Emphasis has long been placed in UK national policy on providing 'seamless' mental health services to meet both the health and social care needs of service users. While attention has been paid to the training required by specialist mental health and primary care staff in order to achieve this, the needs of other community agency staff have received less attention. The present article describes a study designed to identify the training needs of staff working within a broad range of agencies. Focus group discussions were used to explore participants' experiences of mental health problems amongst clients, their confidence in dealing with these, current sources of support and perceived training needs. The results indicate that participants in all agencies routinely encountered a range of problems. Colleagues were the main source of support, followed by line managers, but supervision structures and wider organisational support were lacking in some cases. Joint working with specialist mental health services was almost universally problematic and all groups identified a range of training needs. On the basis of the results, the present authors put forward suggestions as to how these needs might be met.
The creation of inter-agency partnerships to deliver mental health services that meet the health and social care needs of service users is now a central strand of UK national policy and a considerable body of literature has developed around the concept of partnership. The date, however, the focus has been on partnerships between the specialist health and social services, or between these services and primary care. In the course of a study aimed at identifying the mental health training needs of a broader range of community agency staff, it became apparent that partnership working was problematic for the majority of agencies. Focus group discussions were carried out with staff from 21 agencies working across five practice contexts. On the basis of the data obtained we describe the extent of inter-agency working and the barriers to its development. The implications for meeting clients' mental health needs are then considered and means suggested for broadening inter-agency working to include a wider range of relevant agencies.
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