The Planning Function Of The Mental Health Field

Management is important in any environment, but especially so in the healthcare field.  As the health care system continues to evolve, sound management is critical to the survival of health care institutions (Johnson, 2005). The management team in a healthcare environment must always aim to improve the efficiency of the day to day activities and constantly plan for ways to improve the productivity and efficiency. Every manager’s main duty is to succeed in helping the organization achieve high performance while utilizing all of the organization’s human and material resources. On a daily basis health care managers must recognize performance problems and

The superior act of living an effective life lies in the pursuit of excellent vision, to move from where we are to where we ought to be, either as a person or as an organization. A health care leader must motivate the organizational team, find how to work with the associates to effectively dedicate their time and energy to achieve the identified goals and objectives through the established vision. The team members need to buy into the vision, where they are currently doing what the leader envisions, the leader must encourage them, keep them on track and set standards for the team by setting goals and objective, flowing from the vision. This will enable the leader to move the health care organization to the expected performance level within the set time period. The leader must ensure that individual responsibilities of the associates are identified, motivated and resources provided to achieve the identified goals. To pursue the vision, I will lead the development of the health care organization’s strategic alignment of clear goals and objectives, to preserve the core mission and encourage progress toward the envisioned future state. Also, I will encourage and provide the direction for the organization without hindering the development of the goals that we expect to accomplish.

The Michael R. Zent (MRZ) Integrated Healthcare Center was established in January 2006 to provide comprehensive and integrated healthcare services to individuals with mental health illness in Phoenix Arizona. The integration behavioral and physical health services across the continuum of care provide a seamless care delivery system that offers patients a holistic care based on their psychosocial needs and diagnoses. Achieving a sustainable efficient and effective integrated care program requires multiple evaluation and modification of operational and administrative processes using a Plan, Do, Study, Act (PDSA) methodology.

Mr. Harris expressed to me the key factors in being successful in his workplace. He stated that the employees should think about the patients first and make the quality of their care the first priority. To be unsuccessful in his clinic, he states that employees would not take pride in their job and not care about the quality of their work. He expressed to me that a manager should most importantly succeed in having open communication with all employees and stakeholders. Keeping an open line of communication with employees makes for a positive workplace environment. Harris explained that this can be done by checking in with them often to make sure the employees aren 't having any issues and are satisfied with the staff’s work. He also interprets that you should let them know that you are always available for them if issues or questions arise.

A national strategy for promoting mental wellbeing and mental health is No Health Without Mental Health.

Working in health and social care staff care for others and they should expect to be cared for at work. A good manager can create a workforce community culture where talented staff are valued and retained. A positive culture within a team promotes a positive outcome for the service users.

Policy analysis of mental health care under the ACA as well as description of how mental health care/service are organized under the ACA from federal to local levels.

The United States has never had an official federal-centered approach for mental health care facilities, entrusting its responsibility to the states throughout the history. The earliest initiatives in this field took place in the 18th century, when Virginia built its first asylum and Pennsylvania Hospital reserved its basement to house individuals with mental disorders (Sundararaman, 2009). During the 19th century, other services were built, but their overall lack of quality was alarming. Even then, researchers and professionals in the mental health field attempted to implement the principles of the so-called public health, focusing on prevention and early intervention, but the funds were in the hands of the local governments, which prevented significant advances in this direction.

Due to many changes in health service organizations’ internal and external environment, planning can be sometimes onerous (Longest & Darr, 2008, p. 366). Therefore, a well thought strategic plan will guide leaders and keep them focus on the organization’s mission. In health service organizations, strategic planning is emanated at the top level of the pyramid, then pass down to others in leadership positions (Longest & Darr, 2008, p. 366). A strategic planning process consists of many steps: a situational analysis, external environment analysis, internal environment analysis, strategy formulation, strategic implementation, and strategic control. As mentioned before, health service organization faced many challenges, a strategic planning not only helps with planning, controlling, and decision making, but it also allows management to analyze their strengths and weaknesses, as well as opportunities and threats. Again, the strategic planning process has proven to be effective when implemented by the entire organization.

Aiken Barnwell Mental Health Center strategic plan there is an agreement on a strategic planning process because ABMHC strategic plan is working with local stakeholders, implemented an environmental scan through identifying strengths and weaknesses, current and future threats that affect ABMHC’s ability to help families and persons with mental health illness, identified key issues, expansion opportunities, describing ABMHC’s mission, values, and six pillars of excellence and guiding principles, measuring and assessing the current status and the progress of the strategic plan, ABMHC’s addressed objectives, short-term and long term goals and the target dates for each goal, demonstrating fiscal responsibility accountability to advance the mission, developing a shared vision for ABNHC, addressing goals and objectives and work plans on an annual basis, the goals are specified and the key issues identified through the environmental scan (Aiken Barnwell Mental Health Center Strategic Plan,

Policies have an important role in regulating and shaping the values in a society. The issues related to mental health are not only considered as personal but also affecting the relationships with significant others. The stigma and discrimination faced by people with mental health can be traced to the lack of legislation and protection of rights (Rodriguez del Barrio et al., 2014). The policy makers in mental health have a challenging task to protect the rights of individuals as well as the public (Swigger & Heinmiller, 2014). Therefore, it is essential to analyse the current mental health policies. In Canada, provinces adopt their own Mental Health Acts (MHA) to implement mental health services. As of January 15, 2016, there are 13 mental health acts in Canada (Gray, Hastings, Love, & O’Reilly, 2016). The key elements, despite the differences in laws, are “(1) involuntary admission criteria, (2) the right to refuse treatment, and (3) who has the authority to authorize treatment” (Browne, 2010). The current act in Ontario is Mental Health Act, 1990.

When it comes to this program I did not find any information that stated it was developed based on empirical evidence. “Very little empirical data exist to help administrators select a particular staffing model for providing mental health services to inmates” (Hills, Siegfried, and Ickowitz, 2004, p. 37). This could have definitely hurt the program at Montford Psychiatric Hospital, but the staff seemed extremely professional, organized, skilled, and knowledgeable of what they were doing when assessing inmates mental health issues. Additionally, this program is also not based on theory because when a theory is created to change complicated issues, such as mental illness program or other health care programs it can be a daunting task. It is particularly troublesome when there is a lack of empirical evidence to support concepts that can lead towards success.

In my opinion, external and internal OD Practioner’s very are relevant to the mental health care. A mental health center must be effective and capable to provide effective services to the consumers in which they serve, they must also employ an effective staff. It is not easy for a mental health center to find caring individual that will be devoted and driven to the advancement of the mental health center’s success. The senior management team uses the Human Resource Manager as the internal OD

Within every team there are weaknesses that arise and create barriers. The barriers that the CBH is faced with is creating a culture that is conducive to fostering relationships, building trust, and effectively communicating with one another. If the CBH’s desire is to become a competitor with such entities as the NHK and Edelson and Associates, they must first become accountable for their shortcomings and move forward with the same passions they have towards their clinic (Zoeller & DeSensi, 2015).

Per Ms. Scott, the organization values the ability for people to have a quality life that allows them to be healthy and whole mentally, spiritually, emotionally, physically, and socially which puts them in a position to have economic and political value. About their organization structure, there are two full-time clinicians along with consultants who come from other agencies such as Haymarket, HRDI, and teachers from Kennedy-King College, who get paid for their services. Organizational structure is the “the system of task, reporting, and authority relationships within which the work of the organization is done” (Kirst-Ashman, 2014, p. 228). The organization chart will include Dr. Wash, Founder, Chief Executive Officers, and two employees