PurposeThe aim of this paper is to investigate the links and relationships between strategy and operations in local government improvement efforts under the umbrella of the Local Government Modernisation Agenda (LGMA) in England. More specifically, it explores the implementation of structured change methods and performance measurement and management initiatives that claim to have a linked strategic and operational focus through to stakeholder impact.Design/methodology/approachThis research adopts an interpretive multiple case approach (n=5), using in‐depth semi‐structured interviews and focus groups, as well as substantive archive information.FindingsThe structured integration of strategic level policy‐setting and its associated operational level activity in local authorities is often obscure and lacking in cohesiveness. Performance measurement and management at the strategic level is, for the most part, driven by emerging legislation and the need for compliance rather than improving service effectiveness. This has led to discontinuity, delays in implementing policy, and criticism of performance measures from service delivery staff.Practical implicationsThere is a need for improved integration across the strategic‐operational divide, which requires improved understanding and translation approaches. Methods adopted from other sectors should be assessed critically and tailored to suit this need rather than adopting an off‐the‐shelf provision.Originality/valueThere is a paucity of in‐depth studies relating to performance measurement and management across the strategic‐operational span in the public sector in general, and local government in particular. Increased understanding in this area is of critical importance in relation to implementing effectively the current and future modernisation and reform initiatives.

This paper describes a novel approach to explore how regulators, working with patients and practitioners, may contribute to supporting person‐centred care and processes of shared decision making in implementing professional standards and reducing harms. Osteopathic patients report high levels of patient care. However, areas of consultations less likely to be rated as high included “fully understanding your concerns,” “helping you to take control,” and “making a plan of action with you,” suggestive of a paternalistic approach to care and a barrier to the effective implementation of standards. This programme explored how to support patients and practitioners to make more explicit what is important to support consultations with better communication in accordance with standards. A series of workshops took place involving approximately 80 participants, which explored and identified practitioner and patient values; these were themed to develop a common framework and tested using case studies. Aspects of what enables or presents a barrier to a positive consultation were further explored with real patient narratives, and a range of resources were subsequently developed, which may support patients and practitioners to make explicit what is important to them in a consultation. A series of approaches and tools were then developed for piloting including patient curriculum vitae; patient goal planner; patient animation to support preparation for an appointment; infographic: a patient poster or leaflet; practitioner reflective tool; and an audio recording to increase awareness and understanding of values‐based practice. In conclusion, a range of approaches may help to support patients and practitioners to make explicit what is important to them in a consultation. The next phase of our programme will use a range of methods including cluster sampling, pre‐testing and post‐testing with the Consultation and Relational Empathy (CARE) measure tool, and interviews and focus groups with users and practitioners to demonstrate impact.

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Administrators of sport organizations have increasingly become aware of the importance of management not only for the operation of their day to day affairs, but also for the successfully operation of their respective sport organizations. In the case of national sport federations, management techniques that implement good governance can ultimately lead to success not only in the boardroom but also on the playing field as well. The purpose of this paper is to examine the perception of good governance and management by National Sport Federations administrators in Cyprus.Specifically, the objective of this paper is to examine: 1) the perception of good governance and management in National Sports Federations, and 2) the challenges in introducing good governance and better management practices in the sport system of Cyprus. The results revealed a positive perception orientation towards the inclusion of good governance as a management practice by National Sport Federation administrators. The results also revealed a limited understanding as well as a skill set for the application of good governance and management practice.

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