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Article
Publication date: 1 April 2006

Tom Entwistle

This paper aims to consider whether there is significant divergence between the Welsh and English approaches to partnership working.

1307

Abstract

Purpose

This paper aims to consider whether there is significant divergence between the Welsh and English approaches to partnership working.

Design/methodology/approach

The analysis reported stems from a research project, commissioned by the Welsh Assembly Government in 2002, which examined the extent and effectiveness of three‐sector partnerships. The findings from the Welsh study are contrasted with the findings of a number of studies of the modernisation agenda in English local government.

Findings

First there are increasing numbers of partnership programmes which are born and bred in Wales. Second, Wales has unitary local government and so it does not have the complexity of two‐tier structures which frustrate partnership working in the English shires. Third the Welsh polity is a small one with short and close vertical linkages between national and local actors. Fourth, the engagement with the private and voluntary sectors as political stakeholders is a higher political priority in Wales than the involvement of these sectors in service delivery. These differences mean that partnership has a rather different emphasis in Wales.

Research limitations/implications

Although focused on Wales, the article raises greater questions about the purposes of partnership working. More work is needed, however, on the measurement of partnership performance.

Practical implications

The paper raises questions both about the rationale of partnership governance and about the institutional factors likely to influence success.

Originality/value

The paper contributes to the new research area of comparative patterns of UK governance.

Details

International Journal of Public Sector Management, vol. 19 no. 3
Type: Research Article
ISSN: 0951-3558

Keywords

Content available
Article
Publication date: 1 April 2006

Martin Laffin and Joyce Liddle

1260

Abstract

Details

International Journal of Public Sector Management, vol. 19 no. 3
Type: Research Article
ISSN: 0951-3558

Article
Publication date: 1 April 2006

John Diamond

To review the current debates on partnership working and to examine whether a “fitness for purpose” test is an appropriate way of evaluating existing developments.

1809

Abstract

Purpose

To review the current debates on partnership working and to examine whether a “fitness for purpose” test is an appropriate way of evaluating existing developments.

Design/methodology/approach

The paper examines the conceptual frameworks within which the partnership discourse has been located, and reflects on whether this enables both practitioners and academics to make sense of the partnership literature and arrangements.

Findings

The paper argues that existing frameworks are limited and suggests that alternative models need to be considered.

Practical implications

The paper invites the practitioner/academic community to reassess existing models in the light of experience and analysis.

Originality/value

The paper provides an alternative framework within which to situate partnership development and practice.

Details

International Journal of Public Sector Management, vol. 19 no. 3
Type: Research Article
ISSN: 0951-3558

Keywords

Article
Publication date: 1 April 2006

John Friend

To present a perspective on partnership grounded in empirical management research. This paper is based on a keynote presentation by the author at a conference on partnership in…

1843

Abstract

Purpose

To present a perspective on partnership grounded in empirical management research. This paper is based on a keynote presentation by the author at a conference on partnership in Durham in 2004.

Design/methodology/approach

It reflects on the particular challenges of realising partnership ideals in the field of public policy with its rich textures of accountability, reflecting a career perspective of management research and the facilitation of planning workshops in inter‐organisational policy domains.

Findings

The challenge of managing decisions within an often obscure maze of inter‐agency relations is interpreted as one of developmental decision making, within which personal capacities for responsible scheming play a crucial role.

Research limitations/implications

It is argued that this view offers more appropriate guidance to partnership practice than a more conventional system‐centred perspective; and that this has important implications for future research and education in public management.

Practical implications

To learn from one another's experiences, it is suggested that public managers should cultivate capacities to map graphically the shifting patterns of structural relations among issues and among organisational roles. It is argued that the firmer grasp of new communication technologies exhibited by emergent generations offers new promise in this direction, bridging the traditional educational divide between the arts and the sciences.

Originality/value

The paper offers fresh perspectives on partnership that are intended to challenge the thinking of practitioners and consultants as well as researchers.

Details

International Journal of Public Sector Management, vol. 19 no. 3
Type: Research Article
ISSN: 0951-3558

Keywords

Article
Publication date: 1 April 2006

Robert McMurray

Seeks to review policy and practice in the English National Health Service (NHS) to show the extent to which medically framed notions of cure act in opposition to attempts to…

1613

Abstract

Purpose

Seeks to review policy and practice in the English National Health Service (NHS) to show the extent to which medically framed notions of cure act in opposition to attempts to enforce a duty of partnership in the delivery of health and social care.

Design/methodology/approach

A review of national policy and the relevant academic literature, spanning two decades, was used to examine the development of inter‐organisational relations at the boundaries of health and social care in England.

Findings

The paper finds that, despite an espoused willingness on the part of national and local stakeholders to remove long‐established disciplinary and organisational partitions between sectors, the failure to secure a shift from medically to socially constructed notions of health continues to impede more integrated care. Furthermore, policies emphasising patient through‐put, speed of treatment, episodic intervention and the primacy of hospitals are shown to encourage and empower health professionals to withdraw from cross‐boundary working in line with the isolating tendencies of bio‐medically framed notions of cure.

Originality/value

The paper draws together evidence from policy, research and theoretical literature to identify the underlying causes of collaborative failure, highlighting the manner in which associated processes of public service reform can serve to reinforce long‐established institutional barriers to inter‐organisational working, both now and in the future.

Details

International Journal of Public Sector Management, vol. 19 no. 3
Type: Research Article
ISSN: 0951-3558

Keywords

Article
Publication date: 1 April 2006

Michael Carley

Partnership has become a primary organisational tool for achieving overlapping policy agendas in local governance. But evidence shows that partnerships underachieve if they are…

1925

Abstract

Purpose

Partnership has become a primary organisational tool for achieving overlapping policy agendas in local governance. But evidence shows that partnerships underachieve if they are not integrated into, and supported by, mainstream governance structures. Now recent legislation, the Local Government in Scotland Act (2003), sets out the intention of better integration of partnership into local governance. The Act establishes a statutory duty for institutional stakeholders to engage with communities in “community planning” to improve services and to meet community aspirations. This paper sets out to explore key issues to arise in the implementation of the Act.

Design/methodology/approach

The analysis is based on key informant interviews in three Scottish local authorities carried out in 2004 and 2005.

Findings

The research finds varying degrees of integration between governance structures and community planning, depending on the commitment, history and implementation of local government modernisation. Local authorities at the leading edge of modernisation are the most innovative in community planning and also demonstrate commitment to partnership working.

Practical implications

Because of its statutory basis, the lessons of the implementation of community planning are relevant to a wide variety of local governance structures and partnership initiatives.

Originality/value

The paper reports on the first systematic study of the implementation of a policy initiative in integrated local governance.

Details

International Journal of Public Sector Management, vol. 19 no. 3
Type: Research Article
ISSN: 0951-3558

Keywords

Content available
Book part
Publication date: 6 July 2015

Abstract

Details

Multi-Level Governance: The Missing Linkages
Type: Book
ISBN: 978-1-78441-874-8

Article
Publication date: 10 July 2009

Suzana Grubnic and Margaret Woods

The purpose of this paper is to consider hierarchical control as a mode of governance, and analyses the extent of control exhibited by central government over local government…

1725

Abstract

Purpose

The purpose of this paper is to consider hierarchical control as a mode of governance, and analyses the extent of control exhibited by central government over local government through the best value (BV) and comprehensive performance assessment (CPA) performance regimes.

Design/methodology/approach

This paper utilises Ouchi's framework and, specifically, his articulation of bureaucratic or hierarchical control in the move towards achievement of organisational objectives. Hierarchical control may be inferred from the extent of “command and control” by Central Government, use of rewards and sanctions, and alignment to government priorities and discrimination of performance.

Findings

CPA represents a more sophisticated performance regime than BV in the governance of local authorities by central government. In comparison to BV, CPA involved less scope for dialogue with local government prior to introduction, closer inspection of and direction of support toward poorer performing authorities, and more alignment to government priorities in the weightings attached to service blocks.

Originality/value

The paper focuses upon the hierarchic/bureaucratic mode of governance as articulated by Ouchi and expands on this mode in order to analyse shifts in performance regimes in the public sector.

Details

International Journal of Public Sector Management, vol. 22 no. 5
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 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

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