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The case for a new 'case' management in services for people with learning disabilities
- Author:
- CAMBRIDGE Paul
- Journal article citation:
- British Journal of Social Work, 38(1), January 2008, pp.91-116.
- Publisher:
- Oxford University Press
Micro-organization is currently fragmented in services for people with learning disabilities. Care management, person-centred planning (PCP) and direct payments have developed through separate policy strands, with tasks and agency responsibilities blurred. A wide diversity of care management arrangements currently operate, with the relationship between care management, PCP and direct payments imprecisely defined. PCP and direct payments have also been variably implemented. This paper argues for a new ‘person-centred case management’, with these different devices better integrated and decision-making and action more person-centred. Drawing on practice experience from the original British case management experiments, the new ‘case’ management would be centred on the needs and wants of individuals, be conducted independently from assessment, operate outside the public sector and be able to access personal budgets. It would consequently have the capacity to further de-institutionalize services and support and transfer more control to people with learning disabilities.
At what cost? Using cost information for purchasing and providing community care for people with learning disabilities
- Authors:
- CAMBRIDGE Paul, KNAPP Martin
- Journal article citation:
- British Journal of Learning Disabilities, 25(1), 1997, pp.7-12.
- Publisher:
- Wiley
Argues the case for a more informed use of cost information in services for people with learning disabilities, using examples from research into the costs and outcomes of care in the community. Believes that commissioners and providers of services should address a number of methodological considerations when using cost information to purchase services or review their competitiveness or cost-effectiveness. Principles using information are offered, including comprehensiveness, taking account of variations, making comparisons and linking costs with outcomes. The wider implications for commissioners and providers are then discussed in the context of policy issues and management concerns.