The Recovery Philosophy is a set of 10 Quality principles to enable the person and services to work together when the choice to seek help has been taken. (Government et al 2014) These principles are measured at all levels from provider to national audit. This document followed the publication of, A framework for Action (Scotland 2009) where the 4 areas for action were identified. Also that year it was highlighted Scotland’s relationship with alcohol required changes, with findings that the average man and woman were exceeding recommended guidelines on a weekly basis (Scottish Government 2009).
Recovery is the sequence of progress where a person with states of being dependent on a drug or alcohol is central, with individual care custom-designed …show more content…
The Scottish government sets the legal limit for drink driving at 22 micrograms per 100 milliliters of breath out with this limit you are deemed unfit to drive (Scotland 2014). On the other hand does this also imply that a person is clinically unfit to be assessed? Age, weight, amount drank, gender are a few of the factors for a person showing intoxication signs, with some having a higher tolerance than others (Bond et al 2014). Intoxication can be assumed by observation, but, to what extent requires more formal tools such as blood alcohol levels or a breathalyser (Rubenzer 2010). Blood alcohol levels are used by the emergency department with the breathalyser the emergency team’s formal tool. However, the readings indicate clinical levels while talking to the person will give a better indication of the value of an assessment going ahead or waiting for the patient to sober …show more content…
Clear aspirations for the new service with robust substantiation facilitates marketing to stakeholders (Andrews no date). DaCosta (2012) appraised the theory of leadership for advancement in patient care, and this critique acclaimed outdated multifaceted management structure which is unsuccessful at fostering modification. Change for change 's sake should not be the ultimatum, patient care improvement is, however, and a prerequisite is that it is quantifiable. Stakeholders each have their own view of requirements, they envisage a service offering and these need to be coordinated and measured. Top of the stakeholder are patients, they require outcome and quality, however this is also the organizational requirements as is cost effective and financially viable. Working together, with realistic goals and timeline, collection of data by audit and offering transparency from an already established team is recognizable benchmarks to indicate success (Tesch and Levy
Recovery is the sequence of progress where a person with states of being dependent on a drug or alcohol is central, with individual care custom-designed …show more content…
The Scottish government sets the legal limit for drink driving at 22 micrograms per 100 milliliters of breath out with this limit you are deemed unfit to drive (Scotland 2014). On the other hand does this also imply that a person is clinically unfit to be assessed? Age, weight, amount drank, gender are a few of the factors for a person showing intoxication signs, with some having a higher tolerance than others (Bond et al 2014). Intoxication can be assumed by observation, but, to what extent requires more formal tools such as blood alcohol levels or a breathalyser (Rubenzer 2010). Blood alcohol levels are used by the emergency department with the breathalyser the emergency team’s formal tool. However, the readings indicate clinical levels while talking to the person will give a better indication of the value of an assessment going ahead or waiting for the patient to sober …show more content…
Clear aspirations for the new service with robust substantiation facilitates marketing to stakeholders (Andrews no date). DaCosta (2012) appraised the theory of leadership for advancement in patient care, and this critique acclaimed outdated multifaceted management structure which is unsuccessful at fostering modification. Change for change 's sake should not be the ultimatum, patient care improvement is, however, and a prerequisite is that it is quantifiable. Stakeholders each have their own view of requirements, they envisage a service offering and these need to be coordinated and measured. Top of the stakeholder are patients, they require outcome and quality, however this is also the organizational requirements as is cost effective and financially viable. Working together, with realistic goals and timeline, collection of data by audit and offering transparency from an already established team is recognizable benchmarks to indicate success (Tesch and Levy