Mark Holloway and Alyson Norman
The purpose of this paper is to review safeguarding adult reviews (SARs) pertaining to individuals with acquired brain injury (ABI) since 2014. This extended literature review…
Abstract
Purpose
The purpose of this paper is to review safeguarding adult reviews (SARs) pertaining to individuals with acquired brain injury (ABI) since 2014. This extended literature review also explores the lessons and recommendations from these reviews in relation to social work practice within the UK.
Design/methodology/approach
The literature review reported and discussed findings across reviews and then used a thematic analysis to synthesise the findings and recommendations from the SARs reviews.
Findings
This paper identified four main themes: a lack of awareness of the needs of those with ABI and their families and around the symptoms and nuances of brain injury, particularly executive impairment and mental capacity, among social workers; poor interdisciplinarity led to a lack of shared communication and decision-making with professionals with such knowledge; a poor understanding of aspects of the mental capacity legislation, particularly surrounding unwise decisions, led to inappropriate or absent mental capacity assessments; and a lack of professional curiosity led to a lack of action where intervention or assessment was required.
Research limitations/implications
This review identifies significant shortcomings in social work practice, education and training within the UK with regards to ABI.
Practical implications
This paper provides recommendations to current social work practice and highlights the need for significant improvements in pre-qualification and post-qualification training and supervision of social workers.
Originality/value
To the best of the authors’ knowledge, while there have been extensive reviews conducted on SARs, this is the only review that has focused solely on ABI.
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Sophie Moore, Rebecca Wotus, Alyson Norman, Mark Holloway and Jackie Dean
Brain Injury Case Managers (BICMs) work closely with individuals with Acquired Brain Injury (ABI), assessing needs, structuring rehabilitation interventions and providing support…
Abstract
Purpose
Brain Injury Case Managers (BICMs) work closely with individuals with Acquired Brain Injury (ABI), assessing needs, structuring rehabilitation interventions and providing support, and have significant experience of clients with impairments to decision making. The purpose of this paper is to explore the application of the Mental Capacity Act (MCA) and its guidance when applied to ABI survivors. This research aimed to: first, highlight potential conflicts or tensions that application of the MCA might pose, and second, identify approaches to mitigate the problems of the MCA and capacity assessments with ABI survivors. It is hoped that this will support improvements in the services offered.
Design/methodology/approach
Using a mixed method approach, 93 BICMs responded to an online questionnaire about decision making following ABI. Of these, 12 BICMs agreed to take part in a follow-up semi-structured telephone interview.
Findings
The data revealed four main themes: disagreements with other professionals, hidden disabilities, vulnerability in the community and implementation of the MCA and capacity assessments.
Practical implications
The findings highlight the need for changes to the way mental capacity assessments are conducted and the need for training for professionals in the hidden effects of ABI.
Originality/value
Limited research exists on potential limitations of the application of the MCA for individuals with an ABI. This paper provides much needed research on the difficulties surrounding mental capacity and ABI.
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If we try to look at the future of public sector management in theUK, it might be more useful to think about what is happening in the restof Europe, rather than looking at the USA…
Abstract
If we try to look at the future of public sector management in the UK, it might be more useful to think about what is happening in the rest of Europe, rather than looking at the USA (“reinventing government”, etc.) and especially New Zealand. There are some common pressures on the public sector in Europe, but not a unified or convergent approach to management. In the areas of structural arrangements about policy making and service delivery, relationships between tiers of government, goal setting, planning, budgeting, evaluation, “user” orientation and personnel management, there are choices to be made.
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Top‐down or outside‐in change methodologies are increasingly seen to be ineffective. Systems thinking suggests that change in organizations is a much less straightforward and more…
Abstract
Top‐down or outside‐in change methodologies are increasingly seen to be ineffective. Systems thinking suggests that change in organizations is a much less straightforward and more subtle phenomenon than previous models allow. Since the late 1970s and as organic metaphors have become used more, the concept of organizational learning has emerged as central to the issue. However, an understanding of how this may take place is still undeveloped. Recently technologies for whole systems development have emerged based on Weisbord′s dictum that for change or learning to occur we need to “get everybody into improving the whole”. Whole systems development can offer a way to realizing the learning organization. Provides a case study of whole systems development in action within Walsall Metropolitan Borough Council in the UK. Begins with a brief account of the ideas on which whole systems development is based and concludes with a commentary on the case study.
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Umesh Sharma and Amanpreet Kaur
This paper aims to present an overview of the development of the public value accounting approach and its application to public sector accountability in New Zealand.
Abstract
Purpose
This paper aims to present an overview of the development of the public value accounting approach and its application to public sector accountability in New Zealand.
Design/methodology/approach
The study uses the public value framework to demonstrate the outcome-related planning and control mechanisms that are put in place in the public sector. The paper draws from archival research using a case study of the Ministry of Pacific Peoples.
Findings
The public value accounting-based calculative practices are on the rise within the New Zealand public sector. New Zealand’s public sector is oriented towards a public value budget.
Research limitations/implications
The study is limited through the use of secondary data and the use of content analysis methodology. The research enables policymakers to fund initiatives that enhance the well-being of the community. Public value can be created as a joint effort between citizens and government as evident from the case study. By looking at the totality of the impact of government through public value creation can help to improve policy decisions. Government policymakers need to emphasise on those public value creation that has an enormous positive impact on the citizens. This will also help to improve the relationship between government and citizens through increased trust in the government by citizens.
Originality/value
The paper contributes to the public value research which has received relatively less attention in the literature. Public value accounting is a research field that is yet to achieve a significant level of attention.
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Linda Höglund, Maria Mårtensson and Kerstin Thomson
The purpose of this paper is to enhance understanding of the conceptualisation and operationalisation of public value in practice by applying Moore's (1995) strategic triangle as…
Abstract
Purpose
The purpose of this paper is to enhance understanding of the conceptualisation and operationalisation of public value in practice by applying Moore's (1995) strategic triangle as an analytical framework to study strategic management and management control practices in relation to public value.
Design/methodology/approach
The paper uses an interpretative longitudinal case study approach including qualitative methods of document studies and interviews between 2017 and 2019.
Findings
In the strategic triangle, the three nodes of authorising environment, public value creation and operational capacity are interdependent, and alignment is a necessity for a strategy to be successful. But this alignment is vulnerable. The findings suggest three propositions: (1) strategic alignment is vulnerable to management control practices having a strong focus on performance measurements, (2) strategic alignment is vulnerable to standardised management control practices and (3) strategic alignment is vulnerable to politically driven management control practices.
Originality/value
With the strategic triangle as a base, this paper tries to understand what kind of management control practices enable and/or constrain public value, as there has been a call for this kind of research. In this way it adds to earlier research on public value, to the growing interest in the strategic triangle as an analytical framework in analysing empirical material and to the request for more empirical studies on the subject. The strategic triangle also embraces political factors, government agendas and political leadership for which there has also been a call for more research.
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December 1, 1970 Trade dispute — Political strike — Union protesting against Government's proposed legislation — Call to newspaper employees to strike — Whether in furtherance or…
Abstract
December 1, 1970 Trade dispute — Political strike — Union protesting against Government's proposed legislation — Call to newspaper employees to strike — Whether in furtherance or contemplation of “trade dispute” — Whether trade dispute in existence between employers and workmen — Trade Disputes Act, 1906 (6 Edw. VII, c.47), ss.3, 5 (3).
Enrico Bracci, Enrico Deidda Gagliardo and Michele Bigoni
This article aims to analyze the role of performance management systems (PMS) in supporting public value strategies.
Abstract
Purpose
This article aims to analyze the role of performance management systems (PMS) in supporting public value strategies.
Design/methodology/approach
This article draws on the public value dynamic model by Horner and Hutton (2010). It presents the results of a case study of implementation of a PMS model, the ‘Value Pyramid’ (VP).
Findings
The results stress the need for an improved conceptualization of PMS within public value strategy. Through experimentation using the VP, the case site was able to measure and visualize what it considered public value and reflect on the internal/external causes of both creation and destruction of public value.
Research limitations/implication
This article is limited to just one case study, although in-depth and longitudinal.
Originality/value
This article is one of the first attempting to understand the role of PMS within the public value strategy framework, answering the call of Benington and Moore (2010) to consider public value from an accounting perspective.
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The literature on the vocabularies of motive and associated concepts of accounts, neutralizations, and aligning actions has been exceptionally productive in documenting how actors…
Abstract
The literature on the vocabularies of motive and associated concepts of accounts, neutralizations, and aligning actions has been exceptionally productive in documenting how actors mitigate the threat of stigmatization in a variety of circumstances. This paper reviews this literature that has been published since the last major reviews of this literature. It identifies two recent developments in the study of vocabularies of motive: account giving in situations of cultural ambiguity and in times of conflict. Taken together, this work yields several insights into how actors use motives to advance their goals. Finally, the chapter argues that the insights from this burgeoning body of work should be applied to the study of the culture wars. Such scholarship would help to further establish the importance of interactionist thought by correcting some of the limitations in current approaches to the study of cultural conflict that provides reified and overdetermined explanations.