The prevailing orthodoxy of public service management is that it should be marketized, commissioned, contracted, managed, measured, and evaluated. Futures in Public Management introduces and develops the alternative argument that the objectives for and outcomes sought by institutions working with the public in contexts of health, care and welfare are inherently relational phenomena – they are always complex and cross-boundary, always co-produced by the individuals who experience them through interaction with those who are delivering them in relationship with those providing help/support.
This volume of Critical Perspectives on International Public Sector Management questions the potential trajectories, risks and opportunities in taking relational approaches including the transition from existing and/or emergent forms of organising public management. The implications for the governance and management of organisations and practice of relational public services are discussed, as well as the requirements for new roles and responsibilities for stakeholders that a relational management to public service reform.
Drawing from wider literature to set out the emerging lessons and reflections on relatively long running attempts to create exemplars of what is broadly a relational approach to public service management, the chapters explore the systemic hinterland required to develop and sustain relational public service approaches.
Foreword; Mark Smith
Introduction: Futures in Public Management - Is There an Emerging Relational Approach to Public Services? Rob Wilson, Hannah Hesselgreaves, Max French, Melissa Hawkins, David Jamieson, Martin King, and Jonathan Kimmitt
Chapter 1. Challenges of Implementing Sociotechnical Infrastructure in Data-Centric Organizations: Learnings From a Community Initiative in Colorado, USA; Donald E. Nease, Jr., Dixon C. Dick, and Bruno Sobral
Chapter 2. The Birmingham SEMH Pathfinder’s Long-Term, Holistic Support for Families: Reflections on the Development of the Model; Jennifer Eckford McCabe and Rob McCabe
Chapter 3. Reversion to the Mean? Exploring the Barriers to Embedding Human Learning Systems; Christianne Ormston and Michael Macaulay
Chapter 4. Initiating Relational Public Sector Reform Through Micro and Macro Initiatives in the Early Years System in Greater Manchester; Deborah James, Kate Wicker, and Roman Kislov
Chapter 5. Strengthening Professional Agency Through Professional Dialogue: Results from a Bottom-Up Action-Research Approach from the Netherlands; Daniel van Middelkoop and Peter Horsselenberg
Chapter 6. From Aspiration to Realisation: How the Outcomes Star Supports the Delivery and Management of Relational, Holistic, Flexible, Developmental, Strengths-Based Public Services; Joy MacKeith
Chapter 7. “Minestra Riscaldata?” Using Existing Transactional Data to Provide Insight into Relational Activity in Active Labour Market Programmes (ALMPS)?; Giampaolo Montaletti
Chapter 8. The Public Services Burning Platform: Using Existing Transactional Data to Make a Case for Relational Public Service Approaches; Ron Charlton
Chapter 9. A New Method for Conceptualising and Modelling for Relationality and Relational Enterprise; Mike Martin
Chapter 10. Modelling, Reasoning About and Providing Platforms to Enable Relational Conversations; Mike Martin and Gianni Jacucci
Chapter 11. I’ve Got the Power! A Social Pedagogical Exploration of Power Dynamics in Relational Leadership and Practice Within Public Services; Lowis Charfe
Chapter 12. How Can Ecosystems Help Us to Make Sense of Complexity in Social Care?; Emily Burn and Catherine Needham
Chapter 13. Relational Service Design and New Public Management: Navigating a Paradox?; Marlieke Kieboom and Mieke van der Bijl-Brouwer
Conclusion: Futures in Relational Public Management Approaches; Rob Wilson, Hannah Hesselgreaves, Max French, Melissa Hawkins, David Jamieson, Martin King, and Jonathan Kimmitt
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