Public Services Procurement

2019 ◽  
pp. 352-373
Author(s):  
Chi Maher
Keyword(s):  
Organizational Development ◽  
Chief Executive Officers ◽  
Public Services ◽  
Growth Management ◽  
Third Sector ◽  
Chief Executive ◽  
Social Enterprises ◽  
The Uk ◽  
Executive Officers ◽  
Work Education

The chapter examines small third sector social enterprises' (TSSEs) perspective in gaining access to public services contracts. The UK government aims to increase, the role of social enterprise as a vehicle to deliver public services directly to citizens and local communities in areas such as housing, welfare-to-work, education, health, and social care. To understand TSSEs' experiences of gaining access to public services contracts, face-to-face interviews were conducted with managers and chief executive officers (CEOs) using an interview guide. Empirical evidence obtained suggests that some procurement policies and processes are impacting on small TSSEs' organizational development, growth, management, and career development of staff. The qualitative findings of the study add to new knowledge, and help to explain challenges facing small TSSEs in the changing context of public services procurement process.

scholarly journals Social Value and Public Services Procurement

2019 ◽  
pp. 293-310 ◽  
Author(s):  
Chi Maher
Keyword(s):  
Chief Executive Officers ◽  
Public Services ◽  
Third Sector ◽  
Chief Executive ◽  
Social Enterprises ◽  
Social Value ◽  
Face To Face ◽  
The Uk ◽  
Executive Officers ◽  
Service Procurement

The UK government aims to increase the role of social enterprise as a vehicle to deliver public services directly to citizens and local communities. This chapter explores small social enterprises' experience of public service procurement in the UK including the introduction of the Social Value Act 2012. To understand small third sector social enterprises' experiences of gaining access to public services contracts, face-to-face interviews were conducted with 11 chief executive officers (CEOs) using an interview guide. Empirical evidence obtained suggests that some procurement policies and processes are impacting on these organizations' developments, growth, partnership arrangements and value creation.

scholarly journals Public Policies Impact on Third Sector Social Enterprises in UK Regions

2016 ◽  
pp. 246-266 ◽  
Author(s):  
Chi Maher
Keyword(s):  
Chief Executive Officers ◽  
Public Policies ◽  
Third Sector ◽  
Chief Executive ◽  
Social Enterprises ◽  
Policy Framework ◽  
Structured Interviews ◽  
East Midlands ◽  
Executive Officers ◽  
Drug And Alcohol

This chapter provides an important perspective on how public policies impact small third sector social enterprises in UK regions. There is limited research that has explored the how government policies are impacting on small regional drug and alcohol social enterprises. The research employed a multiple case study design (Stake, 2006; Yin, 2009).of eight small drug and alcohol third sector social enterprise organisations based in three UK regions (The East Midlands, The South East (including London) and Yorkshire and Humber). Semi-structured interviews were conducted Chief Executive Officers (CEOs) of these organisations to ascertain how government policy framework influences their service developments. The research finding contributes to the fairly limited empirical research investigating regional variations of third sector social enterprises. It advocates for changes in government regional funding polices help small third sector social enterprises to develop and sustain appropriate effective services where they are based – at the regional level.

Impact of Public Policy on Small Third Sector Social Enterprises

2017 ◽  
pp. 84-107
Keyword(s):  
Public Policy ◽  
Chief Executive Officers ◽  
Third Sector ◽  
Chief Executive ◽  
Social Enterprises ◽  
Policy Framework ◽  
Structured Interviews ◽  
Hr Managers ◽  
Executive Officers ◽  
The Impact

This chapter provides important perspectives from key informants about their experiences of the impact of public policy on small social enterprises. Semi-structured interviews were conducted with the 10 Chief Executive Officers (CEOs), 8 HR managers, and 46 operational managers working in small third sector social enterprises in four UK regions to ascertain how government policy framework poses challenges and/or encourages small third sector social enterprises growth and success. There is clear evidence that changes in public policy have had some challenging effect on services development and in several regions, with core services, training and employment support and preventative services are showing a net deterioration.

Public Policy

2018 ◽  
pp. 126-146
Author(s):  
Chi Maher
Keyword(s):  
Public Policy ◽  
Chief Executive Officers ◽  
Third Sector ◽  
Chief Executive ◽  
Social Enterprises ◽  
Policy Framework ◽  
Structured Interviews ◽  
South Wales ◽  
East Midlands ◽  
The Uk

This chapter explores the influence of public policy on small third sector social enterprises in four UK regions. The importance and contribution of small social enterprises contribution to the economy is well established. They are regarded as an integral part of the delivery of public services in the UK. Public policy, in turn, shapes the environment in which these organisations are developed. Due to limited research on how public policy are impacting on small regional small social enterprises. Semi-structured interviews were conducted with the Chief Executive Officers (CEOs) in the: East Midlands, South East, South Wales and Yorkshire and Humber regions to understand how public policy framework poses challenges and/or support small third sector social enterprises. The research finding contributes to the empirical research investigating the insinuation of these regional variations on their development and survival.

scholarly journals Public Policy and the Sustainability of Third Sector Social Enterprises

2019 ◽  
Vol 4 (1) ◽  
pp. 42-56 ◽  
Author(s):  
Chi Maher
Keyword(s):  
Public Policy ◽  
Chief Executive Officers ◽  
Social Enterprise ◽  
Third Sector ◽  
Chief Executive ◽  
Social Enterprises ◽  
Policy Framework ◽  
Structured Interviews ◽  
Services Delivery ◽  
The Uk

This article examines how public policy is shaping and bolstering small social enterprise sustainability in the UK regions. As government interests in social enterprise activities and contribution to public services delivery grows, the need to provide regional qualitative data that informs policy makers of the challenges and sustainability needs of these organisations is paramount. Semi-structured interviews were conducted with 26 Chief Executive Officers (CEOs) and managers in three UK regions to ascertain how policy framework poses challenges and/or boosts small third-sector social enterprise sustainability. The research findings suggest strategies to improve sustainability will include changes in public policy to help these organisations to develop and sustain appropriate effective services. The research contributes to empirical research investigating the insinuation of regional funding variations on small social enterprise development and sustainability.

scholarly journals The Australian Year of Women in Local Government: 2010 and beyond

1970 ◽  
pp. 221-229
Author(s):  
Karen Purser ◽  
Helen Diggerson
Keyword(s):  
Local Government ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Current Data ◽  
Background Information ◽  
Senior Managers ◽  
Public And Private ◽  
The Uk ◽  
Executive Officers ◽  
Elected Representatives

2010 was the Australian Year of Women in Local Government. This paper provides some background information on the Year, an outline of the activities undertaken and some thoughts on how to take the agenda forward beyond 2010.The most recent Equality and Human Rights Commission's (UK) report, Sex and Power 2008 Index was damning about the future prospects for women being equally represented in the UK Parliament. It looked at women in top positions of power and influence across the public and private sectors over the past five years, and suggests a worrying trend of reversal or stalled progress. Current data suggests the situation is not any better in Australia. Although half the population, women in local government account for only 30% of elected representatives and only 20% of senior managers in local government. Moreover, only seven percent of women are chief executive officers.

Telemedicine in the Michigan Upper Peninsula region: an evaluation of the first five years

2001 ◽  
Vol 7 (5) ◽  
pp. 288-299 ◽  
Author(s):  
Pamela Whitten ◽  
Matthew S Eastin ◽  
Sally Davis
Keyword(s):  
Organizational Development ◽  
Rural Areas ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Tertiary Hospital ◽  
Upper Peninsula ◽  
Efficient System ◽  
Job Roles ◽  
Rural Physicians ◽  
Executive Officers

A telemedicine network has operated in the Upper Peninsula (UP) region of Michigan since 1995. The Marquette General Health System (MGHS) is the tertiary hospital that provides telemedicine services to 14 surrounding rural health facilities and another seven clinics. In order to assess the state of telemedicine in the UP region and its potential for development, three main factors were assessed: organizational development, telemedicine activity and perceptions of the key players. Data were collected through interviews with five MGHS telemedicine staff, 10 physicians (five from the MGHS and five from surrounding rural areas), 13 of the 14 chief executive officers (CEOs) of the remote telemedicine sites and a survey of 21 telemedicine site coordinators. This information was analysed in order to outline job roles and responsibilities; to document the process of doing telemedicine; and to understand current policies and procedures. Telemedicine activity from 1995 to 1999 was analysed in terms of the purpose of the session. In 1999, a total of 515 telemedicine sessions were conducted, 323 being non-educational and 192 being educational. Most CEOs of the rural hospitals were interested in furthering their use of clinical telemedicine applications. The data also indicated a great need for education, particularly of the rural physicians. The overall view of those surveyed about MGHS's telemedicine programme was positive. Respondents were quick to compliment the staff whenever possible. New telemedicine staff have been employed, which will allow responsibilities to be reassigned in such a way as to create a more efficient system.

scholarly journals Changing Responsibilities and Roles of the Voluntary and Community Sector in the Welfare Mix: A Review

2011 ◽  
Vol 10 (3) ◽  
pp. 341-352 ◽  
Author(s):  
Eddy Hogg ◽  
Susan Baines
Keyword(s):  
Public Services ◽  
Third Sector ◽  
Social Enterprises ◽  
Big Society ◽  
The Third ◽  
The Third Sector ◽  
The Government ◽  
Political Spectrum ◽  
The Uk ◽  
Community Sector

Many Western states have sought in recent years to harness the energies of voluntary agencies and charitable bodies in the provision of welfare (Brandsen and Pestoff, 2006; Milligan and Conradson, 2006; Haugh and Kitson, 2007). More than ever is expected of the Voluntary and Community Sector (VCS) in supporting people and communities, entering into partnerships with governments, and delivering public services (Lewis, 2005; Macmillan, 2010). The mainstreaming of the VCS has been associated with a push towards market reform and reducing state obligations for welfare provision (Amin, 2009). In some European states – for example, Germany and the Netherlands – a three-way mix of state, market and voluntary sector dates back to the nineteenth century (Brandsen and Pestoff, 2006). In the UK too, on which this review article focuses, the delivery of public services by voluntary organisations and charities is far from new, but over the past decade local government and health services, especially in England, have been required to step up their engagement with VCS organisations (VCSOs) (Alcock, 2009; Di Domencio et al., 2009; Macmillan, 2010). Commitment to this sector by the government under New Labour was signalled by the creation for England of the Office of the Third Sector within the Cabinet Office in 2006 and the associated appointment of the first dedicated Minister of the Third Sector, initially Ed Miliband MP. Working with charities, social enterprises and community and faith-based organisations appeals to politicians across the mainstream British political spectrum (Di Domencio et al., 2009; Alcock, 2010); the ‘Big Society’ agenda of the Coalition government elected in 2010 promises a continuation in this direction of travel, albeit in a new regime of reduced budgets, service cuts and demands of more for less.

Effect of leadership styles on organizational commitment and performance in small- and medium-sized enterprises in Iraqi Kurdistan

2020 ◽  
Vol 48 (9) ◽  
pp. 1-12
Author(s):  
Karwan Hamasalih Qadir ◽  
Mehmet Yeşiltaş
Keyword(s):  
Organizational Commitment ◽  
Organizational Performance ◽  
Leadership Styles ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Mediating Effect ◽  
Positive Effects ◽  
Iraqi Kurdistan ◽  
And Performance ◽  
Executive Officers

Since 2003 the number of small- and medium-sized enterprises (SMEs) has increased exponentially in Iraqi Kurdistan. To facilitate further growth the owners and chief executive officers of these enterprises have sought to improve their leadership skills. This study examined the effect of transactional and transformational leadership styles on organizational commitment and performance in Iraqi Kurdistan SMEs, and the mediating effect of organizational commitment in these relationships. We distributed 530 questionnaires and collected 400 valid responses (75% response rate) from 115 SME owners/chief executive officers and 285 employees. The results demonstrate there were positive effects of both types of leadership style on organizational performance. Further, the significant mediating effect of organizational commitment in both relationships shows the importance of this variable for leader effectiveness among entrepreneurs in Iraqi Kurdistan, and foreign entrepreneurs engaging in new businesses in the region.

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