Based on the authors’ twenty-five year experience of consultancy in the public services, this book develops an empowering approach to thinking about and doing consultancy with public services. It challenges the traditional view that the consultants are brought in as experts and instead examines ways of using consultancy to empower staff, patients, service users and members of the public, so that they can take part in developing, changing, innovating and ultimately transforming these services.
The book includes chapters explaining consultancy, on preparing bids, on negotiations and on the importance of assessment and review which are geared towards the needs of those working in public and third sectors, either as or with consultants. It includes a glossary, abbreviations, helpful contacts and websites which are valuable for quick reference and to aid further understanding.
The second edition of this significant text has been thoroughly revised to take account of the latest literature, case studies and international developments in the field. Drawing on global research and practical examples, Bason illustrates the key triggers and practices of public sector innovation.
Each chapter includes a refined ‘how to do it’ toolkit, and two new chapters have been added, one which discusses the rise of innovation labs in the public sector, and a practical chapter focused on change leadership, to complement the existing chapter on leadership roles.
The book will be a valuable resource for researchers and students in public administration, management and policy, as well as managers, project managers and staff in public sector organisations.
and non-discrimination: health and safety and anti-discriminatory practice are two areas in which health and local authority services have been particularly concerned to ensure their compliance with legislation. Directives in the European Union (EU) that are binding on member countries including the UK constitute an additional layer of legislative requirements. Campaigns by pressure groups including activist groups such as the Disability Movement and the Patients Association have contributed to anti-discrimination and equality-based legislation such as the
of social policy and practice. Socially, politically and conceptually, the empowerment approach in public services relates to historical traditions of mutual aid and self-help in the UK and in other countries that pre-date industrial society. These developed a renewed vigour from the 1960s, with the emergence of consumer movements, pressure groups, advocacy among people with disabilities and community action and social protest (Adams, 2008a, pp 3-30). The fact that empowerment derives from such a wide social, political and conceptual cluster of ideas and
, some of which differed. Service users and carers were present at this meeting, representing the range of citizens whose needs were being tackled by this particular public service. Some were older; some had mental health issues; some were disabled, for instance, through sight or hearing impairments; some had learning disabilities. The meeting was structured Consultancy in public services 44 and paced accordingly, and the contributions of those attending presented in audio, print and Braille form, so that they could all take part on as equal a basis as possible
scientists, graphic artists and health and social services lecturers and researchers – Consultancy in public services 64 from entirely different backgrounds and disciplines are able to examine a problem or issue of practice (such as the care of an older person with dementia in their own home). Best practice is shared around a common area of challenge, such as learning disability or end-of-life care. Often, during a meeting it will emerge that a person from somewhere nearby is doing something that others can learn from. The effect of sharing practice and enriching
dominant at a given time. They are part of the history of organisational change in society as a whole. They may be engaged by a particular group within, around or outside the organisation, as part of the struggle of a subordinate interest – trade unionists, women, people with disabilities, service users, patients. We could argue that consultants are like sailing craft which, if not steered by a sailor competent in the complexities of tacking, would simply blow with the prevailing wind. On the whole, it is difficult to resist doing this because of the nature of
, residents are in care homes as they are unable to manage for themselves and in almost every case some form of disability, or illness, or age-related difficulties, will mean that they are at a higher risk of having an acute episode, resulting in the call-out of a nurse, the GP or a paramedic, possibly resulting in an admission to hospital (costing at least £2,000, or four to five times the cost of a week’s stay in the care home). The university member of the network observed that principles of telehealth (usually used with individuals in their own homes) could
that people are born with (gender, age, ethnic background, disabilities and so on), and characteristics that are more fluid and changeable over time, including education, religion, professional experience, language, personality, values, individual needs and so on. Diversity is therefore not only a question of visible differences, but also about a diverse group of people’s relationship to notions of learning, innovation, creativity and value in an organisation (Brandi and Hildebrandt, 2003). There is no lack of research that confirms that organisations with a
of 1918 (codifies the rights of federal employees to join labor unions and bargain collectively) 3. Fair Labor Standards Act of 1938 (deals with the minimum wage and mandatory overtime for employees who work more than 40 hours a week) 4. Americans ivith Disabilities Act of 1990 (prohibits workplace discrimination against disabled people) 5. Occupational Safety and Health Act of 1910 (sets safety regulations for workplaces) 6. Age Discrimination and Employment Act of 1961 (prohibits workplace discrimination against people ages 40 and over) 7. Worker