ABSTRACT
This conclusion presents some closing thoughts on the concepts covered in the preceding chapters of this book. The book investigates the mechanism to provide long-term care to respond to two unique features of human service: ambiguous policy goals and a considerable amount of frontline workers' discretion. It also presents a new market model, the care market model. The book analyzes the process-based performance measurement with the care policy model. It discusses a quality improvement tool, which is applicable to this type of market. This tool takes advantage of leveraging other indicators, by finding the care quality indicator that has the most positive influence on other indicators. This book argues that governments could ensure the suitability of care workers' training by aiming for the best possible human service. Analyzing the case of Japan, the research discovered that hidden care needs uncovered by trained care workers boosted the national economy.
