Data-Driven Recommendations in a Public Service Organisation

2019 ◽  
Author(s):  
Alessandro Piscopo ◽  
Maria Panteli ◽  
Douglas Penna
Keyword(s):  
Public Service ◽  
Data Driven ◽  
Service Organisation

scholarly journals Smart mobility, age and data justice

2020 ◽  
pp. 146144482090268 ◽  
Author(s):  
Maria Sourbati ◽  
Frauke Behrendt
Keyword(s):  
Public Service ◽  
Social Inclusion ◽  
Data Gathering ◽  
Data Driven ◽  
Policy Makers ◽  
Mobility Data ◽  
Strategic Approach ◽  
Data Gaps ◽  
Smart Mobility

This article examines converging trends in ageing, digitalisation and datafication in the context of mobility and transport. While mobility data are increasingly captured by (public) transport and mobility as a service (MaaS) providers, Internet of Things (IoT) vehicles, apps and so on, the increasing entanglement of mobility and datafication happens unevenly, for example, in relation to age. This is particularly significant in the light of the rise of data-driven policy-making, and its potential impacts on mobility provision for older people. The article highlights new questions for public policy around data gaps and social inclusion and examines them through a UK case study. The results show that old age and mobility is an area with significant gaps in the data available to policy makers. A key recommendation is for commissioning bodies to develop a strategic approach to structured data gathering and analysis that addresses issues of exclusion from smart public service infrastructure.

Exploring Knowledge Management and Knowledge Sharing in a Non-Profit Human Service Organisation

2007 ◽  
Vol 06 (01) ◽  
pp. 69-77 ◽  
Author(s):  
Kimberly Stauss
Keyword(s):  
Knowledge Management ◽  
Public Service ◽  
Human Service ◽  
Non Profit ◽  
Management Processes ◽  
Embedded Knowledge ◽  
Service Organisation ◽  
Public Service Agencies ◽  
The Individual ◽  
Service Agencies

Non-profit, human service organisations are continuing to struggle for limited money and are being held accountable more than ever before to prove an increase in quality and efficacy of services. Agency administrators have to think creatively in order to help their agencies stand out. Efforts include tapping not only into the knowledge of their employees but also knowledge of their consumers. Utilising qualitative methods, with a highly successful non-profit agency, this document investigates the information sharing activities and the knowledge gained from consumers when knowledge transfer backflow was allowed. Shared are findings on how public service agencies, often dealing with those individuals in need, can use knowledge management processes to inform and improve future service delivery. The thick descriptions provided in this document give context to the multi-layered knowledge dimensions involved. Highlighted is the importance of the embedded knowledge their participants come in with and the need for agencies to consider the intricacies of this knowledge. Noticeably, this study also delineates how the historical and current oppression experienced contributes to this complexity. The data reported in this study is the first step in understanding the individual and organisation factors contributing to the collaboration efforts of non-profit agencies.

Client and contractor roles in a changing local government environment

1989 ◽  
Vol 4 (3) ◽  
pp. 177-183 ◽  
Author(s):  
Bryn Griffiths
Keyword(s):  
Local Government ◽  
Public Service ◽  
Local Authority ◽  
Value For Money ◽  
Direct Service ◽  
Strategic Issues ◽  
Competitive Tendering ◽  
Service Organisation ◽  
Audit Commission ◽  
Service Standards

The advent of Compulsory Competitive Tendering (CCT)1 exposes large swathes of local authority services to private sector competition. The challenge facing those in local government who wish to protect in-house services is how to adjust to a new commercial contracting culture without losing the values of public service. The Audit Commission argues that such a culture requires a hard split between the Council as a client, who sets service standards and ensures value for money and its contractor side that concerns itself with performing to standard and price. This article looks at both the legal and operational impetus for such a client-contractor split, from a DSO (Direct Service Organisation) perspective, and examines the strategic issues raised for local authority reorganisation.

scholarly journals What determines the audiences that public service organisations target for reputation management?

2020 ◽  
Vol 48 (2) ◽  
pp. 295-314 ◽  
Author(s):  
Jan Boon ◽  
Koen Verhoest ◽  
Jan Wynen
Keyword(s):  
Public Sector ◽  
Public Service ◽  
Environmental Turbulence ◽  
Reputation Management ◽  
Service Organisation ◽  
The Media

Why do public sector organisations target different stakeholder audiences in their reputation management? Despite the recognition that reputation management is an audience-based exercise, the field lacks studies that systematically analyse which audiences matter for reputation management by different public service organisations. This article examines reputation management by public service organisation in a multi-audience framework. The relevance of different audiences is surveyed at public service organisations that differ in formal-legal distance from government, task, size and environmental turbulence. The strongest and broadest effects are found for more autonomous organisations, who focus their reputation management more on politicians in general and the media and less on their directly responsible Minister.

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