Public Value Management: A Case Study of Transitional Change in Disability Sector Reform in Western Australia

Abstract

This paper contributes to the study of public value management (PVM). PVM is distinguished from other approaches to public administration in its focus on establishing community networks and collaborative capacity building for the creation of public value. We explore PVM through a case study of a public-community sector partnership strategy called the positive behaviour framework (PBF), a state government initiative designed to transform services for people with disabilities. The development and implementation of the PBF is analysed via a transitional change or 'sector awareness' model. Each phase of the model is illustrated through 'positive stories' that depict key moments in the change process and in the activities that public sector managers employed to raise awareness, build capacity, and promote collaboration. We discuss the implications of the study for disability sector change management and for the further study of the PVM approach to public sector administration.

A Pragmatic Approach to Designing Changes Using Convergent Interviews: Occupational Violence Against Paramedics as an Illustration

“…For instance, reforms in the health services industry have often focused at the macro level, including implementing policies across an entire jurisdiction (e.g., Edwards et al. ), or groups of organizations being changed, such as the grouping of public sector health facilities for regionalization (Hurley et al. ).…”

“…The prominence of macro change also occurs in those public management studies located within the context of the health services industry. For instance, reforms in the health services industry have often focused at the macro level, Accepted for publication: April 14, 2017 including implementing policies across an entire jurisdiction (e.g., Edwards et al 2016), or groups of organizations being changed, such as the grouping of public sector health facilities for regionalization (Hurley et al 2004).…”

Exploring the impact of an economic‐centric approach to evaluating cultural activities: Evidence from a regional music festival

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