Strategy in the Public Sector: A Guide to Effective Change Management

By Paul Joyce | Go to book overview

12
Partnership Working

INTRODUCTION

Public sector organisations are expected to make use of partnerships to increase their economy, efficiency, and effectiveness. Governments now encourage partnership working to deal with complex problems as well as to enhance service delivery. Partnerships may be formed as loose coalitions of organisations with a commitment to work on defining community problems and identifying shared goals. They may be formally structured with signed agreements on how partners will work together. They may have a legal element. For example, some partnerships are formed by public sector organisations and their suppliers and are designed to enhance the contractual basis of the relationships. Partnerships may be joint ventures between public and private sectors to deliver services. Partnerships have been set up to implement welfare to work schemes, improve social housing, and to obtain and use public money for economic regeneration of localities. They have been used to make regulatory services more effective, to improve co-ordination of health and social services, and to bring together the services of several local authorities in the interests of economy. They have been formed to address the fear of crime in communities, to bring together complementary resources of the public and voluntary sectors in new children's and family services, and to build hospitals. Examples of partnerships can be given from across the whole spectrum of public sector activities.

For chief executives partnership working has meant a significant amount of their working time devoted to meetings with partners. As

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Strategy in the Public Sector: A Guide to Effective Change Management
Table of contents

Table of contents

  • Title Page iii
  • Contents vii
  • Series Foreword ix
  • Preface xi
  • 1: A Model of Effectiveness 1
  • 2: Assessing the Organisation 17
  • 3: Paying Attention to Politicians 39
  • 4: Issue Management 51
  • 5: Vision 71
  • 6: Involving Managers and Employees 91
  • 7: Installing Management 103
  • 8: Engaging Others in the Organisation with the Vision or Strategic Intent 119
  • 9: Focus and Align 135
  • 10: Stabilising and Ensuring Targets Are Achieved 155
  • 11: Involving the Public 165
  • 12: Partnership Working 183
  • 13: Opening Up 199
  • 14: In Touch with the Public 211
  • Bibliography 231
  • Index 233
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