2.1 Explain the purpose and functions of different models of service delivery

This guide will help you answer 2.1 Explain the purpose and functions of different models of service delivery.

Service delivery models shape the way care and support are provided within adult social care settings. Each model has a particular structure, approach and goal. Understanding the purpose and function of each model helps leaders and managers to offer consistent, high-quality care suited to people’s needs. This guide covers the main service delivery models used in adult social care, focusing on how they work and what they set out to achieve.

What a Model of Service Delivery Is

A model of service delivery is a framework or method for organising care and support for people who need it. Models influence things such as:

• How decisions are made
• Who delivers the care
• How people’s needs are assessed
• How staff work together
• The role of people receiving support

Each model represents a set of principles and practices. These shape what happens at every level—from frontline care to management and leadership.

Person-Centred Model

The person-centred model places individual needs, preferences and rights at the heart of care. Care is shaped around what matters most to each person, not just their diagnosis or disability.

Purpose

• To promote choice, dignity and control
• To respect each person’s history, culture, beliefs and personal goals
• To build partnerships between people using services and staff
• To help people exercise their rights and independence

Functions+-

• Developing personalised care plans
• Involving people in decision-making
• Using key worker or named worker systems
• Regular reviews of support based on feedback
• Supporting risk-taking in a safe way, where possible

This model meets legal duties under frameworks such as the Care Act 2014 and Mental Capacity Act 2005. It is now the main approach in all adult care settings.

Medical Model

The medical model sees disability or illness as a ‘problem’ to be treated or managed. It focuses on diagnosis, cure or symptom control. Traditionally, doctors and health professionals lead decisions.

Purpose

• To diagnose and treat health conditions
• To reduce or remove symptoms where possible
• To prevent harm caused by illness or impairment

Functions

• Assessments focus on symptoms and medical needs
• Health professionals develop and oversee care plans
• Emphasis on medication, clinical treatments or therapies
• Less active involvement from the person using services

This model was the main approach in health and social care for many years. Its main limitation is that it can overlook the person’s wider life, wishes and abilities.

Social Model of Disability

The social model looks at how society and the environment create barriers for people with disabilities, rather than seeing the person as the ‘problem’. Barriers may be physical (such as steps or narrow doorways), attitudinal (negative attitudes or lack of understanding) or organisational (inflexible rules and practices).

Purpose

• To identify and remove barriers that restrict independence
• To focus on rights, equal participation and inclusion
• To recognise people’s strengths—not just limitations

Functions

• Adapting environments to be more accessible
• Challenging discrimination and promoting equality
• Promoting education and employment opportunities
• Working in partnership with advocacy services

Many disability charities and rights groups promote this way of thinking. In adult care, it leads to practical changes such as ramps, accessible transport and easy-read information.

Recovery Model

The recovery model is mainly used in mental health settings. It emphasises hope, self-determination and rebuilding a meaningful life—whether or not symptoms remain.

Purpose

• To support people in achieving their own goals
• To encourage taking control over day-to-day life
• To focus on strengths, interests and ambitions
• To value progress and set-backs as part of recovery

Functions

• Listening to the person’s own view of recovery
• Building support networks (friends, support groups, family)
• Encouraging use of peer support and lived experience
• Co-producing care plans jointly with the person

The recovery model does not expect a person to be fully ‘cured’. Instead, it focuses on improving wellbeing and involvement in ordinary life.

Reablement Model

The reablement model aims to help people regain skills and confidence after illness, injury or a crisis. It is short-term, usually delivered at home for up to six weeks.

Purpose

• To promote independence and reduce reliance on long-term care
• To help people do things for themselves
• To prevent unnecessary hospital admissions or readmissions

Functions

• Goal-setting with the person and support team
• Time-limited, practical help with daily living tasks
• Regular reviews to track progress
• Multi-disciplinary working (care workers, occupational therapists, physios)

Reablement can reduce care costs and improve quality of life. It promotes ‘doing with’ rather than ‘doing for’ the person.

Task-Based Model

The task-based model focuses on delivering a set list of care tasks. Tasks may include washing, dressing, preparing food or giving medication.

Purpose

• To provide essential practical support
• To make sure basic daily needs are met
• To allow care provision to be measured and monitored

Functions

• Work is organised using timetables and checklists
• Staff have clear duties and time limits for each task
• Less focus on social or emotional needs

This approach is sometimes used in home care, supported living or residential care. Its main weakness is that it can depersonalise care and lead to loss of dignity or independence if not used carefully.

Strengths-Based Model

This model builds on what people can do, rather than what they cannot. It draws on the person’s resources, skills, relationships and community links.

Purpose

• To promote independence, resilience and community links
• To support people to solve their own problems with guidance
• To see ability, not just need

Functions

• Working with family, friends and community resources
• Supporting people to use existing skills and develop new ones
• Building self-esteem and confidence
• Joint problem-solving with the person

The Care Act 2014 promotes strengths-based assessments in adult care. This model links closely with person-centred care and the social model.

Relationship-Based Model

This model recognises that quality care depends on good relationships between workers, people who use services, their families and wider support networks.

Purpose

• To build trust, empathy and ongoing communication
• To support emotional, social and practical needs
• To provide comfort and consistent support

Functions

• Allocating key staff for consistency and trust
• Training staff in communication and emotional awareness
• Involving friends, family and the wider community
• Encouraging feedback about the care relationship

Supported living, dementia care, and end-of-life care all use elements of this model. Strong relationships can reduce isolation and improve wellbeing.

Integrated and Multi-Disciplinary Models

These models use teams of professionals from different services working together. Each brings their own knowledge, skills and approaches.

Purpose

• To provide seamless, joined-up support
• To meet needs that cross health, social care and community services
• To reduce confusion and gaps in care

Functions

• Shared assessments and care planning
• Regular team meetings to discuss progress
• Coordinated communication with people using services
• Case management and key worker roles

Examples include:

• Integrated community health and social care teams
• Multi-Disciplinary Teams (MDTs) in hospitals or care homes
• ‘Discharge to assess’ models for hospital leavers

These models are recommended for people with complex needs or living with multiple health and social care conditions.

Community-Based Model

This approach shifts the focus from institutions to the community. People are supported to live with, and take part in, ordinary community life.

Purpose

• To reduce social isolation
• To enable people to access mainstream activities and services
• To build networks, friendships and local connections

Functions

• Support for using community transport or clubs
• Assistance to access education, jobs or volunteering
• Housing and tenancy support
• Working with local groups and voluntary organisations

Many people prefer this approach as it values inclusion and meaningful occupation.

Commissioning and Provider-Led Models

Commissioning-led models are shaped by those who plan and purchase services (commissioners), while provider-led models are run by organisations who deliver the services.

Purpose

• To make sure services meet local needs and priorities
• To use public funds responsibly
• To provide value for money

Functions

• Commissioners set service specifications, monitor quality and outcomes
• Providers design and run day-to-day services
• Framework agreements or contracts set out standards and expectations
• User involvement helps shape commissioning priorities

Strong partnership between commissioners, providers and people using services improves outcomes and accountability.

Comparing Functions and Purposes

Each model serves a different purpose and works best for different needs.

• Person-centred and strength-based models focus on the whole person, supporting independence and wellbeing
• Medical and task-based models highlight clinical needs or practical support, often useful when safety is a concern
• Social, recovery and relationship-based models encourage inclusion, hope and quality of life
• Integrated and community-based models reduce fragmentation and encourage citizenship

Leaders and managers must match the right model to each individual, group or service. Often, a combination works best for people with complex needs.

Application in Practice

For effective management, managers need to:

• Assess people’s needs, strengths, challenges and wishes
• Understand the expectations of regulatory bodies
• Select a delivery model that fits the service context, workforce skills and resources
• Train and support staff to work within the chosen model
• Involve people using services, carers and their families in care planning and reviews

Good managers review and refine their approach to meet changing needs and emerging best practice.

Policy and Legal Context

UK care law and guidance set out requirements for effective service delivery models. Key frameworks include:

• The Care Act 2014—focusing on wellbeing, prevention and personalisation
• Care Quality Commission (CQC) regulations—evaluating how providers deliver safe, effective, caring and responsive services
• The Human Rights Act 1998—promoting rights, privacy and dignity
• The Mental Capacity Act 2005—respecting people’s ability to make their own decisions

Leaders must stay informed of changes to policy and adapt service delivery models to comply with regulations.

Final Thoughts

Using a clear, purposeful service delivery model helps services stay focused on what really matters—improving lives and supporting independence. It empowers staff, meets regulatory standards and, most importantly, benefits people who rely on adult care services.