Psychiatric Bulletin (2002) 26: 196. doi: 10.1192/pb.26.5.196
© 2002 The Royal College of Psychiatrists
Psychiatric Bulletin (2002) 26: 196
© 2002 The Royal College of Psychiatrists
Crisis teams
Feargal Leonard, Specialist Registrar,
Noirion O'Callaghan, Specialist Registrar in Child and Adolescent Psychiatry and
Michael Ventress, Specialist Registrar
Maudsley Hospital, Denmark Hill, London SE5 8AZ
Sir: In 1997 we worked in two crisis assessment and treatment teams (CATTs)
in the western suburbs of Melbourne, Australia. We found the work stimulating
and are grateful for the opportunity to have worked in a highly developed
community psychiatry service. It is therefore easy for us to agree with many
of the points made by Carroll et al in their description of the
Northern Crisis Assessment and Treatment Team (Psychiatric Bulletin,
November 2001, 25, 439-441). While the article stimulated a degree of
nostalgia for our time in Australia it has also encouraged us to make a few
comments based on our collective experience.
It is true that the most skilled clinicians staff CATTs. Undoubtedly, this
is because the work is seen as more challenging, is more prestigious and
provides better pay. However, not only can this denude the other teams within
the area (case management team and in-patient team) of the most motivated
clinicians, it also begets an elite team with a strong culture. The strong
team culture does help ensure effective teamwork within the CATT, but we found
that it can be exclusive and cause strained relations with members of other
teams, damaging the effective working of the area mental health service as a
whole (the wider team).
As gatekeepers the CATT clinicians see all patients prior to admission to
assess suitability for home treatment. In practice this can be cumbersome. The
situation can occur where an acutely unwell patient is assessed in turn by
his/her case manager, a doctor in the case management team, a CATT clinician
and possibly a CATT doctor. Then, if admission is required, he/she is assessed
by the admitting doctor and nurse. Where the aim is to create a seamless
service, we found that the inter team strife and procedural arrangements
sometimes created seams.