ABSTRACT
The care managers clearly faced considerable pressures in meeting the conflicts of interest which arise in intensive domiciliary care, whether it be between the service providers and users, between the frail elderly person and carer, or between service providers from different agencies. The interesting feature of the Darlington Project is that its development covered the period since 1985, and therefore the transition to the reorganisation of health and social care in the early 1990s. There are two main types of cost opportunities arising from the development of secondary care in the community. The first of these is concerned generally with the shortening of hospital patients’ lengths of stay. The second opportunity arises from the substitution of community-based for continuing care in hospital. The key role of the core tasks of care management played an important part of the success of the Darlington Project.
