Professor Catherine Mangan

Institute of Local Government Studies
Director of Education, College of Social Sciences

Contact details

Email: c.mangan@bham.ac.uk

Address: INLOGOV - School of Government
University of Birmingham
Edgbaston
Birmingham
B15 2TT
UK

Catherine is the Director of Education for the College of Social Sciences and a Professor of Public Management and Leadership in the Institute of Local Government Studies. She has a background as a policy maker and practitioner in public service and as such as a particular research interest in developing research which can deliver change within the public sector. Her research-informed areas of interest include developing the public service workforce, leadership and the integration of health and social care.

Staff details
Policy information

Qualifications

LM level 7 Post Graduate Diploma in Executive and Leadership Management Coaching
Post Graduate Conversion Diploma to Psychology, London Guildhall University, 1998
BA Hons English and American Literature, University of Kent, 1993

Biography

Catherine has a particular research interest in delivering change within the public sector and her areas of interest include the integration of health and social care, developing the future workforce and leadership of public services. Catherine co-convenes the leadership of public services module for the Department’s Masters and degree apprenticeship programmes in Public Management and Public Administration and co-convenes programmes on integrating health and social care and international public management. She develops and delivers leadership programmes including the National Graduate Development Programme, the Aspiring Directors of Public Health programme and the Total Leadership programme for aspiring chief executives. She carries out research in social care and in particular the relationship between different parts of the system and how that impacts on outcomes for service users and their families. She is a qualified executive coach and writes regularly for academic journals and the professional press.

Research

Current and Recent Research

The 21^st Century Public Servant research (Needham and Mangan, 2014) has reshaped the approach to workforce development across local public services and has been recognised by the local government sector as having ‘established a blue print – looking at the skills, values and identities of the future public service workforce. 21st Century Public Servant research findings provide a helpful framework to assess needs and build talent for the future’. (Local Government Association’s workforce strategy document p10, LGA 2018). The influence of the research was recognised by our nomination for a Founders award in 2018.
Research into the relationships between officers and members in Birmingham City Council.
ESRC impact accelerator account funded secondment to the West Midlands Combined Authority to research and evaluate a regional strategy for workforce development.
The Future of Public Service Leadership (funded by the Institute of Leadership and Management). This is an inter-disciplinary bid led by Prof Kiran Trehan from the Business School which explores the impact of technology and digital services on public service leadership.
Department of Health and Social Care research project on the implementation of personalisation and market shaping approaches in social care. My focus is on the skills development and workforce aspects of both of these agendas.
AHRC funded evaluation of the Public Collaboration Lab, an innovative partnership focused on sharing skills between local government officers and design students at the University of the Arts London.
Small Business Initiative Grant funded national evaluation of using telecare to change the approach to caring for people with learning disabilities in supported living. This led to insights into the different working practices required to enable carers to make effective use technology.
Evaluation of the national Home Truth programme to identify the barriers to integrated working between social workers and GPs. This led to a further larger research project funded by the Academic Health and Science Network West Midlands from which we developed a joint training programme and adapted training materials.
Department of Health and LGA funded project to develop national standards for commissioning for better outcomes in adult care. We developed a national set of standards which are used by councils across England to benchmark practice and underpin peer reviews. This led to ESRC Impact Accelerator funding to explore the impact of the national standards on commissioning practice.

Other activities

School Governor
Volunteer for National Trust

Publications

Monographs

Miller, R, Brown, H, Mangan, C: (2016) Integrated Care in Action, A Practical Guide for Health, Social Care and Housing Support, Jessica Kingsley Publishers. Drawing on my expertise I wrote three chapters on the Leadership of Integration, Systems and processes and Designing integration initiatives.

Edited Books

Dickinson, H., Needham, C., Mangan, C. and Sullivan, H. (eds) (2018)

Mangan, C; Pietroni C, Re-Imagining Leadership ‘More Rave than Waltz’ in (Re) Imagining the future public service workforce (Springer) (2018)

Peer Reviewed Journal Articles

Bramley, G., Mangan, C. and Conroy, M., (2018). Using telemonitoring to support personal care planning for adults with learning disabilities. Journal of telemedicine and telecare, p.1357633X18784419. Impact factor 3.06

Needham, C., Mastracci, S. and Mangan, C.(2017). The emotional labour of boundary spanning. Journal of Integrated Care, 25(4), pp.288-300.

Needham, C. and Mangan, C., (2016). The 21st-century public servant: Working at three boundaries of public and private. Public Money & Management, 36(4), pp.265-272.

Mangan, C., Pietroni, M. and Porter, D., (2016). “Being brave” A case study of how an innovative peer review approach led to service improvement. Journal of Integrated Care, 24(4), pp.201-213.

Miller, R. and Mangan, C. (2016). Crossing the Tracks: Continuing Inter-Professional Development in Social and Primary Care. International Journal of Integrated Care 16(6):A188, 1-8.

Mangan, C., Miller, R., & Ward, C. (2015). Knowing me, knowing you: inter-professional working between general practice and social care. Journal of Integrated Care, 23(2).

Durose, C., Needham, C., Mangan, C., & Rees, J. (2015). Generating ‘good enough’ evidence for co-production. Evidence & Policy: A Journal of Research, Debate and Practice.

Mangan, C., Miller, R., and Cooper, J. (2014). Time for some home truths–exploring the relationship between GPs and social workers. Journal of Integrated Care, 22(2), 51-61.

Published Papers

Mangan, C; Needham, Bottom, K; Parker, S (2016) The 21^st Century Councillor, University of Birmingham, Birmingham

Raine, J., Mangan, C. & Watt, P. (2015) The Impact of Local Authority Trading Standards in Challenging Times, Report of a Research Project, London: Department of Business, Innovation and Skills.

Needham, C; Mangan, C (2014) The 21^st Century Public Servant University of Birmingham

Needham, C.; Mangan, C.; Dickinson, H. (2014) The 21st Century Public Service Commissioning for Better Outcomes: A Route Map

Workforce: Eight Lessons from the Literature, University of Birmingham

Mangan, C; Cooper, J (2014) Home truths – have we found the key to integration? Impower and University of Birmingham

Durose, C., Mangan, C., Needham, C., Rees, J. (2013) Transforming local public services through coproduction Birmingham, AHRC Connected Communities/ CLG / University of Birmingham

Mangan, C; Goodwin, D (2013) Beyond nudge - how can behaviour change help us to do less with less? University of Birmingham

Mangan, C; Miller R; Ward, C (2013) Health & wellbeing boards: orchestrating the possible for integrated care. OPM and University of Birmingham

Durose, C., Mangan, C., Needham, C. and Rees, J., 2013. Evaluating co-production: pragmatic approaches to building the evidence base. Institute for Excellence (SCIE), p.4.

View all publications in research portal

Expertise

Communities and Cohesion

Public services especially local government, social care. Leadership of public services, including political leadership. Future public service workforce. Partnership working and collaboration, integration of health and social care.