The New Deal for Communities (NDC) programme is an ambitious English area-based initiative which aims, over 10 years, to transform 39 deprived neighbourhoods in relation to six outcomes: crime, education, health, worklessness, housing and the community. Data indicate modest programme-wide change against benchmarks. Evidence is used to examine the validity of the programme’s four design parameters: a 10-year horizon is necessary to achieve change; holistic regeneration can help to achieve cross-outcome change; working with other agencies and having other overlapping ABIs helps change; and, having the community at the heart of the initiative enhances outcomes. Findings in relation to these design features have wider applicability across area regeneration policy.
The New Deal for Communities (NDC) is an ambitious English area-based initiative (ABI) designed to transform 39 deprived areas in relation to five outcomes: crime, education, health, worklessness, and housing and the physical environment. Change data are now available for 2002–08. NDC areas continue to see positive change, but show only modest improvements against other benchmarks, notably similarly deprived comparator areas. Regeneration has been complex because of a range of ‘barrier sets’ of which the most insistent has been the relationship between NDC Partnerships and central government. This relationship informs wider debates surrounding interpretations of the programme.
The shift towards virtual organisation is related with a fundamental change in organising and managing daily operations. The success of collaborative work therefore relies not merely on the introduction of different technologies, but also on critically analysing the "human" aspects of organisation. Virtual teams bring people together across disciplines, departments, functions, and geographical locations. This paper draws on the literature with respect to organisational change, and particularly results from human and organisational research carried out in the OSMOS (IST-1999-10491) project. Within the context of the OSMOS project, interviews with senior managers of each of the participating industrial organisations were conducted. From the analysis of these interviews four major organisational issues emerged, which virtual teams or e-businesses need to address before moving forward. These are: information sharing, organisational culture and teamworking, acceptance of change and training. The paper investigates the above issues and explores potential solutions in order to support virtual organisations and e-businesses in dealing with continuous change. From this investigation the paper proposes critical success factors that the authors believe to be necessary in dealing with such change.
In recent years, a number of welfare reforms have been introduced in the UK by Conservative-led governments. The most high profile of these is Universal Credit (UC), which is currently being rolled out across the country. A key feature of UC is a change in the way the income-related housing allowance for social housing tenants (Housing Benefit) is administered, as under UC, it is paid directly to tenants (direct payment), who are responsible for paying their rent. This represents a step change for them as for more than 30 years landlord payment has been the norm in the UK. There has been little research into direct payment. This paper seeks to address this gap in knowledge by presenting the key findings of an initiative designed to trial direct payment. It finds that many tenants experienced difficulties on direct payment. Reflecting this, landlords' arrears rose markedly.
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