A qualitative exploration of the role of leadership in service transformation in child and adolescent mental health services.
Leadership
child and adolescent mental health services
qualitative
service transformation
Journal
Child and adolescent mental health
ISSN: 1475-357X
Titre abrégé: Child Adolesc Ment Health
Pays: England
ID NLM: 101142157
Informations de publication
Date de publication:
May 2019
May 2019
Historique:
accepted:
28
08
2018
entrez:
18
7
2020
pubmed:
1
5
2019
medline:
1
5
2019
Statut:
ppublish
Résumé
Recent policy in England has called on services for children and young people's mental health and well-being to develop and deliver local transformation plans to increase the provision of evidence-based, outcomes-informed and service user-informed treatments. The role of local leadership in service transformation is poorly understood, despite evidence suggesting it is key to enacting change. To understand the role of local leaders and frontline practitioners in service transformation in child and adolescent mental health services. This study was a secondary analysis of semistructured interviews with n = 20 leaders and n = 29 frontline practitioners in child and adolescent mental health services taking part in a service transformation programme. Leaders' role in service transformation in child and adolescent mental health services (CAMHS) was to: (a) foster impetus for transformation by demonstrating passion and commitment for change, (b) support practitioners in developing microsystem improvements and (c) bridging the organisation's goals with available resources. When developing transformation plans for child and adolescent mental health services, local leaders should be transparent about reasoning and processes, enable practitioners to tailor implementation to need and provide ongoing support. Practitioner engagement needs careful planning given its crucial role in enabling collaboration that will facilitate change.
Sections du résumé
BACKGROUND
BACKGROUND
Recent policy in England has called on services for children and young people's mental health and well-being to develop and deliver local transformation plans to increase the provision of evidence-based, outcomes-informed and service user-informed treatments. The role of local leadership in service transformation is poorly understood, despite evidence suggesting it is key to enacting change.
PURPOSE
OBJECTIVE
To understand the role of local leaders and frontline practitioners in service transformation in child and adolescent mental health services.
METHODOLOGY
METHODS
This study was a secondary analysis of semistructured interviews with n = 20 leaders and n = 29 frontline practitioners in child and adolescent mental health services taking part in a service transformation programme.
RESULTS
RESULTS
Leaders' role in service transformation in child and adolescent mental health services (CAMHS) was to: (a) foster impetus for transformation by demonstrating passion and commitment for change, (b) support practitioners in developing microsystem improvements and (c) bridging the organisation's goals with available resources.
CONCLUSIONS
CONCLUSIONS
When developing transformation plans for child and adolescent mental health services, local leaders should be transparent about reasoning and processes, enable practitioners to tailor implementation to need and provide ongoing support. Practitioner engagement needs careful planning given its crucial role in enabling collaboration that will facilitate change.
Types de publication
Journal Article
Langues
eng
Sous-ensembles de citation
IM
Pagination
170-175Subventions
Organisme : Department of Health Policy Research Programme
Informations de copyright
© 2018 Association for Child and Adolescent Mental Health.
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