Collaboration Between the Health and Social Services: Part II, A Case Study of Joint Finance

Booth, Timothy A.

doi:10.1332/030557381782719077

Cited by 11 publications

(6 citation statements)

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“…Twenty years ago, Booth offered a useful analysis of the problems of achieving and maintaining collaboration between the health and social services (Booth 1981) and drew attention to four reasons why joint planning (collaboration at the strategic level) was needed. First there is the interrelationship of needs in the community.…”

Section: Introductionmentioning

confidence: 99%

Collaborating for Mental Health Services in Wales: A Process Evaluation

Jones

Thomas

Rudd

2004

Public Administration

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The need for inter‐agency collaboration between managers of mental health services has long been recognized, as has the difficulty of achieving and maintaining such relationships. Hudson et al. (1999) have developed a model for collaboration in the public sector and the current research has tested the model against attempts to achieve and maintain inter‐agency collaboration between mental health managers in Wales. We find Hudson's model a useful analytical framework but our evidence suggests that it needs to be amended by giving greater emphasis to the importance of ‘uninterrupted . . . opportunities for interaction’ between key managers. Forthcoming changes to NHS structures in Wales (for example, the abolition of Health Authorities and the conversion of Local Health Groups into Local Health Boards) will not necessarily facilitate collaboration if the Local Health Boards are given the role of planning and commissioning mental health services without having the necessary ‘critical mass’ of knowledge, expertise and dedicated staff capacity for planning and commissioning mental health services.

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Section: Introductionmentioning

confidence: 99%

Collaborating for Mental Health Services in Wales: A Process Evaluation

Jones

Thomas

Rudd

2004

Public Administration

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“…The same attention that has been focused rightly on the creation of incentives for more effective collaboration between health and social services (Booth, 1981;Wistow, 1989) now needs to be centred on the conditions for drawing service users, carers and voluntary organisations into that very same planning and management environment. It raises formidable questions about the capacity of formal systems to mirror and embrace the properties of informal support systems and of voluntary agencies, and to develop local policy environments where potential conflicts of interest can be resolved on the basis of consultation and compromise.…”

Section: Advancing the Concept Of Needs-led Servicesmentioning

confidence: 99%

Supporting ‘Needs-Led’ Services: Implications for Planning and Management Systems (A case study in mental handicap services)

McGrath¹,

Grant²

1992

J. Soc. Pol.

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Many of the principles of the Community Care White Paper (DoH, 1989) bear a striking resemblance to the Welsh mental handicap strategy launched six years earlier (Welsh Office, 1983). This paper considers the lessons to be learnt from the Welsh strategy for the development of needs-led services as promulgated by the White Paper. Similarities and differences between the two policy initiatives are first identified before considering the conceptual basis of needs-led services. Attention is drawn to two interdependent dimensions of needs-led services, user participation and management delegation, as a means of depicting three underlying models, each with different value stances. By drawing from a case study of one area in Wales, an attempt is made to test the expectations for needs-led services in terms of local planning and management requirements of the three models against the experiences of those charged with putting them into practice. Implications for the White Paper are explored in connection with user involvement strategies and assessment and care management processes.

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“…Services for mentally handicapped people are accorded a key target for all of these initiatives (see Booth, 1981;Wistow, 1982Wistow, , 1983Glennerster et ah, 1983;Allsop, 1984;Hardy, 1985, 1986). In theory, this client group was to benefit from a redistribution of resources to the Cinderella services in general as well as a shift from institutional care to locally based care in the community.…”

Section: The Centre's Policy For Mentally Handicapped Peoplementioning

confidence: 99%

“…However, they rarely moved beyond that programme to a more broadly-based process of joint strategic planning (Booth, 1981;Wistow and Fuller, 1983;. Joint finance undoubtedly provided an incentive for health and local authorities to participate in such planning mechanisms.…”

Section: The Planning Problemmentioning

confidence: 99%

Policy Networks and the Implementation of Community Care Policy for People with Mental Handicaps

Hardy¹,

Wistow²,

Rhodes³

1990

J. Soc. Pol.

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Although community care has been the professed policy of successive governments over three decades, according to the Prime Minister's own adviser, Sir Roy Griffiths, 'in few areas can the gap between political rhetoric and policy on the one hand or between policy and reality in the field on the other hand have been so great'. This paper examines the extent and causes of this ' implementation gap' in respect of services for people with mental handicaps-a consistent priority group for national policymakers. We examine centre-periphery relations in the health and personal social services in the light of Rhodes' power-dependence framework and his concepts of policy networks and policy communities. The NHS has been described as the archetypal professionalised policy network but we conclude that it is possible to account for implementation failures in community care only partly in terms of the dominance of the medical professions' values and interests and the deficiencies of accountability and control due to clinical autonomy. Such failures are due also to the inherently limited power of the centre. Sub-central units are not merely its meek agents. Moreover, the centre must explicitly structure local environments by itself providing a coherent framework of service and resource policies compatible with the national objectives it is seeking to achieve.

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Collaboration Between the Health and Social Services: Part II, A Case Study of Joint Finance

Cited by 11 publications

References 0 publications

Collaborating for Mental Health Services in Wales: A Process Evaluation

Collaborating for Mental Health Services in Wales: A Process Evaluation

Supporting ‘Needs-Led’ Services: Implications for Planning and Management Systems (A case study in mental handicap services)

Policy Networks and the Implementation of Community Care Policy for People with Mental Handicaps

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