A framework for experience management in public organisations

The Pellucid project developed an adaptable and customisable platform for enabling experience management in public organisations. A framework for experience management has been developed based on the generation of ‘active hints’ that are presented to the user according to working context. Working context encompasses both position in the work process and domain-specific characteristics. The paper presents this framework and describes the engineering process that was undertaken following the CommonKADS methodology.Keywords: Knowledge Management, Experience Management, E-Government, Workflow Management Systems, CommonKADS

A framework for experience management in public organisations

El proyecto Pellucid desarrolló una plataforma adaptable y personalizable para habilitar gestión de la experiencia en las organizaciones públicas. Un marco para la gestión de la experiencia se ha desarrollado en base a la generación de ‘pistas activas’ que se presentan al usuario según el contexto de trabajo. El contexto de trabajo abarca tanto la posición en el proceso de trabajo y características específicas del dominio. El documento presenta este marco y describe la proceso de ingeniería que se llevó a cabo siguiendo la metodología CommonKADS.The Pellucid project developed an adaptable and customisable platform for enabling experience management in public organisations. A framework for experience management has been developed based on the generation of ‘active hints’ that are presented to the user according to working context. Working context encompasses both position in the work process and domain-specific characteristics. The paper presents this framework and describes the engineering process that was undertaken following the CommonKADS methodology

Women in organisational management in Zimbabwe: theory and practice

The study was premised on the truism that men have historically served in higher echelons of organizational management structures and women are under-represented. The principal objective was to explore the constraints faced by women in accessing higher leadership and senior management positions in public, private and non-governmental organisations in Zimbabwe. This study adopted the triangulation method, that is, qualitative and quantitative approaches. These mixed research methods, were upgraded by the feminist research methodologies, thereby making a contribution in the field of research. The study found out that the constraints that mostly hinder women from accessing leadership and senior management positions in public, private and NGOs were cultural practices, which represent levels of power and control that in turn hinder reforms; and women's socialisation into feminised roles. The study also found out that in most organisations, most females work under male leadership, and this traditional organisational culture, needs to be deconstructed and reversed in order to achieve gender equality. The study recommended for a human centric and integrated organizational management strategy for public, private and NGOs in Zimbabwe. The adoption of a human centric and integrated management approach should aim at gender equity and reduce women's under-representation. A human centred organizational culture has to be practiced, that would create organisational ethos that guide organizational management. An integrated organizational management approach should integrate all systems and processes into one complete framework, enabling people to work as a single unit, unified by organizational goals, shared vision and common values. The system should depend on a balanced mix of the masculine and feminine attributes. The approach should put its weight towards adoption of measures to attract, advance and empower women so as to benefit from their qualifications, experience and talent in a highly competitive environment

Funding Indigenous organisations: improving governance performance through innovations in public finance management in remote Australia

This review explains the context and past experience of public finance reform and its effects on governance in remote Indigenous communities. Preamble The poor development standards experienced by Indigenous Australians, especially in places remote from urban areas, are regularly characterised in public and academic discourse as a crisis, with calls for ‘new approaches, new thinking and new commitment’. This paper focuses on the modalities used to manage the conversion of public financing of Indigenous organisations into activities designed to impact on these standards. By modalities we mean the policies and instruments that structure and govern how funding is delivered and aligned with government priorities, including administrative, financing and accountability mechanisms. In this review, block funding was identified for its potential to reform the public finance system to create enabling conditions for enhanced Indigenous governance. Building a devolved accountability framework around the organisation, rather than the centralised grant program, is a sensible alternative to multiple grants and ineffective cycles of grant risk management and attendant accountability measures. As block funding has never been explicitly trialled in Australia, there is a lack of evaluations and other evidence for its efficacy in remote Indigenous contexts. In comparison, the international development literature documents a wealth of experience of the success and shortcoming of generically similar financing modalities. The paper therefore considers the circumstances under which block funding could be usefully adapted to the unique context of remote Indigenous communities in Australia. This review examines the literature and evidence from two principal sources. First and foremost, lessons are distilled and the context defined from a wide array of experience over the past two decades across remote Australia. This is then compared with the evidence from similar contexts abroad; that is, countries and regions that are remote from centres of economic wealth and political power, where populations are generally relatively isolated, scattered and highly diverse. These are often poorly served by administrative and service delivery arrangements due to the impost of great distances and high costs. In these settings, whether abroad or in Australia, local authorities are often referred to as being ‘fragile’ and ‘weak’. Two quite different approaches to handling public finances can be found in these contexts: One is to centralise responsibilities to govern public finances and to institute a host of compliance and reporting obligations on local authorities to manage perceived risks to fiduciary standards. This approach can be an effective way to respond to crises in the short term, but over time, this response tends to corrode local capability and introduce perverse incentives to ‘break the rules’ and ‘game the system’ to respond to local needs and demands. A second, contending approach has developed, particularly in the past decade. This approach shifts responsibility in the direction of local authorities and organisations for a specific range of services and functions. It also negotiates mutually acceptable agreements about the conditions under which public monies can be used and how performance will be jointly assessed. This paper synthesises Australian and international experiences, then suggests avenues for future engagement, including both new experimentation and upscaling of already promising precedents

Leadership of Integrated Health and Social Care Services

This research explores the lived experience of those individuals charged with leading the integration of health and social care services in Scotland. The research was primarily qualitative in nature – comprising of a qualitative survey of front-line managers of integrated health and social care services from a single partnership area. The survey explored the management and leadership tasks and activities expected of those leading health and social care teams. The research uncovers a sense that these new leadership positions are both overwhelming in the scope of tasks required and lack clarity in how these tasks should be undertaken. This highlights a need for coordinated support and training for staff who are charged with leading integrated health and social care teams. Three key recommendations have been drawn from the findings of this research: more support should be provided to managers working within these complex integrated systems; a joint training programme should be developed for managers across both partnering organisations and finally relevant policies and procedures should be compiled into one reference resource for managers of integrated services

The PRIMO FORTE framework for good governance in public, private and civic organisations : an analysis on small EU states

Purpose: In this article we lay out and discuss a framework proposed by the Public Risk Management Organisation (PRIMO) (https://www.primo-europe.eu/) of which the authors are board members and the results of a test on public and private entities of EU small jurisdictions, specifically Malta, Slovenia, Luxembourg, Lithuania, Latvia, Estonia and Cyprus. These are countries within the EU having less than 3 million people population. Design/methodology/approach: We collected our primary data by using a semi-structured questionnaire and administering it to participants who are working directly or indirectly with entities within these EU states. The questionnaire was structured using the FORTETM acronym as themes, ‘Financial and compliant design’, ‘Object orientation and delivery’, ‘Responsibility and stewardship’, ‘Tools and processes for creation’ and ‘Environmental awareness and interaction’, with 5 statements under each theme to which participants were required to answer using a 5-point Likert-scale ranging from “Strongly Disagree” to “Strongly Agree”. We, however, allowed the participants to open up and discuss each statement and recorded these comments. Some demographic data was also collected as to the type of entity the participants are working with, the level of expertise on governance of the participant and the size of the entity. The quantitative data was subjected to statistical analysis while the results from the open ended question was analysed using the Thematic approach. Findings: Factor analysis provided support for the FORTE Good Governance model for both the Private and Public entities, no-matter if they are small or large. Originality/value: The study provides a better understanding and supports the FORTE Model established by PRIMO-Europe, after approximately 15 years of collecting data on public risks and for the first time tests it on both Private and Public entities, in large and small firms in small EU Jurisdictions. Moreover, this model contributed to the vast literature on models of risk management within organisations, but was not validated empirically for reliability of the factors, and on small jurisdictions. Therefore, the significance and importance of such a study lies firstly on the premise that testing on small countries, can be deemed as small laboratories for more complex politics, regulations and policies of larger countries.peer-reviewe