Marketing in the Public Sector

{Excerpt} The public sector is the part of economic life, not in private ownership, that deals with the production, delivery, and allocation of basic public goods and services at global, regional, national, or local levels. (Its processes and structures can take the form of direct administration, public corporations, and partial outsourcing. Its activities are funded through government expenditure financed by seigniorage, taxes, and government borrowing, or through grants.) Marketing in the public sector maybe the final frontier. Agencies operating in the public domain can use a custom blend of the four Ps—product (or service), place, price, and promotion—as well as other marketing techniques to transform their communications with stakeholders, improve their performance, and demonstrate a positive return on the resources they are endowed with

Mapping Health Care Innovation: Tracing Walls & Ceilings

Health care is in need of innovation on many strands. Patient-centered care appears to be the key to the realization of the main objectives: service quality, cost reduction, access, patient satisfaction and the quality of working life. Innovation, and more precisely, the diffusion and implementation of new methods, new techniques and new processes and systems appears to be a difficult task. Consequently, there is a strong need for knowledge about innovation processes in health care and the drivers and barriers affecting these efforts. This paper presents a framework for mapping innovation processes in health care services. The framework consists of two axes: (1) the horizontal axis of the health care process and the inter-functional walls which can complicate innovation efforts, and (2) the vertical axis of the echelons of power, which often create ceilings too impermeable to permit effective learning and decision making. The study is based on the experiences gathered in Publin, a running research network supported by the Fifth Framework Program and Innoflex, which ended in 2003.economics of technology ;

Evolution of Cooperative Thought, Theory, and Purpose

The evolution of agricultural cooperative thought, theory, and purpose in the United States is reviewed from the standpoint of the reemergence of interest in how cooperatives can provide some of the security and benefits that might be lost with gradual phasing out of federal government farm support programs. By accomplishing group action for self-help, the early development of cooperatives drew considerable attention from economists, social theorists, and politicians. Alternative schools of cooperative thought developed, but most proponents of cooperatives regarded them as having enormous potential to provide a public service role in building a more economically stable and democratic society This paper also surveys how cooperative theory was developed more rigorously in the post-WWII period. It has provided better analytical tools for understanding how and why cooperatives have changed in response to technological and economic developments, as well as to social trends, like individualism. Given the new perspectives on cooperative theory and the scope of changes in how cooperatives operate and are structured, cooperatives have even greater potential for coordinating self-help actions, but this potential needs the support of cooperative education services.Agribusiness,

Reforming institutions for service delivery : a framework for development assistance with an application to the health, nutrition, and population portfolio

World Development Report 1997: The State in a Changing World (report no. 17300) argued that institutions-the rules of the game that govern production and exchange-shape a country's prospects for sustained market-led growth. The author provides an institutional framework for service delivery, an essential component of state capability. He applies this framework to an evaluation of Bank support for service delivery in the health, nutrition, and population sector. He argues for greater institutional pluralism in the ways the World Bank does business in infrastructure, rural, and social sectors, but cautions against making efficient service delivery an issue of"state versus market."The Bank and its clients face the challenge of fitting menus of"better practice"delivery options to maps of institutional reality. In the health, nutrition, and population sector, the Bank should (1) unbundle and categorize essential health and clinical services according to goods characteristics and (2) integrate country knowledge into operations through upstream assessments of state, political, and social institutions. Overall, the Bank has made progress toward a"goods characteristics"approach, particularly in infrastructure and some rural services-but it has lagged in the social sectors, where support remains largely technocratic. Cross-sector comparisons reveal four generations of support for service delivery. First-generation support focused mainly on physical implementation of projects. Second-generation interventions, which characterized most social service interventions, focused on improving the financial and organizational viability of implementing agencies through technical assistance. Third-generation support was marked by significant unbundling of service delivery activities and clearer links to goods characteristics. In irrigation (1982-94), telecommunications (1980s-present), and transport (1990s), the one-size-fits-all monopoly model gave way to a range of options based on greater private sector and citizen participation in delivery. These included leases, concessions, outsourcing, and contracting as well as building, operating, transfer, and turnover schemes. Fourth-generation interventions are works-in-progress and represent efforts to develop new governance arrangements that systematically combine competition, voice, and hierarchy in the design, delivery, and monitoring of Bank projects. The Bank has a poor track record building country knowledge of institutional endowments that affect service delivery. The author identifies concepts and tools valuable for sector specialists'operations.Enterprise Development&Reform,Public Health Promotion,Health Economics&Finance,Decentralization,Health Monitoring&Evaluation,Governance Indicators,Poverty Assessment,Environmental Economics&Policies,Health Monitoring&Evaluation,Health Economics&Finance

Electronic information sharing in local government authorities: Factors influencing the decision-making process

This is the post-print version of the final paper published in International Journal of Information Management. The published article is available from the link below. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. Copyright @ 2013 Elsevier B.V.Local Government Authorities (LGAs) are mainly characterised as information-intensive organisations. To satisfy their information requirements, effective information sharing within and among LGAs is necessary. Nevertheless, the dilemma of Inter-Organisational Information Sharing (IOIS) has been regarded as an inevitable issue for the public sector. Despite a decade of active research and practice, the field lacks a comprehensive framework to examine the factors influencing Electronic Information Sharing (EIS) among LGAs. The research presented in this paper contributes towards resolving this problem by developing a conceptual framework of factors influencing EIS in Government-to-Government (G2G) collaboration. By presenting this model, we attempt to clarify that EIS in LGAs is affected by a combination of environmental, organisational, business process, and technological factors and that it should not be scrutinised merely from a technical perspective. To validate the conceptual rationale, multiple case study based research strategy was selected. From an analysis of the empirical data from two case organisations, this paper exemplifies the importance (i.e. prioritisation) of these factors in influencing EIS by utilising the Analytical Hierarchy Process (AHP) technique. The intent herein is to offer LGA decision-makers with a systematic decision-making process in realising the importance (i.e. from most important to least important) of EIS influential factors. This systematic process will also assist LGA decision-makers in better interpreting EIS and its underlying problems. The research reported herein should be of interest to both academics and practitioners who are involved in IOIS, in general, and collaborative e-Government, in particular

Opportunity-Rich Schools and Sustainable Communities: Seven Steps to Align High-Quality Education With Innovations in City and Metropolitan Planning and Development

Details challenges and steps for linking quality education and community and economic vitality, including establishing a shared vision and metrics, aligning investments for prosperity, and expanding access via transportation. Lists promising practices

Primary schools as community hubs: a review of the literature

Considerable work has been undertaken over several years to establish primary schools as community hubs in the City of Hume through the Hubs Strategy Group for the Hume Communities for Children Initiative and, more recently, the Supporting Parents Developing Children project. This work has highlighted the need for a primary school community hub toolkit. The purpose of this review is to inform the development of a resource (e.g. a toolkit) that can be used by other schools so that they can also establish themselves as community hubs. An agreed definition of schools as community hubs within the literature has not been reached. Rather, the notion of schools as community hubs seems to be understood in a variety of ways. For the purposes of this review we will draw on the definitions provided by Black (2008) and the Hubs Strategy Group for the Broadmeadows Communities for Children Initiative (2009). Black (2008) describes hubs as involving \u27collaboration between school education systems and the other sectors (community, business, local government and philanthropy) to support the learning and wellbeing of young people, especially those facing disadvantage\u27 (p. 6). These collaborations can range from sharing, co-locating or joint use of physical facilities, through to schools as the centre of a hub or precinct that offers multiple services for the whole community. In the City of Hume, the Hubs Strategy Group have conceptualised a hub as, a welcoming place for families that engages key service providers to work collaboratively. A hub can be a single location or a network of places working together to provide services, such as schools, kindergartens, maternal and child health, and other relevant agencies. Hubs facilitate connections between key services and professionals and represent a paradigm shift in the planning and practice of service provision. Services and their staff are required to rethink existing practice to move to an inclusive practices framework at a professional and community level. &nbsp