By Peter Ryan DProf MSc CQSW, Steve Morgan BA BPL DipCOT MA
This e-book offers a entire, evidence-based account of assertive outreach from a strengths viewpoint. It emphasizes constructing a collaborative method of operating with the provider consumer, which stresses the success of the provider user's personal aspirations, and construction upon the carrier user's personal strengths and assets. The booklet presents a finished, authoritative method of the topic, that mixes an outline of the coverage and perform matters. It uses wide case learn fabric to demonstrate person and group circumstances.Comprehensive and authoritativeIntegrates coverage and practiceExtensive use of case examine materialEvidence-based
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Extra info for Assertive Outreach: A Strengths Approach to Policy and Practice
The first NSF was to be in the mental health area and was targeted for publication in 1999. The organizational structure within which this process would be embedded would involve each health authority making an annual performance agreement with its regional centre, covering all the key objectives for the year. This would lead to an annual 37 38 A GUIDE TO POLICY accountability agreement containing key targets for the service as a whole and for specific components within it. If a particular mental health service, or strategically important element within it such as Assertive Outreach, were to be consistently missing its targets, or if a serious incident were to occur, then the CHI would take forward a service review, in partnership with the Social Services Inspectorate.
These reforms were undertaken with a view to enhancing the co-ordination and efficiency of care in the community. Both Health and Social Services were given a fixed annual budget within which to operate. There were to be no central government ‘bail outs’ if this budget was overspent. The requirements of efficiency, bringing with it the pressure to control and reduce costs, had somehow to be reconciled with other policy requirements. 1991–1997: THE DEMISE OF CASE MANAGEMENT The net effect of the Conservative government’s community care reforms was to provide, particularly through Social Services care management, the administrative machinery necessary to cap costs and budgets available for all care groups in the community including the mentally ill.
Significant increases were found in both teams’ use of inpatient admission. For Team A the number of bed-days occupied increased by 115% in the year after referral to Assertive Outreach. For Team B the proportional increase was 102%. Jones (2002) has similarly found disappointing results: 55 severely mentally ill service users, all with histories of high use of hospital inpatient care, were referred to an ACT team. He tracked their length of hospital stay for two years before acceptance to the ACT team, and for one year thereafter.