provision of home care. A local authority may choose to outsource all of its home care or maintain some in‐house provision based on capacity or capabilities that are complementary to those provided by the independent sector. The 100 per cent outsourcing strategy places enabling demands on the local authority, whereas the alternative strategy requires decisions to be made on what should be outsourced. Across the authorities surveyed, six strategies for creating a mixed economy of care have been identified, with the mix being based on complementary capacity and/or capabilities. With Best Value driving authorities to consider lower‐cost options, the outcome may be a reduction in the amount of complementary capacity provided in‐house, in favour of strategies involving complementary capabilities that deliver the Best Value possible. Re‐enablement is emerging as a common, complementary or core capability that is remaining in‐house. Outsourcing also requires decisions to be made on the number of independent providers to be used and the type of contracts to be employed. This paper considers the decisions that have been made in the local authorities surveyed and critiques the alternative home care outsourcing strategies so derived.

Research limitations/implications

To date, the research has focused on Wales in general plus a few local authorities in England. The next stage will be to survey England in more detail along with other countries that are implementing substantial outsourcing of home care, such as Canada.

Practical implications

This paper provides timely guidance to public sector and health care managers seeking Best Value in home care through outsourcing.

Originality/value

Little has been found in the literature on strategies for outsourcing home care, yet such strategies are needed urgently in the UK to achieve Best Value. The World Health Organization stresses that strategies should be drawn up for providing support to patients and carers at community level in order to avoid costly institutional care.

Details

Journal of Health Organization and Management, vol. 20 no. 3
Type: Research Article
ISSN: 1477-7266

Keywords

Article
Publication date: 1 June 2001

James Sheffield and Paul Coleshill

Best Value was introduced as a local government policy in 1997, after the election of a New Labour administration. The policy was designed to reconfigure service delivery by local

1181

Abstract

Best Value was introduced as a local government policy in 1997, after the election of a New Labour administration. The policy was designed to reconfigure service delivery by local government, with local authorities assuming the role of enablers rather than service providers. In order to help achieve this change, Best Value was constructed around a balanced scorecard approach. As a result, local authorities are examining organisational structure for a number of reasons. Internal management information requirements have changed. Best Value has also occurred at the same time as a number of other local government reforms, which are emphasising strategic decision making; accountability; transparency; sound governance and an awareness of the citizen’s perspective. Consequently, the traditional committee structure is being examined in many local authorities. This paper examines organisational changes within one local authority as a result of Best Value, which are designed to produce a more efficient, citizen focussed, and quality‐driven organisation.

Details

Measuring Business Excellence, vol. 5 no. 2
Type: Research Article
ISSN: 1368-3047

Keywords

Article
Publication date: 1 November 2002

Rodney McAdam and Liam O’Neill

The best value initiative has been designated as the key framework for improving service quality and effectiveness in UK local government. In support of the framework a number of…

1375

Abstract

The best value initiative has been designated as the key framework for improving service quality and effectiveness in UK local government. In support of the framework a number of measures have been introduced to measure effectiveness. However, there are problems with using comparative performance measures within the diverse grouping of local government services. Aims to measure the effectiveness of best value in a similar group of building control services by using a clustered benchmarking approach. The mainly qualitative research involves applying a strategic benchmarking approach to the 26 units or councils within the cluster and then comparing the cluster with the best practice UK measures for building control services. To facilitate the process a benchmarking measurement framework for building control was developed. The results indicate that the clustering approach is more beneficial than comparing the service of a single unit with best practice. Practices comparable with best practice for key measures can be identified for individual units or councils within the cluster. Moreover, there are more opportunities for generalising the findings and developing measurement frameworks within clusters. The cluster can internalise the benchmarked findings through mutually supportive programmes.

Details

International Journal of Public Sector Management, vol. 15 no. 6
Type: Research Article
ISSN: 0951-3558

Keywords

Article
Publication date: 1 May 2005

Angela Benson and Steven Henderson

To understand the effects of the best value regime on the public provision of recreation at the level of the leisure centre.

4579

Abstract

Purpose

To understand the effects of the best value regime on the public provision of recreation at the level of the leisure centre.

Design/methodology/approach

A strategic auditing device is applied to 87 leisure centres to investigate the strategic variables of environmental stability and attractiveness, service strengths and financial resources. The analysis produces a typology of leisure centres, and evaluates the prospects of each type under best value.

Findings

The findings suggest that a large number of leisure centres managed by local authorities will make limited headway in implementing best value. What is more, many face problems that will be exacerbated, rather than eased, by current policy. Leisure centres managed by Trusts generally face more benign local environments, which appear to offer greater prospects, but it is clear that Trust status itself offers few advantages outside a greater range of financial sources.

Research limitations/implications

The research focuses on strategic choices as they face leisure centre managers. It does not directly explore the strategic and policy decisions made at other levels.

Practical implications

The paper argues for subtler recreation policy (and by implication, the provision of public sector services generally) that pays due regard to the local conditions of service providers. Policy that focuses only on general prescription of managerial (and often rhetorical) practices will frequently lead strategies towards satisficing performance indicators that may be arbitrary, rather than focusing on problems and issues as they face professional leisure managers.

Originality/value

The use of a formal strategy tool as the level of a service provider is novel, and augments work on hybrid firms facing strategic choices based not only on political factors but also private sector market‐oriented competitors. Further, useful comparisons are made between leisure centres managed by Trusts and those still controlled by a Local Authority. The data provided will also help to inform practical and academic debates concerning the application of quality standards and management practices in the leisure sector.

Details

International Journal of Public Sector Management, vol. 18 no. 3
Type: Research Article
ISSN: 0951-3558

Keywords

Article
Publication date: 1 August 2001

Briony Train and Judith Elkin

Until recently, performance measurement in public libraries had largely failed to address the issue of evaluating the quality of service provision. Investigates the potential to…

1593

Abstract

Until recently, performance measurement in public libraries had largely failed to address the issue of evaluating the quality of service provision. Investigates the potential to measure the impact on staff and users of reader development, currently a key concern to the public library sector. Uses examples as the best value inspection process, a current form of performance measurement, and Branching Out, an ongoing national reader development initiative. Concludes that the qualitative, person‐centred evaluation methodologies developed via projects such as Branching Out could support any local authority preparing its own service evaluation, and could arguably enhance any evaluative documentation, for example the Best Value Performance Plan.

Details

Library Review, vol. 50 no. 6
Type: Research Article
ISSN: 0024-2535

Keywords

Article
Publication date: 1 December 2001

Mik Wisniewski and Derek Stewart

The new Labour Government elected in the UK in 1997 has a declared commitment to the modernisation of local government and has proposed radical change to the way councils plan and…

1126

Abstract

The new Labour Government elected in the UK in 1997 has a declared commitment to the modernisation of local government and has proposed radical change to the way councils plan and deliver local services through best value in service delivery. Best value emphasises the role of sound management as a means of delivering service improvements. Best value in Scotland has a core requirement for every council to develop an effective performance management and planning (PMP) framework. The Accounts Commission and Audit Scotland have developed a detailed audit approach to assess and support each council’s progress in developing and improving its PMP framework. The audit specified sets out the key features of a best value service grouped under ten criteria, requires each council service being audited to critically assess their current performance, and requires each service to implement performance improvements that are necessary to deliver best value services. The key findings from the first audit are presented together with an evaluation of councils’ reactions to the audit and an assessment of the contribution of the audit to continuous improvement in Scottish local government.

Details

International Journal of Public Sector Management, vol. 14 no. 7
Type: Research Article
ISSN: 0951-3558

Keywords

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