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The purpose of this paper is to stimulate a wider debate around the coordination of workforce planning in non-statutory services (in this case, specialist housing for older people or those with long-term health and social care needs, such as learning disabilities). The authors argue that current NHS reforms do not go far enough in that they fail to include specialist housing and its workforce in integration, and by doing so, will be unable to optimise the potential efficiencies and streamlining of service delivery to this group.

The paper used exploratory study using existing research and data, enhanced by documentary analysis from industry bodies, regulators and policy think tanks.

That to achieve the greatest operational and fiscal impact upon the health care services, priority must be given to improving the efficiency and coordination of services to older people and those requiring nursing homes or registered care across the public and third sectors through the integration of service delivery and workforce planning.

Whilst generalisable and achievable, the model proposed within the paper cannot be fully tested theoretically and requires further testing the in real health and social care market to evidence its practicality, improved quality of care and financial benefits.

The paper highlights some potential limitations to the current NHS reforms: by integrating non-statutory services, planned efficiency savings may be optimised and service delivery improved.

The 2017 Naylor Review has been the subject of some controversy, with some of the press, social media and other critics portraying its recommendations as a “fire sale” or privatisation of the NHS. The purpose of this paper is to examine preceding reports into efficiency and best value of the NHS, the evidence behind the review recommendations, and analyse data into housing affordability for the capital’s NHS staff. It concludes by advocating for partnerships with housing associations to deliver social and financial value by utilising redundant NHS land to deliver the affordable housing that London and the rest of the UK so urgently needs.

The paper was developed using the content analysis of preceding independent reviews of NHS efficiency, published critiques of the Naylor Review and analysis of NHS produced data to consider the potential savings and opportunities for reinvestment in capital projects.

The paper identifies existing partnership models and examples of good practice and advocates the adoption of joint ventures and other forms of partnership to ensure that both best value is achieved from the sale of NHS assets, and publicly owned assets are reused for social purpose.

The paper uses existing data, analysis and context to map a route for achieving best value in managing the publicly owned asset base and reinvesting the proceeds of the sale of redundant properties into UK public services.

Changes in the UK social care sector over the past 20 years have effected a fundamental shift in commissioning and delivery relationships. This “quasi-market” challenges existing theory and models around competitive advantage. This study, as outlined in two earlier articles, addressed weaknesses in the defining framework for analysis and business planning in this new environment; the purpose of this concluding paper is to propose a new perspective for those interested in entering this market.

The original research comprised a constructive research approach through a single holistic case study, using qualitative research methods including document analysis, interviews, secondary data, observations and facilitated meetings.

This final paper offers a structured framework of analysis and response: the External Drivers Model.

The model was developed for a scenario impacting upon a social housing agency, with ambitions to enter this market as a new provider; it may require further research to establish its generalisability to other organisations and other sectors.

This series of three papers adds to existing knowledge by critiquing current business models, and positing a potential development to existing contingency theory: the External Drivers Model. The study has resulted in a number of outputs including an outline of tools to assist in using the model.

Changes in the social care sector over the past 20 years have effected a fundamental shift in commissioning and delivery relationships, creating new markets for social housing services. This paper aims to examine how far existing theories around competitive advantage in markets are compatible with the new public management (NPM) approach to the market, or whether there is a need for a new approach to business planning for agencies that addresses the particular characteristics of this specific quasi‐market.

This paper draws upon original research developed through a single holistic case study of a UK social housing service, using qualitative research methods including document analysis, interviews, secondary data, observations and facilitated meetings.

Existing business theory and models around competitive advantage do not suit this “contrived” NPM market. A new framework or model will be needed for analysis and business planning in this new environment.

This paper adds to existing knowledge by critiquing current business models, and positing a potential development to existing contingency theory: the external drivers model. The study has resulted in a number of outputs including an outline of a toolkit to assist in using the model. The model requires further research to establish its generalisability to other organisations and other sectors.

The purpose of this paper is to examine how far existing theories around contingency for competitive advantage are compatible with the “contrived market” in social care. The paper argues that the complexity of competing interests, especially for social housing as potential providers, require new tools for market analysis and particularly the need to become a “learning organisation”, to manage the particular characteristics of this specific quasi-market.

The paper draws upon original research developed through a single holistic case study of a UK social housing service, using qualitative research methods including document analysis, interviews, secondary data, observations and facilitated meetings.

Changes in the social care sector over the past 20 years have effected a fundamental shift in commissioning and delivery relationships, creating new markets for social care services. Yet existing business theory and models around contingency and competitive advantage do not suit this “contrived” New Public Management market. A new framework or model will be needed for analysis and business planning in this new environment.

This series of papers adds to existing knowledge by critiquing current business models, and positing a potential development to existing contingency theory.