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The implications for social services departments of the information task in the social care market
Author(s) -
Bovell Virginia,
Lewis Jane,
Wookey Fiona
Publication year - 1997
Publication title -
health and social care in the community
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.984
H-Index - 68
eISSN - 1365-2524
pISSN - 0966-0410
DOI - 10.1111/j.1365-2524.1997.tb00104.x
Subject(s) - task (project management) , order (exchange) , shire , information system , process (computing) , investment (military) , public relations , business , computer science , knowledge management , political science , finance , management , economics , linguistics , philosophy , politics , operating system , law
The new information task faced by social services departments (SSDs) implementing the 1990 community care policy is huge. This paper notes the breadth and complexity of the early guidance on the subject and then examines the nature of the task and the issues it raised in a shire county. Three aspects are delineated: mapping needs, mapping the market and monitoring expenditure. We found that the county experienced a culture shift in order to accommodate the new requirements, but had difficulty in timing the introduction of its information and information technology (IT) software systems. Change associated with one aspect of implementation had important knock‐on effects in others. We highlight the danger of procedures becoming system‐driven and of staff being overwhelmed by the call for information. We note that by the end of 1994 (the end of the research period) the county was facing what we have termed ‘second wave’ challenges. We conclude that implementing community care requires an indefinite investment in people and systems and that the process challenges are in danger of diverting attention away from user and carer experiences and from outcomes.