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Intensive case management for people with serious mental illness - Site 2: cost-effectiveness
- Authors:
- FORD Richard, et al
- Journal article citation:
- Journal of Mental Health, 6(2), April 1997, pp.191-199.
- Publisher:
- Taylor and Francis
- Place of publication:
- London
Evaluates the cost-effectiveness of intensive case management (ICM), compared with standard psychiatric services. Results found that in comparison with standard psychiatric services, ICM clients received more psychiatric out-patient, primary health, residential and social services care, in addition to high levels of input from case managers. The ICM group therefore cost nearly three times as much as the control group. ICM teams may be necessary to keep contact with some clients, but achieve very limited clinical or social outcome, at high cost. Concludes that the cost could be reduced by either adjusting team skill mix, varying intensity of contact with clients or by a corresponding reduction in the use of in-patient care.
Intensive case management for people with serious mental illness - Site 2: clinical and social outcome
- Authors:
- FORD Richard, et al
- Journal article citation:
- Journal of Mental Health, 6(2), April 1997, pp.181-190.
- Publisher:
- Taylor and Francis
- Place of publication:
- London
Assesses the effect of intensive case management (ICM) on the clinical and social functioning, and quality of life of people with serious mental illness, compared with standard psychiatric services. Referrals to ICM were randomly allocated to either ICM, or existing services. Assessments were carried out at baseline, and at 6 and 18 months. Measure included the BPRS, life Skills Profile and the Quality of Life Interview. No difference in clinical or social functioning between the groups was found, despite the ICM group having a higher number of service contacts, and improved compliance with dedication. Both groups had improved objective quality of life, with only gains in social security benefit uptake being greater for the ICM group. Concludes that ICM teams may be necessary to keep contact with some clients, but are not sufficient to improve outcome. Such teams should focus on people with the most active problems, have a clinical emphasis and be multidisciplinary in composition.