A Program for Continuing Care: Implementation and Outcome

Wolkon, George H.; Peterson, Carolyn L.; Rogawski, Alexander S.

doi:10.1176/ps.29.4.254

Cited by 10 publications

(7 citation statements)

References 2 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…By contrast, a more consistent predictor of successful transition to outpatient treatment after a hospital discharge is the presence of interventions or "bridging strategies" (20). Such strategies have ranged from more routine contacts (e.g., telephone and letter prompting) to various inpatient programmatic interventions aimed at discharge planning and linkage (1,3,12,21) to boundary-spanning communication and involvement of the patient and treatment staff (4,9,13,22). The relative effectiveness of these various strategies has not been examined in the context of patients' clinical and social risk factors.…”

Section: (Am J Psychiatry 2000; 157:1592-1598)mentioning

confidence: 99%

Identifying Risk Factors and Key Strategies in Linkage to Outpatient Psychiatric Care

Boyer¹,

McAlpine²,

Pottick³

et al. 2000

AJP

137

110

View full text Add to dashboard Cite

show abstract

Section: (Am J Psychiatry 2000; 157:1592-1598)mentioning

confidence: 99%

Identifying Risk Factors and Key Strategies in Linkage to Outpatient Psychiatric Care

Boyer¹,

McAlpine²,

Pottick³

et al. 2000

AJP

137

110

View full text Add to dashboard Cite

show abstract

“…Spending four days per week in our program, a clinical nurse ensures continuity of care on the fifth day by orienting prospective Clubhouse members to the program prior to their discharge from an institution. The importance of this anticipatory guidance has already been documented (Wolkon, Peterson, and Rogawski, 1978).…”

Section: Staff Changesmentioning

confidence: 96%

Growing wings: A psychosocial rehabilitation program for chronically mentally ill patients in a rural setting.

Pressing¹,

Peterson²,

Barnes³

et al. 1983

Psychosocial Rehabilitation Journal

Self Cite

View full text Add to dashboard Cite

A special challenge for reintegrating the deinstitutionalized chronically mentally ill patient into rural communities has been especially felt in southwestern Virginia, where over 60% of the chronic population has been placed in residential facilities from other parts of the commonwealth. Highlands Mental Health Services, a private, nonprofit community mental health center, has solved problems of funding, staffing, and delivering the most appropriate services for the patient by joining forces with state and county governments to initiate a psychosocial rehabilitation program called Highlands Clubhouse.Deinstitutionalization of mental hospitals has had an impact not only on the cities of our country. A very special challenge for reintegrating the chronically mentally ill patient into small, more intimate rural communities has been especially felt in southwestern Virginia. The catchment area of Highlands Mental Health Services has an abundance of facilities that provide residential care for adults and more than adequately serve the total county propulation of 40,000. Because of the proximity of the Highlands Mental Health Services to the regional state hospital, many patients without similar resources in their home communities were placed at Highlands. In fact, 60% of the total aftercare caseload were originally residents of 46 different localities in the commonwealth of Virginia, three other states, and Washington, D.C. Money for mental health services has not followed these clients. Questions of funding, staffing, and delivering the most appropriate services for the patients became critical for the pri-Highlands Mental Health Services is located at 158 West Valley Street, Abingdon, VA 24210. Appreciation is expressed to Ron Brizendine, Peggy Wright, and Bill Pickels along with the 55 members, for their contribution to the Highlands Clubhouse program described in this paper.

show abstract

“…Bridging strategies are characterized by communication with patients and participation in care by inpatient and outpatient clinicians and family members or other support persons (Boyer, McAlpine, and Pottick, 1996). Scheduling outpatient appointments within a few days of discharge is the most common pointof-entry approach (Axelrod and Wetzler, 1989;Sullivan and Bonovitz, 1981;Wolkon, Peterson, and Rogawski, 1978). Not relymg on patients to make appointments is important but hardly sufficient for linking patients successfully to community care, especially for those patients with complex needs and past histories of noncompliance.…”

Section: Review Of the Literaturementioning

confidence: 99%

“…Direct contact with outpatient clinicians who will be managing a patient's treatment is rarely made in scheduling appointments. Although reducing the length of time between discharge and the first outpatient appointment has ',een effective in reducing noncompliance with initial visits (Axelrod and Wet-ler, 1989;Raynes and Warren, 1971;Wolkon, Peterson, and Rogawski, 1978), it is unlikely to sustain patients in an ongoing treatment program. Telephone prompting is also of limited value.…”

Section: Review Of the Literaturementioning

confidence: 99%

“…Predischarge interviews by a community nurse to inform the patient about outpatient treatment have been used with some success (Stickney, Hall, and Gardner, 1980). An inpatient continuing care unit that coordinated referrals was also shown to increase compliance with discharge treatment plans (Wolkon, Peterson, and Rogawski, 1978). On some inpatient units, staff have been used to accompany patients to their first outpatient appointment (Harris, Bergman, and Greenwood, 1982).…”

Section: Review Of the Literaturementioning

confidence: 99%

See 1 more Smart Citation