Care management and social work: A case study of the role of social work in hospital discharge to residential or nursing home care

Phillips, Judith; Waterson, Jan

doi:10.1080/714890030

Cited by 31 publications

(19 citation statements)

References 25 publications

(48 reference statements)

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“…: Challis, 1992), sur leurs rôles pour une clientèle spéci que (ex. : Phillips & Waterson, 2002), sur les compétences attendues pour leur pleine e cacité (ex. : Meeks, 2001) et sur leur formation (ex.…”

Section: Gestion De Cas Et Fonction De Coordinationunclassified

Les compétences procédurales requises à la coordination dédiée

Couturier

Gagnon

Belzile

2012

phro

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Le présent article réfléchit aux compétences requises dans les métiers de services aux personnes dédiés à coordonner les services dans les situations cliniques complexes en raison de leur multidimensionnalité et leur chronicité. Toute activité humaine exige, pour sa bonne effectuation, la coordination des interdépendances entre les acteurs concernés. La coordination des interdépendances se réalise en mode ordinaire, dans les activités de tous les jours, mais aussi en mode dédié, c’est-à-dire à travers une pratique qui a pour mandat principal de les gérer de manière consciente, volontaire et imputable pour les situations d’intervention dont la complexité est grande. Ce passage de la forme ordinaire à la forme dédiée de coordination engage une transformation des compétences et des savoirs professionnels mobilisés dans le geste professionnel. En outre des compétences et des savoirs relatifs à la maîtrise des objets cliniques disciplinaires, le gestionnaire de cas, soit la figure professionnelle qui incarne le mieux cette modalité de coordination, doit mobiliser des compétences et des savoirs procéduraux (évaluation, planification, communication, négociation, activation de réseaux, etc.) requis à la maîtrise des interfaces entre systèmes techniques et acteurs professionnels et organisationnels, en posant l’interdépendance des actants comme objet premier de son action professionnelle. Pour cela, il doit effectuer cette dernière dans une temporalité conjuguant le temps du projet organisationnel au temps clinique.This article reflects on the skills required in trades services to people dedicated to coordinate services in complex clinical situations because of their multidimensionality and chronicity. All human activity requires for its proper effectuation, the coordination of interdependencies between actors. Coordination of interdependencies is done in ordinary mode, in everyday activities, but also in dedicated mode, that is to say, through a practice that has a primary mandate to manage them in a conscious, voluntary and accountable for intervention situations whose complexity is high. This passage from the ordinary form in the form of dedicated coordination undertakes a transformation of skills and professional knowledge mobilized in the professional gesture. Further skills and knowledge relating to the disciplinary control of clinical objects, the case manager or professional figure who best embodies this form of coordination, should mobilize expertise and procedural knowledge (assessment, planning, communication, negotiation, activation networks, etc..) required to control the interfaces between technical systems and professional and organizational actors, posing as the interdependence of actants primary purpose in work. For this he must do it in a time of temporality combining organizational project in clinical time

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Section: Gestion De Cas Et Fonction De Coordinationunclassified

Les compétences procédurales requises à la coordination dédiée

Couturier

Gagnon

Belzile

2012

phro

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“…Melin Emilsson, 2011), while tensions have been found at hospital discharges (e.g. Phillips and Waterson, 2002). In Sweden the development rather has been influenced by the fact that the municipal care managers to a large extent act as administrative coordinators of care services, following up applications for assistance in needs-assessments and in decision-making processes (e.g.…”

Section: Care Managementmentioning

confidence: 99%

“…A system with care management was introduced in the implementation of community care with the intention to facilitate the planning and coordination of support for older people in need of nursing and care, like for instance in England and Wales at that time (cf. Department of Health/Social Services Inspectorate, 1991; Phillips and Waterson, 2002). This process was closely connected to a trend of an increased economy-and market orientation inspired by the New Public Management with the introduction of different purchaser/provider-models (Blomberg, 2008;Phillips and Waterson, 2002) clarifying the distinction between assessment and intervention.…”

Section: Care Managementmentioning

confidence: 99%

“…Department of Health/Social Services Inspectorate, 1991; Phillips and Waterson, 2002). This process was closely connected to a trend of an increased economy-and market orientation inspired by the New Public Management with the introduction of different purchaser/provider-models (Blomberg, 2008;Phillips and Waterson, 2002) clarifying the distinction between assessment and intervention. One of the core elements in the reform was to expose the public care of older people to the idea of competition-governing with a partial privatization (Andrews and Phillips, 2000;Vabø, 2005), which was based on the assumption that the more state welfare was forced into a private mould, the more efficient its 5 organization would become (cf.…”

Section: Care Managementmentioning

confidence: 99%

“…Other researchers conclude that practitioners in social work, or in public services in general, are able to hold on to pockets of freedom when it comes to style and manner of practice (Howe, 1991;Lipsky, 1980). However, it has been found that care managers use their discretion within the framework of thoughts that underpins the organization (Dunér and Nordström, 2006;Lindelöf and Rönnbäck, 2004), but also that they are facing dilemmas when dealing with the gap between demands and resources (Dunér and Nordström, 2006;Parry-Jones and Soulsby, 2001;Phillips and Waterson, 2002;Postle, 2001). Elsewhere it is argued that more rules should not automatically be equated with less discretion and, additionally, that discretion in itself should not be regarded as either 'good' or 'bad' (Evans and Harris, 2004).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

How the Care Managers Handle the Process when Older People Consider Relocation to a Residential Home

2014

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The aim of this article is to reveal how care managers handle the process when older people consider relocation to a residential home in a Swedish context. The article is based on vignettebased interviews with seven care managers. The main findings in the article are that the care managers assist older people in their decisions by turning ageing in place and relocation respectively into seemingly natural choices. In both approaches they use warrants related partly to 'the best for older people', partly to 'the common good of economizing'. The conclusions drawn are that the care managers by applying risk management and extensive alliance-strategies are not really able to question their own work situation and that they perform their work in a context of different parties restraining themselves. The implications for social work policy and practice are that the approach referring to older people's self-determination while actually dealing in risk assessment must be thoroughly reconsidered. Other practical implications are that the idea of the purchaser/provider-model must be clarified, beyond the assessment of resources.* Email: Maria.Soderberg@soch.lu.se 2

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