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Models of Care

Care management for older people with mental health problems: from evidence to practice

Sue Tucker, Jane Hughes, Caroline Sutcliffe and David Challis
Aust Health Rev 2008; 32 (2): 210-222

Introduction

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Methods

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Results

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Discussion

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Services for older people with mental health problems require an integrated and informed approach to commissioning that embraces both their health and social care needs

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Care management should be provided by members of a multidisciplinary team specialising in the care of older people with mental health problems

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A differentiated approach to care management is necessary to ensure that older people with mental health problems receive a level of response appropriate to their health and social care needs

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Targeting within care management arrangements is required to ensure that vulnerable older people with complex needs receive the care packages they need to enable them to live at home

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Assessment as a precursor to a care plan must be multidisciplinary and appropriate in terms of content and timing to ensure that older people with mental health problems receive the requisite assistance to maintain their community tenure

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Care plans are needed to support, sustain and enhance the quality of life of older people with mental health problems in their own home and to provide assistance to their carers

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Financial arrangements which facilitate an integrated approach to the provision of health and social care for older people with mental health problems are required

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Monitoring and review in care management is necessary to ensure the timely and appropriate adjustment of the care plan in order to maintain older people with mental health problems at home in response to changing circumstances

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Limitations

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Conclusions

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Acknowledgements

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Competing interests

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References

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Author details

Abstract
Aim:

To explore the implications of providing intensive care management in a typical old age mental health service in North West England.

Methods:

The time spent by core groups of specialist mental health and social services staff on a range of activities deemed central to the provision of intensive care management was explored by means of a diary exercise. The difference between what is actually being done and what evidence suggests is needed was examined.

Results:

More than 1500 hours of activity were appraised. Assessment and care management-related tasks accounted for more than 40% and 30% of social work and nursing staff’s time, respectively. However, several fundamental features of intensive care management were lacking, including health staff’s adoption of the care manager role, arrangements to facilitate appropriate information sharing and sufficient time for practitioners to provide the necessary careful assessment of needs, liaison with other agencies, and close and regular contact with the elderly person and their care network.

©Aust Health Rev 2008 www.aushealthreview.com.au PRINT ISSN: 0156-5788 ONLINE ISSN: 1449-8944