Question

Is our system of working with individual reference persons (appointed key-worker) leading to an added value in care delivery or is it rather an obstacle for the health and well-being of the team?

Problem description

We don’t  know what to think precisely about the system of working with reference persons or appointed key-workers individually assigned to a client.  There’s the impression that these persons (members of the 2A-team) are too heavily involved in the individual care delivery.

Impact - effect

The risk is that, for the user,  the reference person can become the exclusive partner in the team.  For the user this means he can only rely on this particular person and not on our multidisciplinary team, although the latter is potential key to success.

To do

To do: the ERIC-team doesn’t work with team members individually assigned to a user.  What to think about defining the role of these reference or key-persons, without precise their identity to the user? And think about an exclusively administrative role?  This could make it possible for each individual team member to be involved in the general follow-up of a user belonging to the caseload.  In this way, the reference person is no longer the exclusive contact person in the team for the user.

Theme

Starting up and further development/deployment of mobile teams

Topic

critical success factors for starting up and further development/deployment

Reference -  contact

Caroline Seynhaeve, Denis Scholl  (EMSI)

Mobile team

2A

Project

Hainaut Occidental

Intership abroad - place

E.R.I.C.

Date

October 2013