Index
Rebecca Dalli Gonzi
(University of Malta, Malta)
Change and Continuity Management in the Public Sector: The DALI Model for Effective Decision-Making
ISBN: 978-1-78973-168-2, eISBN: 978-1-78973-167-5
Publication date: 24 April 2019
This content is currently only available as a PDF
Citation
Gonzi, R.D. (2019), "Index", Grima, S. (Ed.) Change and Continuity Management in the Public Sector: The DALI Model for Effective Decision-Making, Emerald Publishing Limited, Leeds, pp. 143-149. https://doi.org/10.1108/978-1-78973-167-520191008
Publisher
:Emerald Publishing Limited
Copyright © 2019 Emerald Publishing Limited
INDEX
Note: page numbers in italic and bold refers to figures and tables respectively & page numbers followed by ‘n’ refers to endnotes.
accountability
, 34, 39, 60, 79, 81–83, 96, 110, 116, 119, 124
increased
, 39
national
, 81, 83
strengthened top-down
, 34
accountability systems
, 119, 124
accreditation
, 60, 63, 103
accreditation facilities
, 103
actions
benchmark industry
, 64
improvised
, 55
activities
basic
, 57, 97
normal organisational
, 4, 41, 95
value-adding
, 49, 55
activity development
, 96
adaptive capacity systems
, 101
agencies
, 27, 35, 43–44, 46, 52, 57, 59–60, 64, 76, 83, 91, 93–94, 107, 112, 114, 117
executive
, 36
government
, 64, 69
humanitarian
, 54
international
, 107–108
public
, 12, 44, 93, 97
public sector case studies
, 24
supporting
, 26
aggressive risk communication
, 53
Aligning Strategic Thinking
, 6, 8, 47–48
allocation of resources
, 7, 47–48
analysis
business impact
, 56
continuous employee
, 45
documentary
, 20
included
, 28
resource
, 18, 122
Antecedent Conditions, Target Strategies, Measure Progress and Impact (ATM)
AON Consulting
, 57
applications
, 21, 46, 114
approach
systematic
, 7, 47
typical-case
, 22
areas
core
, 68
high-priority
, 13
life-saving
, 54
loaded
, 9, 68
main
, 27, 56–57, 76, 85, 100
required
, 67
secondary
, 51, 88, 102
selecting
, 51
strategic
, 4
treatment
, 53
Asia-Pacific Economic Cooperation (APEC)
, 64
assessment
, 3, 7, 48, 58, 60, 63, 65, 78, 92, 98, 102
assessment facility
, 65
assistance
, 64, 74–76, 88, 99–101, 103, 109, 120, 124
foreign
, 99–100
humanitarian
, 74
medical
, 75, 101
rapid
, 99
attributes of crisis
, 22, 61–62, 88, 95
attributes
, 81, 95, 97, 104, 108
authority
, 4, 6, 17
central
, 58
hierarchical
, 58
lower-level
, 59, 98
preserve
, 6, 66
public
, 46
rescue
, 78–79
single
, 5, 42, 93
autonomy
, 5, 42–43, 101
awareness
employee
, 62
generating
, 56
maintaining situations
, 57
Balanced Scorecards
, 7, 47
BCM continuity standards
, 61
BCM strategies
, 55–56
BCM Survey
, 56
BCM systems
, 57
behavioural patterns
, 37
budget availability
, 38
budget allowances
, 71, 78
budget constraints
, 82
budgets
, 23, 32, 36, 38, 46, 48, 61–62, 78, 82–83, 91, 102
constrained
, 91
extreme
, 62
reduced
, 46, 91
restrictive
, 48
building
explanation
, 11
solution
, 5–6, 10
building situational awareness
, 2
bureaucracy
, 1, 33, 49, 101, 110
centralised
, 34
public
, 33–34
vertical
, 6, 38
bureaucratic paths, normal
, 9
bureaucratic public sector organisations
, 33
Business
, 13–14, 19, 34, 44, 55–56, 61, 63–64
activities
, 55–57
analysis
, 19
as usual
, 13–14, 32, 46, 81, 83, 110
centres
, 63
change managers
, 81
community
, 64
Continuity Framework
, 56., see also response mechanism
continuity guides
, 61
Continuity Institute
, 55
continuity literature
, 97
Continuity Management (BCM)
, 12, 49, 54–55, 63, 97, 109, 112
Continuity Management Institute
, 55
continuity management systems
, 63
continuity measures
, 64
continuity planning focus
, 55
continuity planning
, 55
continuity plans
, 61
continuity provision
, 52
continuity systems
, 102, 123–124
continuity
, 55–56, 63–64, 97, 102, 110
criticality
, 55
maintaining
, 13, 74
personal
, 2
process reengineering
, 35
processes
, 35
research
, 19
recovering
, 56
resumption
, 64
Resilience Certification Consortium International
, 55
Resumption Plans (BRPs)
, 35, 64., see also Reengineering
by-process protocols
, 15
by-process routes
, 119
capabilities
, 6–8, 32, 37–38, 40, 48, 50, 52, 54, 61, 63
capability planning
, 7
capacity
, 2–3, 8–9, 12–13, 16, 24, 26, 28–29
adjusting
, 9, 68
institutional
, 5, 42
minimum service
, 17
organisational
, 5, 9, 33, 42, 54, 68
resource
, 8, 10, 13, 16, 67, 95
strategic
, 8, 48
surplus
, 9
cardinal elements
, 34
case characterisation
, 11, 24, 78, 82, 84, 87
case development
, 11
cases
, 11, 14, 20–22, 24–25, 27–29
explanatory
, 20
final
, 22
multiple
, 19–21
representative
, 22
case study access
, 24
case study approach
, 20–21
case study strategy
, 20–21
catalyst for conceptualisation
, 11
catastrophes
, 4
categories
, 4, 28–29
core
, 29
initial
, 28
objective
, 19
categorisation
, 28, 62
causal relationships
, 20
Centre for the Protection of National Infrastructure (CPNI), The
, 62
change agents
, 13, 50, 93–94, 98, 116
change event
, 4, 13, 38–39, 41, 43–44, 52, 54, 65, 71, 76, 82, 88, 91, 93, 95–96, 99, 106, 110–111, 114, 124
change jolts
, 2
change management
, 6, 12, 40, 66, 91, 114
change project
, 13, 66
change programme
, 38, 67, 83, 96, 111, 116
change scenarios
, 11–13, 43, 94, 96, 116, 118, 120, 122–124
change situations
, 31, 40, 65
change-over strategy
, 81, 111
Civil Contingencies Secretariat (CCS)
, 56
civil protection
, 26, 74, 75, 95, 107
civil protection interventions
, 26
Civil Protection Mechanism
, 26
compulsory competitive tendering (CCT)
, 45
conflict mediation
, 74
contextual environments
, 22
Continuity of Operations (COOP), The
, 62
‘continuity procedures’
, 109
‘coping zone’
, 9, 12, 68
cost-cutting approach
, 1
credentialing regulations
, 53, 120
crisis
, 119, 121, 124
levels
, 126
literature emphasise
, 52, 88
management instruments
, 74
management plans
, 126
management
, 12, 50–52, 59, 61, 65, 74, 98, 100, 104, 126
mode
, 77, 95
period
, 48, 74
point
, 4, 40, 41, 76, 88–89, 100
response mode
, 87
response team
, 77
response
, 117
standards of care
, 119, 121
standards
, 17, 52–54, 88, 119, 121
team
, 118
critical functions
, 55
critical services and products
, 55
cross-functional team-based working
, 9
cross-sectional studies
, 27
cross-sector policy change
, 94
cultural change
, 1, 32, 37
cultural disturbances
, 4
cutback strategies
, 36
DALI Model Structure
, 3
DALI Response Model
, 116
Data Analysis
, 11, 28, 88, 110
decision-making
level
, 93–94
needs
, 92, 94
purposes
, 94
structures
, 71, 98–99
decision-taking
, 4, 12, 15, 59, 76, 104, 126
deductive approach
, 20
delivery of service
, 1, 8, 31–32, 45, 76, 79, 91., see also cost-cutting approach, re-assessment internal process
demands
changing
, 10, 15, 52, 67, 69, 77, 88, 112
critical
, 13, 87
high
, 71, 87
demographic changes
, 86
deployment of resources
, 59–60, 93, 98, 103, 112
deployment
, 98, 102
rapid
, 93, 102–3, 112
design
, 92, 98, 103, 108
Design By-Process routes
, 103
Detention Specialists
, 107
development system
, 80
diplomatic measures
, 74
Diplomatic tools
, 74
disorder initiatives
, 78
displaced people
, 74
disruptive events
, 82
duplication
, 55, 80
of efforts
, 83
of resources
, 102
of services
, 7, 36, 47
duty systems
, 78
dynamic analysis
, 81
Dynamic Recovery planning
, 62
decisionmaking entities
, 120
economic interdependence
, 4, 41
economic-rationalist model
, 36
Economist Intelligence Unit
, 7, 47
eight-point response tool
, 98
Emergency Department Overload (Malta, EU)
, 71
emergency departments (ED)
, 53
Emergency Response Management Strategies
, 57
Environment, Political, Informatic, Social, Technological, Economic and Legal (EPISTEL)
, 7
episodic change
, 40
EU Civil Protection Mechanism
, 26
Europe’s cold fall (EU)
, 4
European Foundation for Quality Management (EFQM) model
, 45
Eurozone Changeover project (Malta)
, 22
exchange mechanisms
, 103
Federal Emergency Management Agency (FEMA)
, 64
Federal State Department of Health (DOH), The
, 53
financial crisis (European Union)
, 22
Fire and Rescue Case Study
, 93, 99, 102, 104, 110–111
Fire and Rescue Re-structuring (Scotland, UK)
, 71, 78
formality of operations
, 6
front-line,
activity
, 99
delivery
, 7, 47
engagement
, 115
implementation
, 104, 106
operations
, 8
process
, 101
responders
, 55, 92–94
response
, 51, 92–94, 98, 101
service delivery
, 59, 126
service structures
, 6
services
, 6, 22–23, 32, 35, 49, 59, 71, 82, 120, 126
structure
, 102
‘frame bending’
, 4, 41
FRS operational guidance
, 81
future management
, 7
Futuristic structures
, 5
General Response Source
, 114
generic risk assessments
, 78
Government capacity
, 116
government response
, 92, 114
groups
, 10, 16, 40, 59–60, 64, 69, 104, 111, 120, 126–127
emergent
, 16, 59, 120
informal
, 60
stakeholder
, 10, 69, 104
strategic
, 126
working
, 40, 64, 111, 127
guidance
, 13, 17, 54, 61, 78, 81–82, 84, 89, 111, 117, 121, 125
continuity
, 61
flexible
, 81, 111
operational
, 13, 17, 54, 78, 81–82, 84, 89, 111, 117, 121
printed
, 54, 121
temporary
, 111
hierarchical organisational cultures
, 33
hub formation
, 92, 94
humanitarian aid
, 9, 74, 105
humanitarian assistance
, 74
humanitarian crisis
, 73, 76
humanitarian project
, 9
Incremental change
, 34, 40, 42
inductive approach
, 20
information exchange
, 58, 60, 92, 111, 114, 117
institutional structure
, 4, 22, 42, 61–62, 95
integrated risk management planning process
, 78
intensive care unit (ICU)
, 53
issue management
, 7, 47
key agencies
, 93
large-scale natural disasters
, 4, 41, 95
lean management
, 10, 46
Libya Crisis Case Study
, 71-78, 95, 99–101, 103
Libyan Crisis (Malta)
, 4
life-altering changes
, 50
literature and data analysis
, 88
London Riots (UK)
, 4
longer-term stress-support
, 51
MacMillan Matrix
, 7, 47
macro-economic policy
, 36
managerial activity
, 11, 19, 22–26, 28, 71–72, 76, 93, 95, 114
mechanistic structures
, 6, 37
migration- and trade-related activities
, 74
military and civilian operations
, 74
multidirectional communication channels
, 10, 69, 103
National accountability system
, 83
national framework
, 78, 111
‘neo-liberalism’
, 34
Network Team (NT)
, 12, 15–16, 29, 59–60, 104, 107–108, 116, 121, 125
networking structures
, 98, 127
New Public Management (NPM)
, 33
‘New Right’
, 34
New Right ideology
, 36
NHS organisations
, 109
non-hierarchical solutions
, 40–41
non-routine problems
, 40–41
North Atlantic Treaty Organisation (NATO)
, 22
on-the-spot training programmes
, 112
on-time resources
, 105
operating methods and systems
, 39
operational
activity
, 93–94
efficiency
, 31, 39, 114
efficiency and effectiveness
, 39
guidance
, 13, 17, 54, 78, 81–82, 84, 89, 111, 117, 122
procedures
, 11, 19, 22, 28, 42, 65, 98, 102, 127
workers
, 6
organisational
capacity
, 5, 9, 33, 42, 54, 68
components
, 92
design
, 6
management
, 33
methods
, 95
strategy
, 4, 8, 48–49
structures
, 5, 32, 35, 37, 44, 103
transition
, 5, 40
units
, 33–34
Output level of service (OT)
, 12, 14, 16, 105
Policy Feedback (PF)
, 29, 94, 111, 116, 122
political asylum
, 75
Political, Economic, Social, and Technological (PEST) analysis
, 7
proactive change
, 5, 40
proactive strategic moves
, 5
problem-solving strategies
, 14
process improvement
, 3, 12, 29, 89, 101, 109–110, 112, 116, 123–126
productivity improvement
, 46
Progressive Approach
, 37
public sector
literature
, 44, 49
management
, 9, 12, 44, 51–52, 57, 61, 115
organisations
, 8, 32–34, 38–39, 45, 48, 67, 109
reforms
, 33
structures
, 6, 38
public
administration structures
, 32
service organisations
, 33, 35, 37, 45, 57
service provision
, 31–32, 96, 124–125
structures
, 31
qualitative
approach
, 19–21
data process
, 26
methodology
, 20
research
, 20, 24–25
quantitative data
, 20
Radical change
, 1, 5, 21–22, 31, 35, 39–41, 43, 47–52, 61–62, 65, 76, 82–83, 88, 95–97, 115, 125., See also ‘episodic change
’Radical organisational change
, 4, 41., see also ‘frame bending’
Rate transition plan
, 83
real-time strategic response
, 7, 47
Reengineering
, 35, 45
recovery plan
, 55, 61, 63
research philosophy
, 15, 19
research strategy
, 20
Resource
capacity
, 8, 10, 13, 16, 67, 95
demand
, 8
management
, 8, 12, 27, 46, 49, 52, 61, 67, 91, 95, 98, 104, 112
utilisation
, 10, 68–69, 102
resource-based school
, 8, 48
resources management
, 51
response mechanism
, 12, 27, 52, 56, 59, 60, 73, 88, 98, 106
response model
, 11, 28, 54, 77, 88, 101–102, 112, 117
response strategy
, 5, 14–15, 24–26, 43, 55, 88, 98–100, 102–105, 107, 109, 111–112, 117, 123
responsive change plan
, 2
Root Cause Analysis (RCA)
, 7
Scenario planning
, 7, 47
Scotland Fire and Rescue Service (FRS), The
, 78
Scottish Government National Performance Framework (NPF)
, 79
Self-organising networks
, 104
semi-structured interviews
, 11, 24–25, 82
service delivery
, 1, 6, 8, 10, 12, 14–15, 16–18, 31–32, 35–36, 39, 47–48, 105, 112, 119, 127
chains
, 36
demands
, 43
short-term overloads
, 49
Societal security context
, 63
solution building
, 5–6, 10
standard operating procedures (SOP)
, 95
STEER analysis
, 7, 47
strategic
change
, 7, 43, 47, 93, 97
decision-makers
, 111
dimension
, 98
level
, 49, 51, 92–93, 105
management
, 6–8, 47–49, 76, 92, 94, 98, 112
response
, 7, 47, 49, 76, 94, 99, 101–102, 105
thinking
, 6, 8, 47–48, 103
strategy and capability planning
, 7, 47
strategy design
, 8, 48
strategy making tools
, 8, 48
structural capacity
, 36, 39, 43, 114
structural formation (SF)
, 12, 13, 26, 29, 76, 93, 103, 116, 119, 125
structural team
, 98
systematic management
, 7, 47
Thematic analysis
, 11, 28
theoretical framework
, 10
theoretical propositions
, 21
‘theoretical saturation’
, 26
top-down management
, 49, 93
Total Quality Management (TQM)
, 45
Traditional Approach
, 37
traditional structure
, 31
Training Procedures (TP)
, 29, 112, 116, 122, 126
Transactional change
, 42
Transformational change
, 6, 34, 40, 42, 66, 96
typical-case approach
, 22
UN Security Council
, 72–74
Unscientific Approach
, 37
value-adding activities
, 49, 55
value-stream mapping
, 9, 67
- Prelims
- Chapter 1 Introduction: Setting a Standard for Service
- Chapter 2 Public Sector Responses to Radical Change: An Analysis of Theoretical Models
- Chapter 3 Public Sector Cases: Decision-making and Response
- Chapter 4 The Results
- Chapter 5 Conclusions and Reflections
- Appendix 1 Online Survey
- Appendix 2 Focus Group Discussions: Workshop-based Setting
- Bibliography
- Index