Up to the end of 2016 this project has had two overlapping groups and communities of interest, which have recently (and coincidentally) been brought together in the 2016 Policing and Crime Bill. Prior to the bill the Police and Criminal Justice team was under the direction of Professor Harry Barton, the Director of Research at NBS; while the Fire and Rescue Services team was led by Pete Murphy. Both teams were interested in the policy governance and delivery of individual emergency services and they shared a joint interest in the interoperability of the emergency services and national and local resilience arrangements.
The teams also share many collaborative partners with research interests across the emergency services, both within NTU, and internationally. Until September 2016 the Public Management Special Interest Groups of the British Academy of Management was led by Professor Barton and the International Research Society for Public Services Management – Emergency Services SIG was jointly led by Pete Murphy.
In 2012, Police and Crime Commissioners and Police Panels were established and these new arrangements are due to take over responsibility for overseeing local policing policy and scrutiny from the former Police Authorities under the 2016 Policing and Crime Bill. The government propose extending PCC powers to oversee local Fire and Rescue Services and it is this change that has been enshrined in the Policing and Crime Bill together with proposals for greater collaboration and integration of the three main emergency services.
Addressing the Challenge
The Fire and Rescue Services research programme formed the basis of one of the three ‘Impact Case studies’ that was submitted as part of the NBS submission to the Business and Management C19 Unit of Assessment of the 2014REF. In February 2015 NBS was approached to provide evidence for a series of investigations and reports that the NAO, were undertaking.
The first two reports, published in November 2015 were on the state of public assurance and value for money in the fire and rescue services. The final report was submitted in July 2015, and the NAO published its reports in November 2015. In 2016, these NAO reports formed the basis of a Public Accounts Committee inquiry and report. In her last speech as Home Secretary, Theresa May announced that the changes to the evidence base for Fire Services and the re-establishment of an independent Fire inspectorate that the group had campaigned for over the last five years would be included in the emerging legislation.
Professor Barton has two distinct roles across Nottingham Business School (NBS); First to provide effective academic leadership to 37 academic staff, including five professors, within the Division of Human Resource Management. His main responsibilities are to ensure that the overall quality of research, teaching, learning and development is consistent with the achievement of the School's academic plan.
Secondly as Head of Research across NBS he has to ensure the continuity of strategic development of research across the School, and to coordinate the activities of research members of academic staff in preparation of submission to REF2014 and upcoming accreditations.
In 1996 Professor Barton was appointed as a specialist value for money auditor within the United Kingdom's Audit Commission. Here after initial training in public sector research methodologies he took the lead on both local and national audits within the police, local authorities and National Health Service (NHS). All value for money reports (VFM) in the Audit Commission were commissioned and the findings presented to Chief Officers in Local Government, Clinical Directors and Trust Board members in the NHS and ACPO level officers within the Police Service.
Making a Difference
In April 2015, together with colleagues from the University of Nottingham, a post-devolution comparative study of the performance management and value for money regimes in Scotland and England was submitted to the Scottish Government and in 2016, this directly informed the new national framework for the Scottish Fire and Rescue Service.
In addition to their interest in Governance and Accountability in the Police Forces in the UK and Europe, Professor Barton and Dr Rupert Matthews continued investigations into the application of ‘Lean’ management to public services and the team was strengthened in the second half of 2016 when Russ Glennon joined the university from Loughborough University.
- Professor M Beynon of Cardiff University
- Professor Paresh Wankheda of Edge Hill University
- Dr Julian Clark of Edge Hill University
- The Emergency Services SIG of the International Research Society of Public Management
- The Public Management (SIG) of the British Academy of Management
- The Joint University’s Emergency Services Research Group
- Nottinghamshire Fire and Rescue Service
- Chief Fire Officers Association
- Fire Service Federation
Working with us
The project maintains close working relationships with associate members from both academia and the emergency services who regularly participate and contribute to the programmes activities.
The project is keen to include colleagues (distinguished and new) who are interested in the programmes scholar activity policy and practitioner dialogue either to enhance their teaching and learning or to promote and strengthen relations with practice as well as to participate in theoretical and applied research.
Murphy, P. and Jones, M., 2016. Building the next model for intervention and turnaround in poorly performing local authorities in England. Local Government Studies, 42 (5), pp. 698-716.
Murphy, P., Eckersley, P. and Ferry, L., 2016. Accountability and transparency: Police forces in England and Wales. Public Policy and Administration.
Rossiter, W., 2016. A tale of two cities: rescaling economic strategy in the North Midlands. Local Economy.
Tse, Y.K., Matthews, R.L., Tan, K.H., Sato, Y. and Pongpanich, C., 2016. Unlocking supply chain disruption risk within the Thai beverage industry. Industrial Management & Data Systems, 116 (1), pp. 21-42.
West, D., and Murphy, P. 2016 Managerial and Leadership implications of the retained duty system in English fire and rescue services: an exploratory study. International Journal of Emergency Services
Alcock, S., Greenhalgh, K., Taylor, L. and Murphy, P., 2015. Who pays for Gareth? Relying on Reservists: the UK Government's Strategic Defence and Security Review., The Journal of Finance and Management in Public Services. The Journal of Finance and Management in Public Services, 14 (1).
Barton, H. and Beynon, M.J., 2015. Do the citizens of Europe trust their police? International Journal of Emergency Services, 4 (1), pp. 65-85. ISSN 2047-0894
Cross, P., Prowle, M. and Harradine, D., 2015. An examination of the resistors and challenges in the NHS commissioner/provider relationship. Journal of Finance and Management in Public Services, 14 (1).
Matthews, R.L. and Marzec, P.E., 2015. Continuous, quality and process improvement: disintegrating and reintegrating operational improvement? Total Quality Management & Business Excellence. Total Quality Management & Business Excellence. ISSN 1478-3371
Matthews, R.L., Tan, K. and Marzec, P.E., 2015. Organisational ambidexterity within process improvement: an exploratory study of four project-oriented firms. Journal of Manufacturing Technology Management. Journal of Manufacturing Technology Management, 26 (4), pp. 458-476.
Tse, Y.K., Matthews, R.L., Tan, K.H., Sato, Y. and Pongpanich, C., 2015. Unlocking supply chain disruption risk within the Thai beverage industry. Industrial Management & Data Systems.
Barton, H. (2014) Lean enforcement in the UK Police Service. Lean Management Journal Vol.18 (2)
Barton, H. (2013) Adapting to the Future: The application of new approaches to business process improvement: Initial findings from a study of five UK police forces. Public Money and Management. Vol. 13. Number 3 pp. 221-225. (2013).
Barton, H. (2013). Lean policing? New approaches to business process improvement across the UK police service. Public Money and Management, 13(3), 221-225.
Barton, H. & Beynon, M. J. (2013). Policing for the people: A cluster based investigation of the relationship between police force operational performance and public opinion. International Journal of Emergency Services, 1(1), 29-38.
Barton, H. & Valero-Silva, N. (2013). Improving police performance through a partnership approach: A case study in crime prevention. International Journal of Public Sector Management.
Murphy, P., Greenhalgh, K. and Parkin, C., 2013. Collaboration and interconnectivity: Nottinghamshire Fire and Rescue Services and higher education institutions in Nottingham, Teaching Public Administration, 31(2).
Murphy, P. and Greenhalgh, K., 2013. Performance management in fire and rescue services. Public Money & Management, 33 (3), pp. 225-232.
Murphy, P., Greenhalgh, K. and Parkin, C., 2012. Fire and rescue service reconfiguration: a case study in Nottinghamshire. International Journal of Emergency Services, 1 (1), pp. 86-94.
Murphy, P., 2014. Flood response hit by regional austerity cuts, 20 February 2014. The Conversation.
Murphy, P., 2013. Working with Nottinghamshire Fire and rescue Service.
Professional journal articles
Murphy, P. and Greenhalgh, K., 2016. The new fire and rescue framework for Scotland. FIRE, pp. 12-13.
Murphy, P., 2016. A very political fix: the consultation on blue light integration is deeply flawed. FIRE, p. 4.
Murphy, P., 2015. 999 service-merging plans will lead to police domination and destroy trust in firefighters. Aylesbury: Verdant Media Limited.
Murphy, P., 2015. Plans to merge fire and police services have dodged proper scrutiny: putting police in charge of firefighters could lead to neglect of emergency services – something the sham public consultation failed to mention. London: Guardian News and Media.
Murphy, P. and Greenhalgh, K., 2014. Tenth anniversary of the 2004 Acts. FIRE, 106 (July/August), pp. 14-16.
Murphy, P. and Greenhalgh, K., 2014. Peer challenge needs an independent Fire Inspectorate. FIRE, 106 (July/August), pp. 17-19.
Murphy, P. and Greenhalgh, K., 2014. Fire risk assessment – from property to people. FIRE, 106 (February), pp. 37-39.
Murphy, P. and Greenhalgh, K., 2013. The new Fire and Civil Protection Services defined by Keeping Communities Safe -A framework for fire safety in Ireland. FIRE, 105 (1359) (july/august), 99. 45-47
Murphy, P., Greenhalgh, K., and Parkin, C. 2013. A Strategic Needs Assessment for Nottinghamshire FRS working with the two Universities in Nottingham, FIRE 105 (1358).
Murphy, P., Greenhalgh, K., and Parkin, C. 2013. Service Delivery and Community-wide risks, FIRE RISK MANAGEMENT, June 2013, pp. 27-31
Murphy, P. and Greenhalgh, K., 2013. Rising risks as assurance and support disappear. FIRE, 105 (1357), pp. 15-16.
Murphy, P. and Greenhalgh, K., 2013. Support and intervention arrangements. FIRE, 105 (1356), pp. 13-14.
Murphy, P. and Greenhalgh, K., 2013. Integrated risk management planning in Nottinghamshire. FIRE, 105 (1354), pp. 35-37.
Murphy, P. and Greenhalgh, K., 2013. Developing a non-prescriptive framework. FIRE, 105 (1353), pp. 16-18.
Murphy, P. and Greenhalgh, K., 2016. Joint University Research Group response to the Scottish Government consultation: Fire and Rescue Framework for Scotland 2016. Edinburgh: The Scottish Government.
Murphy, P. 2016 Ambulance services - a submission to the National Audit Office from the Joint Universities Emergency Research Group. Nottingham: NTU.
Ferry, L. and Murphy, P., 2015. Financial sustainability, accountability and transparency across local public service bodies in England under austerity. Briefing note to Centre for Public Scrutiny (CfPS) Advisory Board.
Ferry, L. and Murphy, P., 2015. Financial sustainability, accountability and transparency across local public service bodies in England under austerity. Report to National Audit Office (NAO).
Greenhalgh, K. and Murphy, P., 2015. Towards a strategic needs assessment for the service and the review of the IRMP: a report for the Nottinghamshire Fire and Rescue Service. Nottingham: NTU.
Murphy, P., 2015. Briefing note on 'Financial sustainability of fire and rescue services - value for money report' for the National Audit Office. London: National Audit Office.
Murphy, P., 2015. Briefing note on the 'Impact of funding reductions on fire and rescue services': Local Government report for the National Audit Office. London: National Audit Office.
Murphy, P. and Greenhalgh, K., 2015. The Joint Universities Research Programme response to Lyn Brown MP, Shadow Fire and Rescue Minister, on 'The future of the fire and rescue service in England'. Nottingham: NTU.
Murphy, P., and Greenhalgh, K., 2015. Joint University Research Group response to Home Office consultation: Enabling closer working between the emergency services. Nottingham: NTU.
Murphy, P., and Greenhalgh, K., 2013. Response to Department of Communities and Local Government consultation: Operational Efficiencies Review led by Sir Ken Knight, April 2013.
Murphy, P., and Greenhalgh, K., 2013. The new National Framework for Fire and Rescue Services: report to Nottinghamshire Fire and Rescue Service.
Murphy, P., and Greenhalgh, K., 2012. Response to Department of Communities and Local Government consultation: revised protocol on government intervention action on fire and rescue authorities in England [19 November 2012].
Murphy, P., and Greenhalgh, K., 2011 Final report of the independent appraisal of data collection, systems and modelling for the Fire Cover Review. Nottingham: The Nottinghamshire and City of Nottingham Fire Authority June 2011
Murphy, P., and Greenhalgh, K., 2011. Interim report of the independent appraisal of data collection, systems and modelling for the Fire Cover Review. Nottingham: The Nottinghamshire and City of Nottingham Fire Authority February 2011.