Managed care in the public sector: Lessons learned from the los angeles PARTNERS program

2001 ◽  
Vol 28 (2) ◽  
pp. 155-163 ◽  
Author(s):  
Greer Sullivan ◽  
Alexander S. Young ◽  
Stacy Fortney ◽  
David Tillipman ◽  
Dennis Murata ◽  
...  
Keyword(s):  
Public Sector ◽  
Los Angeles ◽  
Managed Care ◽  
Lessons Learned ◽  
The Public

Can the Public Sector Survive Managed Care?

2001 ◽  
Vol 52 (7) ◽  
pp. 867-867
Author(s):  
Committee on Psychiatry and the Community of the Group for the Advancement of Psychiatry
Keyword(s):  
Public Sector ◽  
Managed Care ◽  
The Public

scholarly journals The Arlanda Airport Rail Link: Lessons Learned from a Swedish Construction Project

2008 ◽  
Vol 7 (1) ◽  
Author(s):  
Jan-Eric Nilsson ◽  
Lars Hultkrantz ◽  
Urban Karlström
Keyword(s):  
Public Sector ◽  
Construction Project ◽  
Public Private Partnership ◽  
Lessons Learned ◽  
Tax Revenue ◽  
Costs And Benefits ◽  
Private Company ◽  
Railway Network ◽  
Private Partnership ◽  
The Public

The Stockholm – Arlanda airport rail link is a public-private partnership opened for traffic in 1999. This paper addresses costs and benefits of giving a private company control over one section of the otherwise public railway network. The project has reduced the pressure on the public sector’s budget and reduced the need to raise efficiency distorting tax revenue. The number of passengers has been below expectations. Track capacity may, however, be sufficient to negotiate an increase the supply of rail services by way of extending existing commuter trains, in that way attracting more passengers.

Managed Care: Strengthening the Consumer Voice in Managed Care: I. Can the Private Sector Meet the Public-Sector Standard?

2001 ◽  
Vol 52 (4) ◽  
pp. 461-464 ◽  
Author(s):  
James E. Sabin ◽  
Norman Daniels
Keyword(s):  
Public Sector ◽  
Managed Care ◽  
Private Sector ◽  
The Public ◽  
Consumer Voice

scholarly journals New terms for collective action in the public sector in Denmark: Lessons learned from the teacher lock-out in 2013

2017 ◽  
Vol 59 (5) ◽  
pp. 593-610 ◽  
Author(s):  
Laust Høgedahl ◽  
Flemming Ibsen
Keyword(s):  
Public Sector ◽  
Collective Action ◽  
State Intervention ◽  
Lessons Learned ◽  
Public And Private ◽  
The Public ◽  
The Social ◽  
New Finding ◽  
Set Up ◽  
Labour Disputes

This article investigates the use of collective action in the public sector by analysing the Danish teacher lock-out in 2013. The social partners in the public sector in Denmark (and the other Nordic countries) engage in negotiations and reach agreements regarding wages and working conditions in accordance with an institutional set-up developed in the private sector. This also applies to the use of the so-called weapons of conflict – strikes/blockades and lock-outs/boycotts – in connection with labour disputes if the parties are unable to reach agreement through negotiations or mediation. But there is a big difference in the premises and conditions upon which collective industrial conflict as an institutionalised form of collective action proceeds when comparing the public and private sectors in Denmark. The article shows how the use of collective industrial conflicts in the public sector has a number of built-in systemic institutional flaws, as the public employers are the budgetary authority and legislators at the same time. This is not a new finding; however, these multiple roles become problematic when public employers use the lock-out weapon offensively in combination with state intervention to end the dispute, which was the case during the teacher lock-out in 2013 in Denmark. The article concludes with the presentation of a number of proposed institutional adjustments for bringing the public bargaining model into balance.

scholarly journals Videoconferencing Psychotherapy in the Public Sector: Synthesis and Model for Implementation

10.2196/14996 ◽  
2020 ◽  
Vol 7 (1) ◽  
pp. e14996 ◽  
Author(s):  
Samuel David Muir ◽  
Kathleen de Boer ◽  
Neil Thomas ◽  
Elizabeth Seabrook ◽  
Maja Nedeljkovic ◽  
...  
Keyword(s):  
Mental Health ◽  
Public Sector ◽  
Mental Health Professionals ◽  
Service Providers ◽  
Lessons Learned ◽  
Unique Challenge ◽  
Implementation Challenges ◽  
The Public ◽  
Public Sector Organizations ◽  
The Military

Background Videoconferencing psychotherapy (VCP) is a growing practice among mental health professionals. Early adopters have predominantly been in private practice settings, and more recent adoption has occurred in larger organizations, such as the military. The implementation of VCP into larger health service providers in the public sector is an important step in reaching and helping vulnerable and at-risk individuals; however, several additional implementation challenges exist for public sector organizations. Objective The aim of this study was to offer an implementation model for effectively introducing VCP into public sector organizations. This model will also provide practical guidelines for planning and executing an embedded service trial to assess the effectiveness of the VCP modality once implemented. Methods An iterative search strategy was employed, drawing on multiple fields of research across mental health, information technology, and organizational psychology. Previous VCP implementation papers were considered in detail to provide a synthesis of the barriers, facilitators, and lessons learned from the implementation attempts in the military and other public sector settings. Results A model was formulated, which draws on change management for technology integration and considers the specific needs for VCP integration in larger organizations. A total of 6 phases were formulated and were further broken down into practical and measurable steps. The model explicitly considers the barriers often encountered in large organizational settings and suggests steps to increase facilitating factors. Conclusions Although the model proposed is time and resource intensive, it draws on a comprehensive understanding of larger organizational needs and the unique challenge that the introduction of VCP presents to such organizations.

Green Public Procurement Implementation Framework

2019 ◽  
pp. 1-22
Author(s):  
Rajesh Kumar Shakya
Keyword(s):  
Sustainable Development ◽  
Public Sector ◽  
Social Life ◽  
Public Procurement ◽  
Effective Means ◽  
Government Expenditure ◽  
Lessons Learned ◽  
The Public ◽  
Green Public Procurement ◽  
The Government

Government expenditure on public procurement accounts for a sizeable part of economic activity and demand. The annual public-sector procurement budget accounts about 20% to 30% of GDP in the developing countries, which provides the countries public sector with considerable leverage to stimulate the public-sector consumptions favoring goods, works, and services using fewer resources, and less harmful to the environment. The public sector should be more responsible for supporting environmental and broader sustainable development objectives. Green public procurement (GPP) is slowly getting recognized internationally as an effective means for public administrations to manage the balance between cost-effectiveness and sustainable development. The public fund should be used responsibly to uplift the health, environment, and social life. At the same time, the goods, services, and works procured by the government must achieve value for money. This chapter focuses on the importance of green public procurement strategies that could guide the countries to successfully plan, procure, and implement green public procurement (GPP) by outlining policies, strategies, and actions to boost green public procurement. The recommended strategies are based on the international best practices and the lessons learned from the experience by different government around the world. These strategies could be updated and customized based on the specific country context and their readiness.

Big Data in the Public Sector: Selected Applications and Lessons Learned

2016 ◽  
Author(s):  
Louisa Tomar ◽  
William Guicheney ◽  
Hope Kyarisiima ◽  
Tinashe Zimani
Keyword(s):  
Big Data ◽  
Public Sector ◽  
Lessons Learned ◽  
The Public

The Crisis of Managed Care in the Public Sector

1998 ◽  
Vol 27 (2) ◽  
pp. 52-71 ◽  
Author(s):  
Michael A. Hoge ◽  
Larry Davidson ◽  
Ezra E.H. Griffith ◽  
Selby Jacobs
Keyword(s):  
Public Sector ◽  
Managed Care ◽  
The Public
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