The second edition of Managing Clinical Risk is an authoritative guide on how to engage in risk assessment and management practice in evidence-based, accountable and effective ways. Over the course of a dozen chapters, each oriented around a brief case study reflecting a different area of risk, practitioners are offered guidance on how to read referrals, how to decide what information matters to their evaluations, how to speak to a person who may be reluctant to engage in an assessment of this kind, how to organise the information they have gathered in order to prepare a risk formulation that will in turn guide risk management, and how to communicate opinions and recommendations in ways that have an impact. The book provides an evidence-based understanding of risk assessment and management in key areas of practice – violence, sexual violence, suicidal and self-harmful behaviour, as well as family and relationship violence, organised criminal and group-based violence, and violent extremism. Practices relevant to understanding violent behaviour in individuals are contrasted with those better suited for working with groups and organisations. How practitioners can take account of the diversity of the clients with whom they work is a central consideration in every chapter. And helping practitioners develop the skills to enable them to formulate risk where there may be multiple areas of concern is a key objective of this book. All the contributors to this updated guide to effective practice are scholar-practitioners – experienced professionals with a track record of writing and teaching about risk assessment and management practice in their respective fields. Therefore, this book contains realistic rather than idealistic representations of the work required to prevent harmful behaviour by the kinds of clients they work with. Together, contributors combine theoretical and research knowledge with a wealth of practical skills, emphasising the collaborative and recovery-focused nature of modern risk management.

The second edition of Managing Clinical Risk is an authoritative guide on how to engage in risk assessment and management practice in evidence-based, accountable and effective ways. Over the course of a dozen chapters, each oriented around a brief case study reflecting a different area of risk, practitioners are offered guidance on how to read referrals, how to decide what information matters to their evaluations, how to speak to a person who may be reluctant to engage in an assessment of this kind, how to organise the information they have gathered in order to prepare a risk formulation that will in turn guide risk management, and how to communicate opinions and recommendations in ways that have an impact. The book provides an evidence-based understanding of risk assessment and management in key areas of practice – violence, sexual violence, suicidal and self-harmful behaviour, as well as family and relationship violence, organised criminal and group-based violence, and violent extremism. Practices relevant to understanding violent behaviour in individuals are contrasted with those better suited for working with groups and organisations. How practitioners can take account of the diversity of the clients with whom they work is a central consideration in every chapter. And helping practitioners develop the skills to enable them to formulate risk where there may be multiple areas of concern is a key objective of this book. All the contributors to this updated guide to effective practice are scholar-practitioners – experienced professionals with a track record of writing and teaching about risk assessment and management practice in their respective fields. Therefore, this book contains realistic rather than idealistic representations of the work required to prevent harmful behaviour by the kinds of clients they work with. Together, contributors combine theoretical and research knowledge with a wealth of practical skills, emphasising the collaborative and recovery-focused nature of modern risk management.

This book presents the key interactions in local government and public enterprise, drawing together the challenges for local governance in the practice of public entrepreneurship and its response to collaboration, place and place making. Specifically, this book includes the impact of local partnerships and public entrepreneurs in local policy implementation. It is written by established authors bringing together their experience and practice of local partnerships and public entrepreneurship in place-based strategies, and will be of value to local government, new forms of enterprise partnerships, wider agencies and public entrepreneurship scholars as well as policymakers responsible for implementation of place-based regeneration. This text will be of key interest to students, scholars and practitioners in public administration, business administration, local government, entrepreneurship, public sector management and more broadly to those with interests in public policy, business and management, political science, economics, urban studies and geography.

Leading Local Government: The Role of Directly Elected Mayors is a timely and critical book that examines the erratic rise and uncertain future of the directly elected mayor in the context of English local governance. Written principally for local government practitioners as well as for those with an academic interest in public leadership, the book asks whether elected mayors offer a new and reinvigorated form of local leadership, whether for individual towns and cities or for wider groups of combined authorities at the regional level. Built on original primary research conducted with mayors, elected representatives and a range of public sector managers, the book offers a fresh perspective that recognises mayoral achievements in some areas - including economic development - but finds that mayors do not enjoy widespread public endorsement and do not represent devolution of power in any meaningful sense. Above all, the book argues that elected mayors do not represent democratic renewal in a country which remains highly centralized. Using an historical account of early local government leaders together with international comparisons from the United States and Europe, the authors present the argument that, twenty years into the mayoral experiment, the mayoral initiative has so far failed to match the aspirations of central government for a new and effective form of local leadership.

This book presents the key interactions in local government and public enterprise, drawing together the challenges for local governance in the practice of public entrepreneurship and its response to collaboration, place and place making. Specifically, this book includes the impact of local partnerships and public entrepreneurs in local policy implementation. It is written by established authors bringing together their experience and practice of local partnerships and public entrepreneurship in place-based strategies, and will be of value to local government, new forms of enterprise partnerships, wider agencies and public entrepreneurship scholars as well as policymakers responsible for implementation of place-based regeneration. This text will be of key interest to students, scholars and practitioners in public administration, business administration, local government, entrepreneurship, public sector management and more broadly to those with interests in public policy, business and management, political science, economics, urban studies and geography.