In this first of two articles, the authors assess the implications of policy developments in partnership and contestability, commissioning and procurement, and local…
In this first of two articles, the authors assess the implications of policy developments in partnership and contestability, commissioning and procurement, and local jurisdiction for adult services joint ventures. They argue for creative responses to service delivery in which policy implementation is seen as an opportunity for local health and social care agencies to honour the history of, and future aspirations for, local partnerships. A second article will detail the very different responses to the policy agenda of four case study sites, exploring the local contours and aspirations underlying their decisions, with the intention of provoking discussion about the art of the possible in the broader community of interest.The papers draw on the authors' work funded by the Integrated Care Network (ICN) and Care Services Improvement (CSIP), which comprised a series of workshops to inform the further development of the plans of four local health and social care communities ‐ Portsmouth, Wolverhampton, Barnsley and Milton Keynes ‐ for commissioning and provision of adult care services, providing a community of interest in which aspirations, challenges and emerging solutions were exchanged and explored. Here we summarise transferable learning for the broader community of interest, drawn from the more detailed reports available from the ICN (Freeman & Peck, 2006, 2007).
Draws attention to recent broad trends in UK employment regulation that refocus the emphasis in employment rights away from a primary concern with safeguarding collective…
Draws attention to recent broad trends in UK employment regulation that refocus the emphasis in employment rights away from a primary concern with safeguarding collective rights toward a more differentiated approach privileging more individual concerns.
Seeks to explain the reasons and consequences of this development.
Argues that rights are defended on the basis of their ability to secure greater employee motivation and productivity.
Explains that this is a business-case defense rather than a requirement for social justice.
Advances the view that modern Conservatives see society as made up of a broad range of actors and not reducible to state action.
Claims that the extension of the minimum period of employment required before an employer may be taken to tribunal to two years, together with a greatly increased fee required to bring a case, mean that cases are much more difficult to make.
In this second and concluding paper on adult care joint ventures, the authors detail the very different approaches to adult care services taken by four case study sites, exploring the local contours and aspirations underlying their decisions. These are not intended as ‘off the shelf’ solutions for wide dissemination, rather to encourage others to engage with the legacy of previous partnership working and specific local contingencies.
The purpose of this paper is to examine the impact of organisational and structural change on the evolution of quality and safety in health organisations, specifically in mental health services.
Data were gathered through semi-structured interviews. In total, 25 executive management team members in both public and private mental health services were interviewed and data were analysed using Burnard’s framework.
Three overarching themes emerged: organisational characteristics, leadership and accountability; sustaining collaboration and engagement with stakeholders; and challenges to and facilitators of quality and safety. Taken together, the findings speak to the disruptive and disorienting impact of on-going organisational change and restructuring on leaders’ ability to focus on, and advance, the quality and safety agenda.
Typical with qualitative research of this nature, the potentially limited generalisability of the findings must be acknowledged.
There is a need for strategies to implement change that are informed by evidence and theory and informed by decades of research on this topic, rather than introduced ad hoc. Change agents must pair effective change management and implementation science strategies to specific contexts, depending on what is being implemented and ensure appropriate evaluation of organisational change to bolster the evidence base around quality and safety and inform future decision-making.
The study explores an identified gap in the literature on the impact of on-going organisational re-structuring and transformation on the evolution of quality and safety in mental health services.
The following is an introductory profile of the fastest growing firms over the three-year period of the study listed by corporate reputation ranking order. The business activities in which the firms are engaged are outlined to provide background information for the reader.
This case describes an award-winning quality-management program. The dilemma facing Marshall Bowden, manager of Operations, concerns the selection of a process for the manufacture of night-vision goggles. One choice would require planned rework, which would cost less than the choice requiring the least rework or the most costly option. The low-cost option runs exactly counter to the philosophy that won the division its achievement awards. Videotape #8223, “Tim Reid,” is designed for use with this case.