The purpose of this paper is to examine the case studies of North Cumbria Primary Care Trust, London Borough of Redbridge, Wigan Metropolitan Borough Council and Chorley Borough Council, in which changes in the organizational culture were implemented.
According to Cumbria NHS (2006) the former North Cumbria Primary Care Trusts have been replaced by Cumbria Primary Care Trust (PCT). This is a major organization for health, serving a population of nearly five lakh people. The organization is responsible for providing primary and community health services, and for commissioning a full range of hospital sercvices for local people. As with all NHS Trusts, the Cumbria Primary Care Trust is required to conduct a self-assessment related to its compliance with national Core Standards for Health. The results reflect a significant improvement in compliance levels, as compared to the previous year. The newly initiated project Closer to Home provides a unique opportunity for the people in North Cumbria to get high quality health care support as close to their own homes as possible, by working together with the NHS. For specialist care, faster access to first-class services is provided through hospitals (NHS Cumbria, 2008).
The Redbridge Council of the London Borough of Redbridge has a Cabinet consisting of ten cabinet members required to carry out various duties under portfolios such as adult social services, community safety, budget and performance, housing and health, planning and regeneration and others. The five main responsibilities of the Cabinet are in the areas of budget and policy framework, promotion of the economic, social or environmental well-being of the region, leading the search for best value with the help of Scrutiny Committees, towards continuous improvement in the delivery of services, to exercise all the powers and duties of the Council, and to implement the requirements of Social Inclusion and Equal Opportunities in the delivery of services (Redbridge Council, 2008).
Wigan Metropolitan Borough Council
The Wigan Metropolitan Borough Council has twelve departments, with its Social Services Department employing 2500 staff appointed at more than one hundred locations in the region. The council is a unitary authority. The policy of Wigan Council is decided upon after debates held by elected councillors who sit on the full council, and the executive cabinet, with the assistance of committees and the guidance of policy panels (Wigan Council, 2008).
The various issues that the Council covers include health, affordable housing, asylum seekers, police resourcing, school meals, teenage pregnancy, youth substance misuse, and several others. Select committees undertake a series of reviews of work done on the above issues and submit a final report to the Overview and Scrutiny Committee (Wigan Council, 2008).
Chorley Borough Council
This is a district authority that provides many public services for residents, businesses and visitors. In the local government, Chorley is regarded as a "two-tier" area, that is where district or borough councils work together with Lancashire County Council, to provide services on