On leaving the residential unit, Hakan was provided with £900 from the FASH. However, this was spent quickly and it was questionable as to whether this was necessary and what impact this would have in terms of Hakan’s expectations of the service. The key focus of the social worker was to help Hakan find employment, and maintain a positive relationship with his mother and other family members. The social worker met with Hakan and his mother on a weekly basis, and spoke to them at least every 72 hours. The social worker also provided some learning support around English and Maths. FASH were provided with an employment opportunity for Hakan through their partnership work with YOS and an interview was arranged with North London Garages for Hakan to begin an apprenticeship, but unfortunately, he was not successful. Hakan had some challenging behaviours and special needs, and although the social worker was trying to get him to participate in some volunteering work, he was only interested in paid work. There were numerous entries on children’s services case files describing phone calls from Hakan’s mother regarding her concern with her husband potentially inflicting violence on her and her sons. However, there was no proof of this and the case was referred to a voluntary organisation for domestic violence for a response. The social worker referred Hakan’s mother to a psychologist within FASH for support in relation to her concerns.
The organisations selected to form the partnership were identified through a reactive grant-making offer. ACT selected the best applicants, and then requested them to work together as a partnership of voluntary sector organisations – of differing sizes, expertise, longevity, and even location (Survive is based in Kingswood, which is a part of Bristol that is in the local authority area of South Gloucestershire, while the other four organisations are based in the City of Bristol). Each of the organisations had applied for funding to pilot a new service that would complement or deepen the services they already offered. SPAN elected to work with what was for them a new target group – homeless families. Community Resolve wanted to test out a new approach to conflict mediation – working within families with both an older and a younger mediator: an intergenerational approach. Orbit chose to create a father worker post to work with the young dads who were not getting support from the Mother and Baby Unit 2 . Shelter and Survive brought in key workers: In Shelter to
including by addressing the likely key barriers to family engagement with services. Whilst there were excellent strides taken in the early stages, a full realisation of the project, and evaluation of it, have been hindered by problems experienced approximately 6 months into implementation, mainly in the form of (agency) social workers leaving to gain employment elsewhere. This problem illustrates a broader question about the extent to which these kinds of innovations can be fully tested in a relatively short period of time (of 12 months or less) with workers who are brought in for the purpose, rather than those already involved in existing service provision.
SQW, supported by Ipsos MORI and Professor Geoff Lindsey of the Centre for Educational Development, Appraisal and Research (CEDAR) at the University of Warwick, was appointed to undertake an evaluation of the Integrated FamilySupportService (IFSS) model in August 2010. This Executive Summary presents the findings from the third and final year of the evaluation, covering the period April 2012 through to March 2013. Detailed information on the IFSS model and the background to the evaluation process is contained in the First Interim Report 1 , which was published in May 2012. In addition, a Second Interim Report was published in February 2013.
We are thankful to current and past students, facilitators of the interventions and research assistants for their contribution to the trial: Ai Tran, Julian Thompson, Alicia Tompson, Rebecca Fitzpatrick, Brittany Watkins, Laura Nichols, Josh Hayward, John Reynolds, Daniel Condon, Antanita Chrysostom, Nicola Copley, Karen Richens, Marika Cock, Johanna Wilkinson, Milanda Matthews, Reima Pryor, and Helen Rimington. We would also like to thank those organizations and people who have provided significant in-kind support: Eastern Health and Turning Point Alcohol & Drug Center, Jonathan Tyler, Shannon Lang, Tracey Driscoll, Dale Howard, Melissa Lethbridge, Angela Wright, Leah Hann, Jane Vane-Tempest, and the entire Eastern Health CYMHS Access Service. Thanks also to Dr Lucy Bajisa, Senior Research Fellow, Biostatistics Unit, Faculty of Health, Deakin University.
Referral rates for needed services varied widely. At the 1-year interview, 94% of mothers reported having a specific pediatric primary care provider, exceeding the program standard of 90%. Over three-quarters of the mothers reported needing WIC, income assistance, and food stamps. The per- cent of mothers accessing these services (88%, 89% and 93%, respectively) approached the standard of 90%. At least 10% of mothers reported needing 3 other services in the infant’s first year: public hous- ing (31%), child support enforcement (14%), and adult education or job training (12%). Access rates for these services were far lower than the program standard (31%, 75% and 41%, respectively). Agen- cies varied in the percent of families active at 1 year, attributable to differences in refusal rates (Fig 1). These differences became most pronounced at 3 to 4 months. Excluding families who moved or became ineligible for the HSP, agency-specific fam- ily refusal rates at 4 months ranged from 0% to 36%. After 4 months, agency-specific family drop- out rates were very similar. Within agency, the percent of families active at 1 year was similar across programs (51% and 52% at CFS sites, 57%
Young people were also positive about their ability to access support when they felt they needed it. For example, the interviewees often described their key workers as being responsive and easy to contact, with almost all stating that they had their key worker’s number and could call them whenever they felt they needed to. However, it was clear that young people’s expectations of making contact with their key workers were often very high. It was common for young people to refer to being able to (or wanting to) contact key workers on a weekend or out of hours. A number of young people reported having needed to contact their key workers in the event of an emergency, including where issues had arisen during evenings, when they had needed to call their worker. The use of therapeutic services provided by, or through, the CAS was quite common, and was viewed in a positive light. One family had been attending family therapy and the young person interviewed could now reflect on how her behaviour (and that of her
Many calls were from distressed people attempting to ascertain the status of missing friends or family. Call operators would provide counselling via the telephone, obtain information about the missing person, and take the contact details of the caller. Information about the missing person was matched against hospital admission lists and call operators would make return calls to inform callers of the status of the missing person, to ascertain whether a person had since returned home/made contact, or to gather more information (e.g., what the person was wearing on the day of the attacks). Daily updated resource lists were made available and information regarding frequently asked questions was posted around the call centre enabling call operators to respond to a broad range of practical issues such as air toxicity levels and the ability of people to return to their homes. Call operators would also help frightened and grieving callers cope with their distress. Rather than promote callers to be more hopeful or more realistic, operators would attempt to “meet the client where the client was,” provide support, and encourage them to access their own social support networks.
28 Some changes were made to the referral process at Site 1. Whilst IFSS continued to be represented through the ‘Information Station’ for the majority of the year, a decision was taken to shift towards a resource panel-based approach. This involved an email request being sent to the IFST and a response being provided within 24 hours to arrange a consultation with a CSW. If a case was assessed as being an appropriate referral, it would get sent to the resource panel, which was chaired by the Children’s Services manager (and attended by the IFST manager and representatives from the other services). This panel would meet on a weekly basis to allocate cases to the relevant FamilySupport teams (e.g. IFST, FASS etc.) based on need and the capacity of the individual services at that point in time. However, it was reported that on occasions there had been some delays due to the fact that the resources panel only met once a week.
6.14 Around 40% of the families supported have been CPR and a similar number CIN. Anecdotal reports from IFST staff and representatives from wider services suggest a sense of increased success with families with CIN status rather than CPR or LAC. Staff report that they feel they are interacting with the family at an earlier stage of concern and are able to work with the family to prevent issues escalating. However, Site 3 has chosen to focus on avoiding children becoming LAC and so has sought to focus on preventing this from occurring. If maintained this should be more apparent in the figures in the next period, and will provide a contrast to the others areas which are adopting a different definition of crisis.
6.29 In general IFSS staff report that their experiences of Phase 2 so far have generally been positive. The IFSS spearhead workers schedule regular meetings with the family, the case holding children’s social worker, adult social workers and other relevant services to review progress. However, it has been noted that the high turnover of staff in mainstream social work teams has resulted in inconsistent engagement with families especially over the extended period of IFSS Phase 2 delivery. When new staff take over a case they are unfamiliar with the progress a family has made which can mean the strengths based approach is undermined. This highlights the importance of new social workers in the wider services having an understanding of IFSS, perhaps built in as part of their induction programme. Moreover, where a case working social worker leaves, a handover process needs to ensure continuity of the IFSS plan.
Natural and community (non-paid) supports can provide more organic and positive outcomes for the individual with I/DD. One family shared their son’s experience living with Down Syndrome in the Siler City community. Melba D., 76 has helped her son, Todd (age 36) to develop a personal network of friends and “surrogate” family that she is confident will continue to support him throughout his life. Todd has worked at Bestfood Cafeteria in Siler City since his teenage years and has made many friends through his work. In addition to having completed legal and financial Future Planning to ensure her son’s needs are met, Melba takes great solace in the peace of mind that Todd will continue to be supported after her death to remain in the community he loves.
SapientNitro’s specialised and skilled support teams are available round-the-clock to provide application and infrastructure support for live systems. Our support services deliver cost-effective provision of continuous monitoring, ensuring business continuity and client satisfaction. Service delivery managers work closely with client support managers to maintain operational standards, knowledge management and service level agreements.
The extent to which cash benefits are used by family carers is partly related to restrictions in the use of the allowance and to the degree of monitoring. In Germany, cash benefits are predominantly chosen over home care agency services, in spite of such benefits being 50% lower than direct home care. Cash benefits do not require compliance with a certain use of services and there is no monitoring on the way benefits are spent, nor care management requirements; cash benefits appear thus to have generated incentives for informal care, resulting in an increase in the number of caregivers per care dependent (Glendinning, 2003). Piloting of personal budgets in certain German counties, which were financially more attractive but included closer monitoring by care managers, showed that this resulted in a shift of cash recipients to personal budgets and a substitution of informal care for formal care. Unregulated benefits in Austria were similarly used for family carers but have progressively been used to hire migrant carers. In contrast, in France and the Netherlands, cash benefits or personal budgets come with the definition of a care package, especially in France where service needs are defined by health professionals and not by the dependent person, and are thus rarely used to pay family carers.
If you have a question about your HP ProCurve networking product, you can email us to get assistance from highly trained service technicians at our HP Customer Care Centers. We currently provide email support in 4 languages: English, French, German, and Italian. Please allow up to 1 business day to receive a reply from us. If an issue is urgent, or if you need assistance in another language, please call us. This service is available to you, at no charge, both before and after your purchase of HP ProCurve networking products. Support is available for product-specific questions on product features and specifications, installation, general configuration, basic troubleshooting, and usage. Support for advanced topics such as performance tuning, troubleshooting at layer 3 and above, network-wide troubleshooting, and specific configuration recommendations is not available through this service. HP has fee-based services available for assistance with advanced topics or for after- hours assistance (see HP Network Environment Support later in this guide).
CFDC Nadina has been delivering the Self Employment Benefit program since November 1993, when it was called the Self Employment Assistance Option. Over the years, more than 300 businesses have been assisted through the program, resulting in the creation of almost 700 direct jobs. This is a Service Canadia program for clients who are on an active EI claim, have had an established claim within the last three years, or a parental claim within the past five years.
12. Garbage bins and waste recycling areas are to be designed and located within tenanted areas which allows for service vehicle access in accordance with AS2890.2. 13. All transport operators and drivers are to comply with any directions made by authorised officers of NSW Ports, Roads and Maritime Services, Strathfield Municipal Council, Bankstown City Council, Police or other authorised parties.
The purpose of this study on customer satisfaction will help us to understand the needs & Wants of the customers towards Royal Enfield. The study could provide appropriate and timely information about the position of preference level of customer towards Royal Enfield. As the objectives of this study is to analyse the customer satisfaction level towards the ironic brand Royal Enfield. This study also investigates the services and factors which influence the customers to purchase the Royal Enfield bikes and also identify what customers are expecting from the Royal Enfield. To know about the customer satisfaction and factor which influence the customer’s buying decision process. Customer satisfaction is influenced strongly by culture, social, personal and psychological factors. For this purpose, 50 customers were selected and obtained the various responses based on the questionnaire method. By and large it was found that most of the customers are choosing Royal Enfield vehicles because of its Vehicle Appearance, pickup, good models and engine appearance etc.
The pathways to achieve a shift in alcohol expectancies and accom- panying reductions in drinking come through individual work with the youth in ways that motivate him or her individually, but also in ways that involve parents and other systems. Work with the parents to examine their messages about alcohol use and norms about drinking are critical, in part because most parents underestimate their own teen’s drinking (Guilamo-Ramos et al., 2006). The MDFT therapist helps parents in these individual sessions to commit to taking a firm stand against drinking and communicating a clear and consistent message that drinking is not safe for teens and is not acceptable. Individual work with both adolescents and parents provides a platform for families to talk together about drinking and other drug use. The therapist uses the core family therapy technique of enactment to shape productive and positive conversations between parents and teens that demonstrate the parents’ love and concern for the adolescent in setting clear limits about drinking. These family sessions help the adolescent develop more realistic beliefs about alcohol and its consequences and hone new skills to avoid drinking.