A Qualitative Study of the Working Alliance in the Strengths Model of Case Management with People with Severe Mental Illness

Roebuck, Maryann; Aubry, Tim; Manoni-Millar, Stéphanie

doi:10.1007/s10597-021-00903-9

Cited by 5 publications

(8 citation statements)

References 29 publications

(59 reference statements)

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“…Moreover, when the participants are measured repeatedly, fatigue and boredom factors might also affect data quality. Despite the research team having made a tremendous effort to train the raters, the changes in observer mood and other uncontrollable conditions might produce changes in rating outcomes (Shadish et al, 2002).…”

Section: Discussionmentioning

confidence: 99%

“…Further, SMCM fidelity scores were found to be associated with clients' outcomes across service sites, with high-fidelity SMCM associated with lower rates of psychiatric hospitalisation and higher employment rates (Fukui et al, 2012). Recently, there have been a series of studies led by a Canadian team to explore the connection among fidelity scores, therapeutic ingredients, recovery outcomes, and management support (e.g., Briand et al, 2022;Durbin et al, 2022;Latimer et al, 2022;Roebuck et al, 2021Roebuck et al, , 2022. However, there are three major limitations to the existing studies.…”

Section: Relevant Studiesmentioning

confidence: 99%

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Randomised Controlled Trial Evaluating the Strengths Model Case Management in Hong Kong

Tse

Yuen

et al. 2022

Research on Social Work Practice

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Objectives: Strengths-based approaches to case management for people with mental illness have been widely used in Western countries. The aim of this study was to evaluate the effectiveness of Strengths Model Case Management (SMCM) among mental health clients in Hong Kong. Method: Two hundred and nine service clients were recruited from three Integrated Community Centres. Multiple measures related to recovery progress (e.g., Recovery Assessment Scale) were reported by both the clients and caseworkers before intervention and at 6 and12 months post-recruitment. Results and conclusion: Although there were no significant differences in improvement of most outcomes between the SMCM and control groups, the recovery scores of the SMCM group remained stable over time regardless of age, and also middle-aged participants (i.e., 40–59 years old) in the SMCM group achieved higher recovery scores over time than those in the control group. Trial registration number: Australian New Zealand Clinical Trials Registry (ACTRN) 12617001435370.

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Section: Discussionmentioning

confidence: 99%

Section: Relevant Studiesmentioning

confidence: 99%

Randomised Controlled Trial Evaluating the Strengths Model Case Management in Hong Kong

Tse

Yuen

et al. 2022

Research on Social Work Practice

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“…Studies conducted on patients with severe mental illness who attended community-based mental health programs showed that the working alliance with the case manager predicted fewer psychiatric symptomatology, better quality of life (De Leeuw et al, 2012;Roebuck et al, 2021Roebuck et al, , 2022Solomon et al, 1995), reduced health care use and mental health symptoms (Stergiopoulos et al, 2018), higher satisfaction with treatment (Sweeney et al, 2014), improved social functioning (Hopkins & Ramsundar, 2006), lower perceived stigma (Kondrat & Early, 2010), and greater life satisfaction (Chinman et al, 2000). In addition, users with a better relationship with their case manager might have greater levels of hope (Hicks et al, 2012).…”

Section: The Importance Of the Working Alliancementioning

confidence: 99%

Homeless people's recovery in Housing First and Traditional Services: The role of working alliance in Italian housing services

Curiale

Lenzi

Gaboardi

et al. 2023

Journal Community Psychology

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This study aims to investigate whether a working alliance could represent a potential mechanism that explains the effectiveness of housing services in terms of user recovery, comparing the Housing First (HF) model with Traditional Services (TS). This study included 59 homeless service users in Italy (29 = HF; 30 = TS). Recovery was assessed upon entering the study (T0) and after 10 months (T1). Results indicate that participants inserted in HF services were more likely to report stronger working alliances with social service providers at T0 that, in turn, was directly associated with higher levels of users' recovery at the beginning of the study and indirectly (through recovery at T0) with recovery at T1. Implications of the results are discussed with respect to research and practice on homeless services.

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“…This study was conducted as one component of a larger study that examined processes and outcomes related to fidelity to the strengths model of case management. [19][20][21][22] 2 | METHODS…”

Section: Strengths Model Researchers Have Reported Improvements In Cl...mentioning

confidence: 99%

“…In the present study, implementation took place within existing mental health programs, which entailed changing practices that could have been longstanding within the organization. This study was conducted as one component of a larger study that examined processes and outcomes related to fidelity to the strengths model of case management 19–22 …”

Section: Introductionmentioning

confidence: 99%

Implementation of strengths model case management in seven mental health agencies in Canada: Direct‐service practitioners' implementation experience

Briand

Roebuck

Vallée

et al. 2022

Evaluation Clinical Practice

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Rationale Implementation of strengths model case management is increasing internationally. However, few studies have focused on its implementation process, and none have specifically addressed the implementation experience of direct‐service practitioners. Objective This paper presents factors that facilitate and impede the successful implementation of the strengths model, with a specific focus on practitioners who deliver the intervention directly to service recipients. Method To address this objective, a qualitative study of seven mental health agencies that implemented the model was conducted, involving a combination of participant observations and qualitative semistructured interviews with case managers, team supervisors, and senior managers. Qualitative data were analyzed using open coding followed by axial coding. Finally, the findings were aligned with an adapted Consolidated Framework for Implementation Research. Results Implementation of the strengths model involved a significant change in practice for case management practitioners. The results confirm that at the beginning of implementation, the strengths model was perceived as complex and not always adaptable to on‐the‐ground realities. With time, and with support from management, ongoing training and supervision sessions, and reflection and discussion, practitioners regained feelings of competence and resistance to the model diminished. The use of the model's structured team‐based supervision tools was fundamental to supporting the implementation process by enabling an interactive and concrete training approach. Conclusions The more an approach leads to changes in daily practice and is perceived as complex, the more concrete support is needed during implementation. This article highlights the importance of attending to a practitioner's sense of personal effectiveness and competence in the adoption of new practices.

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A Qualitative Study of the Working Alliance in the Strengths Model of Case Management with People with Severe Mental Illness

Cited by 5 publications

References 29 publications

Randomised Controlled Trial Evaluating the Strengths Model Case Management in Hong Kong

Randomised Controlled Trial Evaluating the Strengths Model Case Management in Hong Kong

Homeless people's recovery in Housing First and Traditional Services: The role of working alliance in Italian housing services

Implementation of strengths model case management in seven mental health agencies in Canada: Direct‐service practitioners' implementation experience

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