Public Administration, 89(3), September 2011, pp.933-955.
Publisher:
Wiley
The marketisation of public services is well documented in existing literature. However, there is little research on how those policies impact on either the development of new forms of governance or on the role of users in these new arrangements. This review examines competition, freedom of choice and personalised care in health and social services in England and Sweden, to determine the type of relationships emerging between the user/consumer market driven providers and various agencies of the state under marketised welfare. The article focuses on the possible roles users might play in new hybrid arrangements between markets and collaborations. The article concludes by suggesting that pro-market policies instead of meeting the needs of users for individualised public services are likely to promote a new type of fragile partnerships, and create a new subordinated user who has no choice but to ‘choose’ services they have little control over.
The marketisation of public services is well documented in existing literature. However, there is little research on how those policies impact on either the development of new forms of governance or on the role of users in these new arrangements. This review examines competition, freedom of choice and personalised care in health and social services in England and Sweden, to determine the type of relationships emerging between the user/consumer market driven providers and various agencies of the state under marketised welfare. The article focuses on the possible roles users might play in new hybrid arrangements between markets and collaborations. The article concludes by suggesting that pro-market policies instead of meeting the needs of users for individualised public services are likely to promote a new type of fragile partnerships, and create a new subordinated user who has no choice but to ‘choose’ services they have little control over.
Subject terms:
personalisation, public sector, service users, choice;
International Journal of Leadership in Public Services, 5(4), December 2009, pp.5-19.
Publisher:
Emerald
... include an innovative ability to bring value to problems such as the global financial crisis and deprivation, and to successfully deliver personalisation, bringing citizen-centred services to public service for all of society in today and tomorrow’s, increasingly complex communities.
This article focuses on the 2009 ‘Leadership Across Borders’ programme, a 10 month initiative by national governments’ business schools, which combined action research with leadership development for 40 senior public service officials from Australia, Canada, New Zealand and the United Kingdom. The aim was to understand the significant facets of public service, ranging from citizen engagement to whole-of-government complexity, economic downturn to crisis management. The project brought together heads of public service, leading academics, delivery experts, leaders of civic society and many services users to discuss areas of common, good practice and give an insight into alternatives tried elsewhere. Observations fell into three categories, how public service leaders make sense of the problems they face and how to frame the challenges ahead, the need to have more authentic voices in public service decision making, design and delivery, and finally, how the capabilities of public servants and communities at large need to be built upon. The complexity of public service was highlighted and the importance of using a systems approach in problem solving stressed. New leadership skills, says the author, must include an innovative ability to bring value to problems such as the global financial crisis and deprivation, and to successfully deliver personalisation, bringing citizen-centred services to public service for all of society in today and tomorrow’s, increasingly complex communities.
Subject terms:
leadership, personalisation, public sector, systems approach, action research;
Critical and Radical Social Work, 2(3), 2014, pp.371-380.
Publisher:
Policy Press
References to 'universal services' in social policy are historically associated with social-democratic welfare regimes. However, neoliberal-influenced policy initiatives aimed at 'transforming' adult social care in England talk a lot about local authorities enabling access to 'universal services'. This commentary reflects critically on the effects of policy makers and service providers referencing universalism in ways that are often confused and that have become decoupled from their original meanings in social policy. It discusses the use of the term 'universal services' on four local authority websites to highlight this lack of clarity. Usage can include public services that are free at the point of delivery eg health; services that are paid for at the point of delivery eg transport; as well as services that are available through the market or subsidised by the state eg housing.
(Edited publisher abstract)
References to 'universal services' in social policy are historically associated with social-democratic welfare regimes. However, neoliberal-influenced policy initiatives aimed at 'transforming' adult social care in England talk a lot about local authorities enabling access to 'universal services'. This commentary reflects critically on the effects of policy makers and service providers referencing universalism in ways that are often confused and that have become decoupled from their original meanings in social policy. It discusses the use of the term 'universal services' on four local authority websites to highlight this lack of clarity. Usage can include public services that are free at the point of delivery eg health; services that are paid for at the point of delivery eg transport; as well as services that are available through the market or subsidised by the state eg housing.
(Edited publisher abstract)
Subject terms:
citizenship, personalisation, adult social care, social policy, service provision, public sector;
International Journal of Leadership in Public Services, 6(3), September 2010, pp.39-45.
Publisher:
Emerald
This article aims to make some general observations about the direction of public sector policy, particularly in relation to personalisation. It challenges public sector leaders to reconsider both the rhetoric and purpose of public services in the United Kingdom today. The article argues that the values underlying public policy and public services in the UK appear to have changed dramatically over the last 30 years. The post-war consensus around collectivism is being replaced by the values of individualism and the market. The policy of personalisation, especially in health and social care, seems to reflect this. These changes bring inherent risks, especially for the most disabled and marginalised in society. The article concludes by suggesting that there needs to be a rearticulation
This article aims to make some general observations about the direction of public sector policy, particularly in relation to personalisation. It challenges public sector leaders to reconsider both the rhetoric and purpose of public services in the United Kingdom today. The article argues that the values underlying public policy and public services in the UK appear to have changed dramatically over the last 30 years. The post-war consensus around collectivism is being replaced by the values of individualism and the market. The policy of personalisation, especially in health and social care, seems to reflect this. These changes bring inherent risks, especially for the most disabled and marginalised in society. The article concludes by suggesting that there needs to be a rearticulation by public sector leaders of the central values and essential role of public services in society.
Subject terms:
leadership, personalisation, public sector, social policy, social care provision, health care;
... was estimated at 1.50 million. The number of adult social care jobs was estimated to have increased by around 4% between 2011 and 2012, and by 15% since 2009. However, since 2009 the workforce has continued to shift away away from local authority services (-15%) and towards independent employers (+15%). The personalisation of adult social care is also apparent: there has been a large increase in the number
(Edited publisher abstract)
This report provides a comprehensive overview of the size and structure of the adult social care sector and workforce in England as at 2012. It draws on several data sources to produce these estimates, the main one being the National Minimum Data Set for Social Care (NMDS-SC). There have also been methodological improvements, such that estimates from this report should not be directly compared with previous reports: this report presents all these changes which have been applied retrospectively. There have been two main changes: improvements to the way the number of direct payments recipients that employ staff and their workforce were estimated; and improvements to estimates of the number of non-CQC regulated employers and their workforce. Results show that an estimated 17,000 organisations were involved in providing or organising adult social care in England as at 2012 (an increase of 2.5% from 2011). An estimated 39,000 establishments were involved in providing or organising adult social care in England as at 2012 (an increase of 1.5% from 2011). The number of adult social care jobs in England as at 2012 was estimated at 1.63 million; but the actual number of people doing these jobs was estimated at 1.50 million. The number of adult social care jobs was estimated to have increased by around 4% between 2011 and 2012, and by 15% since 2009. However, since 2009 the workforce has continued to shift away away from local authority services (-15%) and towards independent employers (+15%). The personalisation of adult social care is also apparent: there has been a large increase in the number of jobs for direct payments recipients since 2009 (+50%). The report gives projections of the future adult social care workforce, which are based on Personal Social Services Research Unit (PSSRU). projections of demand made in 2008. Depending on the scenario, growth is likely to be between 20% and 60% between 2012 and 2025 (equivalent to between 2.0 million and 2.6 million jobs by 2025).
(Edited publisher abstract)
Subject terms:
labour market, direct payments, social care provision, social care staff, adult social care, private sector, public sector, voluntary sector, personalisation, statistical methods;
Journal of Integrated Care, 20(5), 2012, pp.284-295.
Publisher:
Emerald
This case study introduces a novel home care service integrator model called “Kotitori”. In the model the City contracts with a private provider in order to meet the older customer needs in a personalised way. The model introduces a unique form of public-private partnership in Finland, and describes the basic elements of Kotitori, the development process of the model, and the model's distinctive features compared to more traditional ways of home care service delivery. The author suggests that the transferability potential of the Kotitori model is good both nationally and internationally. The model is potentially beneficial for countries with an interest in developing integrated care in general, as it reflects a form of accountable care organisation.
This case study introduces a novel home care service integrator model called “Kotitori”. In the model the City contracts with a private provider in order to meet the older customer needs in a personalised way. The model introduces a unique form of public-private partnership in Finland, and describes the basic elements of Kotitori, the development process of the model, and the model's distinctive features compared to more traditional ways of home care service delivery. The author suggests that the transferability potential of the Kotitori model is good both nationally and internationally. The model is potentially beneficial for countries with an interest in developing integrated care in general, as it reflects a form of accountable care organisation.
Subject terms:
home care, integrated services, joint working, older people, personalisation, private sector, public sector, social care provision, accountability;
Policy and Politics, 39(4), October 2011, pp.613-621.
Publisher:
Policy Press
This paper is the product of a 2-day think tank organised by the University of Birmingham’s Health Services Management Centre (HSMC) and The Centre for Welfare Reform (CWR) to explore issues on personalisation and self-directed support and the future of welfare reform. It explores the potential of personalisation to become more of a general organising feature for future welfare services. Although self-directed approaches are increasingly influential in social care, they have started to spread to other areas of the welfare state. The following areas are discussed: healthcare; children and families with disabilities; community development; criminal justice; and tax and benefits. It concludes that, given the potential transferability of personalisation and self-directed support across the range evidence, to strengthen these proposals, and also draws on some of the lessons and debates from implementing personalisation in adult social care.
This paper is the product of a 2-day think tank organised by the University of Birmingham’s Health Services Management Centre (HSMC) and The Centre for Welfare Reform (CWR) to explore issues on personalisation and self-directed support and the future of welfare reform. It explores the potential of personalisation to become more of a general organising feature for future welfare services. Although self-directed approaches are increasingly influential in social care, they have started to spread to other areas of the welfare state. The following areas are discussed: healthcare; children and families with disabilities; community development; criminal justice; and tax and benefits. It concludes that, given the potential transferability of personalisation and self-directed support across the range of services that the state provides, it is possible that such approaches can be the underpinning for a radical reshaping of the welfare state, as ambitious as that achieved by the 1942 Beveridge Report. The article includes a reply by Sarah Carr to this call for a new way of thinking about and delivering public services. The reply suggests exploring 2 implied principles, understanding empowerment and using evidence, to strengthen these proposals, and also draws on some of the lessons and debates from implementing personalisation in adult social care.
Subject terms:
personalisation, public sector, self-directed support, welfare state, benefits, community development, criminal justice, disabilities, health care;
DH Care Networks. Housing Learning and Improvement Network
Publication year:
2010
Pagination:
106p.
Place of publication:
London
This update to ‘Care in Extra Care Housing’ (Housing Learning and Improvement Network 2005 Technical Brief no. 1), with regard to policy changes in the United Kingdom, includes a section on personalisation and is extended with reference to regulatory frameworks. In addition to an introduction, and closing ‘about the Housing LIN’, 6 sections entitled ‘characteristics of care and support in extra
This update to ‘Care in Extra Care Housing’ (Housing Learning and Improvement Network 2005 Technical Brief no. 1), with regard to policy changes in the United Kingdom, includes a section on personalisation and is extended with reference to regulatory frameworks. In addition to an introduction, and closing ‘about the Housing LIN’, 6 sections entitled ‘characteristics of care and support in extra care’, ‘commissioning care and support in extra care housing – social housing sector’, ‘revenue and charging arrangements’, ‘legal relationships’, ‘care delivery’, and ‘how much care?’, broaden the scope to include self-directed support, personal care and other support such as housing-related support. A listing of government agenda, e.g. ‘Putting people first’, Acts and judgements occurring in the past 4 years is presented and with Extra Care Housing (ECH) remaining a hybrid of housing-related/community care legislation, the scope of ECH has widened and more regulatory framework information is presented. Nine additional case studies have been detailed. The authors advise of potential impact of the Personal Care at Home Bill, the Law Commission’s plans ‘to tidy up community care legislation’ and government’s green and white papers, ‘Shaping the future of care together’ and ‘Building a national care service’, respectively.
Subject terms:
home care, local authority housing, personalisation, private sector, public sector, self-directed support, supported living, case studies, community care, extra care housing;
International Journal of Leadership in Public Services, 5(4), December 2009, pp.27-33.
Publisher:
Emerald
The policy and organisational change ongoing in adult care in England, due to personalisation bringing greater control of finances to those who need support, is being driven by guidance from the National Skills Academy for Social Care. The challenge is to develop leadership in a public service where previously leadership was limited to senior positions only, but maintain roots in the highly
The policy and organisational change ongoing in adult care in England, due to personalisation bringing greater control of finances to those who need support, is being driven by guidance from the National Skills Academy for Social Care. The challenge is to develop leadership in a public service where previously leadership was limited to senior positions only, but maintain roots in the highly skilled and committed values, and reality of diverse, low status and widely dispersed care work. Recent investment in NVQs training has increased qualification levels, but the Academy’s guidelines emphasise the responsive behaviour and personal attributes which service users advise their future personalised provision of services, and it’s leaders, should exhibit. Four paradoxes key in adult care, low status/high impact, private provision/public good, partnership/conflict (e.g. housing and health services) and profession/anti-profession, need to be negotiated during this time of transformation, says the author. Acknowledging that most adult care is individually delivered on the front line, the academy sees one leadership model for the whole, diverse sector being used across all levels of the current workforce and during induction and practitioner development. It will focus on promoting caring attitudes, rather than just on a narrow focus on the actual care techniques, valuing the objectives of providing care and not just the NVQs driven competencies of those delivering it.
Subject terms:
leadership, learning styles, life long learning, NVQs, personalisation, public sector, social care, social care provision, adult education, adult social care;
Housing Care and Support, 12(3), October 2009, pp.12-16.
Publisher:
Emerald
Based largely on a recent Chartered Institute of Housing (CIH) publication ‘Housing, Health and Care’ (Davis et al, 2009), this paper looks at the challenges for delivering personalisation across public services which the current authors declare as key to the transformation of those services. By highlighting four case studies from East Sussex, East Midlands, Telford and Wrekin and Central
Based largely on a recent Chartered Institute of Housing (CIH) publication ‘Housing, Health and Care’ (Davis et al, 2009), this paper looks at the challenges for delivering personalisation across public services which the current authors declare as key to the transformation of those services. By highlighting four case studies from East Sussex, East Midlands, Telford and Wrekin and Central London, the authors suggest that the local frameworks, performance systems and policy context are well placed to deliver integrated working that can underpin sustainable communities and really personalise services for the individual. This would cause a transfer of power from government and providers to citizens on the basis of being “fair to all, personal to each”, a shift from acute to preventative or early intervention services, joint working across public services from evidence gathering, analysis, development of strategy to the resultant action planning, commissioning, monitoring and evaluating in partnership with each other public service, but also providers and individual users and their communities.
Subject terms:
housing, integrated services, joint working, personalisation, public sector, social housing, social care provision, case studies, health care;