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Welfare Reform on the Web - January 2001: Social care - UK - community care

MANAGERS AND PROFESSIONALS: ANOTHER PERSPECTIVE ON PARTNERSHIP

S. Wellard

Managing Community Care, Vol. 8, Oct. 2000, p. 14-20

Article summarises the results of a qualitative exploratory study conducted through a series of eight group interviews with statutory sector social work care managers. (SW/CMs). SW/CMs are still struggling with the implications of the purchaser/provider split introduced by the 1990 NHS and Community Care Act. Findings indicate that SW/CMs are often not prepared for work as care managers. They are particularly unprepared for:

  • the conflict between needs–led assessments and resource–led provision;
  • the budgetary implications of their decisions;
  • their social entrepreneurial role;
  • the extent of the bureaucracy they have to cope with;
  • the need for IT skills.

RELUCTANT PARTNERS

J. Nicholson

Third Sector, no. 193, 2000, p. 10

Argues that implementation of the Community Care Act 1990 has turned voluntary organisations into service providers at the expense of their role as advocates, lobbyists and campaigners for general improvements.

USING THE NVQ SYSTEM TO MANAGE THE QUALITY OF COMMUNITY CARE: THE EXPERIENCE OF MIDDLE MANAGERS IN LOCAL AUTHORITY SOCIAL SERVICE DEPARTMENTS

V. Sergeant

Managing Community Care, vol. 8, Oct. 2000, p. 35-39

Article describes research into the understanding and use of the system of National Vocational Qualifications by middle managers in local authority social services departments. It highlights the barriers that must be overcome if the system is to make a positive impact on the quality of care.

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