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dc.contributor.advisorStockton, Jimen
dc.contributor.authorCampbell, Mark*
dc.date.accessioned2010-07-28T09:18:00Z
dc.date.available2010-07-28T09:18:00Z
dc.date.issued2010
dc.identifier.urihttp://hdl.handle.net/10034/108537
dc.description.abstractPersonalisation and the introduction of individual budgets have been core elements of central government social care policy for a number of years. They are often promoted as the panacea for a range of social care and equalities issues, but are not clearly and consistently defined. The complexity and fluidity of the social care stakeholder environment requires a specialised approach to engagement. This paper argues that these factors have not been adequately accommodated within marketing and communication strategy at a local and national level and risk compromising the successful introduction of the change programme. The research draws on recent pilot activity in the U.K. and established management practice to evaluate the findings from a study of social care stakeholders in Liverpool. The views of service users, carers and social workers are reflected in the paper which offers recommendations for improved practice in local and central government. The personalisation and individual budget agenda is a critical step in the development of equality for some of the most vulnerable people in the country, but represents significant challenge and risk for stakeholders. This paper recommends a fundamental review of marketing and communication activity to maximise opportunity and minimise the risks associated with the transformation of social care.
dc.language.isoenen
dc.publisherUniversity of Chesteren
dc.subjectpersonalisationen
dc.subjectsocial careen
dc.titlePersonalisation – Stakeholder perceptions and the impact on social care commissioning in Liverpoolen
dc.typeThesis or dissertationen
dc.type.qualificationnameMBAen
dc.type.qualificationlevelMasters Degreeen
html.description.abstractPersonalisation and the introduction of individual budgets have been core elements of central government social care policy for a number of years. They are often promoted as the panacea for a range of social care and equalities issues, but are not clearly and consistently defined. The complexity and fluidity of the social care stakeholder environment requires a specialised approach to engagement. This paper argues that these factors have not been adequately accommodated within marketing and communication strategy at a local and national level and risk compromising the successful introduction of the change programme. The research draws on recent pilot activity in the U.K. and established management practice to evaluate the findings from a study of social care stakeholders in Liverpool. The views of service users, carers and social workers are reflected in the paper which offers recommendations for improved practice in local and central government. The personalisation and individual budget agenda is a critical step in the development of equality for some of the most vulnerable people in the country, but represents significant challenge and risk for stakeholders. This paper recommends a fundamental review of marketing and communication activity to maximise opportunity and minimise the risks associated with the transformation of social care.


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