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It is popularly assumed that the main barrier that prevents household services from being outsourced to the small business sector is household disposable income. This paper evaluates critically whether this is the case. Reporting survey results from 418 households in the UK city of Sheffield, the finding is that cost is the main barrier in just 38% of instances. Nearly two‐thirds of household services are undertaken in other ways either out of choice or due to the poor availability, quality and reliability of provision by small businesses. How these barriers to outsourcing household services might be tackled is then addressed. [ABSTRACT FROM PUBLISHER]

This small-scale qualitative study, involving commissioners of carers' services, contextualized in academic and other literature, adds to an understanding of groupwork for carers within the context of an English legal framework. Five commissioners, from different parts of England, participated in an online focus group. The dataset was analyzed thematically using a reflexive Thematic Analysis approach. Three themes were developed from the data. One theme indicated that differing understandings of the purpose of group activities for carers co-existed in each area and another that system-wide blocks meant that the choice of provider depends on factors like ability to risk-manage the contract value rather than skills needed to serve whole populations. This led to a third theme of commissioners attempting to "engineer" the development of successful groupwork. The findings suggest that Community Social Work is likely to be successful in working with carers but may face challenges within a quasi-market approach. [ABSTRACT FROM AUTHOR]

This paper draws parallels between the market trend in the English NHS and Polanyi's (1957) The Great Transformation: The political and economic origins of our time, Beacon Press: Boston (originally published in 1944 in the United States as The Great Transformation, Rinehart: and Co: New York, and in 1945 in England as Origins of our time, Gollancz: London) account of how the rise of markets provokes a self-protective counter-reaction that tries to re-embed economic relations in social relations. We report findings from a qualitative study of NHS contracting, which examines the recent move to harder-edged contracts with greater use of financial penalties and incentives. In practice, use of these techniques tended to be confined to nationally-mandated sections of the contract rather than emerging from local bilateral agreements, and when things went wrong the parties relied more on cooperative behaviour than on the provisions of the contract to find solutions. Making the current contracting system work depended more on existing relational networks than on the incentive structures created by recent 'marketisation' initiatives, but the inability of the market to evolve as expected has encouraged policy makers to publish plans for further radical reforms. [ABSTRACT FROM AUTHOR]

The authors describe the incremental approach to the marketisation of the English National Health Service (NHS) since the introduction of an 'internal market' in 1990 until the 2010 White Paper, 'Equity and Excellence: Liberating the NHS', and the subsequent Health and Social Care Bill published in January 2011. The introduction of a competitive market for a universal, tax-financed health system requires fundamental changes in regulation in order that market bureaucracy can be substituted for direct management. The components of reform are insufficiently captured by the framework of hierarchies and networks in new public management theories of decentralisation. [ABSTRACT FROM AUTHOR]

Outsourcing is difficult to define and trickier to measure. Despite transparency and procurement requirements, there are no comprehensive datasets detailing the extent to which English councils have contracted-out service provision. This lack of information, coupled with austerity pressures, has probably increased the number of 'known unknowns' and 'unknown unknowns' about the efficacy of this service delivery model. Such developments have significant implications for accountability, risk management and policy-making. We do not know enough about the extent of public service outsourcing: it is difficult to define and measure, and the datasets that exist are quite limited. Austerity cuts to back office functions probably mean that we know even less about it than before, at a time when major outsourcing companies are experiencing serious financial problems. Public bodies need to create a more detailed picture of their contractual relationships in order to inform future policy-making, hold suppliers to account effectively, and ensure that finances and services can be put on a sustainable footing in the event of collapse. [ABSTRACT FROM AUTHOR]

Discusses the advantages and disadvantages of employing short-term contract staff for the Bodleian Library in Oxford, England. Reasons for employers to take on temporary staff; Issues relating to increased use of short-term contracts; Encouraging archive training courses.