OPERATIONAL & CLIENT RELATED INFORMATION
1st June 2015 to 1st June 2016
During the year 1st June 2015 to 1st June 2016 a recorded total of 34 new clients used the provided services of this organisation. Although many of these clients were self-referred, quite a number were from various agencies including their family doctor, other large government and non-government organisations, including the NZ Ministry of Social Development. On top of these clients the Trust also managed a caseload of existing clientele that added about two-thirds to the number of interventions over this period making a total caseload of approximately 150 active clientele. For a part time Project Manager (largely working alone) this is an extraordinary large number of clientele. Greenwood et al suggested that a community mental health worker should have an average of no more than thirty clientele and that more than that attributed directly to caseworker burn-out And this for a trained, supported and properly resourced community worker.
Issues in assisting the above mentioned important interventions:
This organisation was fully involved in completing the following:
Telephone advice, support and counselling 441 telephone phone calls, txt. and email
Home visits, active community related support, 24
Transport (recorded mileage) to attend various
and important client appointments, meetings etc. 742 kilometres
Of the caseload by far the largest majority (85 clients) had some level of major psychiatric disorder that was being actively treated. Eight clients were having issues directly relating to accommodation and various types of advocacy involved 441 client related contacts. Usually advocacy was about ensuring access to NZ social housing, (residential accommodation) appropriate welfare benefits, irregular ACC support services, improving to more accurate IRD entitlements, more respectful type Child access, and many major (also very serious) public Health provided concerns. Mostly all of these separate or individual client related issues includes an extended amount of time in an accurate completion of important processes (is normally quite complex) in essentially required referrals to relevant support agencies.
Much of this organisations time involved travel to and from client’s homes and to other agencies either to represent the Trust or to advocate/intercede on behalf of the Trust’s clients. Interestingly during the period in question this organisation has clocked up 742 kilometres.
In addition to actual client contact our hard working Project Manager was also actively involved in a number of very important community support activities. Also this included fundraising on behalf of the Trust, attending ongoing local and national meetings with government agencies, advisory meetings (including with our Trust Board) with local authorities, presenting certain quite special and essential donated items, providing regular reports to the Trustees and generally raising awareness of (right throughout the community) the ongoing unmet needs of the Trust’s extremely vulnerable client group. (this is often completed by utlising a very interesting and professionally designed power point presentation)
An added and highly innovative feature of this organisation advocacy component is the on-going development of new technology. (which will in turn hugely aid many people throughout New Zealand and including internationally.) This is in conjunction with the University of Canterbury, Engineering Department and also Aras (Business Development section), Canterbury Employers’ Chamber of Commerce and also Callaghan Innovation (NZ).
These revolutionary new devices which are all mechanically/ electronically and computer operated are all especially designed to alleviate currently experienced major (and often serious) difficulties by many people.
Below is outlined one of our new developments.
 Greenwood et al. (2000). Community Mental Health Team Case-loads And Diagnostic Case-mix. The Psychiatrist, 24(8), 290-293. Retrieved 1 June, 2016, from