The purchaser/provider separation in child and family social work: Implications for service delivery and for the role of the social worker

In: Child & family social work, Band 2, Heft 1, S. 25-35

Abstract

This paper discusses some of the findings from a research study that was carried out in 1995. The study aimed to examine the implications of the use of the purchaser/provider separation (and associated care management processes) in social work with children and families, focusing on the effects of separation on service delivery and on the role of the social worker. The research involved two stages: a telephone survey (to gather quantitative data about the prevalence of organizational separation in England and qualitative data about perceived advantages and disadvantages of separation) and a single exploratory case study in a Local Authority Social Services Department.The paper is concerned primarily with the case study findings. It begins by locating organizational separation within a social policy context. This is followed by an overview of the existing literature on the implications of the purchaser/provider separation and care management for service delivery and for the social work role. The methods and key findings for the telephone survey and the case study are then described. Analysis of the case study data suggested that separation in this setting could be understood along three dimensions: efficient processing versus delays; control of the work and work processes versus lack of control; and clarity of role and task versus duplication. The paper ends with a discussion of the study's main conclusion – that the purchaser/provider separation in child and family work may introduce benefits of specialization whilst also bringing problems associated with fragmentation of the traditional social work role.