Exploring the utility of current performance measures for changing roles and practices of ambulance paramedics

Heath, Geoffrey; Radcliffe, James

doi:10.1080/09540961003794287

Cited by 19 publications

(10 citation statements)

References 26 publications

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“…This is further complicated by the public sector service supply chain where the internal customers may rely on other departments or services as a part of the efficient and effective delivery of public services. There is some recognition in the literature that this is not fully understood and further research is required (Hines and Lethbridge, 2008; Heath and Radcliffe, 2010; Radnor and Osborne, 2013). It is suggested that in line with the building picture of research gaps identified through this review, a shared understanding of the customer and how the CI programme will consider the needs and views of internal and external customers as part of the strategic aims and implementation planning are critical to success.…”

Section: Discussionmentioning

confidence: 99%

Lean and Six Sigma practices in the public sector: a review

Rodgers

Antony

2019

IJQRM

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Purpose The purpose of this paper is to provide a critical analysis of publications relating to the use of continuous improvement (CI) methodologies, such as Lean, Six Sigma and Lean Six Sigma over a 17-year period, to identify the themes and gaps, while informing the development of a future research agenda. Design/methodology/approach The systematic literature review identified 121 papers published between 2000 and 2017 from searches of over 1,400 peer-reviewed academic journals and also identified the application of Lean, Six Sigma and Lean Six Sigma across the public sector. Findings This research compares the scale and breadth of the public sector with the application of CI methodologies and finds that such application is unstructured and, in some areas, sporadic. The research identifies common themes and research gaps including areas such as lack of shared understanding of Lean, gaps in strategy development and leadership and an overfocus on tools alone. Research limitations/implications The methodology is focussed on the journals rated in the ABS Journal Guide 2015, which allowed manual searches for accuracy and relevance to the area of investigation. It is recognised that this may exclude some articles which have been published in other journals but allowed for a structured and detailed investigation. The research identifies some very clear gaps which can inform future research agendas. Practical implications The paper details the implications and challenges to the public sector, generally, and to executive leadership, specifically, and, in particular, covers the common issues and concerns, which in turn will assist public sector organisations in implementing, reviewing or refreshing their CI initiatives. Originality/value No similar work has been conducted and while some individual areas such as health and education have been the subject of more focus, this research explores the public sector as a whole and considers the patterns of research in that context.

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Section: Discussionmentioning

confidence: 99%

Lean and Six Sigma practices in the public sector: a review

Rodgers

Antony

2019

IJQRM

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“…This focus, while understandable, can have potentially undesirable consequences (Heath et al, 2018). The emphasis is a long standing issue (Heath & Radcliffe, 2010;Radcliffe & Heath, 2009;Wankhade, 2011) and can distract attention from other aspects of ambulance services; despite the development of a wider 'dashboard' of operational performance indicators (Heath & Wankhade, 2014;NAO, 2017). Attention should be given to identifying, measuring and managing issues around physical and mental health; pay, morale, absence and sickness rates; discrimination, bullying and harassment; and quality of service; as evidenced earlier in this paper.…”

Section: Discussionmentioning

confidence: 99%

Exploring the wellbeing of ambulance staff using the ‘public value’ perspective: opportunities and challenges for research

Heath

Wankhade

Murphy

2021

Public Money & Management

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“…There are a few possible explanations why this might be the case. Meeting the eight minute response target has been the key indicator of ambulance performance and a top management and operational priority for the ambulance trusts (HEATH and RADCLIFFE, 2010;SNOOKS et al, 2009;WANKHADE, 2011) Having discussed the control variables included in our estimates of variations in Category A response times, we turn now to examine the social capital variable in more depth. The coefficients for social capital suggest that it may be responsible for differences in Category A response times between ambulance trusts but not within them during the study period; something that is confirmed by our instrumental variable estimates.…”

Section: Resultsmentioning

confidence: 99%

Regional Variations in Emergency Service Performance: Does Social Capital Matter?

Andrews

Wankhade

2014

Regional Studies

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The relationship between social capital and the performance of public organizations is currently at the top of the UK policy agenda and elsewhere. This paper examines whether social capital is associated with improved regional emergency service performance by exploring its relationship with the achievements of ambulance trusts in England. Drawing on a six year panel data set, ambulance response times are modelled using an index of social capital, incorporating measures of community organizational life, political efficacy and social trust, in the regions served by NHS ambulance trusts.Theoretical and practical implications are discussed. KEYWORDSSocial capital; regional emergency services; organizational performance. 2 INTRODUCTIONThe concept of social capital is increasingly deployed in a host of important areas of public policy (see HALPERN, 2004). Structural, attitudinal and cognitive components of social capital, such as community organizational life, political efficacy and social trust, constitute resources that can potentially be mobilised for public purposes, including the delivery of public services. Whether by supplementing the efforts of public service providers, pushing them to be more responsive to citizens' needs and demands, or reducing the transaction costs associated with successful policy implementation, the different dimensions of social capital may be likely to have a positive influence on public service outcomes. Since the publication of Robert Putnam's Bowling Alone interest in the relationship between social capital and the performance of public services has grown rapidly. Most empirical studies of this relationship have focused on the achievements of regional and local governments or schools and school districts (see ANDREWS, 2012). Rather less attention has been paid to the connection between social capital and the performance of regionally-organized service providers often responsible for responding to emergencies. In particular, although researchers have devoted attention to role social capital may play in enabling emergency services to deal with natural disasters (MURPHY, 2007;YAMAMURA, 2010), few have theorised its connection with the performance of ambulance services, and fewer still have empirically analysed this relationship. This paper will build on the growing interest in these issues by theorising an empirical model of the social capital-emergency services performance relationship and applying it to the response times of regional ambulance services in England.Institutionalist approaches to the geography of public policy suggest that spatial variations in social and human resources are likely to influence the behaviour of public organizations (SCOTT, 2001).Such variations have been observed to influence the achievements of regional service providers in 3 previous studies (BRASINGTON, 2002;THOMAS, 2001). In particular, the normative institutions associated with a civic culture, such as a politically engaged citizenry, are a potent source of path dependency for the public se...

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Exploring the utility of current performance measures for changing roles and practices of ambulance paramedics

Cited by 19 publications

References 26 publications

Lean and Six Sigma practices in the public sector: a review

Lean and Six Sigma practices in the public sector: a review

Exploring the wellbeing of ambulance staff using the ‘public value’ perspective: opportunities and challenges for research

Regional Variations in Emergency Service Performance: Does Social Capital Matter?

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