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An organisation spending approximately £30bn annually on a vast array of services is doubtless open to as much fraud as any other complex organisation with such a budget at its disposal. However, what is unusual about this organisation — the National Health Service (NHS), is its total reliance on trust for the disposition of a large proportion of that budget. Payments made to independent contractors involve a heavy element of trust. Furthermore, there is no provision for meaningful prepayment checks to ensure that the service claimed for, has indeed been provided, and if so — has been adequately performed.

Research suggests that 85 per cent of health research is avoidably wasted. The research and development management community has an important role in the research process and can contribute to improving the quality and value of research. Al-Shahi Salman et al. (2014) identified ways in which the community can contribute towards the reduction of research waste by increasing the efficiency of recruitment and retention of research participants, data management and data sharing in studies, and promoting the integration of research into practice. The paper aims to discuss these issues.

A project undertaken between May 2016 and May 2017 explored the perspective, and contribution, towards reducing research waste amongst the research and development management community. The study identified those categories of research waste the community felt were the most important and of the most value to address. It also examined spheres of influence and barriers to addressing research waste.

The most important and highest value categories of research waste to address were: implementation of research in practice, prioritisation of research, and design, conduct and analysis of research. The research and development management community’s level of influence in those areas was low. The categories where the community felt they had most influence, with the exception of design, conduct and analysis of research, were generally those they thought were less important and valuable, i.e. research taking place to time and target, public and patient involvement, and administration.

Waste in research is a significant area of waste in health care expenditure. This study has provided a better understanding of research waste for the research management community. The research and development management community can take a leadership role in formulating an action plan and identifying measures of success in reducing waste in research.

This article aims to focus on the impact of the current austerity measures on UK public sector anti-fraud and financial crime investigative resource capacity building initiative developed over the years to tackle fraud against the public purse.

The article draws on secondary sources of data and available literature on fraud and financial crime.

Fraud is a challenge in the UK public sector but the cut-back on anti-fraud and financial crime investigative resources, given the scale of public sector fraud, the growing emphasis on accountability and the time of austerity with public money more exposed to fraud is arguably a back-door/u-turn policy on zero-tolerance approach in tackling public sector fraud and financial crime. There is the potential of this encouraging more fraud and financial crime against the public sector in the long term if measures are not taken to devise strategies for enhancing anti-fraud and financial crime investigative resource capacity.

The research implication for this article is that it opens an avenue for future studies to examine post austerity strategies for strengthening public sector anti-fraud and financial crime investigative resource strategies to deal with emerging fraud threats to UK public sector.

This article acts as a reference guide for policymakers to reflect on the long-term adverse impact of the austerity on anti-fraud and financial crime investigative resource capacity and capability in tackling fraud public sector fraud.

The paper attempts to present an alternative lens to examining the scale of UK public sector fraud problem rather than relying on headline story of declining fraud in UK.

This special “Anbar Abstracts” issue of the International Journal of Public Sector Management is split into six sections covering abstracts under the following headings: Culture, Strategy and Organizational Structure; Leadership, Management Styles and Decision Making; Personnel and HR Management; Training and Development; Information Technology; Marketing and Customer Service Strategy.

The Resource Management Initiative (RMI) is a central ingredient in plans to instil market‐based relationships in health care and medicine. However, these plans have not benefited from any adequate assessment of “resource management”. Demonstrates how earlier experience with resource management provides little guidance as to how it might be made to work. While resource management implies that measures of cost and activity were to be related to each other, its purposes are confused and confusing. While seemingly offering a variety of advantages, resource management is characterized by struggles and negotiations over its operational substance. Moreover, the initiative failed to resolve crucial issues over how to account for activities. Experience of tackling these issues as market‐based relationships came into effect during 1992‐3 demonstrates that resource management provides limited assistance to managers of the service.

The management of violence and aggression is an important aspect of any service in the NHS and has been rightly tackled as a whole organisational approach. De-escalation is one such aspect of the organisation approach relating foremost to the safety of people and as such is a central part of relational security, personal safety and the therapeutic relationship.

The paper explores the evidence and policies around de-escalation.

The paper recommends that a randomised-controlled trial be designed, comparing different de-escalation techniques to establish an evidence base for this routine practice.

The paper is limited to discussing de-escalation as an approach and the policy that directs it, and does not consider individual theories on aggression and management. It makes recommendations for policy, research and practice.

There is a lack of high-quality evidence around de-escalation policy and principles which staff may believe is evidence-based practice because training is often mandatory. This obviously impacts upon the patient experience and aspects of safety. The paper is valuable to practitioners working in secure environments, or with offenders that may require management of violence and aggression.

There are many policies and guidelines from the government and from professional bodies that seems to have tailored off since 2005 (Muralidharan and Fenton, 2006; UKCC, 2002). Forensic staff are constrained by such guidance which is further complicated by debates concerning care/coercion and forensic environments, some of which is alluded to here.

The purpose of this paper is to explore the challenges of measuring fraud in overseas aid.

The research is based on 21 semi-structured interviews with key persons working in the delivery of aid in both the public and voluntary sectors. It uses the UK Department for International Development as a case study to applying more accurate measures of fraud.

This paper shows there are significant challenges to using fraud loss measurement to gauge fraud in overseas aid. However, it argues that, along with other types of measures, it could be used in areas of expenditure in overseas governments and charities to measure aid. Given the high risk of such aid to fraud, it argues helping to develop capacity to reduce aid, of which measuring the size of the problem is an important part; this could be considered as aid in its own right.

The researchers were not able to visit high-risk countries for fraud to examine in the local context views on the challenges of measuring fraud.

The paper offers insights on the challenges to accurately measuring fraud in an overseas context, which will be useful to policy-makers in this context.

Given the importance of as much aid as possible reaching recipients, it offers an important contribution to helping to reduce losses in this important area.

There has been very little consideration of how to measure fraud in the overseas aid context, with most effort aimed at corruption, which poses some of the same challenges, as well as some very different challenges.

The purpose of this paper is to present a comparative appraisal of structures, fraud loss and performance data in London local authorities (LAs) with that of the National Health Service (NHS) and the Department for Work and Pensions (DWP) in order to test the Fraud Review's contention that LAs are “less well equipped” to deal with fraud than central government departments.

Primary research was undertaken through questionnaires to all London boroughs and interviews with key personnel in two comparator organisations.

London boroughs are no less competent or effective in investigating fraud. Each has a specialist anti‐fraud response and has similar levels of performance as comparator organisations. Whilst London boroughs outperform in some areas such as sanctions per officer against the NHS and detection levels in benefit fraud against the DWP, there are concerns over higher per unit staffing cost, principally caused by the autonomous and diverse nature of local government. Further that some authorities are unaware of, or unwilling to deal with, certain fraud typologies.

The research was limited to London local government and further work is needed outside the capital.

Recommendations are made for the introduction of an explicit statutory requirement for LAs to have an anti‐fraud resource, standardisation of definitions and consideration of borough‐based multi‐agency fraud teams.

There has been no previous research of this type and it may be useful to government when considering how to deal with fraud, LAs and those with an interest in public sector fraud.