Mental Health Administrators\u27 Knowledge and Perceptions of Delivery of Relationship-Based Services

Past research has recommended that clinical mental health (CMHC) administrators employ a relational focus to their work, but little evidence exists that such a relational focus is actually being utilized. Guided by Rogers\u27 principles of client-centered therapy, this study examined whether CMHC administrators possessed the knowledge and attitudes to utilize the recommendation of relational based therapy and whether implementation in the CMHC was feasible. A qualitative multiple case study design was utilized to collect personal interviews with 12 CMHC administrators who could discuss Norcross and Wampold\u27s single recommendation about therapeutic relationships. Results were triangulated with the guide for CMHC financing, namely Rule 132, as provided by the administrators. Thematic content analysis of the data revealed that administrators were knowledgeable and in favor of the recommendation where funding could be provided. However, the administrators considered implementation unreasonable because of regulations, low financing of CMHC services primarily through Medicaid, burdensome paperwork requirements, and limited staff qualifications. Understanding these answers from CMHC administrators within the context and limitations of the CMHC should impress upon lawmakers the need for adequate financing of resources to implement the recommendation, which could result in promoting social change in the delivery of services for mental health

Visor

A visor is a piece of plastic object that can protect or cover the eyes area. Visor is designed transparent to protect the face and eyes. Therefore, the visors can disguise as a mask. For example, some of helmet in suit of the armour can protect our eyes and in automobile, the driver or front passenger can lower the part of windshield to block the sun. In the year 1924, Hathway has invented the car visor. Originally, he calls it as the glare shield because its function to block out the harmful sun’s x-ray. Therefore, Henry Ford from the creator of the Ford company patented the Hathway’s invention in 1938 that led many innovations to Ford Corp. The main of this purpose is to reduce the direct sunlight to driver’s eyes

Assessing Companion Animal Attachment Among Future Latino Human Services Professionals

As the population of individuals from minoritized ethnic background continues to grow in the United States, the relationship between humans and their companion animals can provide valuable information for human services professionals. Attachment to companion animals can play a significant part in clients’ emotional well-being, family dynamics, and quality of life. This study aimed to examine the associations between human attachment with companion animals and their educational training and attitudes about animals. Analysis revealed that relational attachment was significant among Latino students in the study, and particpants’ positive attitudes and beliefs about animals significantly predicted their level of attachment to companion animals. Participants also reported having diverse species of companion animals that demanded different responsibilities. Considerations to enhance service delivery and educational preparation of future human services professionals have implications for humane education and improved client outcomes

Assessing the value dimensions of outsourced maintenance services

Purpose - The purpose of this paper is to investigate the diverse nature of tangible and intangible value dimensions that contribute to customers' perception of value from outsourced maintenance services. Design/methodology/approach - A multiple case study approach has been adopted. Repertory grid, an in-depth structured interviewing technique, has been used in order to draw out the respondents' hidden constructs in evaluating outsourced maintenance services. Data have been collected from four customer organizations of outsourced maintenance services, and a total of 33 interviews have been undertaken. Findings - The paper has identified a range of tangible and intangible value dimensions that are of importance in maintenance outsourcing decision making. The most important value dimensions for maintenance outsourcing were found to be specialist knowledge, accessibility (of the service provider), relational dynamic, range of products and services, delivery, pricing and locality. Although the paper has identified the most important value dimensions the paper also emphasizes the need to take into account the full range of value dimensions in order to understand the whole value pattern in an organization. Practical implications - The results will be of use for maintenance service providers to help them to improve value-adding capacity of maintenance services. The results can also be applied by customers to help them assess the value they receive from outsourced maintenance services. Originality/value - A different perspective on maintenance outsourcing value is provided. The value patterns in different organizations and the viewpoints of respondents in different organizational roles are described. The dynamic nature of these tangible or intangible values over time and their interrelationships has also been explored

Evaluation Report: NH Multi-Stakeholder Medical Home Pilot

The New Hampshire Multi-Stakeholder Medical Home Pilot was initiated in 2008 by the New Hampshire Citizens Health Initiative as a collaborative effort of its Medical Home workgroup, the Center for Medical Home Improvement and the four private New Hampshire Health Plans: Harvard Pilgrim Health Care, CIGNA, Anthem, and MVP Healthcare, as well as NH Medicaid. The goal of the pilot was to value, prescribe, and reward medical care that is tightly coordinated and of superior quality and efficiency

Final report implementation of relational management

Construction teams and construction organisations have their own distinctive cultures. There also exists an infrastructure, both social and contractual, which ensures that these projects within which the teams operate are completed successfully. It is these issues which this research has addressed. The project was instigated by Queensland Department of Main Roads, Public Works and John Holland Group in order to address how they might better implement relationship management (RM) on their construction projects. The project was devised initially in order to facilitate a change in culture which would allow the project to be run in a relational manner and would lead to effective performance in terms of the KPIs that the organisations set for themselves, described as business better than usual. This report describes the project, its outcomes and deliverable and indicates the changes that were made to the project during the research process. Hence, the initial premise of the project and the problem to investigate was the implementation of relational contracting: • throughout a range of projects; • with a focus on client body staff. The additions that were made to the project, and documented in the variations to the project, included two major additional areas of study: • client management and stakeholder management; • a live case study of an alliancing project. The context within which the research was undertaken is important. The research was driven by main roads with their desire to improve their operations by focusing on the relationship between the major project participants (however, stakeholder and client organisation management became an obvious issue as the research progressed, hence the variations). The context was initially focussed on main roads, public works and John Holland group organisations but it became clear very quickly that this was in fact an industry-wide issue and not an issue specific solely to the project participants. Hence, the context within which this research took place can be described as below: The deliverables from the project are a toolkit for determining RM needs in an organisation, a monograph describing the practical implementation of RM and the outline for a RM CPD and Masters cours

Blue and purple Labour challenges to the welfare state: How should 'statist' social democrats respond?

This article explores two influential strands of thinking about the welfare state, Blue Labour and Purple Labour, that have emerged following New Labour's defeat at the 2010 General Election. It is argued that although both of these new approaches raise some important issues about the relational and associational dimensions of social welfare as well as diversity and pluralism, those committed to universal and egalitarian goals should not abandon the ‘statist’ social democratic approach to the welfare state

Defining the dimensions of engineering asset procurement: towards an integrated model

Procuring engineering asset management is a critical activity of all types of government, with optimal approaches to procurement still in need of identification. This paper advances a novel approach of exploring the procurement of engineering assets across a number of dimensions: Project rules, organisational interaction rules and complexity. The dimensions of project rules are held to include cost, quality and time. The dimensions of organisational interaction rules are held to be collaboration, competition and control. Complexity is seen as in the project itself, in the interaction between organisations or in the business environment. Taken together these dimensions seem salient for any type of engineering asset, and provide a useful way of conceptualising procurement arrangements of these assets

Integration and continuity of primary care: polyclinics and alternatives - a patient-centred analysis of how organisation constrains care co-ordination

Background An ageing population, the increasing specialisation of clinical services and diverse health-care provider ownership make the co-ordination and continuity of complex care increasingly problematic. The way in which the provision of complex health care is co-ordinated produces – or fails to produce – six forms of continuity of care (cross-sectional, longitudinal, flexible, access, informational and relational). Care co-ordination is accomplished by a combination of activities by patients themselves; provider organisations; care networks co-ordinating the separate provider organisations; and overall health-system governance. This research examines how far organisational integration might promote care co-ordination at the clinical level. Objectives To examine (1) what differences the organisational integration of primary care makes, compared with network governance, to horizontal and vertical co-ordination of care; (2) what difference provider ownership (corporate, partnership, public) makes; (3) how much scope either structure allows for managerial discretion and ‘performance’; (4) differences between networked and hierarchical governance regarding the continuity and integration of primary care; and (5) the implications of the above for managerial practice in primary care. Methods Multiple-methods design combining (1) the assembly of an analytic framework by non-systematic review; (2) a framework analysis of patients’ experiences of the continuities of care; (3) a systematic comparison of organisational case studies made in the same study sites; (4) a cross-country comparison of care co-ordination mechanisms found in our NHS study sites with those in publicly owned and managed Swedish polyclinics; and (5) the analysis and synthesis of data using an ‘inside-out’ analytic strategy. Study sites included professional partnership, corporate and publicly owned and managed primary care providers, and different configurations of organisational integration or separation of community health services, mental health services, social services and acute inpatient care. Results Starting from data about patients’ experiences of the co-ordination or under-co-ordination of care, we identified five care co-ordination mechanisms present in both the integrated organisations and the care networks; four main obstacles to care co-ordination within the integrated organisations, of which two were also present in the care networks; seven main obstacles to care co-ordination that were specific to the care networks; and nine care co-ordination mechanisms present in the integrated organisations. Taking everything into consideration, integrated organisations appeared more favourable to producing continuities of care than did care networks. Network structures demonstrated more flexibility in adding services for small care groups temporarily, but the expansion of integrated organisations had advantages when adding new services on a longer term and a larger scale. Ownership differences affected the range of services to which patients had direct access; primary care doctors’ managerial responsibilities (relevant to care co-ordination because of their impact on general practitioner workload); and the scope for doctors to develop special interests. We found little difference between integrated organisations and care networks in terms of managerial discretion and performance. Conclusions On balance, an integrated organisation seems more likely to favour the development of care co-ordination and, therefore, continuities of care than a system of care networks. At least four different variants of ownership and management of organisationally integrated primary care providers are practicable in NHS-like settings. Future research is therefore required, above all to evaluate comparatively the different techniques for coordinating patient discharge across the triple interface between hospitals, general practices and community health services; and to discover what effects increasing the scale and scope of general practice activities will have on continuity of care