The Balance Ability of Fallers and Non-Fallers in Psychiatric Patients at a Long Term Care Unit

Author(s):  
San-Ping Wang ◽  
Jen-Suh Chern ◽  
Jer-Hao Chang ◽  
Bo-Jian Wu ◽  
Hsiao-Ju Sun ◽  
...  
1993 ◽  
Vol 56 (12) ◽  
pp. 437-440 ◽  
Author(s):  
Sheila H Merriman ◽  
Kay Kench

Eight female patients attended up to eight group sessions run conjointly by an occupational therapist and a dietitian. Video feedback was used during the course of sessions. The patients were all residents in long-term care in the Continuing Care Division of St Andrew's Hospital and had been identified by medical staff as wishing to lose weight and having scope for improvement in posture and/or appearance. Seven of the eight subjects lost weight [mean loss (n=8) 1.18 kg: range −3.1 kg to +2.4 kg]. There was a significant weight loss in these seven subjects (t=3.669, df=6, significant at 0.01 level). The authors judged that there had been improvement in one or more areas of posture and/or appearance in seven of the eight patients.


2009 ◽  
Vol 10 (1) ◽  
pp. 58-64 ◽  
Author(s):  
Anna Placentino ◽  
Luciana Rillosi ◽  
Emanuela Papa ◽  
Giovanni Foresti ◽  
Andrea Materzanini ◽  
...  

1986 ◽  
Vol 31 (1) ◽  
pp. 35-43 ◽  
Author(s):  
Céline Mercier ◽  
Et Gaston P. Harnois

A study carried out in a psychiatric hospital in the Montreal region reveals that in spite of deinstitutionalization, long-term stay remains an important factor in the use of beds. For some patients the hospital remains a permanent home, either from their first admission or from the time they are institutionalized after multiple admissions. For both in- and out-patients, return to the hospital and long-term care are almost inevitable. Generally speaking, the services of the hospital are used by the same long-term patients, and this to the extent that the hospital cannot provide services to other establishments or play its second-line role. This is frustrating for other institutions in the network, even though they accept the inevitability of the situation given the lack of adequate community resources for these patients. One of the primary functions of a psychiatric hospital also seems to be to fill in the gaps in the service network. In this regard, its expertise in the field of intervention in chronic psychiatric patients must not be overlooked. Given the current situation, the hospital's responsibility in regard to second-line services cannot be clarified until it has been determined just how much of the responsibility for care of psychiatric patients can be assumed by the community itself.


1999 ◽  
Vol 50 (9) ◽  
pp. 1222-1224 ◽  
Author(s):  
Jeff Beeler ◽  
Annie Rosenthal ◽  
Bertram Cohler

2016 ◽  
Vol 33 (S1) ◽  
pp. S37-S37
Author(s):  
B. Hobl ◽  
B. Schreiber

Evidence consistently demonstrates that people with long-term mental health conditions develop serious physical comorbidities at an earlier age than the average population. These physical comorbidities are often exacerbated because long-term psychiatric conditions reduce the patient's ability to manage somatic symptoms effectively, thus hindering treatment. This highlights the critical importance of continuous support by primary care physicians and nursing staff. People with persistent mental illnesses typically require long-term care significantly earlier than people without mental illness.As a consequence, elderly patients with chronic mental illnesses who are essentially unable or unprepared to function in the outside world or are in need of constant medical attention are typically placed into long-term care facilities and nursing homes geared to serving physically disabled elderly.These LTC institutions have no capacity to provide specific care for mentally ill patients. Difficulties in treating psychiatric patients in these LTC facilities often result in transfers to and repeated admissions in acute psychiatric hospitals.In an effort to resolve the “revolving-door” situation of these patients and reduce the rates of re-admission to acute psychiatric hospitals, Modell Donaustadt was developed. In the talk, Modell Donaustadt will be presented as a best practice example for the treatment of mental and physical comorbidities in long-term care.Disclosure of interestThe authors have not supplied their declaration of competing interest.


2011 ◽  
Vol 16 (1) ◽  
pp. 18-21
Author(s):  
Sara Joffe

In order to best meet the needs of older residents in long-term care settings, clinicians often develop programs designed to streamline and improve care. However, many individuals are reluctant to embrace change. This article will discuss strategies that the speech-language pathologist (SLP) can use to assess and address the source of resistance to new programs and thereby facilitate optimal outcomes.


2001 ◽  
Vol 10 (1) ◽  
pp. 19-24
Author(s):  
Carol Winchester ◽  
Cathy Pelletier ◽  
Pete Johnson

2016 ◽  
Vol 1 (15) ◽  
pp. 64-67
Author(s):  
George Barnes ◽  
Joseph Salemi

The organizational structure of long-term care (LTC) facilities often removes the rehab department from the interdisciplinary work culture, inhibiting the speech-language pathologist's (SLP's) communication with the facility administration and limiting the SLP's influence when implementing clinical programs. The SLP then is unable to change policy or monitor the actions of the care staff. When the SLP asks staff members to follow protocols not yet accepted by facility policy, staff may be unable to respond due to confusing or conflicting protocol. The SLP needs to involve members of the facility administration in the policy-making process in order to create successful clinical programs. The SLP must overcome communication barriers by understanding the needs of the administration to explain how staff compliance with clinical goals improves quality of care, regulatory compliance, and patient-family satisfaction, and has the potential to enhance revenue for the facility. By taking this approach, the SLP has a greater opportunity to increase safety, independence, and quality of life for patients who otherwise may not receive access to the appropriate services.


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