scholarly journals Services for families in crisis in Tower Hamlets: evaluations by general practitioners and social workers

1992 ◽  
Vol 16 (12) ◽  
pp. 748-750 ◽  
Author(s):  
Colin Murray Parkes

There is widespread recognition that many who seek or are referred for help to psychiatric and social services are acutely disturbed and require only short-term help if they are to come through a period of transient disruption in their lives. The frequency with which people in crisis consult their GP or visit a local Social Service Department is uncertain but suggests that the primary carers are the first port of call for most of them. Services developed to meet the needs of these people include traditional GPs and psychiatric services directed primarily at ‘patients’ (people who meet criteria for illness), but which often offer additional help to their families; traditional social services which place no such limitation on the individuals who seek their help but are directed mainly at people with problems in living, particularly with housing, employment and money; and counselling and advisory services (such as Relate – formerly Marriage Guidance) which focus on particular problems or client groups. A few special crisis services, most of which provide a multidisciplinary team, visit clients in crisis in their homes. These are usually psychiatric services for patients with acute mental illness (Cooper, 1979).

1987 ◽  
Vol 11 (4) ◽  
pp. 117-119 ◽  
Author(s):  
S. J. Jones ◽  
R. J. Turner ◽  
J. E. Grant

General adult psychiatric services in Nottingham operate on a sector basis, with clinical teams having responsibility for the psychiatric care of all patients resident in a defined area. Sectors, which are conterminous with two or more social service areas, are not of equal population size, but comprise populations likely to give rise to similar demands for psychiatric services. The Social Services Department responded to the introduction of full sectorisation of hospital services in 1982 by allocating social workers to sector teams where possible, aiding the development of multidisciplinary teams.


Author(s):  
Jean K. Quam

Ida Maud Cannon (1877–1960) was director of the Social Service Department at Massachusetts General Hospital, where she defined and developed medical social work. She moved medical social work into the community and provided social workers with specialized medical knowledge.


Following on Felice Perlmutter's work on the managerial role of social workers in social services, this article contributes to the still limited knowledge on the role of social workers in middle-management positions in formulating new policies `on the ground`. The study expands knowledge about policies determined by team managers in local social service departments in Israel. It occurs in the nexus between street-level bureaucracy, professionalism and managerial positions. Semi-structured interviews with 28 team managers revealed that they formulated `new` policies with regard to the provision of psychosocial services and material assistance (who gets what, when and how). This occurs when they resist official policy, when it is vague or non-existent. Most of their policy decisions are not documented and draw upon consultations with colleagues and superiors though not with clients. The team managers perceive these policies as a means for achieving balance between clients' well-being and budgetary constraints. Yet their decisions lack transparency, are decided upon without public discourse and may lead to greater inequity between clients


1957 ◽  
Vol 38 (10) ◽  
pp. 544-546
Author(s):  
Johanna C. G. Mountain

1972 ◽  
Vol 53 (8) ◽  
pp. 494-501
Author(s):  
Milton Nobel

The social service department of a municipal hospital expands the scope of its services and also helps the hospital extend its relationship to its community


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