In a Nevada mental health institute for individuals with intellectual disabilities, Quiltch (1975) compared three staff-management procedures to insure implementation of desired programs. Ninty-five individuals of varying sex and ages were used in the study. The daily average number of active persons was recorded before and after direct-care staff were scheduled to lead program activities and each received feedback on the number of active participants during the time they carried out activities. A multiple baseline across the four wards was used to measure the effects a memo, workshop, and schedule-plus feedback procedure. A memo instructing all staff to lead daily activities and a workshop to teach staff how to lead activities were introduced
I am currently working for inc corp as a Supported Living Assistant providing support to a young gentleman with both physical and developmental disabilities in his own home. For the purpose of this report and in line with inc confidentiality procedures and the Data Protection Act 1998, I have changed names in order to protect the individual and maintain confidentiality.
This report analyzes and evaluates the staffing practices of the Child and Adolescent Mental Health Associate I (CAMHA-I) position for the John L. Gildner Regional Institute for Children and Adolescents (JLG-RICA) and recommends ways to improve methods currently used.
The Michael R. Zent (MRZ) Integrated Healthcare Center was established in January 2006 to provide comprehensive and integrated healthcare services to individuals with mental health illness in Phoenix Arizona. The integration behavioral and physical health services across the continuum of care provide a seamless care delivery system that offers patients a holistic care based on their psychosocial needs and diagnoses. Achieving a sustainable efficient and effective integrated care program requires multiple evaluation and modification of operational and administrative processes using a Plan, Do, Study, Act (PDSA) methodology.
The final item of business brought up was the vision for system integration in behavioral health. There was plenty of discussion focused on this since it is a new introduction but a much needed policy that needs to be put into place. Included in this discussion was the possibility of implementing behavioral health homes in Nebraska. Many other states have implemented behavioral health homes and some have worked out well and others have failed. One member brought up the big picture concern of behavioral health homes and how they are to take care of those with multiple morbidities since they are very complicated patients and healthcare workers tend to shy away from them. Nobody knew the answer to solve this concern but the committee planned how they should be thinking about what approach to take to make the behavioral health system more integrated. Today’s discussion about the vision for system integration was just the beginning of what is going to be handled at the next meeting.
The authors went on to state that paraprofessionals “reported that they had some familiarity with the concept of self determined behavior for students with disabilities, with even lower levels of access to professional development opportunities pertaining to self-determined behaviors” (Lane, Carter, & Sisco, 2012, p. 246). Paraprofessionals are expected to play key roles in the education of students with severe disabilities, but they are not given the proper tools to complete this task successfully. Teachers, students and paraprofessionals would be greatly benefited if every person involved in the education of a child was properly trained.
It is the philosophy of Residential Services (24-Hour Residential Services) to provide person-centered support and opportunities for persons with intellectual disabilities to experience full participation in community life through: support to build and sustain personal relationships, recreational opportunities, housing and residential supports, and support to access community resources.
One of the first club's I walked past was the UMD Club Basketball booth. I've been involved in the game of basketball for most of my life. Being able to have an opportunity to continue playing past high-school is amazing, and I can totally envision myself joining it. I can bring my knowledge of the game of basketball along with my experience to the team, and their goal of winning.
It can create change and provide innovation. "Even more important than the amount of conflict is how it is managed" (Bolman & Deal, 2013, pg. 201). One major issue in the case study that created conflict was the defeat of the reform plan to create a comprehensive plan to unite all the state agencies handling child welfare and maintain efficient services across the state. Gary Strangler, the director of the DSS was the proponent of the reform plan, but the department of mental health adamantly opposed the bill. Keith Schafer, the DMH directory, supported it, but did not attempt to obtain the support of his employees. The issues stemmed from mental health employees fear of being overshadowed by social services. There was also a belief that the opponent of the bill both within DMH and in the health care profession in the community used the legislature to deny the bill. Additionally, other citizens and local non-profits feared any government interaction that would create a more standardized approach to the problem. The overall issue stemmed derived from a focus on changing the structure and not on changing what the goals and focus was of the
As a Program Director working with this population of people my focus is for physical, social and psychological integration. However, for this to materialize it is essential that those that provide the direct and indirect care are properly trained. Without the wherewithal to know yourself and continually having a reflective practice incorporated in human service routine, it is quite easy to be part of the
This paper will highlight the structural factors that impacted the staff meetings of Rehabilitation Employment Division (R.E.D.) and its development. This paper will evaluate the structural factors that may impact this group. This paper will touch on the Norms and rituals; expressions of feelings/affects; membership dynamics, participation and levels of styles and influence. Also, covered will be any ethical issues that may have arisen within this group.
Maurice William’s understands that social workers get tired because of their relentless job responsibilities, therefore, she makes sure they don’t experience burn out since it is her responsibility to keep the families intact (Laureate Education, Inc., 2011). Since she is not out in the field visiting the homes, she puts her faith in her upper management team to be able to listen and pay attention to any problems or potential future problems (Laureate Education, Inc. 2011). Since she is unable to be out in the field, Williams uses her supervisory skills to train her staff to be able to identify potential problems and also to report back to her what the problems are. If there were problems out in the field (i.e., foster parents, foster children), she shoulders the full responsibility to make sure that the problems are addressed and resolved, or modify changes that are in the best interest of the children.
The Olmstead Act requires public agencies to provide services “in the most integrated setting appropriate to the needs of qualified individuals with disabilities.” Further, the act mandates that states place qualified individuals with mental illnesses in community settings, rather than in institutions. Being placed under IOC is contingent upon whether or not such placement is appropriate, affected persons do not oppose such placement, and the state can reasonably accommodate the placement, taking into account resources available to the state and needs of others with disabilities, (The Center for an Accessible Society, 1999). In conclusion, the Olmstead Act provided for the legal groundwork to both provide and enforce IOC.
As well as management, managerialism can be seen to have many other positive impacts on the delivery of social care and social work services. Managerialism implies that there are specific core functions and techniques of management which can be applied and transferred across all contexts, noted in Coulshed and Mullender (2006b, p.14). This includes private, public and voluntary sectors. The objectives may vary slightly from one agency to another but overall the general aim is to engage and relate to service users, help others to achieve their goals, helping to maintain morale and consulting a wide range of sources to encourage decision making and problem solving (Coulshed and Mullender 2006c). These transferable skills and core functions can be applied not only to the groupwork in organisations and services, but the group work that was taking place on my placement. On my placement, in a rehabilitation centre for
Group work has been a cornerstone of the social work profession and requires a variety of facilitator skills and awareness of group processes. The SSLDTM Group Program for People with Difficulties in Social Situations (Socialwork1914, 2017) provides an excellent example of a psycho-educational group co-facilitated by two female social workers, Jane and Karen. After viewing the 6th session of this 8-week program, I began to understand how the concepts of group formation/development, interpersonal dynamics, and leadership styles contribute to successful group work outcomes.
Each member of the team is a coordinator/questioner, evaluator, elaborator, energizer, initiator and problem solver for different reasons. The roles of these team members vary and will briefly be discussed to give an overview of how important each member is to the team. The psychiatrist’s primary function is diagnosis of mental disorders and prescription of medical treatments. The social worker works with families, community support and referral and the case manager is involved in clinical skills, relationship skills, and liaison and advocacy skills.