By Peter Ryan DProf MSc CQSW, Steve Morgan BA BPL DipCOT MA
This booklet provides a complete, evidence-based account of assertive outreach from a strengths point of view. It emphasizes constructing a collaborative method of operating with the carrier person, which stresses the success of the provider user's personal aspirations, and construction upon the provider 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 concerns. It uses large case learn fabric to demonstrate person and staff circumstances.Comprehensive and authoritativeIntegrates coverage and practiceExtensive use of case examine materialEvidence-based
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This publication offers a entire, evidence-based account of assertive outreach from a strengths point of view. It emphasizes constructing a collaborative method of operating with the provider person, which stresses the success of the provider user's personal aspirations, and construction upon the carrier user's personal strengths and assets.
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Additional info for Assertive Outreach: A Strengths Approach to Policy and Practice
British Journal of Psychiatry 173: 363–431 Turner J C 1977 Comprehensive community support systems for severely disabled adults. Psychosocial Rehabilitation Journal 1 (1): 39–47 Tyrer P 2000 Are small caseloads beautiful in severe mental illness? British Journal of Psychiatry 177: 386–387 Ziguras J, Stuart G 2000 A meta-analysis of the effectiveness of mental health case management over 20 years. Psychiatric Services 51: 1410–1421 31 This page intentionally left blank 33 Chapter 2 The transformation of case management into Assertive Outreach: the policy context 1985–2003 Peter Ryan CHAPTER CONTENTS Introduction 33 1985–1991: The emergence of case management 34 1991–1997: The demise of case management 35 1997 onwards: The arrival of ‘Assertive Outreach’ 37 The new mental health initiatives: from case management to Assertive Outreach 38 The mental health White Paper: Modernising Mental Health Services 38 The National Service Framework for Mental Health 40 The NHS National Plan 41 The new legislation 42 Conclusions 46 References 47 INTRODUCTION There is an important sense in which over the past 15 years, and under both Conservative and Labour governments, the history and development of community care has been inextricably intertwined with case management.
He tracked their length of hospital stay for two years before acceptance to the ACT team, and for one year thereafter. The overall length of hospital stay remained unaltered, although there were trends towards reduction in frequency of admission and total number of bed-days. Why have UK studies had such disappointing outcomes with respect to hospitalization? A host of reasons have been given including poor adherence to the model (Tyrer 2000), inadequate staff training (Gournay 1999), and a good standard of control services due to the implementation of the Care Programme Approach (Burns et al 2000).
The first of these was the 1998 White Paper Modernising Mental Health Services (Department of Health 1998). The promised National Service Framework for Mental Health (Department of Health 1999) followed this about a year later. The NHS National Plan, published in mid-2000, contained significant mental health service developments (Department of Health 2000a). In April 2001, The Mental Health Policy Implementation Guide (Department of Health 2001) was published, which provided detailed guidelines for the implementation of all the new mental health services outlined in the previous policy papers.