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Collaborating for Mental Health Services in Wales: A Process Evaluation
Author(s) -
Jones Norah,
Thomas Paul,
Rudd Les
Publication year - 2004
Publication title -
public administration
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.313
H-Index - 93
eISSN - 1467-9299
pISSN - 0033-3298
DOI - 10.1111/j.0033-3298.2004.00385.x
Subject(s) - project commissioning , mental health , agency (philosophy) , process (computing) , public relations , business , public health , health services , publishing , nursing , psychology , medicine , political science , sociology , environmental health , computer science , psychiatry , social science , population , law , operating system
The need for inter‐agency collaboration between managers of mental health services has long been recognized, as has the difficulty of achieving and maintaining such relationships. Hudson et al . (1999) have developed a model for collaboration in the public sector and the current research has tested the model against attempts to achieve and maintain inter‐agency collaboration between mental health managers in Wales. We find Hudson's model a useful analytical framework but our evidence suggests that it needs to be amended by giving greater emphasis to the importance of ‘uninterrupted . . . opportunities for interaction’ between key managers. Forthcoming changes to NHS structures in Wales (for example, the abolition of Health Authorities and the conversion of Local Health Groups into Local Health Boards) will not necessarily facilitate collaboration if the Local Health Boards are given the role of planning and commissioning mental health services without having the necessary ‘critical mass’ of knowledge, expertise and dedicated staff capacity for planning and commissioning mental health services.