From: Rob Wilson [mailto:[log in to unmask]] 
Sent: 02 December 2013 13:27
To: Roberts J.
Cc: Paul Jackson; Martin Ferguson ([log in to unmask])
Subject: CfP Special Issue of Public Money and Management

Call for papers Public Money & Management

A collaborative public service: What are the management and organisational challenges of more joined-up government? Guest edited by Rob Wilson - Newcastle University, Paul Jackson - Oxford Brookes, Martin Ferguson - Society of IT managers (Socitm)

This themed issue of Public Money & Management will explore the challenges presented by increased collaboration and service integration across various parts of government. A more joined-up public service has been a policy goal of many governments dating back to the late 1990s, for instance, in the UK, the Modernising Government White Paper (1998) was a key document. While the early emphasis was often on creating more coherent, user-friendly services, recent fiscal retrenchment has shifted attention towards issues of economy and efficiency. Added to this, the desire among policy-makers for greater involvement of the private and third/not-for profit sector in public services has provided an extra dimension to service options and change management.
 
Since the publication of the 2005 Transformational Government Strategy, 'shared services' in particular have been a key part of public policy. The intervening years have witnessed a range of initiatives, from large, central government programmes, through to smaller experiments among public agencies such as local government, health organisations and universities. In some cases, public-private partnerships have been created involving new types of delivery vehicle. In other cases, assets such as staff, premises and technology have been shared across different bodies (public, private and third sector). Many of these developments are now mature, with a track record of achievement, as well as an accumulation of lessons learned.
 
The theme issue seeks to take stock of these developments, particularly in garnering evidence of what has and has not worked. It also aims to capture the range of models used in collaboration and sharing, while also providing a firmer grasp of the issues involved in realising change and managing the resultant landscape.  As well as a practical concern, though, we are also interested in finding new ways of conceptualising collaborative working, from partnerships and loose cooperation on the one hand, through to shared delivery structures on the other. We are also keen to explore the challenges presented to public servants (and their collaborators outside of government) in building and managing the new structures and services.
 
Contributions are therefore invited from any disciplinary perspective that will advance understanding of these challenges for researchers, public service managers, policy-makers, citizens and other partners to public bodies. Examples from central and local government, as well as health bodies, are all welcome. Themes that articles could address include (but are not limited to):
 . Evidence of success and failure in delivering front and back office service integration . Models of collaboration and sharing: what has worked well, and where . Frameworks for conceptualising forms of collaboration and sharing . Management challenges in coping with collaborative, non-hierarchical environments . Governance challenges in multi-party service arrangements . Identify and culture issues in collaborative and shared environments . The management of collaborative change . The role of the private sector and voluntary bodies in shared service innovation . Issues of complexity and sustainability in collaborative environments 
 
Submission Information

Final articles must be no more than 5250 words. Full articles will be double-blind refereed by an academic and a practitioner reviewer. Given the emergent nature of these debates we particularly welcome 'new development' articles (up to 2750 words) that focus on the potential or impact of change, and debate articles (about 1000 words) expressing personal viewpoints supported by evidence. These are not blind reviewed but subject to editorial scrutiny by the guest editorial team.  
 
Initial ideas for articles, new developments or debate pieces should be sent as long abstracts (between 500 and 1500 words) to Rob Wilson at [log in to unmask] and Paul Jackson at [log in to unmask] by January 10th 2014 for consideration by the editorial team.  
 
Invitations to submit full versions of articles will issued by February 7th 2014 with final versions anticipated by July 2014 for review, with publication timetabled for either the first or second issue of 2015 (PMM. Vol. 35, Nos 1 or 2).
 
See www.tandfonline.com/rpmm for information about preparing papers for PMM.

Dr Rob Wilson
Senior Lecturer, Newcastle University Business School (NUBS), Barrack Road, Newcastle University, Newcastle-upon-Tyne, UK, NE1 4SE
 
Phone - ++44 (0)191 208 1727

http://www.ncl.ac.uk/nubs/staff/profile/rob.wilson

NUBS vision is :- "To be regionally rooted, nationally influential and globally respected"

Centre for Knowledge, Innovation, Technology and Enterprise (KITE), Newcastle University, Newcastle-upon-Tyne, UK

http://www.ncl.ac.uk/kite

"when two events happen simultaneously pertaining to the same object of enquiry we must always pay strict attention" 

Special Agent Dale Cooper FBI (Twin Peaks) 
 
"Any observed statistical regularity will tend to collapse once pressure is placed upon it for control purposes" 
 
Goodhart, 1975

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