| Abstract: | Local authorities in Britain have been purchasing foster placementsand related services from independent fostering agencies orproviders (IFPs) for many years. These are often made on anunplanned or ‘spot purchased’ basis and many localauthorities have incurred significant budgetary overspends orbeen criticized for poor child-care practice. In parts of theUSA and Australia, governments have required public authoritiesto ‘outsource’ all or most of their foster-careresponsibilities to private or voluntary agencies. Where thesehave been independently evaluated, a number of deficits havebeen identified. A middle position of local authorities andIFPs entering into service level or contractual agreements hasemerged in Britain where each sector attempts to plan and matchits respective needs and services and to predict and controlcosts. This paper explores how some local authority and IFPmanagers have developed working arrangements with one anotherin order to achieve this position. At a time when the Britishgovernment is providing a strong policy steer towards inter-sectorcommissioning in foster-care, this paper suggests a frameworkfor collaboration. |
