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Managing transitionsSupport for individuals at key points of change$
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Alison Petch

Print publication date: 2009

Print ISBN-13: 9781847421883

Published to Policy Press Scholarship Online: March 2012

DOI: 10.1332/policypress/9781847421883.001.0001

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The organisational context

The organisational context

Chapter:
(p.7) Two The organisational context
Source:
Managing transitions
Author(s):

Alison Petch

Publisher:
Policy Press
DOI:10.1332/policypress/9781847421883.003.0002

The separation of social-service organisations into different departments for children and for adults have prompted much of the recent discussion around transition. While points of transition have always required careful management, this is even more so the case now that the responsibility for individuals may move from one department to another. For example, the needs of young people with learning disabilities become the responsibility of a different department once they reach adulthood, with potentially different procedures and eligibilities. More widely, transitions for individuals may also require management of boundaries and partnership working between traditionally separate departments, such as housing and social services, health agencies and voluntary organisations, the benefits agency and training providers. This chapter describes the key organisational contexts that create many of the transition experiences. It considers statutory service configurations for social services and health across the constituent countries of the United Kingdom, as well as other organisations commonly involved in transition.

Keywords:   United Kingdom, transitions, social services, housing, health, voluntary organisations, benefits agency, training providers

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