Service Delivery Organizations Research Articles

Moving towards integrated public governance: improving service delivery through community engagement

Community engagement for improved citizen-centred service is an important dimension of Integrated Service Delivery (ISD), which is in turn a central component of the movement towards Integrated Public Governance. The experience of such organizations as Centrelink and Service Canada can inform thinking and action on the community engagement activities of ISD organizations in general. Most of these organizations are at an early stage in the use of innovative approaches to community engagement, but many of them are well positioned to use their physical presence in local offices across their jurisdiction to enhance service delivery. This article examines eight ISD organizations in four countries as a basis for discussing such matters as the benefits and challenges of community engagement, the nature of the engagement, and the means by which these organizations have fostered it. For ISD organizations to leverage their community presence, they must collaborate with a wide variety of community stakeholders.Points for practitionersIntegrated Service Delivery (ISD) organizations can leverage their physical presence in local communities to improve service for individual citizens. This community engagement activity can take the form of partnerships, consultations and contracts. The corporate level can support community engagement through administrative structures and processes and through training opportunities and learning tools. Each local office needs an appropriate measure of discretion and flexibility to adapt its engagement activities to the community's particular challenges and resources. The movement in public management towards Integrated Public Governance and the anticipated increase in the delivery of government services by private and third sector organizations point to the need for collaborative community engagement. There are significant barriers as well as benefits associated with the community engagement activities of ISD organizations.

Can Branding by Health Care Provider Organizations Drive the Delivery of Higher Technical and Service Quality?

Despite the widespread use of branding in nearly all other major industries, most health care service delivery organizations have not fully embraced the practices and processes of branding. Facilitating the increased and appropriate use of branding among health care delivery organizations may improve service and technical quality for patients. This article introduces the concepts of branding, as well as making the case that the use of branding may improve the quality and financial performance of organizations. The concepts of branding are reviewed, with examples from the literature used to demonstrate their potential application within health care service delivery. The role of branding for individual organizations is framed by broader implications for health care markets. Branding strategies may have a number of positive effects on health care service delivery, including improved technical and service quality. This may be achieved through more transparent and efficient consumer choice, reduced costs related to improved patient retention, and improved communication and appropriateness of care. Patient satisfaction may be directly increased as a result of branding. More research into branding could result in significant quality improvements for individual organizations, while benefiting patients and the health system as a whole.

Organizational psychology in elite sport: Its emergence, application and future

Objectives The rapid development of elite sport in Europe and across the world has had far-reaching psychosocial ramifications for those operating within its sphere of influence. Whilst sport psychologists in the latter part of the 20th century largely focused on the cognitive determinates of elite performance, the findings of recent research suggest that sport psychologists in the 21st century will need to better understand the organizational influences on world-class athletes. The purpose of this paper is, therefore, to discuss the emergence, application and future of organizational psychology knowledge in elite performance sport. Method Narrative review and commentary. Results and conclusion The review discusses the findings of six lines of inquiry that point to the salience of organizational issues in elite sport: i) factors affecting Olympic performance; ii) organizational stress in athletes, coaches and parents; iii) perceptions of roles within sports teams; iv) organizational success factors in sport and business; v) performance environments in elite sport; and vi) organizational citizenship behavior in sport. The commentary then focuses on the theoretical underpinnings and practical implementation of organizational service delivery in elite sport, and concludes by reflecting on how developments in this area have the potential to inform future practice and research relating to the psychology of elite sport.

The Impact of Supervision on Worker Outcomes: A Meta‐analysis

Effective supervision is a vital aspect of service delivery in social service organizations. This article provides a meta‐analysis of 27 qualified research articles published between 1990 and 2007. The analysis thus includes a combined sample of 10,867 workers in child welfare, social work, and mental health settings. The results indicate that supervisory dimensions of task assistance, social and emotional support, and supervisory interpersonal interaction are positively and statistically significantly related to beneficial outcomes for workers. The dimensions of social and emotional supervisory support and supervisory interpersonal interaction are found to be negatively and statistically significantly related to detrimental outcomes for workers. All effect sizes were moderate (r at the 0.30 to 0.40 range). These findings underscore the importance of effective supervision in fostering beneficial outcomes and in limiting detrimental outcomes for workers. They also indicate that social service agencies shou...

Values and the Legitimacy of Third Sector Service Delivery Organizations: Evidence from Australia

The values espoused by third sector service delivery organizations form the basis of normative claims of legitimacy. Such claims are subject to on-going debate with critics arguing that third sector service delivery organizations do not truly represent the views of those they are trying to assist or that they often fail to institutionalize their values in their relationships with service users. Using instrumental case studies of six social welfare programs in three cities in Australia, this article explores questions of legitimacy by examining whether organizational values were the same as those of service users and whether this matters in terms of services having a positive impact on service users. While research findings generally support normative claims of legitimacy, instrumental values were found to be more important than underlying ethical values or outcome values in generating positive outcomes for service users. However it is these instrumental values that are most at risk from overly prescriptive funding mechanisms.

INTEGRATING AGENT, SERVICE AND ORGANIZATIONAL COMPUTING

Engineering open complex systems is challenging because of system complexities such as openness, the involvement of organizational factors and service delivery. It cannot be handled well by the single use of existing computing techniques such as agent-based computing and service-oriented computing. Due to the intrinsic organizational characteristics and the request of service delivery, an integrative computing paradigm combining agent, service, organizational and social computing can open complex systems more effectively engineering. In this paper, we briefly introduce an integrative computing approach named OASOC for system analysis and design. It combines and complements the strengths of agent, service and organizational computing to handle the complexities of open complex systems. OASOC provides facilities for organization-oriented analysis and agent service-oriented design. It also supports transition between analysis and design. Compared with the existing approaches, our approach can (1) support service and organization that are either rarely or weakly covered by single computing methods, (2) provide effective mechanisms to integrate agent, service and organizational computing, and (3) complement the strengths of various methods. Experiences in engineering an online trading support system have further shown the workable capability of integrating agent, service and organizational computing for engineering open complex systems.

The research on the critical success factors of knowledge management and classification framework project in the Executive Yuan of Taiwan Government

This study investigates the key factors for knowledge management in the national government of Taiwan. The achievements of the government KM initiatives demonstrate two distinctive dimensions: core KM processes (organizational missions and values, IT applications, documentation, process management, and human resource) and KM performance (knowledge capture and transformation, business performance, and knowledge sharing and value addition). In terms of modern public administration, issues of paradigm shift and disruptive changes have arisen with the introduction of Information Technology (IT) service delivery and operation in organizations [Hori, K. (2000). An ontology of strategic knowledge: Key concepts and applications. Knowledge-Based Systems, 13, 369–374.]. The strategic roles of IT have emerged in modern organizations from the government, business and non-profit sectors. The initiatives created by the e-government include enormous capacity in processing information, reengineering government, empowering citizens as well as the potential in reframing the context of governance. These initiatives are seen as more than technological phenomena: they are also a key element in the strategies of government modernization [ Ault, J. T., & Gleason, J. M. (2003). US Government decision makers’ expectations and patterns of use of emerging and existing information technologies. Government Information Quarterly, 20(1), 63–76. ].

The Future of Community-Based Services for Older Persons in South Africa

This article provides an overview of the needs of older persons in South Africa today. It acknowledges the strong policy lead being given by government to ensure the positive integration of older persons within society, support for them within their families, their access to proper community-based services, their protection from abuse and ageism, and promoting their general quality of life. At the same time the article stresses the size of the challenge that exists to turn government policy into reality in the lives of older people. As elsewhere in the world increasing numbers of older persons with a wide range of complex needs can be expected. Within South Africa migratory patterns, HIV/AIDS and extreme poverty may impede the growth in the number of the older population. At the same time those same phenomena will make the delivery of the necessary community-based services particularly difficult. A number of recommendations are made as to what the priorities should be for service delivery organisations within this context of ambitious policy but limited resources.

Making progress in psychosocial research in dementia

This article describes the advent of greater research funding for the study of organizations and practice in dementia care in the UK, and the development of research infrastructures. It sets out a series of challenges that locating research in service delivery organizations may raise, and addresses issues of ethics, consent, research fatigue and pressures for results.

In patient stroke rehabilitation efficiency: Influence of organization of service delivery and staff numbers

BackgroundOutcomes of inpatient stroke rehabilitation need to be reviewed in terms of optimal resource utilization (staff time, service organization, and duration of stay). We compared FIM efficiency scores between three hospitals, and also variation in FIM scores over a ten year period in one hospital undergoing reduction in staff numbers, to examine the relationship between outcome and service characteristics.MethodThis is a retrospective study comparing the mean FIM efficiency for stroke patients (FIM score – FIM admission score) divided by duration of stay for 2005 among three rehabilitation hospitals adjusting for age and baseline FIM score, and a longitudinal study of changes in mean FIM efficiency during a ten year period in one hospital, to examine the effects of different service organization and staff numbers.ResultsFIM efficiency (FIMEG) was inversely associated with age, and positively associated with admission FIM score. FIMEG was higher in the hospital with a coordinated care plan involving medical, nursing, occupational, physiotherapy staff and other healthcare providers working as a team, with a seamless interface with community rehabilitation services. Over a ten year period, reduction in staff numbers was associated with reduction in FIMEG, which may be offset to some extent by service re-engineering.ConclusionWithin hospital organization of stroke rehabilitation services may influence outcome. A critical number of staff may be identified for the provision of services, below which rehabilitation efficiency may be affected.

Primary Healthcare Renewal in Canada: Not There Yet

The organization of primary care service delivery in Canada has changed dramatically since the turn of century, spurred on by significant investment from both provincial and federal governments. The sustainability of this change is not yet guaranteed, and further investment in information technology and change management is required to create an integrated primary healthcare system.

Transforming service to Canadians: the Service Canada model

Over the past decade, the pursuit of citizen-centred service, combined with rapid advances in information and communication technologies, has stimulated innovative approaches to the organizational design of governments' service delivery systems. Service delivery organizations in Canada and elsewhere have taken a variety of organizational forms, thereby providing a range of models for adoption or adaptation. Service Canada offers Canadians a new model for the delivery of government services. It is a one-stop, multi-channel and multi-jurisdictional initiative that is dedicated to delivering seamless citizen-centred service. It brings together a wide range of government programmes and services from across federal departments and other levels of government to provide citizens with integrated, easy-to-access, personalized service. This article assesses the possibilities that the Service Canada model presents for service transformation through integrated service delivery (ISD) and discusses political, structural, operational, managerial and cultural barriers to its implementation. Points for practitioners Successful ISD initiatives can take a variety of organizational forms with an array of governance arrangements. While some of the ISD challenges are not faced by all countries, many of the challenges (e.g. privacy and security issues) are of a generic nature. Many of the solutions to ISD challenges are also of general application, including those utilized by Service Canada — the innovative use of partnerships, adequate funding, guaranteed privacy and security and effective human resource management. Note also that successful service transformation requires the creation of a culture of service excellence among employees, the demonstration of frequent and tangible results, and understanding that leadership in service integration requires a capacity for adapting to an ambiguous and ever-changing environment.

The role of service delivery non governmental organisations in policy reform

AbstractThis article considers the role of non‐governmental organisations (NGOs) in supporting the development of policy to enhance child welfare and protection services. It examines some of the opportunities and barriers which exist for small‐scale service–delivery organisations to contribute effectively to policy formulation and explores opportunities for the development of this capacity. The discussion is illustrated by specific reference to the role of the NGOs in southeastern Europe, the Former Soviet Union and Central Asia. Copyright © 2007 John Wiley & Sons, Ltd.

Working collectively in competitive times: case studies from New Zealand and Australia

Collectives offer an alternative organisational structure to service delivery organisations that seek to embody critical social change. This model is challenging to implement as its assumptions and values are contrary to the dominant socio-political climate of economic rationalism. This paper explores experiences of two workers employed as coordinators in collective-based organisations in Australia and New Zealand. They share the joys and challenges of these experiences, and conclude with five key reflections about implementing this model: keeping reflective and honest about philosophical assumptions, keeping process central, having robust conflict resolution processes, reflect about the external factors influencing organisational structure, and finding ways to value workers.

The Work of Nurse Case Managers in a Cancer and Cardiovascular Disease Risk Screening Program

The purpose of this conceptual model of nursing and health policy-based study was to identify the frequency and correlates of activities performed by nurse case managers. Massachusetts Women's Health Network (WHN) contracting organization sites for breast and cervical cancer and cardiovascular disease risk screening. Twenty nurse case managers were interviewed. More time was spent performing client service activities than bureaucratic activities. Frequently performed client service activities were tracking test results, finding/connecting with clients, assessing client needs, and educating clients. The most frequently performed activity was documenting services; the least, discharging clients. Client service activity frequency was correlated with client caseload size, social barriers, overall workload, satisfaction with the way activities are carried out in the WHN, special training in WHN policies and procedures, and contracting organization service delivery arrangements. Bureaucratic activity frequency was correlated with caseload size, workload, months as a WHN case manager, system barriers, satisfaction with the way activities were carried out in the WHN, and special training. Documentation requires a great deal of WHN nurse case managers' time, which perhaps could be more productively spent with clients. Thus, more efficient ways to document services need to be identified. Additional research is needed to determine similarities and differences in activities performed by WHN nurse case managers and other case managers working in cancer and cardiovascular disease screening programs. Strategies need to be identified to remove all barriers that interfere with performance of case manager practice activities. Strategies are needed to reduce client fear of bills, overcome scheduling constraints, and improve translation services to lessen language barriers to effective communication.

An integration model for organizing IT service management

To develop an architecture for information technology service management (ITSM) and design integrated solutions, it is necessary to establish a common understanding of the key conceptual domains involved in delivering IT services—organization, process, tools, and technology—and how they interrelate. This paper presents an integration model for ITSM practitioners. The model is a framework for organizing the assets that constitute an ITSM design. Using this framework, an organization can document the available set of IT services offered and understand how they are composed from finer-grained services delivered by internal or external providers. Different service designs are supported, depending on the service requirements and organizational context. This integration model is applicable to both in-house IT organizations and IT service providers, regardless of industry or size of enterprise. It may be used by management software vendors to describe the capabilities of their ITSM offerings and to align those with the needs of different customers, by consultants and integrators to develop engagement materials and solution offerings, and by IT service delivery organizations to document their service designs.

Catalog-based service request management

To manage the delivery of services competitively on a large, global scale, an IT (information technology) service provider must efficiently use service delivery resources-in particular, skilled service delivery teams. Service requests form a large and important component of the management of a client's IT infrastructure. Currently, the fulfillment of IT service requests is often managed on a per-account basis. Service-delivery teams fulfill service requests according to account-specific processes by using an account-specific service-request-management environment, making it difficult to leverage the skills of the various delivery teams for multiple accounts. The service delivery management platform (SDMP) uses reusable service components that can be performed by multiple delivery teams and can be assembled into service compositions to which multiple clients can subscribe. The SDMP catalog is the information repository that manages service components, composition, providers, and subscriptions and is used by the service-request runtime environment to implement specific customer service requests. In this paper, we describe a catalog-based architecture for service delivery management and demonstrate how its use can provide a global service-delivery organization with a platform for achieving significant productivity gains.

A Diagnostic Approach to Understanding Entrepreneurship in Health Care

Health care is quite different from other industries because of its organizational structure, service delivery, and financing of health services. Balancing costs, quality, and access presents unique challenges for each stakeholder group committed to promoting the health and healing of its citizens. Using the diagnostic approach to health care entrepreneurship, we created a framework from research in the field to understand the predisposing, enabling, and reinforcing factors most relevant to successful entrepreneurship.

A Technology Enhanced EBP Model

Evidence-based practices (EBP) is one of the more recent decision improvement processes that has captured the attention of many state governments and human service organizations at this time of critical service need. This article argues that EBP has indeed improved on the theoretical-based approaches of the past, but that there is a critical need to advance evidence collection and evaluation processes from the level of practitioner and supervisor to the level of the organization. The article presents an enhanced, technology-based EBP model and suggests its applicability to large human service environments. The model involves changing EBP's focus from an individual practitioner searching down relevant research for each case to an organization with tools that make data readily available so that workers can monitor their performance on well-researched, outcome-based, practice standards. The EBP model is illustrated by an interactive decision support system that was developed and tested in a statewide agency. This graphically-based decision support system allows staff to view how well they, their colleagues, and the agency meet federal standards on numerous indicators. By performing tasks that are metaphorically described as “drilling down” and “slicing and dicing” through agency data, staff can distill best practices that improve their performance. These best practices can be shared system-wide and can challenge and help refine the standards. The article concludes with implications of the enhanced EBP model for service delivery organizations. This enhanced EBP model is applicable to agencies struggling to use EBP concepts to get better performance with limited resources.

Patterns of organization and management in private and public substance abuse treatment programs

As an organizational field, substance abuse treatment clearly includes a remarkable range of organizations. Yet only in the past two decades has there been research interest in the organizational context in which treatment is delivered. The goal of this article is to promote the concept of organizational field by summarizing findings from an ongoing research program and by examining the organizational structure, service delivery, and patterns of innovation adoption in two large samples of substance abuse treatment programs in the United States. Among highlighted findings, there are notable differences between the public and private sectors in structural and staffing characteristics, as well as in the characteristics of clients receiving substance abuse treatment. With regard to the use of evidence-based practices, our findings suggest that pharmacotherapies are more likely to be adopted in private centers, whereas notably effective voucher approaches are more common in public centers. Future research directions are discussed.