Accident and Emergency units (A&E units)

, 148

Accountability

, 95–96

Adverse Childhood Experiences (ACEs)

, 161–162

Aggressive internal reforms

, 114

Agonistic pluralism

, 140

and deliberative democracy

, 145–146

Alternative für Deutschland (AfD)

, 21

Ambulance services

, 140

agonistic pluralism and deliberative democracy

, 145–146

ambulance staff wellbeing

, 149–150

communicative rationality

, 143

context and challenges facing English ambulance services

, 141–143

criticisms of deliberative democracy

, 144–145

current regime

, 148–149

deliberative democracy

, 143–144

effects of COVID-19 pandemic

, 147

management and policy implications

, 147–148

paramedic roles, performance indicators and ambulance service

, 148–149

participation and deliberation

, 150–151

performance management

, 151

previous performance management regime

, 148

wellbeing of ambulance staff

, 146–148

Ambulance staff wellbeing

, 149–150

Anchor institutions

, 71

Anti-globalization

, 19

Artificial intelligence

, 124

Asian Financial Crisis (AFC)

, 19

Association of Ambulance Chief Executives (AACE)

, 147

Austerity

, 88

Austerity funding models

, 114

Backlash against bureaucracy

, 17

Beacon

, 84–85, 91–92

Big data

, 124

Black, Asian, and Minority Ethnic community (BAME community)

, 126

‘Budget-maximizing’

, 17

Capitalism

, 84

Centre for Local Economic Strategies (CLES)

, 71

Chartered Institute of Public Finance and Accountancy (CIFPA)

, 124–125

City-regional green new deal

, 92–93

City-regional municipalism

, 91–96

Clever Tendering

, 75–77

business capability model

, 76

Climate change and COVID-19 pandemic (2Cs)

, 16

Co-creation of value

, 171

Co-production

, 170–171

Collaboration

, 33–34

affective states

, 47–48

being relational

, 42–43

building relationships

, 38–39

challenge of

, 34–36

collaborating relationally

, 41–42

common trends

, 33

effectiveness

, 36–37

findings

, 40–45

four-principle approach

, 40–41

meaningful dialogue

, 44–45

privileging relational

, 45–47

public leadership and reform in Scotland

, 32–33

study

, 39

support and trust

, 43

trust and power

, 48–49

Collaborative assessment

, 151

Combined Authority (CA)

, 60–62, 73

Communicative rationality

, 143

Community Benefit Societies (BenComs)

, 93–94

Community hubs

, 93–94

Community wealth building (CWB)

, 71, 73

SME tendering capabilities needed to accelerate

, 75

SMEs as local suppliers for

, 74–75

Community wealth building

, 8–9

Community-led low-traffic neighbourhoods

, 95

Competitive tendering

, 75

Contemporary public administration

, 17

Contemporary public management in context

, 104–105

Continuous professional development (CPD)

, 173

Corporate neoliberalism

, 71

Counter-terrorism

, 104

COVID-19 pandemic

, 2, 16, 23, 104, 114, 124, 141

effects on ambulance services

, 147

Criminal justice system

, 158

Crisis

, 16

democracy in

, 20

of legitimacy

, 4

management

, 2

of political and social trust

, 21

Cross-boundary collaboration

, 40–41

Dark side of resilience

, 118–119

Dashboard

, 148–149

Data analytics

, 124

in public sector auditing

, 128–129

Data portals

, 124

‘Decomposition’ of civil society

, 87

Degree holder entry programme (DHEP)

, 172–173

Deliberation

, 150–151

Deliberative democracy

, 140, 143–144

agonistic pluralism and

, 145–146

criticisms of

, 144–145

Democracy

, 95–96

decline in social trust and setback in

, 20

Devolution

, 88

Digitalization

, 73, 124

‘Dual power’ concept

, 6

Economist Intelligence Unit

, 20

Education Investment Areas

, 85–86

Elected mayors

, 61

Emergency management

, 2

Emergency Operations Centres (EOC)

, 147

Emergent working

, 41

Employee resilience

, 114

and PSM

, 117–120

English ambulance services

challenges facing service

, 141–142

context and challenges facing

, 141–143

English emergency ambulance service

, 141

new public management and new public governance

, 142–143

English emergency ambulance service

, 141

Enthusiasm

, 19

Entrepreneurialism

, 65

Envisioning administration

, 17

European Commission

, 124

Evergreen Cooperative Initiative

, 59

Extracting, Transforming, Loading process (ETL process)

, 125–126

Fair employment

, 72

Financial power work for place

, 72

Five Star Movement (M5S)

, 21

Four-principle approach

, 40–41

emergent working

, 41

framework for enhancing collaboration

, 40–41

inquiry-led approach

, 41

relational approach

, 41

system-focused approach

, 41

Gig economy

, 90

Global Democracy Index

, 20

Global financial crisis (GFC)

, 3, 19

Global geopolitics

, 21–24

Global pandemic

, 21–24

Globalisation

, 73

Governance capacity

, 16

Governance legitimacy

, 16

Government austerity savings

, 104

Greater Manchester Combined Authority City Region (GMCA City Region)

, 76

Greater Manchester ecosystem for SME tendering capability support

, 77–78

Green Economy

, 59

Green New Deal (GND)

, 92

Gross domestic product (GDP)

, 73

Group process

, 33

Higher education institutions (HEIs)

, 104

Housing

, 94

Ideal speech situation

, 144

IMPACT cycle

, 125–126

Inclusive Growth

, 71–72

Inclusive local economy

case and method

, 75

community wealth building

, 71–73

findings of Greater Manchester ecosystem for SME tendering capability support

, 77–78

GMCA City Region

, 76

Greater Manchester Map

, 77

inclusive procurement

, 73–77

method

, 76–77

policy recommendations

, 79–81

public procurement, anchor institutions and SMEs

, 71

SMEs as local suppliers for CWB

, 74–75

Inclusive procurement

, 72–73, 77

Individual employees

, 115

Information technology (IT)

, 124

Inquiry-led approach

, 41

International Monetary Fund (IMF)

, 23

Keynesian public sector

, 84

Labour markets

, 72

Land

, 94

Leadership

, 32–33

Liberal democracy

, 4

Liverpool City Council

, 95

Liverpool City Region (LCR)

, 85, 91

Local agency

, 89–91

Local Area Research + Intelligence Association (LARIA)

, 124–125

Local economic renewal

, 84

Local government

, 84

matters

, 85–91

Local Government Act

, 61–62

Localism

, 8–9

Low-traffic neighbourhoods (LTNs)

, 95

Lucas Plan methodology

, 93

Macro-economic policy

, 4

Municipally-owned corporations (MOCs)

, 62

National Health Service (NHS)

, 141

National Performance Framework (NPF)

, 32

National Procurement Policy Statement (NPPS)

, 74–75

National Referral Mechanism (NRM)

, 166

Nationalist exceptionalism

, 84

Neo-Fascist tendency

, 21

Neoliberal economy

, 92

Neoliberal ideology

, 18

Neoliberalism

, 4–5, 19

rise and fall of

, 19–20

‘Neutral’ instrumentalities

, 16

New Labour administrations

, 86–87

New local public leadership

, 179–181

New municipalism

, 7–9, 89, 91

New Public Administration (NPA)

, 17–18

New public enterprise (NPE)

, 8–9, 58–59

empirical examples of

, 60–63

internationally

, 62–63

theoretical implications

, 63–64

from UK

, 60–62

New Public Governance (NPG)

, 20, 140–143

New Public Management (NPM)

, 16–20, 63–64, 85–86, 140–143

Newcomb-Benford Law

, 128

Non-government organisations (NGOs)

, 161

Open government data

conceptual orientation

, 125–126

data analytics in public sector auditing

, 128–129

examples

, 126–132

payroll data from state universities in Florida

, 127–128

simple regression

, 129–132

students to open government data portals to identifying potential questions

, 126–127

utilisation of

, 124–125

Open markets

, 73

Organisation for Economic Co-operation and Development (OECD)

, 124

Organisational resilience

, 115

Oriental authoritarianism

, 22

Outsourcing

, 71

Paradigm shift in public leadership

, 182–183

Paramedic roles and ambulance service

, 148–149

Participation

, 150–151

Participatory Budgeting (PB)

, 150

Pedagogy

, 104

developing pedagogy for renewed PSE

, 107–109

Peelian principle

, 158–159

Performance indicators and ambulance service

, 148–149

Performance management

, 140, 151

Performance management regime

, 141, 148

Personal crises

, 159

Personality trait

, 115–116

Plural ownership of local economy

, 72

Police constable degree apprenticeships (PCDA)

, 172–173

Police education qualifications framework (PEQF)

, 172–173

Police effectiveness, efficiency and legitimacy (PEEL)

, 172

Police management

, 158

Police organisations

, 158

Policing

, 158, 172

vulnerability

, 161, 163, 170

Policing, Health and Social Care consensus (PHSCC)

, 164

Policing Vision 2025

, 172–173

Policy

, 104

and PSE

, 105–106

Politics of fear

, 21

Populism

, 21

Post pandemic renewal

, 91–96

Post-Brexit

, 84

Post-COVID-19 era

, 17

Post-democracy

, 17

Post-globalization

, 17

Post-modern Public Administration

, 18

Post-NPM

, 17

Post-pandemic renewal

city-regional green new deal

, 92–93

democracy and accountability

, 95–96

hollowed out state

, 86–88

from hollowing out to filling in

, 88–89

land and housing

, 94

local government matters

, 85–91

‘Mondragon on the Mersey’

, 93–94

new municipalism and local agency

, 89–91

post pandemic renewal and City-Regional municipalism

, 91–96

socialising city region economy

, 92

universal services for City Region citizens

, 94–95

Post-traumatic stress disorder (PTSD)

, 146

Post-Wilsonian

, 17

Power, trust and

, 48–49

“Presenteeism”

, 146

‘Preston Model, The’

, 71

Privatisation

, 71

of public services

, 87

Privatization

, 17–18

Professional policing

, 172–173

Professionalisation

, 158–159

Public administration

, 33–34, 108

decline in social trust and setback in democracy

, 20

global geopolitics and global pandemic

, 21–24

and management

, 16

past trajectory of

, 17–18

reconceptualizing state and governance

, 24–26

rise and fall of neoliberalism

, 19–20

rise of politics of fear and populism

, 21

turning points

, 19–21

Public bureaucracy

, 86

Public enterprise

, 59

Public Entrepreneurialism

, 8–9

Public expenditure

, 88

Public health approach

, 163–166

Public institutions

, 16

Public leadership

paradigm shift in

, 182–183

and reform in Scotland

, 32–33

Public management

, 105–106, 108

Public organisations

, 33–34

Public procurement

, 71, 73

Public sector

, 73–77

cross cutting questions for reimagined

, 9–10

data analytics in public sector auditing

, 128–129

management

, 84

organisations role in fostering resilience

, 119–120

Public service

, 17, 105, 161

Public service ethos (PSE)

, 103–104, 180–181

and contemporary public management in context

, 104–105

developing pedagogy for renewed

, 107–109

policy and

, 105–106

purpose and

, 106–107

role of universities and training

, 107–109

Public service motivation (PSM)

, 106, 114, 116–117

employee resilience and

, 117–120

underlying factors explaining relationship between resilience and

, 118–119

Public-private partnerships (PPPs)

, 85–86

‘Publicness’

, 16

Purpose and PSE

, 106–107

Rational choice theory

, 145

Relational approach

, 41

Relational trust

, 38

Remunicipalisation

, 58–59, 62

Representative bureaucracy

, 17–18

Representative democracy

, 17

Resilience

, 115–116, 140–141, 152, 168, 170

impact on public sector

, 114

public management and building

, 105–106

public service motivation

, 116–117

role of public sector organisations in fostering

, 119–120

unanswered questions regarding relationship between employee resilience and PSM

, 117–120

underlying factors explaining relationship between resilience and PSM

, 118–119

Risk

, 10, 158–159

risk assessment, safeguarding and identification of vulnerability

, 166–168

Safeguarding

, 166–168

Scientific administration

, 17

Scotland, public leadership and reform in

, 32–33

Scottish National Party (SNP)

, 32

Semi-structured interviews

, 77

Service reforms and concept of risk

, 10

Setback in democracy

, 20

Shared Prosperity Fund

, 85–86

Simple regression

, 129–132

Small and medium-sized businesses (SMEs)

, 71, 74–75

as local suppliers for CWB

, 74–75

tendering capabilities needed to accelerate community wealth building

, 75

Social injustices

, 159

Social trust in democracy

, 20

Socialising city region economy

, 92

Socially productive land and assets

, 72

Staff wellbeing

, 146–147

State capacity

, 23

State-owned enterprise (SOE)

, 58, 62

Structural crises

, 159

Supervised approach

, 125–126

Sustainability

, 152

System-focused approach

, 41

Taylorism

, 17

Tendering

, 73, 75, 77

Thatcherite revolution

, 87

Threat, Harm, Risk, Investigation Opportunities, Victim Vulnerability and Engagement Level process (“THRIVE” process)

, 167–168

Traditional model of public service delivery

, 150

Traditional public service

, 18

Training

, 107–109

Trust

, 38

and power

, 48–49

support and

, 43

Unintended consequences of organizational strategies

, 117

Universal basic services (UBS)

, 94–95

Universal services for city region citizens

, 94–95

Universities

, 107–109

University of Central Lancashire (UCLAN)

, 59

Unsupervised approach

, 125–126

US Energy Information Administration (EIA)

, 129–130

Value co-creation

, 170–171

Value-based motivations

Violence Prevention Alliance

, 164

Voluntary, Community and Social Enterprise (VCSE)

, 74–75, 77–78

Vulnerability

, 158–160

meeting demands

, 172–173

policing and

, 161–163

risk assessment, safeguarding and identification of

, 166–168

Vulnerability Assessment Framework (VAF)

, 167

Weberian bureaucratic paradigm

, 17

Wellbeing

, 140–141, 152

of ambulance staff

, 146–148

Western democracy

, 84

White Paper

, 85–86

Wicked issues

, 33