Management Of Social Services Research Articles

Social work education in Vietnam: the development, challenges and ongoing effort to indigenization in the past two decades

ABSTRACT Social work education is considered essential in developing the social work profession in Vietnam to set a foundation for the profession in the late 1980s. Since officially given a training code in 2004 and recognition of the professional status in 2010, the development of social work education has been significantly expanded in the number of training institutions and programs provided at various levels with only two schools providing undergraduate programs in 2003 to 35 in 2024, including 10 MSW and two PhD programs. After two decades of fast development, there have been considerable issues and challenges in maintaining the quality and professionalization of social work education. As an imported discipline, social work education depends on programs and resources from other countries. Hence, indigenization has become an increasing issue and challenge in Vietnam and other countries in the Global South. This paper presents the result of a short survey of 30 training institutions and an online questionnaire of 116 social work educators, practitioners, policymakers and social service managers. The paper examines the process of development, challenges and how to promote indigenous social work training programs to appropriately meet local needs and context and ensure regional and global standards.

The benefits of using a Shared Lives type community response to support survivors of domestic abuse with disabilities and older survivors

PurposeThis paper aims to introduce the concept of using the well-established Shared Lives approach to support survivors of domestic abuse with complex needs including those with learning and physical disabilities, older people and carers.Design/methodology/approachSurvivors with complex needs are often excluded from traditional domestic abuse support services thus increasing their risk and making recovery impossible. Using the Shared Lives approach in suitable cases could address gaps in provision and improve the outcomes for survivors with disabilities, older survivors and carers.FindingsThe paper draws on evidence from reports and research about the experiences of these cohorts of survivors to explain how the Shared Lives approach could increase support options for specific categories of survivors.Practical implicationsUsing the Shared Lives approach to support cohorts of victims/survivors who experience barriers to accessing support could improve outcomes for these people, reduce risk of serious harm and improve quality of life.Originality/valueWith the recent recommendation from Association of Directors of Adult Social Services around increasing use of Shared Lives, this paper provides one potential way to meet this recommendation.

Social Services, Law, and Crisis Management Curriculum Offered in Library and Information Studies

This study aimed to examine the trends in American Library Association (ALA)-accredited Library and Information Studies (LIS) master's program course offerings that facilitated societal interactions and support, specifically social services, law, soft skills, and crisis management. Results indicated that most respondents, who were LIS faculty and members of the Association of Library and Information Science Education (ALISE), believed that LIS coursework in social services, law, soft skills, and crisis management were important. Respondents also indicated how they or their departments addressed social issues (e.g., readings), and what kinds of crises a librarian should be equipped to handle (e.g., facilities management). Additionally, it was found that 41.9% of the respondents believed that a Masters and a Juris Doctorate were required to be a law librarian. Moreover, survey data limitations and implications for current and future practice are discussed.

Through the lens of learning organization theory: strategies used when introducing new work methods as described by practitioners and leaders in social services

ABSTRACT This article uses learning organization theory to explore how practitioners and leaders in social services experience the process of introducing new work methods. Secondary analysis of data from interviews with 13 social service practitioners and managers (employed by various municipalities in Stockholm County, Sweden) was conducted, following their participation in an intervention aimed at supporting the process of managing fidelity and adaptations. A thematic approach in the data analysis was guided by the ‘Three Building Blocks of a Learning Organization’. The findings present examples of situations and actions that reveal how practitioners in social services apply important aspects of learning organization theory. Central components of learning organization theory are found to varying extents in all identified strategies used in the initial stage, implementation stage, and follow-up stage.

Utvecklingsarbete som styrteknik

Development work as governance technique - an analysis of how development leaders experience power in Swedish regional support and cooperation structures. In this article, we study the experiences of power carried out by regional development leaders in Swedish regional support and cooperation structures (RSS) within the state’s governance of social services. The article answers two questions regarding: 1) the development leaders’ experiences of power in vertical and horizontal control rationalities in governmental knowledge management, and 2) the significance these experiences have for their understanding and comprehension of governance. The context is the national strategy on the knowledge management of social services. Knowledge management is exercised through interaction between the state, regional structures, government agencies, and RSS, implemented as a partnership. Our analysis is based on a series of recurring group interviews carried out as research circles with six regional development leaders. The analysis model in the article is primarily based on concepts such as control rationality, social technologies, and the relational exercise of power as a manifestation of normative power through subtle forms of control. The analysis reveals that the development leaders’ diverse experiences with power are shaped by the underlying governance rationalities in their operating context. In horizontal governance, they describe feeling a sense of participation and autonomy. In contrast, their experience of vertical governance is characterised by a feeling that someone else is in control. Their understanding of how power is constructed influences how they perform governance. They define governance as development, meaning a governance technique that allows for action and a sense of participation. We argue that development work should be considered a subtle social technology based on relational power, which organisations and professionals should recognise and put into concrete action.

Provincial Director of Social Services Ömer Turan paid a visit to Tarhan...

Provincial Director of Social Services Ömer Turan paid a visit to Tarhan...

Integrated Care Systems in England: Progress towards forming new multi-stakeholder partnerships to develop quality.

Background: Health and social care services in England have been restructured to 42 Integrated Care Systems (ICS). ICSs are responsible for delivering integrated services in their local area to prevent illness; identify and treat illness effectively; and provide support to improve quality of life for people with long-term illness or disability. Under the umbrella of ICSs, previously siloed organisations need to work together to deliver quality care. This study aimed to understand how these new ways of working impact on the development of their quality agenda.
 Methods: Semi-structured interviews were undertaken with senior representatives in demographically and geographically diverse ICS. Interviews were audio recorded, transcribed verbatim and analysed in NVivo using a thematic framework approach. Two Patient and Public Involvement team members contributed to the study design and data analysis. The study is conducted at two points in time; the data reported here is the baseline collected shortly (November 2021 to May 2022) before the ICSs’ formal constitution in July 2022.
 Results: Sixty interviews across four ICSs were conducted with senior representatives (e.g. ICS CEO, chief nurse, quality leads, director of social services, director of public health, the public and local communities). Across all ICSs, progress had been made with creating ICS specific committees, with new roles created and leaders appointed, and new partnerships emerging. Positive learning on collaborating with diverse partners had occurred during the COVID-19 pandemic and through previous local initiatives to integrate services. In two ICSs, there was less history of such collaborative work and their new partnerships were emerging more slowly. 
 Generally, it was agreed that strong leadership, supported by broad and effective system partnerships, was essential to develop the ICSs’ structure and to deliver quality. Key partners to support the leadership were senior partners in acute hospital trusts, primary care, social care, public health, Healthwatch (the health and social care champion for service users), voluntary services, and patient representatives. 
 Some concerns were raised that made collaborations more challenging, including differences in language and work culture between the key partners, and health dominating the quality agenda. Overall, it was felt that social care, public health and voluntary services were heard less. They were being consulted, but rarely had leadership roles and leaders from these communities often felt that they were not equal partners. Most participants highlighted the importance of consulting patients and the public and acknowledged that this was not done effectively yet with too few people, who lacked diversity, consulted; and an overreliance on Healthwatch. 
 Discussion: This restructure of the health and social care system shows that new partnerships can be formed between previously siloed organisations but that these take time to develop. In particular, organisations or people who have traditionally been less consulted such as social care, public health, and patients and the public still need to become more equal partners in developing the quality agenda. Follow up interviews will bring greater clarity on how this restructure will maintain and promote quality across services. 

The VALUECARE Model for value-based, integrated health and social care services delivery supported by ICT for older adults: participatory research in 6 European countries

Introduction: In 2006, Michael Porter and Elizabeth Teisberg introduced the concept of value-based health care delivery by presenting a new framework for health system design. They proposed a fundamental unifying goal for health care: maximizing value for patients. Value is defined as the health outcomes achieved in response to the needs of a patient relative to the costs of delivering these outcomes. Consequently, understanding patient goals and values is integral to delivering high value. Participatory approaches are a key element in defining the care delivery model according to the patients’ needs and contribute to the sustainability of the care delivery. This study presents the VALUECARE model co-designed with older adults, care team members, health and social service managers and ICT experts to adapt the ValueCare concept supported by technology to the community context and end-users needs.
 Target group: Older people 65 years and older with comorbidity from 6 European countries (Croatia, Ireland, Portugal, Italy, Spain & The Netherlands) facing different health challenges (cardiovascular disease, cognitive decline, frailty, and stroke).
 Participants engaged in the co-design of the value based integrated care: A total of 369 participants were involved in participatory activities with the purpose of co-designing the VALUECARE care model and supportive digital solution (n= 127 older adults, n=86 caregivers, n=109 health and social care practitioners, n=7 ICT experts, n=34 service managers, n=3 policy makers, n=3 municipality providers).
 Co-design activities implemented: Qualitative data was collected using focus groups and interviews, combining face-to-face and online means with the participants trying to adapt the methodology foreseen in the project to the pandemic situation. The eHealth Enhanced Chronic Care Model was used as a heuristic tool to integrate the discourses of the different stakeholders including older adults and those involved in the delivery of health and social care for them and featuring the guiding principles and the core elements for value-based, integrated health and social care for this group supported by ICT solutions. 
 Results: VALUECARE model highlights best practice value-based, integrated care delivery through the application of a set of 6 guiding principles for the model (i.e. quality and safety, technology as supportive tool) across 7 different key core elements (i.e. health and care decision support, comprehensive support and monitoring). Applying these principles and elements, better health outcomes and care experience for older adults are expected and an improvement in the care team wellbeing. 
 Next steps: Based on the co-design sessions, the co-designed VALUECARE model is being implemented and tested in 6 pilot sites. Continuous and periodic feedback is being collected from participants (older people and care team members) to refine the model and ensure quality care delivery, at the end of the project, a validated model of value-based and integrated care supported by technology.

Healthy life expectancy for 202 countries up to 2030: Projections with a Bayesian model ensemble.

Healthy life expectancy (HLE) projections are required for optimising social and health service management in the future. Existing studies on the topic were usually conducted by selecting a single model for analysis. We thus aimed to use an ensembled model to project the future HLE for 202 countries/region. We obtained data on age-sex-specific HLE and the sociodemographic index (SDI) level of 202 countries from 1990 to 2019 from the Global Burden of Disease (GBD) database and used a probabilistic Bayesian model comprised of 21 forecasting models to predict their HLE in 2030. In general, HLE is projected to increase in all 202 countries, with the least probability of 82.4% for women and 81.0% for men. Most of the countries with the lowest projected HLE would be located in Africa. Women in Singapore have the highest projected HLE in 2030, with a 94.5% probability of higher than 75.2 years, which is the highest HLE in 2019 across countries. Maldives, Kuwait, and China are projected to have a probability of 49.3%, 41.2% and 31.6% to be the new entries of the top ten countries with the highest HLE for females compared with 2019. Men in Singapore are projected to have the highest HLE at birth in 2030, with a 93.4% probability of higher than 75.2 years. Peru and Maldives have a probability of 48.7% and 35.3% being new top ten countries in male's HLE. The female advantage in HLE will shrink by 2030 in 117 countries, especially in most of the high SDI and European countries. HLE will likely continue to increase in most countries and regions worldwide in the future. More attention needs to be paid to combatting obesity, chronic diseases, and specific infectious diseases, especially in African and some Pacific Island countries. Although gender gaps may not be fully bridged, HLE could partially mitigate and even eliminate them through economic development and improvements in health care.

SOCIAL SERVICE DIRECTOR PRIORITIES IN RESOLVING CONFLICTS IN NURSING HOMES

Abstract Social workers in nursing homes serve many critical roles such as assessing for residents’ unmet psychosocial needs, providing support to residents and families at end of life, and resolving conflicts between residents, families, and staff. In their roles, they often need to balance conflicting priorities and determine whose rights or needs should take priority. Little is known about how these conflicts affect the social workers in their jobs. This presentation will report the results of a content analysis of the answers to two open ended questions, “What do you like about your job?” and “What would you change about your job?” in a nationally representative sample of nursing home social service directors. The results illustrate directors’ views of what they value in terms of helping residents, families, and staff navigate change, difficult conversations, and conflicting interests. Social service directors report that their priorities are residents and their families, specifically advocating for resident needs. They also report needing to advocate for the role of social work on the interdisciplinary team. They report that family dynamics are messy, but do not discuss how they prioritize within and between residents, their family members, and nursing home staff. More research is needed to understand the decision making process that social workers employ in decision-making about priorities.

WE CAN WORK IT OUT: NURSING HOME SOCIAL WORK AND CONFLICT MEDIATION

Abstract Drawing from a nationally representative survey of social service directors (N=922), this presentation will provide an overview of nursing home staffing trends and describe the ways in which social service staff routinely interact with residents, families, and staff. Social workers are involved in many aspects of care, including the admissions process, planning and providing care, care transitions, and general supportive services. As members of the interdisciplinary team, social workers advocate for resident rights, and support decision-making and care planning in times of family crisis and high conflict situations. Summary statistics will be presented to identify the directors’ frustrations with the role – including their perceptions of major barriers to care, and draw attention to the changes that would improve job satisfaction (e.g., higher salary/wage, 51%; lower staff turnover among direct care staff, 47%; and more time to focus on the social and emotional concerns of residents, 45%). The presentation will conclude with an overview of directors’ interest in training topics that may help to mediate conflicts among residents, families, and staff. Specifically, we will share how prepared directors feel to train other staff in conflict-resolution skills (e.g., working with the resident/family and team to balance resident self-determination with the nursing home’s responsibility to minimize risk), and the use of an ethical framework to guide action.

Organizational and community resilience for COVID-19 and beyond: Leveraging a system for health and social services integration.

To examine how a preexisting initiative to align health care, public health, and social services influenced COVID-19 pandemic response. In-depth interviews with administrators and frontline staff in health care, public health, and social services in Contra Costa County, California from October, 2020, to May, 2021. Qualitative, semi-structured interviews examined how COVID-19 response used resources developed for system alignment prior to the pandemic. We interviewed 31 informants including 14 managers in public health, health care, or social services and 17 social needs case managers who coordinated services across these sectors on behalf of patients. An inductive-deductive qualitative coding approach was used to systematically identify recurrent themes. We identified four distinct components of the county's system alignment capabilities that supported COVID-19 response, including (1) an organizational culture of adaptability fostered through earlier system alignment efforts, which included the ability and willingness to rapidly implement new organizational processes, (2) trusting relationships among organizations based on prior, positive experiences of cross-sector collaboration, (3) capacity to monitor population health of historically marginalized community members, including information infrastructures, data analytics, and population monitoring and outreach, and (4) frontline staff with flexible skills to support health and social care who had built relationships with the highest risk community members. Prior investments in aligning systems provided unanticipated benefits for organizational and community resilience during the COVID-19 pandemic. Our results illustrate a pathway for investment in system alignment efforts that build capacity within organizations and relationships between organizations to enhance resilience to crisis. Our findings suggest the usefulness of an integrated concept of organizational and community resilience that understands the resilience of systems of care as a vital resource for community resilience during crisis.

How Work Culture Contributes to Client Harm in Social Care: An Analysis of Reports from the Client Safety Reporting System in Finland

ABSTRACT The ethical obligation of social services professionals is to ensure that clients are not repeatedly harmed by the same risks. This study examines reports classified as actions harmful to clients due to work culture and the measures taken by managers in Finnish social services. The data used were the reports submitted by social services professionals based on reporting obligations to the SPro client-safety-reporting system and managers’ measures documented in the reports. The reports (n = 1,433) were submitted from October 11, 2016, to December 31, 2020; those related to harmful work culture (n = 95) were selected and analyzed using inductive content analysis and quantification. The results showed that, based on professionals’ perceptions, harmful work culture was linked to cooperation, information flow, resources, service or care implementation, and individuals’ actions. Managers often decided to discuss reported events within the unit. More research is needed on harmful work culture from clients’ perspectives and the effectiveness of measures to eliminate observed risks.

Competence development as a means of HR management in the field of social work.

Professional competences in social services are becoming the subject of interdisciplinary cooperation and require a multidisciplinary approach. The research aimed to identify which professional competences are required by social service managers, to determine which variables influence the expansion of social work competences and to categorize the professional competences. Expansion of social work competences is influenced by many factors according to specific characteristics of the organization. The results were obtained through a questionnaire survey of managers (n = 247) and employees (n = 219). All organizations providing social services in the Czech Republic, according to the Register of Social Service Providers of the Ministry of the Interior of the Czech Republic, were contacted. The results were used for formulating a competency model for social services. The relationship between the selected variables and the expansion of social work competences was tested using a dependency test (χ2). The significant level of value was chosen as α = 0.05. The strength of dependence was calculated using a Cramer's V measurement within 0 ≤ V ≤ 1. The result of the measurement was to test the validity of the hypothesis (hypothesis testing), and the result of the test was related back to the theory (verification). Factor analysis enabled the relationships between the latent variables to be uncovered and allowed two groups to be formed within the professional competences. Results showed a relationship between the expansion of competences through continuing education, the evaluation of personal development and motivation plans, and the establishment of a set of professional competences for each job. The results suggest that achieving a particular competency should be part of a workforce development plan. Factor analysis revealed two groups of professional competences. The first group includes competences such as socio-legal counseling, analytical, methodological, and conceptual activities in the social field, and social counseling and social rehabilitation. The second group includes competences such as professional activities in facilities providing social prevention services, social diagnostics, and identifying the needs of the population and the region.

Protecting Your Professional Practice.

Lynn S. Muller, JD, BA-HCM, RN, CCM, began her career at Pace University as a registered professional nurse (RN), went onto earn her bachelor of arts degree in health care management at St. Peter's University of New Jersey, and then her Juris Doctor from Quinnipiac University School of Law. She is currently a practicing attorney and the managing partner of Muller & Muller. Her practice includes defense of health care professionals before the state licensing boards, case management litigation, family law, wills, trusts, and estates, as well as consulting representation of medical practitioners, facilities, and health service corporations on such issues as regulatory compliance and day-to-day operations. Dr. Muller is a popular and sought-after keynote and session speaker at national and regional conferences. She is the contributing editor of Professional Case Management: The Official Journal of the Case Management Society of America (CMSA) and the Commission for Case Management Certification (CCMC), a former member of the board of directors of CMSA of New York City. She is an adjunct professor at Saint Peter's University School of Nursing in the MSN and DNP Programs. Dr. Muller is the author of more than 80 articles in nursing and case management journals and listed on the NIH website. She is a contributor to the 2016 CMSA Standards of Practice and CMSA Career & Knowledge Pathways. Dr. Muller is the author of both legal chapters of the third edition of Case Management: A Practical Guide for Education and Practice and third edition of the CMSA Core Curriculum for Case Management. She is a former Commissioner for the Commission for Case Management Certification (CCMC), where she now serves on the Professional Development and Education Committee, is a certified facilitator for CCM CERTIFCATION 360, a Multi-day Immersion Program and other special projects. She is a contributor to the CCMC Case Management Body of Knowledge (CMBOK) and a past President of the New Jersey Chapter of CMSA. Dr. Muller is the former director of social services for the Borough of Bergenfield, NJ, a community-based case management program she developed and initiated. Dr. Muller has also served her community as public defender, municipal court judge, and councilwoman, and chaired the Borough's Barrier Free Committee. Address correspondence to Lynn S. Muller, JD, BA-HCM, RN, CCM, Muller & Muller, P.O. Box 164, Bergenfield, NJ 07621 ([email protected]). Disclaimer: The information contained in this department is for educational purposes only. It is not legal advice, which can be given only by an attorney admitted to practice in the jurisdiction/state(s) in which you practice. Do you have a question or issue you would like addressed here? Questions are always welcome. We encourage ALL readers to submit questions and/or manuscripts, as well as topics you would like to see addressed in this department. Questions and other inquiries are accepted by email at: [email protected]. If you have an idea you would like to discuss, send your contact information by email and you will be contacted via your preferred method. The author reports no conflicts of interest.

High quality resident care increases likelihood that nursing home social service directors report thriving at work

ABSTRACT Nursing homes contend with high staff turnover. Resources invested in employees are lost when an employee leaves. However, if employees are thriving in their job, turnover is less a concern. How can employers promote thriving in employees? Using an adaptation of Spreitzer et al. (2005)’s Social Embeddedness Model of Thriving at Work as a conceptual framework, we performed a logistic regression on the responses of 836 nursing home social service directors in the 2019 National Nursing Home Social Service Director Survey to determine factors that contribute to thriving. The model explained 39% of the variation. Seven variables contributed the most to distinguishing social service directors who report thriving at work from those who do not. Having greater influence on social service functions, having time to support residents, not having to do things others could do, and the facility providing quality care were all associated with greater thriving. Those who reported the administrator and/or attending physicians engage the expertise of social services were more likely to report thriving at work. Working in nursing home social services is demanding; retaining a good social worker is important. These findings suggest ways in which administrators can support social service directors thriving at work.

Lessons Learned From a Veteran's Perspective.

Lynn S. Muller, JD, RN, BA-HCM, CCM, began her career at Pace University as a registered professional nurse (RN), went onto earn her Bachelor of Arts degree in Health Care Management at St. Peter's University of New Jersey, and then her Juris Doctor from Quinnipiac University School of Law. She is currently a practicing attorney and the managing partner of Muller & Muller. Her practice includes defense of health care professionals before the state licensing boards, case management litigation, family law, wills, trusts, and estates, as well as consulting representation of medical practitioners, facilities, and health service corporations on such issues as regulatory compliance and day-to-day operations. Dr. Muller is a popular and sought-after keynote and session speaker at national and regional conferences. She is the Contributing Editor of Professional Case Management: The Official Journal of the Case Management Society of America (CMSA) and the Commission for Case Management Certification (CCMC), a former member of the Board of Directors of CMSA of New York City. She is an adjunct professor at Saint Peter's University School of Nursing in the MSN and DNP programs. Dr. Muller is the author of more than 80 articles in nursing and case management journals and listed on the NIH website. She is a contributor to the 2016 CMSA Standards of Practice and CMSA Career & Knowledge Pathways. Dr. Muller is the author of both legal chapters of the 3rd edition of Case Management: A Practical Guide for Education and Practice and 3rd edition of the CMSA Core Curriculum for Case Management. She is a former Commissioner for the Commission for Case Management Certification (CCMC), where she now serves on the Professional Development and Education Committee, is a Certified Facilitator for CCM CERTIFCATION 360 a Multi-day Immersion Program and other special projects. She is a contributor to the CCMC Case Management Body of Knowledge (CMBOK) and a past president of the New Jersey Chapter of CMSA. Dr. Muller is the former Director of Social Services for the Borough of Bergenfield, NJ, a community-based case management program she developed and initiated. Dr. Muller has also served her community as public defender, municipal court judge, and councilwoman and chaired the Borough's Barrier Free Committee. Address correspondence to Lynn S. Muller, JD, RN, BA-HCM, CCM, P.O. Box 164, Bergenfield, NJ 07621 ([email protected]). You are Invited to share your knowledge and experience. Do you have a question or issue you would like to see addressed here? Questions are always welcome. We encourage and invite all readers to submit questions and/or manuscripts, as well as topics you would like to see addressed in this department. If you have an idea, you would like to discuss, or are considering being a first-time author, send your contact information by email and you will be contacted via your preferred method. All inquiries and submissions are accepted by email at [email protected] Case Management Matters welcomes and invites you to submit articles, stories, practice tips, reflections, and revelations. We encourage new/first-time authors and will work with you. How has case management changed you and/or how have you affected the lives of others? All inquiries, questions, comments, and manuscripts should be submitted via email to [email protected] or by mail to Lynn S. Muller, P.O. Box 164, Bergenfield, NJ 07621-0164. If you have an idea for an article, but would like to discuss it, provide contact information in your email and you will be contacted by your preferred method. The author reports no conflicts. The author reports no conflicts of interest.

Identifikovanie kľúčových mäkkých zručností v manažmente sociálnych služieb a možnosti ich rozvoja

The aim of the article is to identify what personality skills are necessary for the work of a manager of social services and how managers can develop them in the conditions of the Slovak Republic. In the paper, we use logical-cognitive scientific methods, namely literature review, analysis, synthesis, induction and deduction. The results of the article point to the fact that the field of economics and management of social services is undersized, which is evidenced by the absence of study programs in the field of economics and management of social services offered by universities in the Slovak Republic.

Identifikovanie kľúčových mäkkých zručností v manažmente sociálnych služieb a možnosti ich rozvoja

The aim of the article is to identify what personality skills are necessary for the work of a manager of social services and how managers can develop them in the conditions of the Slovak Republic. In the paper, we use logical-cognitive scientific methods, namely literature review, analysis, synthesis, induction and deduction. The results of the article point to the fact that the field of economics and management of social services is undersized, which is evidenced by the absence of study programs in the field of economics and management of social services offered by universities in the Slovak Republic.

Investing in adult social care

British Journal of NursingVol. 32, No. 3 EditorialInvesting in adult social careIan PeateIan PeateEditor in Chief, British Journal of NursingSearch for more papers by this authorIan PeatePublished Online:10 Feb 2023https://doi.org/10.12968/bjon.2023.32.3.97AboutSectionsView articleView Full TextPDF/EPUB ToolsAdd to favoritesDownload CitationsTrack CitationsPermissions ShareShare onFacebookTwitterLinked InEmail View article References Association of Directors of Adult Social Services. ADASS survey: People waiting for assessments, care or reviews. 4 August 2022. https://tinyurl.com/5n76nyzc (accessed 1 February 2023) Google ScholarCare Quality Commission. Access to care. 2022. https://tinyurl.com/mrx7by7c (accessed 1 February 2023) Google ScholarDepartment of Health and Social Care. Our plan for patients. 2022. https://tinyurl.com/mvvbpup8 (accessed 1 February 2023) Google ScholarFenton W, Davison S, Fleming N et al. for Skills for Care. The state of the adult social care sector and workforce in England 2022. 2022. https://tinyurl.com/2p8my3bf (accessed 1 February 2023) Google ScholarRoyal College of Emergency Medicine. RCEM: How far does emergency department performance need to fall for political leaders to take meaningful action? 12 January 2023. https://tinyurl.com/y5dh74j6 (accessed 1 February 2023) Google Scholar FiguresReferencesRelatedDetails 9 February 2023Volume 32Issue 3ISSN (print): 0966-0461ISSN (online): 2052-2819 Metrics History Published online 10 February 2023 Published in print 9 February 2023 Information© MA Healthcare LimitedPDF download