Changing Relationship between the Local Authority and the Voluntary Organisation in England

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  • イギリスにおけるコミュニティ・ケア改革以降の公私関係 : ボランタリー組織との関係を中心に
  • イギリス ニ オケル コミュニティ ケア カイカク イコウ ノ コウシ カンケ

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Abstract

National Health Service and Community Care Act 1990 introduced the notion of "contract culture" into the community care field in the U. K. "Contract culture", which encourages the local authority to purchase more services by contracts from the private and voluntary sectors, has an enormous impact on the nature of the local authority as well as inter-organisational relationships in the local social care market. This essay explores the way the local authority has reacted to changing relationship with the voluntary sector after the Community Care Reform. We organise three strategies for local authorities to manage the external relationship from "resource-dependence perspective". There are 'self-organising strategy', 'cooperative strategy' and 'political strategy'. These strategies are to maximize the positive effects of "contract culture" and minimize its negative effects. We investigate Sheffield's experiences by using this framework. We find that Sheffield has tried these strategies and gains many good results so far. In Japan, new social insurance legislation for elderly care will be introduced in a few years. Like Community Care Reform in the U. K., it emphasizes the use of the independent sector for delivering the service. What our analysis suggests is useful when considering how the local authority should organise the local social care market.

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