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This article considers the potential for single assessment to overcome longstanding difficulties with care management, looks at initial progress in one SHA area and identifies some key priorities for the next stages of local implementation. We conclude that, not only is much more work required in localities, but additional national guidance and resources may also be required.

This paper describes how Hertfordshire met the challenge of providing a training programme to improve services for older people, with the introduction of single assessment, in the complex setting of a shire county with a number of PCTs, acute trusts, a county partnership trust and a county council social care service.Having set the context for single assessment, it describes the Hertfordshire approach. It focuses on some of the key drivers for successful implementation of such a radical programme of change: the siting of sessions by geographical location, the crucial role of managers and team leaders, setting the context of the sessions in the reality of staff experience, the importance of a shared language, common paperwork and clear protocols, and the role of the local implementation teams in supporting the process both through its implementation phase and into the future.Finally, it recognises that this training programme was only one aspect of equipping staff to be confident and competent in their assessments of older people, and that service improvements will be achieved gradually, requiring commitment from managers and support from the local implementation teams.

Joint working between health and social services has been a key focus of policy in recent years, albeit ‐ underneath the protocols and partnership agreements ‐ integrated processes have developed unevenly. A single shared assessment tool has been one of the concrete expressions of policy on the ground. This paper explores the implementation of the shared assessment process in Scotland. It discusses the broader policy agenda, before exploring the introduction of the shared assessment tool in a large urban authority. Based primarily on interviews with front‐line staff in health and social work and managers charged with delivering shared assessment, the paper suggests a lack of engagement on issues such as working cultures and equity of workloads, while some of the main reasons behind the implementation of shared assessment, such as overcoming duplication, have not generally materialised for staff. Overall, single shared assessment has been driven by process rather than by engagement with wider ideas about joint working, which has led to uneven and at times unwilling implementation.

In this paper, we draw on ethnographic research which tracked older people's journeys through the health and social care system, highlighting some of the key issues which will need to be addressed if the new single assessment process is to become user‐ and carer‐friendly. We argue that the concept of the ‘whole system’ is a misnomer, and a more accurate picture is that of a world at war, with territorial disputes rife and border controls tighter than ever. We suggest that too much emphasis has been placed on IT systems and paperwork and that the real challenge is to cut through the jargon of modernisation and to see things from a wholly different perspective.

The purpose of this paper is to contribute to the empirical research on project management (PM) maturity assessments, specifically based on a maturity model.

The empirical data are based on a case study including in-depth interviews with a semi-structured approach, followed by a focus group interview. A survey was distributed within a project-based organisation (PBO) and to client and stakeholder representatives, and then analysed. The organisation in the case study is a project department within a Swedish mining company.

Careful considerations are needed when choosing a PM maturity model (PM3) as the model structure can influence the assessment’s focus. It is also important to include both internal and external project stakeholders in the assessment to achieve an efficiency and effectiveness perspective when analysing PM capabilities. Valid information from an assessment is crucial, therefore, clear communication from management is important in order to motivate the participants in the assessment.

Improved understanding for implementing and applying a PM3 contributes to the increased knowledge of drivers, enablers and obstacles when assessing PM maturity, which also creates a basis for further research initiatives.

An increased knowledge of drivers, enablers and obstacles should be valuable for practitioners introducing and applying a PM3.

Projects are a common way of working in many businesses. Activities which aim to improve PM capabilities should contribute to more effective and efficient project performance.

This case study gives an in-depth insight into the implementation of a PM3 within a PBO. Through conducting a literature review, it was found that this type of empirical research is rare.

This paper demonstrates how a single assessment tool can be linked to intermediate care services eligibility criteria to examine referrals and admissions to these services, by reporting on a project in a locality in East Kent. The project involved implementing a standardised patient assessment tool for three months in all intermediate care services, to examine the suitability of patients entering each of these intermediate care services. This paper focuses on the results of the community assessment rehabilitation team (CART), a recuperative care centre and the day hospital. After analysing patient assessments, we found that some patients in all intermediate care services were placed there inappropriately, and this was most evident in the day hospital. The paper concludes with considerations and suggestions for improving the effectiveness of assessment tools in practice.

This article aims to assist people responsible for revising local approaches to community care assessment in line with government requirements as detailed in the NSF for Older People. It analyses key elements and suggests approaches to be adopted, some of which are based on workshops with local stakeholders from a number of authorities.

This paper demonstrates that three intermediate care services in Shepway, East Kent each cater for distinct patient groups, and that data from a single assessment process (SAP) tool can be used to differentiate between them. By applying statistical techniques, inferences can be made about the likelihood of admission to a particular service, given specific health characteristics. In conclusion, we highlight the utility of standardised assessment as a means of providing data for audit and planning, and stress the importance of the SAP as a means of developing care services.

This project compared the use of an evidence‐based, systematically developed, standarised assessment instrument for community care with existing assessment instruments, in two social services departments. We conclude that assessment methods without proven reliability may jeopardise the interests of older people and the need to raise standards.