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With budget cuts threatening front line services across the board rural areas face the double challenge of increasing inequalities and an ageing population. This new OECD publication points out new strategies for service delivery in rural areas. As Governance International points out on p. 103 it is time that “services are produced with users input and not simply provided to users by government”. Learn how active citizenship, “Futures Thinking” and digital inclusion have made a difference in three case studies from the UK. More…
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How Organisations with Limited Influence can Make a Difference Behaviour change is now attracting the attention of governments everywhere. There is increasing recognition that successful outcomes can no longer be achieved through traditional reliance on compliance with legislation. At the same time, tight budgets mean that only limited use can be made of inducements through financial payments. Therefore, public agencies need to rely on mechanisms for influencing other stakeholders. More... |
Emergent strategic management and planning mechanisms in complex adaptive systems This article explores the situations in which comprehensive rational planning and strategy making are likely to fail – in particular, situations in which all the players are strongly interconnected in ways which produce potential synergy or potentially vicious downward spirals. Using the case study of Best Value in the UK, it shows the need for more emergent strategic management and planning mechanisms in the public sector.
Source: Tony Bovaird (2008), Emergent strategic management and planning mechanisms in complex adaptive systems: the case of the UK Best Value initiative, Public Management Review, 10 (3): 319- 340.
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