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Welfare Reform on the Web (April 2011): Social care - UK - community care

Getting together and being personal: building personalisation on a co-production approach

M. Kettle, J. O'Donnell and S. Newman

Journal of Care Services Management, vol. 5, 2011, p. 29-34

This paper identifies that personalisation in Scotland is being developed in a complex policy context, and one that differs in key aspects from that seen elsewhere in the UK. It then goes on to evaluate the initial stages of a co-production approach to personalisation taken by South Lanarkshire Council in conjunction with an independent sector provider. It analyses the development of the strategy, and concludes by identifying the key lessons learned to date, and the future direction of the agenda.

Personal budgets and international contexts: lessons from home and abroad

S. Carr

Journal of Care Services Management, vol. 5, 2011, p. 9-22

This paper examines a selection of lessons on the design and implementation of personal budget schemes from some of the international literature. It provides some key lessons for promoting personal budget uptake from recent research on user and carer responses, staff training and development, risk and safeguarding, and cost-effectiveness implications. The provision of personal budgets needs to be consistent with the principles and values of personalisation. They should maximise choice and control for people using services, their carers, and families wherever possible. International research shows that, to achieve this, independent advice and support services and confident, well-informed and trained staff, capable of relationship-based working, are vital.

Personalisation and partnership: competing objectives in English adult social care? The individual budget pilot projects and the NHS

C. Glendinning and others

Social Policy and Society, vol. 10, 2011, p. 151-162

Policy aspirations for social care users to have more control over the services they receive through the introduction of personal budgets created tensions with more managerialist imperatives to improve efficiency through inter-sectoral collaboration. This article reports the impact and challenges of implementing a new policy to extend personalisation, choice and control in adult social care, in the context of the history of previous measures to develop partnerships between local health and social care services. It illustrates the tensions between these two cross-cutting policy themes and, in particular, the threats to existing collaborative relationships from the introduction of personalisation in social care but not in the NHS.

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