ABSTRACT
In this chapter, the authors review evidence about the features of British arrangements likely to reduce efficiency. They discuss the performance of the key case management tasks and the significance of incentives. The case management tasks are grouped into: performance review; case-finding; and assessment, care-planning and monitoring. The authors argue that the social services could perform case management tasks more effectively and efficiently. They also argue that many of the shortfalls in effectiveness and efficiency are due to causes whose influence can, at least in part, be removed, or whose influence they can reduce. Organisers face situations in which they are the only person in contact with the client likely to perform necessary case management tasks. Effective case management demands that a great deal more time should be spent on the support of difficult cases. To operate a multi-sectoral system for providing social care requires models for higher and middle management as well as for lower management and field personnel.
