By Terry Bamford
This crucial advisor to commissioning and buying in social care offers case stories, guidance, and checklists to aid readers to evaluate desire, enhance care plans and choose providers of care. It basically explains: the explanations for the shift to commissioning and buying clear of direct provision the excellence among commissioning and buying easy methods to make sure that the commissioning and buying method absolutely displays the perspectives of clients and carers contracts and tenders expenses and costs relating to supplying caliber care how safeguards might be equipped into the commissioning and buying strategy. this can be a useful resource that specializes in the sensible abilities required to carry powerful care. it's been written for social care scholars, frontline employees and their managers to assist them during the approach.
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Additional resources for Commissioning and Purchasing Social Care (Social Work Skills Series, 2)
Costing change Costing change is not a precise science. Few costs are certain. One of the few certainties is that change will take longer to achieve than was first thought. This is not through malevolence or ill will but almost invariably something will crop up which had not been expected in the project plan. It could be delays in securing planning consent, the discovery of asbestosis when demolishing a building, political anxieties, or missing a committee cycle. Sometimes legislative changes impose unpredicted and unpredictable additional costs.
COMMISSIONING 31 At present the Health Authority spends about £3 million on services for people with disabilities and the local authority about £2 million including a direct payments scheme for service users. An active user group is very hostile to the medical model of care. Both health and social services employ occupational therapists and there is great anxiety from both staff groups about radical change. How would you approach the task and what factors would influence your recommendation? The 1999 Health Act represented a great leap forward but may itself be overtaken by the desire of ministers to push ahead more rapidly than the enabling framework of the Act would deliver.
How would you approach the discussions with potential providers? Map each provider against the five principles set out above. Where would you anticipate difficulties? How far would it be proper to go in supporting the in-house team with legal and financial advice to enable them to mount an effective bid? KEY POINTS ᮀ The purchasing role is both one of the most complex but also one of the most politically sensitive tasks within a local authority. ᮀ The mixed economy of welfare provision has developed rapidly in the past fifteen years.
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