A working reality: Evaluating enhanced intersectoral links in supported employment for people with psychiatric disabilities

Abstract

The study found that the enhanced intersectoral links approach was effective in achieving outcomes consistent with international studies of SE programmes and may offer a viable alternative to the co-location of employment specialists with community mental health teams.

Enhancing Work-Focused Supports for People with Severe Mental Illnesses in Australia

“…Consistent with research conducted in other comparable Western countries, Australian and New Zealand studies have reported employment rates for people with SMI between 46% and 65% [64–66]. In spite of these positive outcomes, the system still presents structural weaknesses leading to diminished quality and outcomes of the overall service.…”

Client, Contextual and Program Elements Influencing Supported Employment: A Literature Review

“…Some studies found that clients with a lower level of psychopathology were more likely to attain employment (Regenold et al 1999;Sherring et al 2010). Similarly, clients with fewer recent psychiatric hospitalizations and fewer negative mental health symptoms were more likely to benefit from the SE program, as evidenced by higher rates of obtaining competitive employment and increased hours of work per month (Cook 2007).…”

A multi‐site randomised controlled trial of evidence‐based supported employment for adults with severe and persistent mental illness

“…; Waghorn, Childs et al ., ). The main challenge to this approach is attaining high fidelity to IPS principles (Bond, Peterson et al ., ; Sherring et al ., ). This is because organisational culture, policies, and practices of both agencies may need to change.…”

“…This is a different implementation approach to that previously reported (Killackey et al, 2008), and is achieved by establishing an evidence-based supported employment programme within a community mental health service Waghorn, Childs et al, 2012). The main challenge to this approach is attaining high fidelity to IPS principles (Bond, Peterson et al, 2012;Sherring et al, 2010). This is because organisational culture, policies, and practices of both agencies may need to change.…”