A Systemic Approach to Multi‐agency Community Safety

Taylor, Mark; Higgins, Emma; Francis, Hulya

doi:10.1002/sres.2248

Cited by 5 publications

(2 citation statements)

References 31 publications

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“…We introduced a customer and process management system as a tool to support the partnership between a social and health care organization and a rescue department. This topic is new in this field of research, but some studies have been carried out previously [6,18,[20][21][22][23][24]. A joint customer and process management platform enables social and health care organizations and rescue departments to share information, manage joint tasks, standardize their way of working, and utilize resources efficiently.…”

Section: Discussionmentioning

confidence: 99%

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Improving the Public–Public Partnership between a Rescue Department and an Integrated Social and Health Care Organization

Korpela

Korpela²,

Virolainen

et al. 2022

FinJeHeW

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Public social and health care organizations everywhere are facing challenges caused by an aging population, declining birth rates, and urbanization. To address these challenges, innovative operating models and flexible IT solutions supporting collaboration between public-sector organizations are required. Our paper introduces an example of a progressive collaboration model between the Rescue Department of South Karelia (EKP) and South Karelia social and health care district (Eksote), which are frontrunners in the synergy-producing cooperation of rescue board services at the rescue department level with social and health services. The purpose of our qualitative case study is to investigate how Eksote and EKP could further strengthen their public-public partnership (PuP) to improve regional risk management by jointly planning and executing preventive actions and services. The main objectives are to: 1) understand the reasoning behind and the success factors of a public-public partnership; 2) investigate how a joint customer and process management system could support the partnership between a social and health care organization and a rescue department; and 3) identify ways to improve the public-public partnership between a social and health care organization and a rescue department. This study builds on the existing literature on public-public partnerships by incorporating a customer and process management system into the partnership between a social and health care organization and a rescue department. The empirical data were collected via 16 semi-structured interviews conducted between June 2020 and April 2021. The results indicate that the public sector must determine new and innovative ways of working together to overcome the challenges prevalent in the current operational environment. To support collaborative actions and processes between social and health care organizations and rescue departments, actions are needed on national, regional, organizational, and professional levels. As the public sector is facing similar challenges everywhere, the results can be utilized in Finland and in the international setting.

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Section: Discussionmentioning

confidence: 99%

“…Collaboration between social and health services and a rescue department from the points of view of preventive actions, customer management and processes has been studied to some extent [6,18,[20][21][22][23][24]. We examine the PuP between an integrated social and health care organization and a rescue department.…”

Section: Introductionmentioning

confidence: 99%

Improving the Public–Public Partnership between a Rescue Department and an Integrated Social and Health Care Organization

Korpela

Korpela²,

Virolainen

et al. 2022

FinJeHeW

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Leadership fit for the information age

Trevor

Kilduff²

2012

Strategic HR Review

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/ authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to look at how the nature and contribution of leadership is evolving in step with developments in the environment and our organizations.Design/methodology/approach -The authors argue that a collective or network leadership strategy is most suitable for the information age. This is based upon research and executive education and consultancy engagements with a range of organizations around the world and draws upon published research by the authors. They share further a case study of a public sector organization in the UK working to implement a network leadership strategy to transform a complex, bureaucratic structure into a lean, agile and knowledge rich one.Findings -Organizations need to let go of previously held notions of leadership in order to embrace a new leadership concept and strategy more suited to today's environment. Future organizations will necessarily rely upon knowledge-intensive networks of highly connected and autonomous talent, empowered to rapidly converge on singular intersections of common interest without guidance from above. Such co-ordination will not be achieved through centralized command and control, but through network leadership -in effect, self-direction in the interests of a common purpose and guided by shared values.Practical implications -Enabling coalitions, coexistence and collaboration within and across networks will be the characteristic qualities of the new leadership.Originality/value -This article is of value to organizations seeking to transform their capabilities and structures to embrace the contribution of the many and not simply the few. It addresses issues resonant with all organizations, irrespective of sector or geography, and argues that leadership in the information age requires us to challenge many closely held truths such as the inimitability of natural leadership qualities and traditional methods of work organization in favour of network-based approaches.

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Sharing is Caring: Early response for community safety in rural areas with a focus on exploring part-time firefighters’ work situation and family support

Lantz

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Purpose: The overall purpose of this thesis was to explore and describe early response for community safety in rural areas with a focus on parttime firefighters’ work situation and family support. Methods: The thesis used an inductive approach with an exploratory and descriptive design, including qualitative and quantitative research methods. Each study’s design was selected to align with its specific purpose. The five studies collectively contributed to fulfilling the overall purpose of the thesis. Descriptive and comparative statistics were employed to describe response times in out-of-hospital cardiac arrests in relation to population density for volunteer first responders, fire and rescue services, and emergency medical services (I). A literature review was conducted to synthesize literature regarding non-career firefighters, with a focus on recruitment, retention and resignation (II). The Delphi technique was applied to identify pivotal factors that influence the ability of main employers to have employees who are part-time firefighters in rural areas in Sweden (III). Interviews were conducted and analysed using latent qualitative content analysis to describe the experiences of part-time firefighters in rural areas in Sweden (IV). Interviews were conducted and analysed with the Critical Incident Technique to describe the experiences and actions of part-time firefighters’ family members in rural areas in Sweden (V). Findings: The fire and rescue services had a significant impact on reducing response times in non-urban settings compared to the emergency medical services (I). Culture, recognition and supportive leadership in the fire and rescue services played a crucial role in job satisfaction and retention among non-career firefighters (II). Main employers to part-time firefighters wanted to contribute to preserve a fire and rescue service in the community by encouraging employees to also work as part-time firefighters (III). Part-time firefighters shared a strong commitment and motivation but balanced the service with other responsibilities in life (IV). Family members of part-time firefighters faced challenges and dealt with uncertainties but adapted their daily lives to fit with the part-time firefighters’ work situation (V). The findings revealed that various dimensions and interrelated subsystems have an impact on part-time firefighters’ work situation and support, enabling early response for community safety in rural areas. These interrelated subsystems, driven by individual efforts, support part-time firefighters serving on-call in rural areas, demonstrating a shared commitment that involves responsibility as well as the dedication of time and resources. Conclusion: The shared commitment found among part-time firefighters, their main employers, and their family members underscores their importance in supporting part-time firefighters’ work situation. This commitment and support are essential for retaining part-time firefighters, which enhances early response efforts and ensures community safety in rural areas. Consequently, “sharing is caring” is of pivotal importance.

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A Systemic Approach to Multi‐agency Community Safety

Cited by 5 publications

References 31 publications

Improving the Public–Public Partnership between a Rescue Department and an Integrated Social and Health Care Organization

Improving the Public–Public Partnership between a Rescue Department and an Integrated Social and Health Care Organization

Leadership fit for the information age

Sharing is Caring: Early response for community safety in rural areas with a focus on exploring part-time firefighters’ work situation and family support

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