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Managing The Community Care Market

Managing The Community Care Market CASE STUDY CLIVE MILLER SENIOR FELLOW IN ORGANISATIONAL DEVELOPMENT, OFFICE FOR PUBLIC MANAGEMENT hether or not the statutory sector should intervene in the market to affect the profile of services available to people with community care needs is a strongly contested issue. Some independent providers would argue that despite purchaser/provider separation statutory authorities will always have a bias towards using their own provision. Hence any intervention they make in the market will be less than even handed. Others point to the requirement for local authorities to stimulate the market and to be needs-led. This necessitates signalling to all providers the services which are now needed and those that are not. What is not in dispute is the fact that commissioners, by their purchasing decisions, have an impact on the market. Hence market management, in the sense of commissioning influence, exists either as a hands-off or -on activity. This Case Study presents a theoretical model of market management designed to help commissioners systematically explore either how they need to intervene to have particular effects on a market or how their purchasing activity is affecting it. The overall model represents market management as comprising two linked levels of activity: the http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Integrated Care Pier Professional

Managing The Community Care Market

Miller, Clive
Journal of Integrated Care , Volume 4 (3) – Jun 1, 1996
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Publisher
Pier Professional
Copyright
Copyright © 1996 by Pier Professional Limited
ISSN
1476-9018
eISSN
2042-8685
Publisher site
See Article on Publisher Site

Abstract

CASE STUDY CLIVE MILLER SENIOR FELLOW IN ORGANISATIONAL DEVELOPMENT, OFFICE FOR PUBLIC MANAGEMENT hether or not the statutory sector should intervene in the market to affect the profile of services available to people with community care needs is a strongly contested issue. Some independent providers would argue that despite purchaser/provider separation statutory authorities will always have a bias towards using their own provision. Hence any intervention they make in the market will be less than even handed. Others point to the requirement for local authorities to stimulate the market and to be needs-led. This necessitates signalling to all providers the services which are now needed and those that are not. What is not in dispute is the fact that commissioners, by their purchasing decisions, have an impact on the market. Hence market management, in the sense of commissioning influence, exists either as a hands-off or -on activity. This Case Study presents a theoretical model of market management designed to help commissioners systematically explore either how they need to intervene to have particular effects on a market or how their purchasing activity is affecting it. The overall model represents market management as comprising two linked levels of activity: the

Journal

Journal of Integrated Care – Pier Professional

Published: Jun 1, 1996

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