A case study of change and innovation: Addiction and Mental Health Kingston, Frontenac, Lennox, and Addington

2021 ◽  
pp. 084047042110271
Author(s):  
Bruce Harry Swan ◽  
Betty Jo Dean ◽  
Carol Ravnaas
Keyword(s):  
Mental Health ◽  
Mental Health Services ◽  
Health Services ◽  
Chief Executive ◽  
Executive Leadership ◽  
Lessons Learned ◽  
Leadership Model ◽  
New Era ◽  
Organizational Needs

Addiction and Mental Health Services of Kingston, Frontenac, Lennox, and Addington is emerging from years of fractured leadership and operational experiences to a new era of promise—with lessons learned along the way. A case study of change and innovation describes the journey Addiction and Mental Health Services of Kingston, Frontenac, Lennox, and Addington has been on since 2020, including making a transition from a Chief Executive Officer to a Joint Executive Leadership model to meet organizational needs, and adopting an approach to governance that is collaborative and integrates existing stakeholder governance representatives to mirror the current provincial Ontario Health Team vision of service.

What E-Mental Health Can Offer to Saudi Arabia Using an Example of Australian E-Mental Health

2017 ◽  
pp. 1412-1421
Author(s):  
Yamam Abuzinadah ◽  
Bader Binhadyan ◽  
Nilmini Wickramasinghe
Keyword(s):  
Mental Health ◽  
Saudi Arabia ◽  
Mental Health Services ◽  
Health Services ◽  
Mental Health Treatment ◽  
Health Issues ◽  
Mental Health Issues ◽  
Seeking Help ◽  
Mental Health Programs

Mental health have become a very influential topic around the world due to the increase of mental health issues that have been reported through national research and surveys. Many studies have been done along the years around the barriers in regards to seeking help in deferent countries and communities. This research aims to look closely into these barriers targeting issues and potential solutions, specifically for Saudi Arabia. Recently, the use of e-mental health services have proven to be an effective method to improve is barriers to mental health treatment. However, this chapter addresses the application and suitably of e-mental health programs for Saudi Arabia mental health services. To do so, a case study of Australian e-mental health services was selected to assist with the investigations.

Promoting Integrated Mental Health Care Services in Disaster Response Programs: Lessons Learned After the Impact of Hurricane María in Puerto Rico

2019 ◽  
Vol 14 (1) ◽  
pp. 130-138
Author(s):  
Julio C. Jiménez Chávez ◽  
Esteban Viruet Sánchez ◽  
Fernando J. Rosario Maldonado ◽  
Axel J. Ramos Lucca ◽  
Barbara Barros Cartagena
Keyword(s):  
Mental Health ◽  
Mental Health Services ◽  
Health Services ◽  
Low Socioeconomic Status ◽  
Disaster Response ◽  
Health Care Services ◽  
Secondary Data ◽  
Lessons Learned ◽  
Care Services ◽  
The Impact

ABSTRACTMeteorological and even human-made disasters are increasing every year in frequency and magnitude. The passage of a disaster affects a society without distinction, but groups with social vulnerability (low socioeconomic status, chronic medical, or psychological conditions, limited access to resources) face the most significant impact. As a result, psychological and behavioral symptoms (eg, depression and anxiety) can ensue, making the immediate response of mental health services crucial. Secondary data from a database of a temporary healthcare unit were analyzed. A total of 54 records were reviewed to collect information; univariate and bivariate analyses were done. The purpose of this article is to present our experience regarding the incorporation of a mental health services model, with its respective benefits and challenges, into a temporary healthcare unit, after Hurricane Maria in 2017.

scholarly journals Profile: Vanessa Cameron – 36 years at the Royal College of Psychiatrists

2016 ◽  
Vol 40 (6) ◽  
pp. 341-345
Author(s):  
Rob Poole ◽  
Catherine A. Robinson
Keyword(s):  
Mental Health ◽  
Mental Health Services ◽  
Health Services ◽  
21St Century ◽  
Royal College ◽  
Chief Executive ◽  
Continuous Change ◽  
Mental Hospitals

On 16 December 2016, Vanessa Cameron retires as Chief Executive of the Royal College of Psychiatrists. She started working there in September 1980 and in 1984 she became Secretary of the College, the role that preceded chief executive. The College was formed in 1971, so Vanessa has been present for most of its lifetime. It has been a period of continuous change that has seen psychiatry leave the old mental hospitals, expand considerably in the late 1990s and early part of the 21st century, and come under huge pressure more recently. Although she has never worked within mental health services, Vanessa has been at the heart of British psychiatry for 36 years. She was awarded an MBE in the 2013 New Year's Honours list for services to psychiatry.

scholarly journals From Research to Practice: Ten Lessons in Delivering Digital Mental Health Services

2019 ◽  
Vol 8 (8) ◽  
pp. 1239 ◽  
Author(s):  
Nickolai Titov ◽  
Heather D. Hadjistavropoulos ◽  
Olav Nielssen ◽  
David C. Mohr ◽  
Gerhard Andersson ◽  
...  
Keyword(s):  
Mental Health ◽  
Mental Health Services ◽  
Health Services ◽  
Psychological Treatment ◽  
Large Body ◽  
Routine Care ◽  
Outcome Data ◽  
Lessons Learned ◽  
Funding Policy ◽  
Four Levels

There is a large body of research showing that psychological treatment can be effectively delivered via the internet, and Digital Mental Health Services (DMHS) are now delivering those interventions in routine care. However, not all attempts to translate these research outcomes into routine care have been successful. This paper draws on the experience of successful DMHS in Australia and Canada to describe ten lessons learned while establishing and delivering internet-delivered cognitive behavioural therapy (ICBT) and other mental health services as part of routine care. These lessons include learnings at four levels of analysis, including lessons learned working with (1) consumers, (2) therapists, (3) when operating DMHS, and (4) working within healthcare systems. Key themes include recognising that DMHS should provide not only treatment but also information and assessment services, that DMHS require robust systems for training and supervising therapists, that specialist skills are required to operate DMHS, and that the outcome data from DMHS can inform future mental health policy. We also confirm that operating such clinics is particularly challenging in the evolving funding, policy, and regulatory context, as well as increasing expectations from consumers about DMHS. Notwithstanding the difficulties of delivering DMHS, we conclude that the benefits of such services for the broader community significantly outweigh the challenges.

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