The Penal Voluntary Sector in England and Wales: Adaptation to Unsettlement and Austerity

This article draws on some findings from research which investigated penal voluntary sector adaptation to the mixed market in criminal justice services. The article firstly reprises the main trends for aligning state relationships with the voluntary sector from the 1980s to the present. We then outline some findings about adaptive experiences, situations and practices of the voluntary sector in criminal justice resettlement in the light of considerable upheaval. The research found that service providing voluntary sector organisations (VSOs) either outwardly comply with, or, in a minority of cases, actively embrace, competitive marketised models of service delivery. Secondly, the sector has normalised commercial approaches to organisational efficiency as well as aligned with bureaucratic practices common to the statutory sector. Despite charges that they are effectively co‐opted by both state and market interests, many have reported conflicts between prioritising long‐term financial viability with their founding ‘ethos and values’. We conclude that while many VSOs have successfully adjusted to market and bureaucratic norms, aspects of that repositioning have been at a cost to their traditions of relative autonomy, localism and distinctiveness, to the possible detriment of a vigorous civil society.     

Relational Leadership,Storytelling, and Narratives: Practices of Local Government Chief Executives

This article examines the storytelling and narrative practices of an elite group of public administrators in the United Kingdom: local government chief executives. The authors do so through the lens of relationality, exploring the collective dimensions of leadership. The focus on leadership and stories embraces the narrative turn in public administration scholarship. It responds to calls for research examining the distinctive settings of everyday leadership action. The contribution to theory is a qualitative understanding of the relational ways in which stories and narratives are used in the practices of public administration leaders. The article analyzes four ways in which such leadership is accomplished: inviting an emotional connection and commitment to public service, making sense of organizational realities, provoking reflections on practices and assumptions, and managing relations with politicians. The authors offer an appreciation of how relational leadership influence can be generated by expressive narratives and storytelling rather than stemming from bureaucratic authority.     

An agenda for post-troubles policing in Northern Ireland — The South African precedent

Conclusion These proposals represent part of a much larger agenda for policing reform. Critically, it is now time in Northern Ireland, as it was in South Africa, for all sides to start “thinking the unthinkable” if the peace process is to gain momentum. In that process of creating an agenda, opinions will be sought from many quarters. South Africa, in certain limited ways, provides a model of how irreconcilable views about the nature of policing a divided society, can be given serious considerations, of a more peaceful society is to be created. But there is one other crucial lesson from South Africa. Police reform cannot be imposed from above, or according to the dictates of outside experts. It must be based on serious, continuing consultation between all parties — local communities, political parties, the central state, and the police service itself. The South African example demonstrates that existing hostile interests do not have to learn to love one another in making progress in police reform. There is a common interest which surmounts political opposition — local people need the security which an effective, non-partisan police service can provide. minuscule levels.     

THE POTENTIAL FOR SIGNIFICANT INACCURACIES IN MERGER SIMULATION MODELS

This paper considers the role that merger simulation modelsshould play in European merger control. The use of these models,as off-the-shelf instruments to assess the economic effectsof mergers, has become increasingly widespread in recent years.However, contrary to some claims, merger simulation models donot allow investigators to avoid much of the competitive effectsanalysis relating to the relevant economic market, nor do theynecessarily provide more precision to merger control. Withoutunderstanding the limitations of such models and the circumstancesunder which they can and should be usefully applied, they maynot just be useless, but dangerous in the sense of providingpossibly spurious results with spurious claimed accuracy. Thispaper argues that any merger simulation models used should be"bespoke" models, rather than off-the-shelf models, but cautionsthat even bespoke models will frequently not be as useful asis often claimed. This is not to deny that there are occasionswhen well-constructed bespoke models are genuinely useful anddo offer genuine improvements in merger control.