Description
This title was first published in 2000: Community care stands as an example of a complex policy, failing to be implemented as intended. Using research and studies of literature on community care, this text investigates the reasons behind the failure of this "flagship" policy, focusing on the part played by care managers, management and policy implementation approaches. It presents an exploration of social work discretion as a potential force for positive and dynamic implementation, as opposed to the usual analysis of professional discretion as a necessary evil. This potential is demonstrated through the analysis of an innovative research methodology.
Table of Contents
1: General Introduction Reflecting on the Process; 2: Policy Implementation and Community Care; 3: Care Management and the Subversion of Policy; 4: Key Texts that define Community Care; 5: Lipsky and Street Level Bureaucrats - a Source of Explanation; 6: Management and Managerialism; 7: Care Management and Social Work Theory; 8: Participation and Action Research - a Coherent Framework for Understanding; 9: Care Managers Investigate their own Practice; 10: Policy, Discretion and Learning in Organisations
