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MANAGING SCOTLAND’S PUBLIC SERVICESDr Robert Mackie

This essential new title for all those involved or with an interest in public service management is a follow up to the same author’s 2005 text The New Public Management of Scotland: Local Government and the National Health Service. However, Dr Mackie here takes a wider view of all public service management in Scotland, and in particular developments such as:

• The National Performance Framework

• Single Outcome Agreements

• Best Value 2

• Environmental Influences on Public Services

• Organisational Performance Management

• The Scottish Government’s response to the Christie Report

This is an in-depth treatment of all contemporary developments in Scotland’s public services, which have seen fundamental change since 2007. Dr Mackie is the first to combine the public policy process with the managerial response required to promote effective policy implementation, delivering a tool which allows you to work confidently day to day with the answers you need at your fingertips.

This text ensures you are knowledgeable on subjects such as performance measurement, strategic public management and workforce planning and development, making you effective within your role. This book looks beyond the contemporary and to future implications coming from developments such as the Christie Report, and at comparisons with global developments. The author marries important theory with real life practice, making this the go to text for public service managers, further and higher education managers and all others with an interest in the ways in which public services are managed.

Preface: Managing for Outcomes, Performance and Partnerships

Chapter 1: Environmental Influences on Public Management in Scotland

1. The Commission on the Future Delivery of Public Services2. Scotland and Devolution3. Scottish Parliament Elections4. Independence5. Members of Parliament (MPs) at Westminster6. Members of the Scottish Parliament (MSPs)7. Members of the European Parliament (MEPs)8. The Scottish Local Government Electoral System9. Scotland’s Public Services10. The National Performance Framework11. The Independent Budget Review12. Other Environmental Influences on Scotland’s Public Services

Chapter 2: The Scottish Government and National Outcomes, Community Planning and Other Partnerships, Single Outcome Agreements and Scotland Performs

1. The Scottish Government and National Outcomes2. Single Outcome Agreements3. Community Planning and Other Partnerships4. Scotland Performs

Chapter 3: Organisational Performance Management in Public Services

1. The Functions of Performance Management2. Public Service Organisational Performance

Management Results Orientation3. Organisational Performance Management Tools

and Techniques4. Current Trends in the Use of Organisational

Performance Management5. The Global Convergence of Organisational

Performance Management

Chapter 4: Local Government and the NHS in Scotland: Development, Structures and Contemporary Roles

1. Fundamental Characteristics of Scottish Local Government and the NHS in Scotland

2. The Development of Local Government in Scotland3. Local Government Contemporary Mandates and Roles4. The Current (1996) Local Government Structure5. The Convention of Scottish Local Authorities (COSLA)6. Local Government Improvement Service7. National Health Service Structures in Scotland8. NHS Scotland: Contemporary Mandates and Roles9. The Current System of NHS Provision10. Contemporary Roles of NHS Boards in Scotland

Chapter 5: The Scottish Government, Enterprise, Protective Services, and Post-School Education: Development, Structures and Contemporary Roles

1. Scottish Governance Prior to 1 July 1999: Westminster and The Scottish Office2. Reserved and Devolved Issues3. The Scottish Executive from 19994. The Sewel Convention5. The Scottish Government 20136. Scottish Enterprise and Highlands and Islands Enterprise7. The Fire and Rescue Service8. The Police Service of Scotland9. Post-School Education

FULL CONTENTS ARE:

Chapter 6: Management and Public Management

1. Goal Theory2. Organisations as Process: Conversion or Transformation3. Environmental Sensitivity and Scanning4. Explaining Organisation Structure5. Management and Administration6. Management and Managerialism7. Management Roles, Skills and Competences8. Scottish Public Management Competences9. Contemporary Public Management10. Explaining New Public Management in a Scottish Context

Chapter 7: Public Policy Analysis, Strategic Public Management and Service Planning

1. Public Policy Analysis2. The Public Policy Process3. Models of Public Policy4. Strategic Public Management 5. Risk Management6. Service Planning

Chapter 8: Monitoring and Measuring Public Service Performance

1. Public Policy Implementation2. Perfect Implementation3. Performance Measurement4. Audit Scotland and Performance Measurement

Chapter 9: Accountability and Best Value in Scotland

1. Explaining Accountability2. Central-Local Relations3. Contemporary Accountability4. Best Value 5. Responsiveness and Redress

Chapter 10: Managing for Outcomes and Performance: Public Service and People Enhancement

1. Quality Enhancement in Public Services2. Workforce Planning and Development3. People Performance Management4. Workforce and Leadership Development in Scotland

Book Conclusion: Managing for Outcomes, Performance and Partnerships (MOPP)

Dr Robert Mackie is a Senior Lecturer in Public Sector Management and Subject Group Leader in Human Resource Management at the University of the West of Scotland Business School. The book contains contributions from Dr. Peter Falconer Reader in Public Service Management at Queen Margaret University Edinburgh. Dr. Mackie has particular expertise in the development of management in Scotland’s public services as a former local government officer and National Chief Examiner for the HNC in Public Administration. In recent years Dr. Mackie has provided advice and support to the Department for International Development, the Sudan Electoral Commission, the Uganda Management Institute, the Convention of Scottish Local Authorities, NHS Dumfries and Galloway, Scottish Enterprise and the Ayrshire local authorities. In 2008 Dr. Mackie was commissioned by the Scottish Government to undertake research into the emerging field of ‘Organisational Performance Management in a Government Context’, provided evidence to the Commission on the Future Delivery of Public services (The Christie Commission) and has been closely involved in the development of a ‘new’ Integrated Public Service programme at the University of the West of Scotland.

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Chapter 6: Management and Public Management

1. Goal Theory2. Organisations as Process: Conversion or Transformation3. Environmental Sensitivity and Scanning4. Explaining Organisation Structure5. Management and Administration6. Management and Managerialism7. Management Roles, Skills and Competences8. Scottish Public Management Competences9. Contemporary Public Management10. Explaining New Public Management in a Scottish Context

Chapter 7: Public Policy Analysis, Strategic Public Management and Service Planning

1. Public Policy Analysis2. The Public Policy Process3. Models of Public Policy4. Strategic Public Management 5. Risk Management6. Service Planning

Chapter 8: Monitoring and Measuring Public Service Performance

1. Public Policy Implementation2. Perfect Implementation3. Performance Measurement4. Audit Scotland and Performance Measurement

Chapter 9: Accountability and Best Value in Scotland

1. Explaining Accountability2. Central-Local Relations3. Contemporary Accountability4. Best Value 5. Responsiveness and Redress

Chapter 10: Managing for Outcomes and Performance: Public Service and People Enhancement

1. Quality Enhancement in Public Services2. Workforce Planning and Development3. People Performance Management4. Workforce and Leadership Development in Scotland

Book Conclusion: Managing for Outcomes, Performance and Partnerships (MOPP)

Dr Robert Mackie is a Senior Lecturer in Public Sector Management and Subject Group Leader in Human Resource Management at the University of the West of Scotland Business School. The book contains contributions from Dr. Peter Falconer Reader in Public Service Management at Queen Margaret University Edinburgh. Dr. Mackie has particular expertise in the development of management in Scotland’s public services as a former local government officer and National Chief Examiner for the HNC in Public Administration. In recent years Dr. Mackie has provided advice and support to the Department for International Development, the Sudan Electoral Commission, the Uganda Management Institute, the Convention of Scottish Local Authorities, NHS Dumfries and Galloway, Scottish Enterprise and the Ayrshire local authorities. In 2008 Dr. Mackie was commissioned by the Scottish Government to undertake research into the emerging field of ‘Organisational Performance Management in a Government Context’, provided evidence to the Commission on the Future Delivery of Public services (The Christie Commission) and has been closely involved in the development of a ‘new’ Integrated Public Service programme at the University of the West of Scotland.

sweetandmaxwell.co.ukTRLUKI.orders@thomsonreuters.com 0845 600 9355

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PUBLISHING JULY 2013

Chapter 6: Management and Public Management

1. Goal Theory2. Organisations as Process: Conversion or Transformation3. Environmental Sensitivity and Scanning4. Explaining Organisation Structure5. Management and Administration6. Management and Managerialism7. Management Roles, Skills and Competences8. Scottish Public Management Competences9. Contemporary Public Management10. Explaining New Public Management in a Scottish Context

Chapter 7: Public Policy Analysis, Strategic Public Management and Service Planning

1. Public Policy Analysis2. The Public Policy Process3. Models of Public Policy4. Strategic Public Management 5. Risk Management6. Service Planning

Chapter 8: Monitoring and Measuring Public Service Performance

1. Public Policy Implementation2. Perfect Implementation3. Performance Measurement4. Audit Scotland and Performance Measurement

Chapter 9: Accountability and Best Value in Scotland

1. Explaining Accountability2. Central-Local Relations3. Contemporary Accountability4. Best Value 5. Responsiveness and Redress

Chapter 10: Managing for Outcomes and Performance: Public Service and People Enhancement

1. Quality Enhancement in Public Services2. Workforce Planning and Development3. People Performance Management4. Workforce and Leadership Development in Scotland

Book Conclusion: Managing for Outcomes, Performance and Partnerships (MOPP)

Dr Robert Mackie is a Senior Lecturer in Public Sector Management and Subject Group Leader in Human Resource Management at the University of the West of Scotland Business School. The book contains contributions from Dr. Peter Falconer Reader in Public Service Management at Queen Margaret University Edinburgh. Dr. Mackie has particular expertise in the development of management in Scotland’s public services as a former local government officer and National Chief Examiner for the HNC in Public Administration. In recent years Dr. Mackie has provided advice and support to the Department for International Development, the Sudan Electoral Commission, the Uganda Management Institute, the Convention of Scottish Local Authorities, NHS Dumfries and Galloway, Scottish Enterprise and the Ayrshire local authorities. In 2008 Dr. Mackie was commissioned by the Scottish Government to undertake research into the emerging field of ‘Organisational Performance Management in a Government Context’, provided evidence to the Commission on the Future Delivery of Public services (The Christie Commission) and has been closely involved in the development of a ‘new’ Integrated Public Service programme at the University of the West of Scotland.

sweetandmaxwell.co.ukTRLUKI.orders@thomsonreuters.com 0845 600 9355

PLACE YOUR ORDER TODAY

PUBLISHING JULY 2013

Chapter 6: Management and Public Management

1. Goal Theory2. Organisations as Process: Conversion or Transformation3. Environmental Sensitivity and Scanning4. Explaining Organisation Structure5. Management and Administration6. Management and Managerialism7. Management Roles, Skills and Competences8. Scottish Public Management Competences9. Contemporary Public Management10. Explaining New Public Management in a Scottish Context

Chapter 7: Public Policy Analysis, Strategic Public Management and Service Planning

1. Public Policy Analysis2. The Public Policy Process3. Models of Public Policy4. Strategic Public Management 5. Risk Management6. Service Planning

Chapter 8: Monitoring and Measuring Public Service Performance

1. Public Policy Implementation2. Perfect Implementation3. Performance Measurement4. Audit Scotland and Performance Measurement

Chapter 9: Accountability and Best Value in Scotland

1. Explaining Accountability2. Central-Local Relations3. Contemporary Accountability4. Best Value 5. Responsiveness and Redress

Chapter 10: Managing for Outcomes and Performance: Public Service and People Enhancement

1. Quality Enhancement in Public Services2. Workforce Planning and Development3. People Performance Management4. Workforce and Leadership Development in Scotland

Book Conclusion: Managing for Outcomes, Performance and Partnerships (MOPP)

Dr Robert Mackie is a Senior Lecturer in Public Sector Management and Subject Group Leader in Human Resource Management at the University of the West of Scotland Business School. The book contains contributions from Dr. Peter Falconer Reader in Public Service Management at Queen Margaret University Edinburgh. Dr. Mackie has particular expertise in the development of management in Scotland’s public services as a former local government officer and National Chief Examiner for the HNC in Public Administration. In recent years Dr. Mackie has provided advice and support to the Department for International Development, the Sudan Electoral Commission, the Uganda Management Institute, the Convention of Scottish Local Authorities, NHS Dumfries and Galloway, Scottish Enterprise and the Ayrshire local authorities. In 2008 Dr. Mackie was commissioned by the Scottish Government to undertake research into the emerging field of ‘Organisational Performance Management in a Government Context’, provided evidence to the Commission on the Future Delivery of Public services (The Christie Commission) and has been closely involved in the development of a ‘new’ Integrated Public Service programme at the University of the West of Scotland.

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