At the highest level, strategic direction is provided by senior figures within the UK government. Speeches and interviews given, as well as newspaper and journal articles written by prime ministers, chancellors of the exchequer, foreign and defence secretaries, provide insight and guidance on how the incumbent government is approaching its defence obligations. More recently, with the convergence of defence and security through the articulation of a strategy for national security, this list has grown to include other ministers, for example the home secretary and
Between 2021 and 2031, the UK government is set to spend over £230 billion on its military. Who decides how to use these funds, and how can we be sure that the UK’s armed forces can meet the threats of tomorrow?
This book provides the answers to these crucial questions. Concentrating on decisions taken below the political level, it uncovers the factors that underpin the translation of strategic direction into military capability. In a series of interviews, over 30 top admirals, generals and air marshals give their own views on the procurement and maintenance of the nation’s current and future military capability. Their unrivalled professional knowledge and experience affords a fascinating insight into the higher management of national defence.
In a perfect world, the four-step translation of strategic direction into military capability model should deliver a force structure able to implement extant defence policy. However, the analysis laid out in this book shows that this does not always happen. Not unexpectedly, there is no single reason why. The model is affected by untold factors, some of which are initiated by the government or defence decision makers themselves, others are determined by outside agencies. These include: politicians; elements of MoD head office, the single services and delivery
There is continuing government pressure on public services to ‘reform’ and change. Expectations of new forms and standards of delivery, joined-up practice and the re-connection of services to users are high. Unfortunately, many policy makers have become dangerously reliant on mechanistic top-down audit and inspection regimes as the means of implementation.
This book sets out to redress the balance. It argues powerfully that whole systems approaches are required to lead the changes towards the demands for new service configurations, partnership working and local and neighbourhood governance. The book outlines the theory behind whole systems development and gives good practice guidance on how to effectively develop ‘systems’ to improve joined-up working.
Community involvement is now at the centre of the UK government's social inclusion, neighbourhood renewal and health development programmes, resulting in many challenges for managers involved in such work. The bestselling first edition of this book discussed the meaning, principles and application of managing community practice, focusing on the role and skills needed by managers. This will be required if ambitious regeneration and social inclusion programmes are to work in partnership with the active involvement of communities and exploring a wide range of examples from practice.
Since the first edition, there has been a perceptible increase in the structured involvement of communities in developing, delivering and evaluating public policies and projects. In this new edition all chapters have been fully updated in the light of recent developments and new case examples have been included to illustrate such changes. A new chapter on The Managers Role in Community Research has been added and a new concluding chapter explores key challenges which need to be addressed.
This book is an essential resource for operational and strategic managers in local government, housing, health and other service delivery agencies, social inclusion and community regeneration projects. It will be essential reading for tutors and students on a wide range of undergraduate and Masters courses.
Taking an evidence-based approach to understanding police culture, this thorough and accessible book critically reviews existing research and offers new insights on theories and definitions. Tom Cockcroft, an authority on the subject, addresses a range of contemporary issues including diversity, police reform and police professionalisation.
This invaluable review:
- Identifies and discusses differing conceptions of police culture;
- Explores the contribution of different disciplinary and methodological approaches to our understanding of police culture;
- Assesses how culture relates to many different operational aspects of policing;
- Contextualises our understanding of police culture in relation to both contemporary police agendas and wider social change.
For students, researchers and police officers alike, this is an accessible and timely appraisal of police culture.
It is vital for healthcare leaders to have a clear sense of which leadership ideas and practices are rooted in sound theory and convincing evidence, and which are more speculative. This book provides a coherent set of six lenses through which to scrutinise the leadership literature relevant to healthcare - leadership concepts, characteristics, contexts, challenges, capabilities and consequences. It offers a view of leadership beyond the traditional focus on the individual, and argues instead that leadership has to be understood and developed as a complex set of practices by many people within specific organisational and inter-organisational contexts and cultures.
This unique book combines both academic and practitioner perspectives to provide critical consideration of contemporary policy-making and highlight examples of good practice at all levels of government.
In Professional Policy Making for the Twenty-First Century the Cabinet Office’s Strategic Policy Making Team identified nine ‘competencies’ as the key features of ‘modern policy making’: forward-looking; outward-looking; innovative, flexible and creative; evidence-based; inclusive; joined-up; open to review; open to evaluation; and capable of learning lessons.
Using these to structure the book, nine central chapters - each written by a pair of co-authors, one primarily an academic, and the other primarily a policy maker or practitioner - examine the competencies in turn. Accompanying case studies provide lessons or pointers to good practice, together with guidance on how to access further information.
Set in the context of New Labour’s emphasis on ‘modernisation’, and reflecting the growing emphasis on policy making as a skill, the book will appeal to a range of audiences, including undergraduate and postgraduate students on courses that draw upon approaches to public administration and public policy, and social researchers, policy officers and others involved in the development and analysis of policy making at all tiers of government.
The Local Government Act 2000 has transformed the way in which local politics operates within local authorities. Local councillors have had to adjust to the introduction of elected mayors, cabinet government and scrutiny committees, and cope with a range of other new initiatives. This book is a unique attempt to provide a coherent analysis of the impact of these changes on the world of local politics.
The book provides a comprehensive review of the operation of politics in local government, including the impact of national and local political parties on the behaviour of party groups in local authorities, the way party groups interact with each other, the changing role of local political leadership and the relationship of local politicians with senior council officers.
The changing role of local politics in Britain Is essential reading for undergraduate and postgraduate students and their teachers on local government, politics, public policy and public administration courses, as well as officers in local authorities who wish to gain a deeper understanding of the political environment in which they work.
Adult social care was the first major social policy domain in England to be transferred from the state to the market. There is now a forty-year period to look back at to consider the thinking behind the strategy, the impacts on commissioners and providers of care, on the care workforce and on those who use care and support services.
In this book, Bob Hudson meticulously charts these shifts. He challenges the dominant market paradigm, explores alternative models for a post-Covid-19 future and locates the debate within the wider literature on political thinking and policy change.